** Import Path Two Conjectures

At the end of the first quarter of this year, relevant statistics showed that ** accounted for more than 25% of the product cost of phosphorus compound fertilizer, and began to march toward 33%. More than ten years ago, when Japanese company Itochu and Sino-Arab fertilizer companies negotiated sales, they certainly did not expect to repeatedly discuss prices for ten to eight yuan per ton for the same year, and today's prices Has been soaring. The supplier has even reached the point of pricing and concessions. In the past two years, China has become a big buyer of global buzz. About 40% of the global transaction volume is completed by China. We are a big buyer in a timely manner, but China’s position in the ** deal is very poor, there is no pricing power, and the biggest deal is often completed at the highest price. This is depressing!

View one: ** should learn from potash

As international prices have risen steadily, China, as the world’s largest purchaser, must implement unified procurement. Let us appear in the international market with one voice and one price, reflecting the "group advantage."

The unified procurement is completed by a professional team and is well aware of the global dynamics of **. Negotiations can often take the initiative; unified purchasing can make purchasing decisions at the fastest speed, and when the suppliers have not felt the market changes, they sign up to reasonable prices. The number and price of the products; unified procurement helps to form a strategic partnership with giant suppliers, and can enjoy more reasonable prices.

In terms of unified procurement, China's potash fertilizer purchase should be considered as a successful example. China currently imports half of its potash fertilizer and is the third largest importer in the world. Since the import of potash fertilizer is negotiated by the negotiating team led by the Ministry of Commerce once a year for price and quantity, China has been purchasing potash from the international market at relatively reasonable prices in recent years.

From the current point of view, ** should also learn from Potash's experience and methods.

Point two: unified procurement is not a panacea

It is a false proposition that the current reason for the high price of Chinese import ** is attributed to the fact that the current purchases by various companies are divided. Whether it is unified procurement or decentralized procurement, the two sides need to effectively communicate with each other in order to reach a negotiable outcome that is mutually beneficial to both parties. If each of our purchasing companies can raise procurement management to a strategic level and make scientific decisions, whether it is unified or dispersed, they can all purchase products at a reasonable price.

As the saying goes, ten fingers are not common. After the establishment of a joint procurement team, the coordination of needs among the various members is a very complicated matter. It is probable that there will be more decisions and less decisions, which will not be conducive to the procurement. With decentralized procurement, if there are several companies that can compete for a reasonable price in the knowledge of oneself and others, even if other companies are not well-versed in market transactions, they can adopt a follow-up strategy and get appropriate products.

Raw material procurement is a systematic project. The key to reducing the cost of raw material procurement is to formulate a scientific procurement price strategy, and not to wait and see the market passively waiting for the price trough, or to jump into the top of the peak, and the most critical thing is to strengthen the collection of procurement information. , collation and analysis to make decisions based on. If this can be done, decentralization or concentration may only be a path problem. After all, all roads lead to Rome.