To obtain products Vanuatu Email List services, companies generally proceed by competitive bidding. They describe their needs in the consultation file and either make these specifications public, so that as many suppliers as possible can offer their services and their prices, or send them to suppliers they have already identified in order to obtain detailed proposals. The consultation file itself always includes a consultation regulation, that is to say the description of the process leading to the future contract, and a specification, which describes the client’s expectations both on the subject of the contract – the products, the services – only on the

conditions of execution: the commitments, the guarantees, the methods of remuneration, the communication between the customer and his supplier. We have seen buying companies behaving by trying to say as little as possible about their context and their criteria of choice, arguing on the one hand that the supplier does not have to know certain things about his client, on the other hand that they want to choose freely. This posture can be understood for purchases of current goods and services that have no strategic impact on the company, for example the purchase of office supplies in industrial or labor companies. But as soon as the

Seek Not Only A Service, But Above All A

buyer seeks a service that contributes strategically to its added value, it is forced to a certain transparency on its expectations and its selection criteria, at the risk of harming its own strategic interests. Seek not only a service, but above all a partner A service offer can be qualified as complex when it concerns the core business of the company. Paper is not essential for a construction company, but is essential for a printer or newspaper company. In a simple service, only the supply is sought. We define the desired quality and we


search for the best price. In a complex service, the supplier is of crucial importance. The supply may itself evolve in a way that is difficult to predict in the specifications. On the other hand, the supplier is expected to support his client’s strategic shifts. However, companies seeking a complex service often tend to focus on the specifications of the product or service sought, masking their real expectations or even their strategic need. It is quite useless for a press company to dwell on the grammage or the texture of the paper if it does

Lower Performance Risk To Better Cope With Business Risk

not specify to its supplier the commitments of continuity of supply, the respect of schedules, the terms of delivery. This over-specification of what versus how can lead the customer to choose a service provider who delivers late, or in excessive quantities, a quality paper that is too high in relation to his needs and that he pays too dearly, while being prevented from distributing its newspapers on time. Lower performance risk to better cope with business risk A complex service involves risks for both the customer and the supplier. The

customer may, by an unfortunate choice, find himself forced to assume charges that he had not foreseen. The supplier may also be forced to provide elements not initially provided for in his offer, reducing the performance of the contract. In a vicious posture, the customer may seek to transfer risk to the supplier, after having obtained an attractive price for a service deemed to be risk-free. Symmetrically, the supplier may, consciously or not, provide an insufficient service to his client and generate a risk. However, the good

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