A Brief Analysis of the Innovative Implementation of the Operational Strategy of Oilfield Auto Parts

The main task of the oilfield material procurement department is to ensure the supply of materials for oilfield production and construction. Under this kind of service concept, firstly, the purchasing department has a weak sense of management, and it is also limited by the self-purchasing and self-use parts procurement supply model with increased procurement batches and reduced batches, which makes it difficult to form a centralized procurement advantage and increases procurement costs. Second, the purchasing department only pays attention to supply, while relatively neglecting the pursuit of the best benefits for auto parts purchasing.

There are still some problems in the understanding of the utilization of the social resource market. This is mainly manifested in the excessive dependence of some auto parts on social resources, and there are very few or even zero stocks in oilfields. As the oil field lacks the necessary restraint and regulatory capabilities for the behavior of auto parts suppliers in the social market, the prices of urgently needed materials and sporadic purchases of auto parts are high, and the quality of parts is difficult to guarantee. The procurement management of auto parts is relatively extensive.

There is a lot of greed in terms of the scope and quantity of auto parts procurement, the warehouse management accounts are inconsistent, and the phenomenon of serial numbers and string types is relatively high. The problem of backlog of auto parts caused by management confusion is difficult to solve. In addition, there are many problems such as a long purchase cycle, and it is difficult to effectively solve the urgent use of materials in production.

The reform direction of the oilfield auto parts procurement model has shifted from emphasizing physical procurement to strengthening supplier management. With the development of the market economy, the products on the market are becoming more abundant, and the number of suppliers who produce and distribute auto parts is also increasing. There are more and more manufacturers who are capable and willing to provide auto parts services for oil fields.

In this case, how do we choose suitable suppliers from many auto parts suppliers to ensure the quality of parts and reasonable prices, and to achieve the best economic efficiency of procurement? This requires us to change our concept and change from the past The main feature of the procurement method is transformed into management and storage suppliers, realizing the transformation of purchasing ideas and behavior patterns of shopping and storage management suppliers and storage and storage suppliers. At present, there are many manufacturers of auto parts production and distribution, good and bad, mixed, and counterfeit and inferior products in the auto parts market have been repeatedly banned.

In order to ensure the quality of procurement and reduce the cost of procurement, we can adopt qualification bidding or based on previous business exchanges to select a group of auto parts production and distributors with good qualifications, high reputation, high quality, low prices and good service as oilfield auto parts suppliers. business. For relatively short-selling auto parts and important imported parts, in the form of Inviterennet and Autorennet, the production distributors or agents will be included in the network of auto parts suppliers in the oilfield.

We can take regular inspections and assessments to strengthen the management of suppliers to continuously update the existing supplier network, realize the survival of the fittest and promote the healthy development of the supplier network. Second, specify the price range and reduce purchases. price. The material procurement and supply department represents the oilfield in the form of collective bargaining to urge suppliers to reduce parts prices, provide preferential services, and save oilfield procurement funds. Third, through the establishment and management of a supplier network, the supplier's resource advantage is transformed into the oilfield's reserve advantage.

For example, some common auto parts, such as spark plugs, etc., as long as the suppliers around the oil field have stocks, we no longer stock them, and we can pick them up directly from the suppliers when production needs them. At the same time, some suppliers are encouraged to store a certain amount of auto parts in the oilfield, and the oilfield material procurement and supply department will engage in the three-generation business of “reservation, escrow, and agency sales”. In this way, it can not only effectively ensure the supply of parts required for the normal operation of oilfield vehicles, but also effectively reduce the inventory types and quantities of auto parts and reduce capital occupation. Change from service type to service operation type.

To change the scope of procurement. The varieties, specifications and models of auto parts are complex and diverse. We should classify and manage auto parts according to attributes such as domestic and imported, general and heavy, common and urgent materials, so that the scope of oilfield auto parts procurement tends to be more important Parts, greatly reducing the purchase and inventory of auto parts.

Inventory management needs to achieve fine management, and traditional inventory management mainly relies on manual operations of custodians. To realize the fine management of auto parts, it is necessary to use computer-assisted management methods to ensure complete and complete random information such as varieties, specifications and models, clear drawings and numbers of auto parts in Renku, supply brand name, purchase time and service vehicle ordering information. It is well-documented, so as to monitor the consumption of auto parts from the warehouse to the actual consumption, and improve the management level of auto parts.

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