被供貨商控制的終端采購(gòu)(Terminalpurchasecontrolledbysupplier)

被供貨商控制的終端采買(mǎi)（Terminalpurchasecontrolledbysupplier）"Besuretodowellwiththepurchasingstaffatthehypermarket!"That'salmostalltheadvicethatallK/Amanagerscanhearbeforetheytakeoffice.Onthefaceofit,intheexistingbusinessrelations,retailterminalbuyersareinanindisputableadvantage,andtheirrelationshipisoneoftheimportantmarketingstrategiesformanydealers.Peoplestandatthesupplier'spointofviewandofcourseseeonlyoneaspectofit.Infact,aswithotherpeople,supermarketbuyersalsohaveuntolddifficulties.ItissaidthatthereisafamoussupermarketwebsiteinChinawhichhasopenedaspecialcolumnforpurchasingstaffcomplaints.Ihavethesamefeelingofpurchasingfromthesupermarket.Inreality,therearemanysupplierscontrolledprocurement,whichisaverydelicatebusinessrelationship.TerminalpurchaseheteronomyWhenthesupplier'svaluesareatthecoreofmakingmoneyIn1999,whenmycompanystartedsellinghypermarkets,Iwasabletounderstandforthefirsttimewhatthevalueofthesupplierhadonthechainbusiness.Asyouknow,thecorevaluesofenterprisesarethepremiseofsocialrecognitionandthelong-termmotiveforceofenterprisedevelopment.Forexample,WAL-MART's"customerisalwaysright",McDonald's"quality,cleanlinessandvalueformoney",Haier's"sinceritytoforever"andsoon,aretomeetcustomerdemandforthefirstpurpose.However,China'schainindustryisstillintheinitialstage,andthesuppliersofchainenterprisesareinthebud,andthebackwardoftheirvaluesisthemosttroublesomeproblemofterminalpurchasing.It'sincredibletothinkabouttheinitialpurchases.Manylocalsuppliersstillclingtotraditionalideasofproductionwithoutinnovation,withoutunderstandingconsumerdemand,suchaslocalflourbrands.Flourisonlytheinitialprocessingofwheat,sothegrossprofitofgoodsisverylow,anditisnotsuitableforlongdistancetransportation(highcost).Butitsdemandisverylarge(peopleinnorthernChinamainlyusenoodlesasstaplefood),sothereisgenerallyarelativelylarge-scaleflourmillinChina.Mostofthemaretheoriginalstate-ownedflourprocessingplants.Theydon'thavetoworryaboutproductsales,localconsumersareusedtothisbrand,andbecauseitisnotsuitableforalargenumberofmarketingcoststocompeteforthemarket,soforeignbrandsaredifficulttofootholdinthelocal.Thiscreatesaselfsatisfiedandenterprisingbusinessconditions,inthiscase,companiesdonothavewhatvaluesatall,thestylecanbeseeninamuddlealongeveryemployee,theoperatordoesnotconsidertheneedsofconsumers,butignoretheprocurementproposal.Forexample,itlearnedintheinvestigation,nowthemainconsumerisafamilyofthree,inthepurchaseofflourcan'tbuyalargepackageof25kgbagsofflour,thereforerecommendedplantstotakeaslittleaspossiblepackagingtomeetconsumerdemand,butthemillsthatourbusinesshasalwaysbeenthetenyearsofflourpackagingandnow,stillinshortsupply,thereisnoneedforimprovement.Ofcourse,thissituationmakespurchasingaheadache,youwanttochangethissituationastopurchaseiseasiersaidthandone,naturally,itistastelessgesture.Therearealsosmalloperatorswhoaremorelikelytobesatisfiedwiththestatusquoandhavelimitedoperatingandeconomiccapabilities.Theyarenotsureabouttheirdevelopment,anddonotunderstandyourbusinessvalues,eventhemostbasicrequirements:punctualdeliveryandqualityacceptanceisabigproblem.Manysuppliersdon'tunderstand,whyareyousostrict?Clothinglogowillnotaffectthesale,foodafter1/3shelf-life,andnotdead,twodayslatedeliveryisnotabigproblem...?Donotknowthatthesearethebasicsurvivalofchainbusiness:goods,quality,goods,prices......Thisistheconcreteembodimentoftheenterprisemanagementvalues.Butuntiltoday,therearestillmanystilldosomeoftheworksurface,mostofthemstilltomakemoneyforthecenter,alwaysfindawaytostoremanagementloopholesdrilling:shoddydeceivethepurchase,replacementofclothinglabelprofiteering,foodrawmaterialstrictqualityproblemsoftenarise,On-siteprocessingpersonnelserviceattitudeisblunt.......Thegeneralsituationonthebasisoftheprocurementtheydo,finedonlytemporary,backwardmanagementvalueshavetomakepurchasesinordertopluggingscuttered,everywherepassive,hamperedbythesupplier.Ofcourse,thesupplierisonlyinthelessdevelopedareas,andmanycompanies,especiallyinternationalbrandssuchasProcter&Gamble,Coca-Cola,etc.,donothavethisproblem.Butthesebrandsaretoobigandpowerful,soitisnaturaltocontrolthepurchasingprocess.WhenthecoreofthestoreisoccupiedbybigbrandsBrandsupplierstendtoterminalsalesworkbestmarketingcampaigntomaketheconsumerloyaltyistomaximizetheimprovementofsomebrands,themarketsharereached30%ormore.Whenpurchasingnegotiationswiththem,theyareoftenfacedwithunimaginablepressure,K/Amanagerswillbesoldtocoerce,butalsotosupportcompetitorsasacounterweighttothenegotiations,theprocurementisreallyhelpless.Especiallyatpresentmanychainsareinthedevelopmentstage,thestrengthoftheenterpriseitselfinthefaceoftheselargeenterprisesunderthepressureofinferiorbycomparison,eachother,hadtorepeatedlyconcessions.Youwillseeintheterminalstoreswherethebestdisplaylocationareoccupiedbythebrand,prioritypromotionalwaysliesinthehandsofbigbrands,thebrandstoresarethefirsttodebutstage,tostoreitismiserable.Donotbelieveyousee,Coca-Cola,Procter&Gamble,Nestle,Colgate,Wahahaandsoon,whichdoesnotoccupyyourbestpositionandthelargestrowofnoodles?Verylowgrossmarginisthebiggestproblem,thesebrandbusinessobjectiveistomaximizethebenefittoconsumers,sotokeepthestoreprofitspaceisverysmall,someevenlosemoneytosellstores,forexample:awell-knownbrand(Qingdao)tohigh-qualitybeer,thelowestmarketretailpriceis68.40yuan/box,andstoresthepurchasepriceis70yuan/box,eachsellingaboxonthelossof0.60yuan,asthefirstchoiceofconsumersandthesalesseasoneverydaysalesofmorethan1000boxes,butyoucannotgiveup,mustgivehimthebestdisplaylocation,oryourcustomerswillgotocompetitorsthere.Ofcourse,noneofthesebigbrandmarketingsupportstoreisalsoverydifficulttoobtaingoodresults,afterall,theirmarketingactivitiesareplanned,withlargeinvestmentandgoodimplementationcapacity,cannotbeunderestimatedforconsumerstoguideandenhancetheimageofthestore,soit'swisetolearntounderstandthecompany'spurchasingmarketingpolicy,andtrytofightfor.Butthereisnofreestoresduringthebanquet,hadtocomeupwithsomefavorableconditionsofexchange,suchasgoodlocation,promotionalactivitiespriorityevenmore,thesurfacelookspurchasingsupportforthesebrandsactuallyhamperedmoresuppliers.WhenthesuppliercanbringadministrativeinterventionIntheinitialstageofthedevelopmentofhypermarkets,especiallyinthelessdevelopedareas,thechoiceofsuppliersisverydifficult.Becausethesizeofthestoreitselfenoughtogrow,sodonothavetheabilitytodirectandbrands,

oftenlookingforagentsordistributorstocooperate,butthesesuppliersareinthelocalfoundation,abilitybymeansofadministrativeinterventionofprocurement,procurement

