Supplier Management Strategies Of J Company In Mobile Phone OEM Industry

Due to accelerating the process of economic globalization，as well as the rapiddevelopment of IT, the world economy has undergone greatest changes, the markethas become a buyer’s market, user personalization, the growing demand and theuncertainty in the market that continues to make product life cycle getting shorter,resulting in the increasingly fierce market competition. Customers have requested, tothe lowest price in the shortest possible time, at specified locations, to meet customerdemand for products or services. Enterprises are facing with constantly improving thequality of products and services, reducing the cost, shortening delivery, improvingproduct and service and other pressures. The enterprises often put the advantage ofresources into the core technology, they usually put the non-core business outsourcingand strengthen inter-enterprise cooperation in the Supply Chain. In the internationalindustrial division of labor, research and development, procurement, production,marketing, economic globalization has brought a high degree of industrialization ofdivision of labor, the OEM (original equipment manufacturing) came into, and it isincreasingly prevalent. The supplier is the starting point of the logistics,the enterpriseoperational performance and effectiveness in the supply chain largely depends on thesupplier.In the mobile phone OEM business, J company locates in the intermediate linkamong entire supply chain system. J company provides customers with the full set ofmobile phone shell of the phone and mobile phone assembly production according tocustomer orders, and carry out the production plan. According to my experience in themobile phone foundry industry, in-depth understanding of the current situation anddevelopment direction of mobile phone OEM industry in accordance with relevanttheoretical knowledge and practice of supply chain management, procurementmanagement and supplier management, through the current J company suppliermanagement in-depth understanding, analysis of its problems, evaluation, vendorselection, and in accordance with its problems, given improved daily management ofthe supplier, supplier relationship management strategy. Segment the suppliers of JCompany respectively and take the measures of different supplier evaluation andselection strategy. In the daily management of the suppliers,make deeply research in supplier quality management, cost management, delivery management, performancemanagement. By strengthening the management of supplier relationships, Jcompanies should pay more attention to supplier relationship management in line withthe long-term cooperation, mutual benefit, complementary advantages, risk-sharingmechanisms to strengthen the relationship with suppliers, and predict and planaltogether to reduce the uncertainty, loss and risk of the market. Finally, according tothe development of strategies and objectives of J Company, apply the BalancedScorecard on supplier management strategy of J company, predict the effect ofsupplier management strategy and analyze the main risks, and make the effectivepreventing measures.