本文为SRM专题栏目文章之一，上篇文章我们讲述了本文将讲述SRM是什么？SRM的发展历程和由来。本文将讲述SRM对于企业来说有什么意义？
SRM是供应商关系管理。正如当今流行的CRM是用来改善与客户的关系一样，SRM是用来改善与供应链上游供应商的关系的。数字化转型网www.szhzxw.cn
SRM是一种致力于实现与供应商建立和维持长久、紧密伙伴关系的管理思想和软件技术的解决方案。
一、SRM综述
长期以来，企业作为个体经济角色是处于一种冷漠孤独、恶意相残且相互争斗的“自然状态”，但随着全球经济一体化进程的加速、随着互联网在全球范围内的蓬勃发展以及推广应用，这种时代和状况开始分崩殆尽，取而代之的是供应链上的成员为了市场价值而彼此联手合作的潮流。数字化转型网www.szhzxw.cn
对许多企业而言，与其供应商之间的伙伴关系已然成为它们对资源的获取、供应链上产品与服务传送的主要模式。至少有三个强烈的理由支持这此种模式：
SRM对于企业的意义一：效率与规模经济
人们渐渐地发现，供应商可以通过与同业的伙伴关系，运用科技的力量合力削减成本与改善效率，这在零售业中尤其盛行，例如 J. C. Penny把其存货控制与产品补充系统与其他供应商整合在一起，这样供应链上的企业可以利用其各自的能力与资源，节省重叠的成本。
不论是通过科技让整个供给过程更为精简，或是达到研发上的规模经济，供应商之间共结伙伴关系的最重要理由是，追求更大效率与更佳生产效率的需要。就这点而言，与许多供应商－客户间伙伴关系的促成因素如出一辙，亦即，伙伴关系是为适应追求更佳的生产效率而生。数字化转型网www.szhzxw.cn
SRM对于企业的意义二：新市场价值
在某些产业中，供应链上的企业之间的伙伴关系进入了一个更新的层次 －结合力量创造更多的市场价值，为整合市场创造全新的贡献。也就是说，企业之间结合彼此的核心能力，研发新的产品或推出新的方案，在最高的层次中，这种核心能力的结合甚至会扭转整合产业的方向。数字化转型网www.szhzxw.cn
从日常运营层面来看，经由合作共同创造的新的市场价值，更为结为伙伴的厂商带来强而有力的竞争优势。例如苹果电脑、IBM与摩托罗拉之间合作共同创造Power PC以及其他产品。从日常营运层面来看，经由合作所创造的新市场价值，更为结为伙伴的厂商带来强而有力的竞争优势。数字化转型网www.szhzxw.cn
SRM对于企业的意义三：客户需求
改变和创新整个产业策略最强而有力的理由在于满足客户的期望与需求。企业之间的携手合作渐渐地成为客户的基本要求与期盼，特别是在高科技产业中这种合作尤为突出。这是由于客户所寻找的不仅仅是能提供产品与服务的供应商，更要求供应商能切入整个供给项目并有能力与他人共谋合作，客户还要求强力的伙伴关系为他们带来完整的解决方案，以及提供最优良的产品和服务。数字化转型网www.szhzxw.cn
SRM对于企业的意义四：采供成本与供应商关系
企业经过多年的内部生产力改善之后，一些大型企业内部的生产力泉源开始枯竭，正如杜立（Shawn Tully）在《财富》杂志中的一篇文章中指出：“要向组织内部找寻有效的生产力提高的来源是越来越难实现了，也就是说，企业已经没有太多赘肉可减了。
然而，企业却有约超过大半的公司收益是花在对外的采购上，超过55%（如果将外协计算在内的话会更多，甚至到80%），而传统上被视为是生产力改善焦点所在的内部成本比例则不及一半。因此企业渐渐地开始觊觎那55－80%的部分，并亟欲从中节约成本。
于是，有些大公司依仗其巨额的采购实力开始采取强硬的措施，首先是利用自己的有利地位，挟大额采购的优势，逼迫供应商大幅降低价格，例如通用汽车就以在汽车业界中向供应商施压而出名。它们以大额采购量为诱因，强迫要求价格大幅下降。然而，让我们设想：供应商在为了获得大宗订单的情况下作了价格的让步，实际上意味着买获得了好处而将损失转移给了供应商。数字化转型网www.szhzxw.cn
供应商只有两种选择：一是从内部增加效益或挖掘节约来补偿这个损失；二是同样地将等价的损失再以其它的方式还给它的买主，结果是某些至关重要的部件不会按期交货，或得到的是劣质的部件，供应商也非常清楚如何与买主进行后一种情况的游戏。
起初，这种要挟手段似乎奏效，通用汽车也确实以此为自己减少了近40亿美元的采购成本。但时间一久，通用汽车和其他采取相同策略的公司却发现，事情绝非如此简单。
由于供应商被榨取了太多的利益而心生暗恨，有些企业开始失去供应商的忠诚与信赖。在买方市场时这种流失的伤害可能还不明显，但一旦发生原料供给短缺时又将如何呢?通用汽车发现，当市场情势逆转时，许多供应商对旧恨记忆犹新，稀少的原料竟然转而流向通用汽车的竞争者，例如在本田汽车（Honda）那里，这些竞争者一向擅长掳获供应商的忠心。
