Would Your Sourcing Organization Know a Carrot or a Stick?


Much of the world’s footwear, apparel and fashion accessories are sourced from Asia with production hugely dependent on relatively low cost labour. Few industries have remained so untouched by advances in process technology, consequently much of what we wear or carry remains effectively hand made.

With production costs rising, companies have been chasing the next cheapest location, but the sheer volume is close to maxing out the available choices. Few new places exist with the scale to enable a real volume shift from China, Vietnam and Indonesia, except perhaps India. While India looks full of promise, companies are watching from the sidelines. Reform has stalled before.

Ironically, few have looked where the greatest gains can be won: in staying put, gaining a better understanding of what they actually buy and through that defining the way to handle suppliers.

In this article, Peter Hopper discusses why a fact-based procurement mindset is necessary for sourcing organizations that hope to improve their leverage.

Would Your Sourcing Organization Know a Carrot or a Stick?

全球许多鞋子、服装及时尚配饰都依赖于劳动力成本相对低廉的亚洲。很少有产业像上述提到的那样尚未被生产技术的进步所影响,因此许多我们身上所穿戴的仍来自于高效的手工制造。 随着生产成本的上涨,许多公司不断转移到下一个成本更低廉的生产地,然而,可供选择的地方已经所剩无几了。几乎很难找到可以真正容纳从中国、越南和印尼转移的产能的新地点,当然印度也许是例外。然而当印度正看起来前景甚好时,许多公司却选择了置身局外的姿态。改革在那时早已经停滞了。 讽刺性的是,很少有公司找到了赢取最大利润的方法,那便是:留守原地、深入认识客户真正需要购买的是什么,并基于上述前提来决定应对供应商的方法。 在这篇文章中,Peter Hopper 探讨了为什么基于实際環境的采购心态对那些希望提升他们的影响力的采购机构来说是必不可缺的。 您的采购组织懂得胡萝卜或大棒——软硬兼施的道理吗?