First, give conclusions that can be used for decision-making
If the main issue is supplier information, request for quotations, surrender, quality and performance, priority is given to assessing SPM; if the problem cuts across demand forecasting, plans, inventories, warehousing and delivery, a more complete perspective on SCM is required. ERP is usually responsible for purchase orders, receipt of goods and financial accounting, and SRM or SCM expands external synergy and plan implementation through interfaces.
What conditions need to be identified before judgement is made?
The same question may have different answers under different business, data and project phases. It is suggested that the following conditions be checked and that the common findings on the web be incorporated into their own projects.
Suggested order of advance
First, we'll be clear about the target and the border.
Recovery from demand to procurement, delivery and settlement.
Validation Key Dependence
(c) Mark break points for supplier synergy and supply chain plans.
Development of assessable outcomes
Selection of a vendor and a process to complete the pilot.
Make sure you decide the next step with the real results.
Extensions are determined on the basis of adoption rates and operational results.
How do you understand it in the actual business?
The first phase of the project will build the SRM portal to connect to ERP without re-engineering inventory and logistics; and the next phase will expand the SCM according to planned synergistic demand. The examples do not represent the performance of a particular client, and the actual conclusions will need to be verified in conjunction with the enterprise’s own business volume, sample, system and liability boundaries.
The easiest pit to step on.
Compare SCM and SSM as a functional list
Internal pages only, not considering vendor use threshold
Vendors and material data are maintained in multiple systems
How should we end up receiving and confirming?
The selection should describe the system boundaries, the main responsibility for suppliers and materials, the first business link, the ERP interface, the external user approach, the outreach plan and measurable laboratory intake indicators.
When preparing to communicate with suppliers or internal teams, it is recommended that current processes, representative samples, existing systems, planning time and budget levels be brought. First, the unknown items are clearly marked, and then the decision is made to use diagnostics, PoC, fixed-range projects or ongoing research and development, which is usually more reliable than a direct demand for a price and duration without borders.