随后，买方企业开始优选供应商，不再使用过去以数目取胜、将工作分散到数百个供应商的保险做法，而开始无情地削减供应商数目以强化供应基础。
例如，美国某市场服务公司每年要购买4亿美元的促销材料，在改革前所遵循的采购惯例是每一次购买都有3个供应商竞争，然后从中选择价格最低的，结果超出50%的采购订单是低于一万美元的，而大多数供应商每年的订单是5万美元左右，由此在众多的订单中投入了大量的精力与供应商洽谈业务。幸运的是，该公司调整了业务方向，并获得了成功。
在仔细地选择流程后，它开始同最好的供应商坐下来商谈并与之建立了双赢的关系。它将总计4亿美元的促销采购项目外包给2个供应商来完成，这个改变促使企业的组织结构发生了变化，但效果是显著的。外包方式减少了12%的运行成本，促销材料的准时交货率从原来的60%上升85%。后来的调查表明双方都非常满足这种新的业务方式。数字化转型网www.szhzxw.cn
SRM对于企业的意义五：伙伴关系——贡献极大化的产物
越来越多的企业，包括通用汽车公司也加入了这个行列，正积极追求这种“共创利益大饼，吃更大块的饼”的策略。一些有远见的CPO们开始提出有趣的问题：“为什么我们必须和供应商拼得你死我活来枪吃现有的这块饼呢？这块利益大饼一定就只有这样大吗？何不联手来把它做的更大，让双方都同时受益，一同吃更大的饼呢？”。虽然更换供应商有许多隐藏成本，包括搜寻时间与品质保证等问题，但长期而言，长久地、公平地对待供应商似乎是更合乎成本效益的选择。数字化转型网www.szhzxw.cn
在一些产业中，如高科技产业、电器行业物流业与专业服务业等行业，已较为普遍地建立了这种伙伴关系，而且这种影响在不断地扩大，但在某些产业中这种转变则还只是崭露头角而。然而，这仍是一股不容忽视的趋势。在这股风潮中领先的企业，凭着伙伴关系所带来的成果与优势，痛击了其他迟钝的竞争者。数字化转型网www.szhzxw.cn
对于那些能超越传统组织界限概念的企业，伙伴关系给了他们优厚的奖赏，而对那些局限在传统交易关系中的公司则施予了惩罚。AMR Research的高级分析家Pierre Mitchell评论说“通过从战略角度更好地组织货源，并实施供应链，可以极大地降低潜在成本，并可显著影响一家企业的竞争地位”。数字化转型网www.szhzxw.cn
伙伴关系使得供应商与客户都能在各自的市场中具备长期的竞争优势，他们渐渐地固结于这种更具效率与效益的商业关系中，并且一步步地将竞争者排挤出去。同时，客户得以将产品以更快、更便宜的方式销售出去，而供应商在获得长期合约的同时，也能以更灵活的渠道与方式、更稳固的地位提供具竞争力的产品给客户。当结为伙伴的组织间能够持续地追求更低成本与更多的新价值时，他们也创造了一种传统交易形态永远无法与之匹敌的优势。因此，从理论上讲，伙伴关系也是企业适应贡献极大化的产物。数字化转型网www.szhzxw.cn
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SRM专题文章系列（三）：SRM对于企业来说有什么意义？翻译：
This article is one of the SRM special column articles, the previous article we told about this article will tell about SRM is what? The development and origin of SRM. This article will talk about what SRM means to the enterprise.数字化转型网www.szhzxw.cn
SRM is supplier relationship management. Just as today’s popular CRM is used to improve relationships with customers, SRM is used to improve relationships with suppliers upstream in the supply chain. Digital transformation www.szhzxw.cn
SRM is a management philosophy and software technology solution dedicated to building and maintaining long-term, close partnerships with suppliers.
