Traditional purchasing mode has changed! How to innovate automobile purchasing function?
2020-11-09 19:22:29 【8Manage】
With the acceleration of innovation technology integration , About electric vehicles 、 Autopilot car and “ Car networking ” The exploration of new solutions is also accelerating , The new procurement model is becoming more and more important for the long-term success of automobile manufacturers . Today, auto purchasing is facing new challenges .
The new supplier has broken the traditional procurement model
The new strategic function is made up of innovative technology giants 、 Emerging companies from advanced industries and many start-ups , It needs visionary management . in general , The new supplier's way of working and strategic principles can make the traditional procurement model completely ineffective . for example , From the perspective of purchasing strategy , The motives of these new suppliers may include getting funding as start-ups , Or set industry standards as a technology giant , Or they may think of the auto industry simply as a secondary industry . therefore , Car manufacturers need to turn their attention to stimulating innovation and cooperation , Instead of just focusing on the immediate implementation of performance .
Innovative changes in the purchasing function of automobile manufacturers , It can be developed around the following aspects ：
1、 Adjust purchasing organization
New technologies are usually in the early stages of development , Some technologies have completely different or faster innovation cycles , Make the product less clear in general . Procurement organizations need institutionalized cross functional collaboration 、 New management process , And parties with specialized roles and responsibilities , In order to effectively keep up with the interruption of traditional procurement mode .
Besides , Many of the purchasing processes are outdated , In case of quotation application （RFQ） And information application （RFI） Process and documentation , New supplier relationships and processes need to be optimized . In this new environment , Car manufacturers will find , Because of the limited market power , Or the need to buy shares for commercialization , Trading business and negotiating prices are only partially possible .
2、 Optimize human resource related activities of purchasing organization
The existing purchasing function usually cannot distinguish between the good and the bad of these new goods , Because they lack the necessary skills in terms of overall technology and market trend prospects . therefore , Car manufacturers are responding to technological challenges , The need for new talent and extensive retraining of existing employees . The incentive system for purchasing staff even needs to be adjusted , Because negotiated prices and discounts for a product will no longer be the main driver for many strategic commodities .
3、 Upgrade the purchasing systems and tools used by the purchasing department
Car makers need new types of 、 Preventive risk management and partner performance tools based on artificial intelligence , And cooperate with existing purchasing solutions . Use standardized platforms and interfaces for comprehensive IT upgrade , To achieve rapid action beyond traditional boundaries , It's a must .
4、 Car manufacturers need to deal with new suppliers
Evaluate the capabilities of the supplier 、 Related risks and the relevant value proposition of automobile manufacturers themselves , This will be an important asset for the next generation of auto purchases .
① Working with startups
The advantages of startups are flexible working modes and specific solutions , But they lack scale 、 market forces 、 Customer channels , There is often a lack of funds . Automakers can take advantage of these weaknesses in negotiations , Commit to funding and other resources for promising start-ups （ Such as coaching and medium-term planning security ）.
meanwhile , Car makers also need to be careful about the risks of working with startups , Such as delays 、 Invalid management 、 Superior competitive products , Even （ part ） Lost investment .
② Working with emerging companies
Most emerging companies have a strong technological advantage , Limited dependence on the automotive business . In dealing with these companies , Car manufacturers can leverage their automotive integration capabilities and knowledge of end-user preferences , Lower the price of the final product is too high 、 Technology is not ideal, and even the risk of supply bottlenecks .
Car manufacturers need to define a clear roadmap for both , The exclusiveness of emerging enterprise solutions to generate long-term competitive advantage , And advanced risk sharing methods for future development .
③ Working with disruptive giants
Disruptive giants are eager to gain market control in the customer interface , Want to take advantage of fast new business development capabilities and strong financial flexibility , Set industry standards . When dealing with them , Car manufacturers should highlight their manufacturing / Mechanical engineering capability and end customer insight , Because disruptive giants may lack the necessary hardware （ industrialization ） Ability 、 Brand image in the automotive market , And the large-scale customer contact that is necessary .
