Supplier Management System Framework

Collect supplier basic information, update change information

Establish a complete electronic archive and realize centralized information management

Enter and update information for new and existing suppliers as planned.

Suppliers are classified as key suppliers and general/temporary suppliers.

According to the importance and risk level of suppliers, take corresponding risk management measures.

Sign a legally valid contract and keep it properly

Supplement the contract-related information in the supplier information table.

Performance evaluation and monitoring based on supplier importance and duration of relationship

Feedback and communication with suppliers based on performance evaluation results.

For long-term cooperative suppliers, if performance does not meet the standard, improvement plans should be jointly developed with the supplier.

In response to abnormal situations, take corresponding risk management measures, such as using alternative suppliers and other contingency plans.

If the abnormal issues of suppliers cannot be resolved, or the impact range and degree are serious, the risk management measures should be initiated, such as suspending or terminating cooperation, deducting performance bonds, pursuing legal liability, etc., in order to minimize the risk to the maximum extent.

PMO collaborates with business departments to assess the impact of demand changes on supplier cooperation

The business department communicates changes with suppliers, negotiates adjustments to the procurement plan, prices, payment terms, etc.

The legal department revises the contract or signs a supplementary agreement based on the actual changes.

All major changes require approval through the internal review process, approved by the department leader

The PMO collaborates with business departments to evaluate whether new products/services meet business needs.

If you are interested in purchasing, you should initiate the new supplier introduction review process.

The qualifications, capabilities, and risks of suppliers need to be reassessed in the field of new products/services.

New products/services require separate contracts, clearly defining the scope of procurement, price terms, rights and obligations, and risk sharing, etc.

New cooperation requires relevant approvals, formulate supplier management plan and incorporate into the existing supplier management system

New and old products/services that overlap or substitute each other require the development of business transition and data migration plans.

For software/system suppliers, termination of cooperation should follow the company's "System Offline Compliance and Security Inspection System"

For non-software/system suppliers, cooperation termination should also be based on actual circumstances to complete business transition and data destruction (if any)