The method of price comparison between three companies in procurement work is currently commonly used by enterprises. Open the job search APP and search for a procurement position. Basically all procurement content requires price comparison between three companies. The author used to think that it is simple. A three-year-old child can do it. This is not an insult. In terms of IQ, I am a person who is motivated to do high-level cost analysis, but the actual operation is far from being as simple as I thought.
Let's first talk about the cases we have experienced before, the process that a certain company has formed and the quotations of existing suppliers: Sales raise requirements---R&D is converted into drawings---Procurement chooses one of the three suppliers for proofing (lower price) ) ---- Supplier submits samples ---- Sales asks customers to confirm samples ---- Customers confirm that they are correct and notify the purchaser to make large quantities ---- Purchase and find suppliers for quotations ---- Compare prices among three companies and ship at the lowest price one. There are three suppliers, A, B, and C. Without proofing, the price of A is usually the lowest, while the prices of B and C are equal.
Do you see any clues in the above process?
1. Proofing before quotation
2. Suppliers are randomly selected, mainly based on the buyer’s own judgment as to which supplier to give to.
3. The quotations for proofing are higher than those without proofing.
Because of this, every time I make a large product, I either lower the quotation of the sample manufacturer (mainly A) or transfer it to two other companies (mainly B and C), but this situation is rare. As a result, the other two suppliers were unable to receive orders, and the manufacturers who received the orders were also aggrieved. Moreover, all three complained that they were doing the sampling at my house instead of making large-scale products at my house, and they felt it was unfair. The explanation for the purchase is: There is no way, the company demands the lowest price. In this way, the supplier's grievances are transferred to the company.
In fact, there are many problems in the company's internal processes, which leads purchasing personnel to select suppliers based on price alone. In the process of mutual "achievement" between procurement and suppliers, gradually, the three companies gradually became less and less aggressive in quoting. Company A was always too busy to make mistakes, and would only give out the quotation after pressing for it. B and C complained that they quoted prices every day but did not give orders, and the company also demanded efficiency. People from all aspects came over and over again to urge us to place orders and catch up on delivery dates. The purchaser feels dizzy and in low spirits every day.
If the process is correct and it is only comparing prices among three original suppliers, has the purchasing partner ever encountered a supplier that did not cooperate with their quotations? How did you do it? Let me talk about my own views below (personal opinions, for reference only).
Based on the above case, I will now communicate with the purchasing manager or higher-ups about the pros and cons of price comparisons and improvement plans among the three companies.
Advantages of shopping around: Shopping around allows buyers to quickly understand market conditions, reduce procurement costs, and increase procurement transparency.
Disadvantages of shopping around: Suppliers do not cooperate with the quotation in the early stage, and the instant quotation is arbitrary. Price comparison loses meaning, costs cannot be controlled, and even slows down the project progress. At the same time, the price comparison among the three companies to choose the lowest price is a disguised form of using price as the only criterion, without taking quality, delivery time, and service peak factors into consideration, resulting in the risk of inferior quality and delivery delay. Once it becomes a reality, it will be transmitted to the supplier, and then There will be a backlash to purchasing, a vicious cycle, and finally a breakup.
In this case, how should we use the three price comparisons? The plan is as follows:
1. Price comparison among three companies: assign weight coefficients according to importance to quality, delivery time, price, and service. After comprehensive consideration, choose the best instead of just targeting price.
2. Conduct supplier performance appraisals, conduct monthly, quarterly, and annual scoring reviews, and allocate purchase order amounts (such as 75/15/10, etc.) or corporate customers (large/medium/small) in proportion based on the review status
3. Last-place elimination system: If the employee receives a failing score in the performance appraisal ranking, each department can discuss whether to eliminate the employee.
4. New suppliers: Cultivate new suppliers, include them in assessments, compete with or even directly replace the last supplier.
The above is my opinion on the price comparison between the three companies. If you also have a good plan, please share it.
Author of this article: Cassie Please indicate when reprinting
Source: Procurement Practitioner (ID: costcontrol)
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