However , Future dependency 、 Loss of control over user data 、 The destruction of one's own image , Even the prospect of becoming a pure hardware supplier —— There are also risks .
New supplier cooperation model
For the above three main types of new functional enterprises , Its supplier relationship model will also be different . Relationships with start-ups should focus on supporting growth , At the same time, ensure and control the acquisition of technology —— Ideally , Keep the start-up as flexible as possible . Relationships with emerging companies should lay the foundation for common growth opportunities , But car makers need to be flexible , Quickly understand the business needs and objectives of partners . As for the subversive giants , Automobile manufacturers should pursue intensive cooperative business development , Focus on new types of business .
In building these partnerships , Car makers need to reexamine their existing business models , Consider revenue sharing and co branding , for example , A deeper capital structure review of infotainment solutions . Car manufacturers should also consider , Measure performance in terms of revenue growth rather than pure cost reduction .
in general , This kind of cooperation network is developing rapidly , There are many examples . such as , A car manufacturer that lacks access to the Internet of things cloud has teamed up with a disruptive giant , Create a new car cloud . The goal is to create new and sustainable sources of revenue through connected cars and mobile services . Other car manufacturers fund start-ups , Access to key battery technologies , Or cultivate a data-driven business model .
Today's auto purchasing organizations need to play a key role in shaping and maintaining these new models of cooperation , To maximize the overall performance of the company .
Joint development with suppliers
Joint development involving start-ups usually focuses on the adoption of “ Testing and learning ” To realize joint industrialization , So as to realize the rapid maturity of Technology . This approach allows for agile definition of specifications and work package assignments . Compared with the traditional method , Can produce significant synergy . Traditional methods are based on isolated perspectives of different development projects , There are a large number of suppliers that change regularly .
By leveraging the complementary capabilities of our partners , Car makers and start-ups can accelerate the pace of development . For car manufacturers , This usually requires a comprehensive supplier introduction to different parts of the company .
For disruptive giants , Car manufacturers should look for innovative partners , Quickly set industry standards , And cut costs together . This order is crucial , Because the opportunity cost of innovation partners is high , So car makers and disruptive giants need to pursue common goals , Create lasting “ Win win ” Environmental Science . under these circumstances , The job of the purchasing organization is to work closely with other functional departments of the company , Promoting joint development .
Digital enabling strategic sourcing
Automotive manufacturers' purchasing directors face a tough task , That is to integrate and effectively purchase new commodity categories , From advanced connectivity solutions to electric power trains , And then to autopilot . Their tried and tested methods often do not provide the most effective way to deal with these goods , That's why more and more auto manufacturers are choosing professional digital e-procurement solutions .
8Manange SRM As a new generation E-procurement platform , It's not just about cutting costs and achieving savings , Also in response to the development of automotive industry procurement needs , More attention should be paid to helping enterprises build differentiated strategic advantages .
For this transformation , Innovation in digital technology has become the basis of today's purchasing strategy . therefore ,8Manange SRM With higher availability , Help to improve the efficiency and enthusiasm of employees ; The system also provides access paths for more content , Enterprises can use these channels to promote core purchasing activities .
meanwhile ,8Manange SRM E-procurement platform supports collection and analysis more 、 Richer real-time data , Car manufacturers can get more profound 、 More valuable insights , Greatly improve the level of decision making , And identify potential problems 、 Identify mitigation strategies .
In addition to helping auto companies continuously improve their purchasing operations in a gradual manner , There will be more to play . such as ,8Manange SRM The e-procurement system supports practitioners to question all aspects of procurement , Even the long-standing practice method （ Such as purchase order ）. For a purchasing organization , It's also important to question your basic principles and processes , Only in this way , Enterprises can constantly transform 、 Deliver high value strategic results .
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