A.T.Kearney Kearney is a famous strategic consulting company in the United States with a history of nearly 100 years.
Robet Bosch GmBH is one of the world's best manufacturing companies, with a glorious history of more than 130 years.
They have different understanding of the positioning and management model of the supplier type:
Let's first look at A.T.Kearney's positioning of suppliers and supplier relationship management SRM strategies
Integrate suppliers-worth the promise
Influence supplier-joint development of new products / services
Invest suppliers-believe in their strength
Harvest suppliers-although highly efficient, they still need to be nurtured
Sustainable Supplier-Strive for Continuous Development
Improve supplier-resolve defects
Mitigate Supplier-Harmonious Dissolution
Develop suppliers-create the ideal source of supply
Bail out suppliers-use when intervention is necessary
German Robert Bosch Group's Supplier Relationship Management Strategy
The German Bosch Group divides all suppliers into the following 7 types, and adopts different positioning and supplier relationship management SRM strategies for different types of suppliers:
Preferred Suppliers [referred to as P-type suppliers]
Technology Specialists [referred to as T suppliers]
Important Suppliers [referred to as E suppliers]
New Suppliers [referred to as N suppliers]
Suppliers to be actively eliminated [referred to as category X supplier]
Suppliers determined by the customer [referred to as category D supplier]
Suppliers without new business [referred to as W supplier]
According to the position of each supplier in the pyramid, it can be seen that the center of Bosch's management strategy for different types of suppliers is completely different.
The training and development of P-type suppliers and E-type suppliers to P-type suppliers is the focus of Bosch's supplier management and procurement strategy.
Bosch's supplier type strategy is more practical
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