Supplier Development And Management For Company B

Nowadays, there is increasing fierce competition in automotive industry, OEMs have to continuously launch new car applications to adapt to the market requires; the development period of new projects become shorter and shorter; OEMs also request increasingly high requirements for Tire1suppliers. How to make effective supplier development and management? To enhance the competitiveness of the company itself now become a hot topic in auto industry. This thesis is based on current status of B Company which the author working for. Start initially on the point of company’s actual Supplier Development/Process Management, the author analyzed3aspects; which includes Organization of Supplier Sourcing, Supplier Nomination and Permanent Supplier Management, to find the shortcomings from daily practice, and to provide the improvement scenarios. At the aspect of Supplier Sourcing, the author state China supplier sourcing should consider the aspects of current China supplier engineering capability and difficulty of product and also annual spending, emphasize the importance of engineering support in supplier sourcing process and define its resposibility; Developing Chinese suppliers and together with its engineering capability; Changing the responsibility for low spending product from global sourcing to plant sourcing; At the aspect of Supplier Development Evaluation System, the author applies analytic hierarchy method, to quantitatively analysis each index, to define the weight of each index, and to optimize it as well to make the right decision on supplier nomination. The author analyzes current status of B Company’s supplier management; put forward the concept of management of supplier performance groups and supplier management by categories, and optimization of long-term cooperation and risk prevention with supplier.