đã có nhiều ứng dụng không thành công. Để được thực hiện thành công, sáu điều kiện tiên quyết là cần thiết: 1. Một cam kết của tất cả các cấp quản lý 2. Việc làm ổn định cho những người thực hiện và sử dụng hệ thống trong giai đoạn ban đầu của nó hoạt động 3. | 9 7 2006 10 00 AM Page 152 Good suppliers will always be scarce. If has often been said that prudent purchasing managers are those successful at getting suppliers to do special tasks for the buying firm. Profit good communications and fair treatment are the major inducements. At the same time the buyer must remember that profits must be earned through value-added performance based on risk assumption quality cost delivery and service. Profits are the rewardfor satisfying requirements not an inalienable right based on the industry average. Estimates Prepared by the Estimating Department Appendix E describes a variety of techniques commonly employed by cost estimating departments. Prior to employing such estimates as the basis of analyzing and negotiating a prospective supplier s proposal the buyer must know the likely confidence limits . 1 10 around these estimates. Purchasing Department Estimates Assuming the supplier will not reveal the cost component breakdowns and if the buyer has little or no internal cost accounting help or cost element knowledge secondary sources can be of great assistance. Appendix F describes several techniques. Price Increases With some 70 years of experience in purchasing procurement supply management between us we remain amazed at how otherwise effective purchasing departments deal with the issue of requests for price increases. The proactive procurement professional fights price increases aggressively in some cases even turning such a request into a price decrease. Appendix G summarizes actions that can be taken when dealing with requests for price increases. Just remember that the incumbent supplier has an inherent advantage over competition. It probably has amortized most of the startup production costs possibly all tooling costs and obviously has learning curve experience. This means that this supplier has the burden of proof to justify a price increase. In addition never grant a price increase on the total invoice price Only grant