I. SRM overview
For a long time, the role of enterprises as individual economies has been in a “natural state” of indifference, loneliness, malicious cannibalism and mutual fighting. However, with the acceleration of the process of global economic integration and the vigorous development and promotion of the Internet on a global scale, this era and situation have begun to collapse. Instead, members of the supply chain collaborate with each other for market value.数字化转型网www.szhzxw.cn
For many companies, partnerships with suppliers have become the primary mode of access to resources and delivery of goods and services along the supply chain. There are at least three strong arguments for this model:
The significance of SRM for enterprises: efficiency and economies of scale
People have gradually found that suppliers can use the power of science and technology to reduce costs and improve efficiency through partnership with their peers, which is especially popular in the retail industry. For example, J. C. Penny integrates its inventory control and product supplement system with other suppliers, so that enterprises in the supply chain can make use of their respective capabilities and resources. Save overlapping costs.
Whether it is streamlining the entire supply process through technology or achieving economies of scale in research and development, the most important reason for supplier partnerships is the need for greater efficiency and better productivity. In this regard, the enabler of many vendor-customer partnerships is the same, that is, partnerships are geared to the pursuit of better productivity.数字化转型网www.szhzxw.cn
The significance of SRM for enterprises II: new market value
In some industries, partnerships between companies along the supply chain have entered a newer level – combining forces to create more market value, creating entirely new contributions to the integrated market. In other words, enterprises combine each other’s core capabilities, develop new products or launch new solutions, and at the highest level, this combination of core capabilities will even reverse the direction of integration industry. From the perspective of daily operation, the new market value created by cooperation brings more powerful competitive advantages to the manufacturers who become partners. For example, Apple Computer, IBM and MOTOROLA worked together to create the Power PC and other products. From the perspective of daily operation, the new market value created through cooperation brings more powerful competitive advantages to the manufacturers who become partners.数字化转型网www.szhzxw.cn
The significance of SRM for enterprises is three: customer demand
The strongest and most powerful reason to change and innovate an entire industry strategy is to meet customer expectations and needs. Cooperation between enterprises has gradually become the basic requirements and expectations of customers, especially in the high-tech industry this cooperation is particularly prominent. This is because customers are looking not only for suppliers who can provide products and services, but also for suppliers who can cut into the entire supply project and have the ability to cooperate with others, customers are also demanding strong partnerships to bring them complete solutions and provide the best products and services.数字化转型网www.szhzxw.cn
The significance of SRM for enterprises is four: procurement cost and supplier relationship
After years of internal productivity improvements, the internal sources of productivity in some large companies are starting to dry up, and as Shawn Tully points out in a Fortune article, “It’s getting harder and harder to find effective sources of productivity gains within the organization, which means there’s not much fat left to lose.”
Yet firms spend roughly more than half of their revenue on external purchases, more than 55% (and even more, up to 80%, if outsourcing is included). And less than half on internal costs, which have traditionally been the focus of productivity improvements. So companies are increasingly eyeing that 55-80% and looking to save money from it. Therefore, some large companies rely on their huge purchasing power began to take tough measures. The first is to use their advantageous position. With the advantage of large purchases, forcing suppliers to significantly reduce prices. Such as General Motors is famous for putting pressure on suppliers in the automotive industry. 数字化转型网www.szhzxw.cn
They force prices to fall sharply, using large purchases as an incentive.
