With the expansion of the business of large enterprises, more and more subsidiaries and branches, more and more extensive regions, and more and more complex personnel, the traditional procurement mode of large enterprises has encountered challenges, and various internal management, process management, supervision management, supplier management and other issues have been put on the agenda, which have become the problems that must be faced in the bidding and procurement process. Bidding and purchasing has become an important symbol to measure the management level of enterprises. With the rise of e-procurement mode, more and more large enterprises are asking: how to use e-procurement system to improve the management level of large enterprises?
Generally speaking, large enterprise groups have a large number of business divisions with wide geographical distribution, so they will encounter the following pain points in bidding and procurement:
Inadequate intensive management and control: The group headquarters cannot achieve intensive management and control due to inconsistent design standards of the information management system built by each subsidiary company.
Non-standard management of procurement business: The standard process of material procurement management business of each molecular company is different, the material category code is not unified, it is impossible to establish an enterprise-level modern procurement business management system, and the group's centralized management of material procurement business is difficult.
Non-standard supplier management: scattered supplier management, unable to realize supplier information sharing, lack of technical support to cooperate with suppliers; The frequent change of procurement demand and the lack of bridge between the company headquarters and the molecular company's procurement demand declaration lead to low work efficiency.
Insufficient concentration of procurement: There is no unified material procurement catalog of the group, and most of the material procurement of each component company is decentralized, resulting in relatively high procurement cost, which cannot reflect the group's advantage in centralized procurement bargaining.
How to overcome the pain points, improve the level of group enterprise procurement management? Electronic bidding and procurement as the starting point to promote the improvement of enterprise management, let "Internet + bidding and procurement" become an effective means to strengthen intensive management, become an effective carrier to promote sunlight procurement, become an effective way to standardize procurement behavior, become an effective tool to strengthen procurement supervision.
First, improve management from the technical level.
The work can be carried out from nine aspects: first, the continuous optimization and upgrading of the functions of the electronic procurement system; The second is to optimize the bid evaluation system environment; Third, the mobile end of the development platform; Fourth, strengthen the interconnection and sharing with public service platforms; Fifth, strengthen the interconnection and sharing of internal information; The sixth is to realize the platform supervision function; Seven is the establishment of electronic bidding procurement standardized template; Eighth, develop and strengthen the application of information big data; Nine is the establishment of supplier evaluation system. Through precise process control, electronic supervision, information sharing, big data and other technical means to improve the management level of large enterprises.
Secondly, improve management from the level of system and concept.
The management level of enterprises can be improved from the following three aspects:
First, strict management in accordance with the law. We will always adhere to the principle of "complying with the law". We will never allow violations of national laws and regulations on tendering and bidding as well as the requirements of the company's procurement systems. We will never allow the issue of "bidding should not be conducted, but bidding should not be conducted, and public bidding should not be conducted," and we will never allow non-budgetary or unplanned procurement without approval. On the issue of bidding and procurement, we adhere to the long-term mechanism of inspection and rectification, adhere to the problem-oriented approach, and achieve "a list of problems, a list of responsibilities, and a targeted responsibility".
Second, we will strive to improve quality and efficiency. The concept of "quality and efficiency as the center" runs through the bidding and procurement, continuously deepening the two-level collection, constantly optimizing the procurement strategy, actively guiding the full competition, increasing the sunlight procurement, strengthening the centralized and unified supervision, and seeking benefits from the intensive management of procurement. Strengthen the dynamic supervision of inventory indicators, fully benefit the old, the concept of cost segmentation throughout the whole process of procurement and material management, to detailed cost control to benefit. Strengthen the dynamic quantitative evaluation and assessment of suppliers, strengthen the team construction of bid evaluation experts, strengthen the dynamic control of procurement quality, and seek benefits from the procurement quality control.
Third, we will strengthen management and control of enterprise risks. Formulate a strict risk control process, conduct online management and control through the electronic procurement platform, and strictly control the bidding and procurement methods and problems in the procurement process. All units within the Group system are required to abide by the pre-event and in-process real-time supervision, and check the relevant management links from the procurement plan, procurement process, procurement contract, product quality, suppliers, bid evaluation experts and so on. At the same time, the internal discipline should be strengthened, and the principle of separation of "demand, procurement and decision" and "pre-examination, bid evaluation and bid selection" should be implemented. Strict post-supervision of procurement should be carried out through self-examination and self-correction, mutual inspection of units, joint supervision and special inspection. Finally, the group enterprises can realize sunshine procurement, strengthen the supervision of all social parties, effectively prevent and control risks, and promote the continuous improvement of enterprise management level.
Kangtopu bidding system, large enterprise procurement special electronic procurement software
Kangtuo Putiancheng Tendering and Bidding System is an electronic procurement software specially developed for government agencies, large group enterprises and bidding agencies. It is favored by top 500 enterprises such as China Southern Power Grid, Overseas Chinese Town Group, Haier Group and China Railway Construction. It has rich experience in development and implementation, mature system function construction and perfect after-sales service. Kangtuo Putian sincere tendering and bidding system, is committed to building an electronic bidding and procurement platform for all kinds of market players, welcome cooperation and negotiation. Baidu search "Tiancheng bidding system", enter the official website for more details.
Based on the Bidding Law of the People's Republic of China and the e-Procurement Measures, the system covers the whole process of e-procurement business, including: information management, supplier service, cost management, bidding management, expert management, bid evaluation management, bid selection management, abnormal supervision, archives management, decision analysis, etc.
