Purchasing strategies in times of chaos: why and how best to evaluate suppliers
Less than half of Italian companies, 40% to be precise, do not yet use a system for the organic evaluation of their suppliers, 30% say they use unstructured tools
4' min read
4' min read
Less than half of Italian companies, 40% to be precise, do not yet use a system for the organic evaluation of their suppliers, 30% say they use unstructured tools and the remaining 30% use digital tools. Two-thirds of purchasing and related function managers plan to implement new technologies to improve the qualification process in the next twelve months while 8% of respondents say they never measure the performance of their supply chain. This is the picture that emerges from a survey conducted on a sample of more than 5,200 operators in the sector by the supply chain collaboration platform IUNGO, a survey that highlighted that among the main obstacles to the definition of a preventive supplier assessment model is, in most cases, the scarcity of time or resources available. But what, on the other hand, are the advantages of planning a correct strategy in this area, in light of the persistent difficulties linked to the lengthening delivery times of goods and the consequent stress that reverberates on supply chains and corporate procurement managers? We talked about this with Andrea Tinti, CEO and Founder of IUNGO.
Slightly less than half of Italian companies do not use a supplier evaluation system: is this a worrying figure or in line with that of the main European countries?
This may cause concern, especially in comparison to countries where such systems are more common. However, this deficiency suggests an important improvement opportunity for Italian companies, aimed at increasing their competitiveness and minimising supplier management risks. In fact, adopting these systems is crucial not only to ensure quality and efficiency, but also to strengthen the resilience of supply chains, equipping them to better cope with unforeseen crises.
How can you talk about a resilient and sustainable supply chain if you know little about your suppliers and only partially measure their performance?
There is no question that in order to have a resilient supply chain and ensure long-term sustainable and profitable development, a thorough and detailed knowledge of one's suppliers is essential. This must extend to all aspects of the quality-cost-time triad, risk management, and compliance with ethical, environmental and labour standards. On the other hand, the absence of an objective and systematic assessment makes it complex to identify and mitigate risks in a timely manner, compromising the robustness of the supply chain in the face of possible disruptions. It is therefore crucial to implement strategies that improve performance assessment, including the introduction of technologies for real-time monitoring of each individual element in the chain. Constant monitoring and in-depth knowledge of suppliers not only allow for prompt reaction to possible disruptions, but also ensure compliance with environmental and social standards, which are increasingly crucial for any company.