However, let us imagine that the supplier makes a price concession in order to obtain a large order. Which actually means that the buyer gains the benefit and the loss is transferred to the supplier. And the supplier has only two options. One is to increase the efficiency internally or find savings to compensate for this loss. The second is to return the equivalent loss to its buyer in other ways. And the result is that some vital parts will not be delivered on time, or they will get inferior parts. And the supplier knows very well how to play the latter game with the buyer. At first, the blackmail seemed to work, and GM did save itself nearly $4 billion in procurement costs. 数字化转型网www.szhzxw.cn
But over time, GM and other companies with similar strategies found that it was not so simple.
Some companies are beginning to lose the loyalty and trust of their suppliers because they have been squeezed out of too much profit. The damage from this loss may not be obvious in a buyer’s market, but what happens when there is a shortage of raw materials? Gm found that when the market turned. Many suppliers had fresh memories of old grievances, and scarce raw materials were diverted to GM competitors, such as Honda. Which had been adept at winning the loyalty of suppliers.数字化转型网www.szhzxw.cn
Buy-side firms then began to select suppliers, moving away from the old insurance practice of winning by number and spreading the work among hundreds of suppliers. And ruthlessly reducing the number of suppliers to strengthen the supply base. For example, a marketing service company in the United States wants to buy $400 million worth of promotional materials every year.
Before the reform, the procurement practice followed was that three suppliers competed for each purchase. And then selected the lowest price among them. As a result, more than 50% of the purchase orders were less than $10,000. While the annual orders of most suppliers were about $50,000. As a result, a lot of energy was invested in negotiating business with suppliers in numerous orders.
Fortunately, the company reoriented its business and found success. After carefully selecting the process, it began to sit down with the best suppliers and establish win-win relationships with them. It outsourced a total of $400 million in promotional purchases to two suppliers. A change that changed the company’s organizational structure, but the effect was significant. Outsourcing reduced operating costs by 12%, and on-time delivery of promotional materials increased by 85% from 60%. Subsequent surveys have shown that both parties are very satisfied with this new way of doing business.
The meaning of SRM for enterprises is five: partnership – the product of maximizing contributions数字化转型网www.szhzxw.cn
A growing number of companies, including General Motors, are also actively pursuing this “create a bigger pie, eat a bigger pie” strategy. Some forward-thinking CPOs are starting to ask interesting questions. “Why do we have to fight it out with suppliers to eat the pie we have?” Must the pie be as big as this? Why not join forces to make it bigger, so that both sides benefit at the same time, and eat a bigger pie together?” . While there are many hidden costs associated with changing suppliers. Including search time and quality assurance issues, treating suppliers consistently and fairly seems to be a more cost-effective option in the long run.数字化转型网www.szhzxw.cn
In some industries, such as high-tech industries, electrical industries, logistics and professional services, such partnerships are already common. And the impact is growing, but in some industries the shift is only emerging. Still, this is a trend that cannot be ignored. The leading companies in this trend, with the results and advantages brought by the partnership, beat other sluggish competitors.
Partnerships reward firms that transcend traditional concepts of organizational boundaries.
And penalize those that are confined to traditional transactional relationships. Pierre Mitchell, senior analyst at AMR Research. Commented that “by strategically better organizing sourcing and implementing supply chains, potential costs can be significantly reduced and can significantly impact a company’s competitive position.”
Partnerships allow both suppliers and customers to have a long-term competitive advantage in their respective markets. And they gradually consolidate into this more efficient and effective business relationship. And step by step, to exclude competitors. At the same time, customers are able to sell their products faster and cheaper. And suppliers are able to provide competitive products to customers in more flexible channels and ways and in a stronger position while obtaining long-term contracts. When partnering organizations can continuously pursue lower costs and more new value. They create an advantage that traditional forms of trading can never match. Therefore, in theory, partnership is also the product of maximizing the adaptation contribution of enterprises.
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