A small episode of taking a taxi after work: "Efficiency misalignment" in sudden braking
The ring road during the evening rush hour is like congee spread in a pot. I huddled in the backseat of the taxi, rubbing my throbbing forehead. The driver's eyes swept towards the time on the dashboard every thirty seconds. When shifting gears, he stepped hard on the accelerator and even more abruptly on the brakes. During the third sudden brake, half a cup of the milk tea in my hand sloshed out and splashed on my trouser cuffs. "Sorry, miss. I have to relieve my shift before six o'clock. I'll be fined fifty yuan for being even a minute late," the driver said impatiently. Looking at the bustling crowd under the streetlights outside the window, I suddenly recalled the scene of communicating with the supplier: Sometimes, when we're too eager to "push forward," we forget that "staying calm" is the prerequisite for solving problems.
Beginner-level courses for supplier cultivation: From "passive response" to "active rooting"
When I first took over supplier management, I was like a newbie who had a user manual but didn't know how to turn on the device. The first time a procurement specialist from a supplier left the company, I didn't notice it until half a month later. When I needed to confirm the raw material model, the WeChat of the old contact showed a red exclamation mark. The new contact person held the drawing and asked, "What was the tolerance mentioned before?" This directly caused the project to be delayed by three days. That's when I realized that "personnel changes" among suppliers are never "accidents" but "routine actions" that need to be tracked just like the delivery date.
Now, every Friday before I get off work, I'll send a "gentle inquiry" to the core suppliers: "Has there been any change in the team this week? Do I need to update the contact list?" At first, the other party would reply "No", and gradually it became "Our quality supervisor will start work next Monday. I'll push your WeChat to him." What's more crucial is the "warmth of communication". There was once a supplier. After I didn't contact them for a month because I was busy, when I asked them for samples again, the other party actually said, "You haven't had any demand recently, so we've shut down this production line." That's when I realized that "not communicating" is not "saving time", but slowly freezing the "bond of cooperation" into ice. Now, I'll send a "work-unrelated" message to key suppliers every week, such as "The new part you've launched is working well on our production line" or "The raw material prices have gone up recently. I've been keeping an eye on other channels for you." Gradually, the other party will take the initiative to tell me, "We'll have a batch of inventory next week. I'll reserve it for you."
Find the right person: The "first key" to solving problems
I've seen too many people "knock on the wrong door" during communication: when it's clearly a technical parameter issue, they insist on approaching the supplier's boss; when it's clearly a strategic decision, they insist on approaching the engineer. The core of "finding the right person" is simple: it's about who can "make the final decision" or "drive the process" ——
Find an engineer: Solve the "technical details". For example, last time the surface treatment of the parts was unqualified. I directly contacted the process engineer of the supplier. He demonstrated on the spot with sandpaper that "polishing like this can meet the standard". The next day, he sent over the rectified samples.
Find the supervisor: Get the "resource coordination" done. For example, if the supplier gives a low priority to production scheduling, it's useless to approach the procurement supervisor. Instead, approach the production supervisor and directly say, "I'll transfer your order to the first production line." The goods will be delivered in three days.
Find the boss: Finalize "strategic decisions". For example, when a small supplier wants to upgrade its quality system, only the boss can make the decision like "Let's buy testing equipment".
What impressed me most was the communication with the US headquarters. In the past, when colleagues reported problems, they would send emails to the manager. As a result, either the emails would disappear without a trace, or they would receive a reply saying "will follow up" and then there would be no further news. When I first took over, I encountered a problem with the dimensional deviation of imported parts. I gritted my teeth and sent an email to the manager's supervisor. It was a Friday night. I was sitting on the sofa at home when I sent the email. As soon as I put down my phone, the screen vibrated. The supervisor's reply was only one line, but it was weighty enough: "Have a meeting at 9 a.m. tomorrow. You prepare the details." Later, that problem was solved within a week. Now colleagues would come over and ask, "Do you have the supervisor's contact information? I have a problem and want to contact him."
The "communication code" for large and small suppliers: Don't use the same key to open all doors
The communication logic between small suppliers and large suppliers is like the difference between a "wet market" and a "shopping mall" -
Small suppliers (with only dozens of employees and only inspectors): Their "decision-making chain" is shorter than a toothpick. Last time, when I approached a small supplier of injection-molded parts to address the delivery delay, the inspector said, "I can't make the decision." When I went to see the boss, he was sitting in an office filled with parts. After listening to me, he slapped the table directly and said, "Leave three people to work overtime tonight and deliver them by noon tomorrow." The "core" of a small supplier is the boss. Bypassing him is just a waste of time.
Large suppliers (with a well - established departmental structure): Their "decision - making chain" is like a precise gear. Previously, when I reported incoming material issues to a supplier with a scale of a thousand people, I first approached the boss. The boss smiled and said, "Transfer it to the quality manager." As a result, the quality manager asked me to fill out a "complaint form", and the process took three days. Later, I directly approached the quality manager, showed him the problem photos and test reports. He immediately said, "I'll lead the team to investigate tomorrow." And a rectification report was produced in three days. The "core" of large suppliers is the "person - in - charge of the corresponding department". Approaching the boss will only lead to going around in circles.
My communication belief: Heat it up, but don't touch the "permafrost"
After three years of supplier management, I've always believed that there is no ice that won't melt as long as you're willing to keep heating it.
There was once a supplier who was perfunctory about quality requirements at the beginning. Every time they said they would "make rectifications", they only made superficial changes. I went to their factory every week. It wasn't to scold, but to show them our production line. I said, "Look, when your parts are installed, this production line stops three times an hour, and the workers have to spend ten minutes making adjustments." Gradually, their quality manager began to voluntarily send improvement reports, saying, "We've replaced the mold steel. It'll be okay this time." Now, this supplier has become our "inspection-free supplier".
However, there is a limit to "heating up" - if the ice is in the "permafrost layer" (for example, it fails to meet the requirements after multiple rectifications and even engages in fraud), then don't waste the fuel. Last year, there was a supplier who failed three audits and even forged inspection reports. I directly showed the evidence to the boss and said, "Terminate the cooperation." It's not that I'm heartless. Some ice won't melt no matter how much you heat it.
In the final analysis, supplier management is the same as hailing a taxi: Don't rush to step on the accelerator; first, figure out the road. Don't knock on the car door randomly; first, find the right person. Don't be afraid of thawing, but know which ice should never be touched.