forceatworkispassive.Industryandcommerce,taxation,sanitation,epidemicpreventionandtechnicalsupervisionaretheadministrativedepartmentsthatdirectlymanagethestores,andevenfirepreventionandelectricitycannotbeoffended.Althoughtheydonotpayattentionto,theywillnothavedirectimpactonthemanagement,butifyouoffend,alldayexceptforyourinspection,assessment,thatis,ameetingtostudy,completelyupsetthenormalorderofthestore.Therelationshipbetweentheuseofadministrativeinterventionisthemostcommonstoremanagementapproach:curementcannotpurchasegoodsaccordingtothenormal

Theplan,andthenormaleliminationmechanismofsuppliersandcommoditiescannotbeimplemented.Becausethestoreleadershaveadifficultproblemofsupplierbalance,doesnotmatter,butacarddepartmentthatcanlosebig,Therefore,theymustbeorderedtopurchasesuchandsuch.Itoftenencountersuchproblems,supervisororbosspersonallytelephoned,"WangMoumou,leadingfiredepartmenttofindmemanytimes,saidthathisfriendhadabrand,oryoutakethetimetotalktohim,ofcourse,donotlookatmyface,candoit,noteven......".Oftenthisproblemissolvedbyanofficeandprivatesolution.Iftheproductisnotobviouslydefective,itcanbesuccessfullyentered.Thebeginningoftheproblemisnottooserious,butyouseesuppliersslowlydeteriorate,worthincreasesinpurchasingcannotbenormalworkbutafterallisthecorepartofprocurementmanagement,whenprocurementinaccordancewiththenormalpurchaseplantooperatestores,thensellthecrisiscomes.Negotiationtoseewhotheopponentiseliminatedandtheintroductionto,afteradetailedunderstanding,confirmationdoesnotleadtounnecessaryadministrativeinterventiontobegin,procurementisnotworkingproperly,theactualcomputeroperatorasubsidiary--inputcommodityinformationandordering.ChainbusinesssecretsorrowAscanbeimagined,whenthesupplierhastheabilitytocontroltheprocurementofstoreswillbecomeasupplierofstore,Ifoundinthesurvey,someprogressinsupplierchainenterprisesaccountedforabout5%,tocontrollargebrandstoresaccountedfor15%,whilethosewithadministrativeinterventionabilityofsuppliersaccountedfor8-10%,closeto30%theproblemsofsuppliers,thechainenterpriseisnotnormaloperationtocompletetheirmission,thedistanceisnotfarfromfailure.Infact,theproblemisthatafterallissaidanddoneonyourself:supplierqualityislowwecanbeeliminatedassoonaspossible,choosegoodsupplierstocooperate;thebrandismorefollowthelawsofthemarket,wecantaketheconsumerdemandasaconditionofnegotiations;foradministrativeintervention,wecantaketodothesameasthewaytosolve.Butwhenthechainitselfisflawed,theseunnecessarytroublewilltakeadvantageofaweakpoint.Asasayinggoes,"fliesdonotbiteseamlesseggs.".Suppliersareactuallyawareoftheweaknessesinachainofbusiness.StoresaredifficulttooperateasthecenterBecausethestorecannotbeseparatedfromtheexternalenvironment,somoreorlessaffectedbyexternalfactors,includingthegovernmentadministration.Inmanycases,theenterpriseisalsoasocialenterprise,andthesocialenvironmentiscomplementarytoeachother,indivisible,enterprisesshouldalsolearntotransformthesocialenvironmentintotheirownfavorablefactors.Takeadministrativeinterventionasanimportantexternalenvironmentalfactor,forexample,therearemanywaystoavoidinterferenceorevensupportfromthegovernment.Forexample,manymultinationalcorporationswilladvanceandpublicrelations:tosolvetheemploymentproblemofthelocalgovernmenttoeasethepressureonthequalityofproducts,highstandardsandstrictrequirementstoprotectpeople'slifesafetyandsupply,helpthecommunityspiritualcivilizationconstruction,sponsorshipofpublicwelfareactivitiesandsoon,willvigorouslysupportfromthegovernmentandevengetpreferentialpolicy.Althoughthesejobsdonotdirectlycreateeconomicbenefits,theystillaimtoensuretheoperationandfacilitateandsupportthemanagement.Butmanychainenterprisesandmanagerscannotdealwiththisproblem,theyoftenputthemethodstosolvetheproblemsinthemostdirectpartoftheprocurement,whenthereisaproblemwiththepurchaseasashield,thuslosingbusinessatthecorepurpose,somemanagersevendealingwithinterpersonalrelationships,toprotecttheirownintereststhecorebusiness,theirpersonalinterestsbasedonthedevelopmentofenterprises,inthiscase,notonlytheoperationcannotbenormal,overshadowedmanyoutstandingtalentandtechnologyinthisprocess.ExperiencemanagementismoreimportantthanindexmanagementIntheearlydevelopmentofchainenterprisesduetothelackoffinancialandtechnicalstrength,thedevelopmentoftheprocurementsupportsystemisoftentheoriginalmanualprocurementintocomputerizeddatacollectedbyPOSwasputonholdforalongtimenottoorganizeanduseeffectively,werelyonpersonalexperience,accustomedtopassiveacceptanceofthechangesinthemarket.Butasthebranchgrewmoreandmore,Ascompetitionbecomesmoreandmorefierce,becauseofthelackofreferenceindicatorsinoperation,themanagementisbecomingmoreandmoredifficult,andtheoriginalexperiencemanagementmodelbecomesverydifficult.Atthispoint,thepurchasingpressurewillbecomeunprecedented,andtheycancopewiththenormalworkisalreadygreat,anddonotexpectthemtohavethetimeandefforttoseriouslystudythecommoditymanagement.Inthissituation,itistrappedintheofficedesk,whatcategoryoptimization,display,marketinghasbecomeemptytalk,inresponsetothequestionalsobecomessluggish,manycontradictionsbegantoemergeinthepurchasingdepartment,theprocurementhasbecomeatargetforall.Thefurtherharmofthiskindofphenomenonistomakepurchasingdifficulttocopewith,losetheabilityofself-protection,andcannotstopandavoidthefactorsthatareunfavorabletotheoperation.Thepurchasingdepartmentwillhavetocoordinatethemanyenergyusedinbetweendepartments,anddepartmentstrytoprotecttheirintereststoagreatextent,furthermorepersonnelthanworkavailableintheatmosphereprevailing.Inthelongrun,notonlythesupplier'sproblemscannotbesolved,theoperationoftheenterprisealsoslowlyslideintotheabyss,andenteranextremelydangeroussituation.Infact,themodernprocurementsystemalreadyhasquiteperfectmanagementguidanceability.Throughthecomprehensiveuseandanalysisofdata,wecanperceivethechangesofthemarket,andcanaccuratelygraspthevariousindicatorsoftheoperation.Foreigninvestedenterpriseshavepaidgreatattentiontotheseapplications.WeallknowthatWAL-MARThastheabilityofglobalpurchasingandadvancedpurchasingmanagementsystem,soitsheadquarterhastheabilitytomanageeverybranchofthestorecarefully.Andyoucanseethattheirpurchasesarenotbusywithsuppliers,andtheyarenotboggeddownbymattersthatarebetterthanexperiencemanagement.Forexample,thereisoneindicatorintheprocurementplan:thereturnoninvestment(GMORI),alsoknownasgrossmargin,whichiscalculatedasfollows:GMORI=grossmargin/averageinventoryThroughthisindexprocurement,youcaneasilyassesstheperformanceofeachcommodity,evenifthebigbrandshavetodonothinginfrontofthem.Forexample:thebigbrandpromotionofbest-sellingproductsaregenerallylowmargin,highturnoverofgoods,withthispoint,K/Amanagersarealwaysaskingstorestoprovidethefirstplace,toprovidethebestpromotionalsupport.Bu