How do you become a supplier manager?

As a vendor manager , you need to have 2 perspectives : 1. what your capabilities and communication skills you should have. 2. and what are vendors categories. By this , you can efficiently match the needed efforts , tactics and skills with the right vendor. Kraljic matrix can be very helpful identifying what needs to be done. 1. For non critical items vendors, exert minimal efforts. 2. For leverage items , focus on short term relationship that provide best prices and diversification of vendors. 3. For bottleneck items, keep close contact and risk minimizing tactics. 4. For strategic items suppliers, use your full skills and expertise to build a real partnership.

Como Gerente de proveedores me ha sido útil: 1. Entender detalladamente las necesidades del negocio y usuario final que recibirá el servicio por parte de los proveedores. 2. Clave ! involucrar otras áreas en las definiciones y procesos a ejecutar por parte de los proveedores. 3. Los proveedores deben estar en línea con la estrategia de la compa?ía (entenderla y compartirla) 4. Medición , acompa?amiento y monitoreo constante en sitio (ya sea en las oficinas del proveedor o lugar del servicio) 5. Trabajar como un solo equipo, sus resultados dependen de los proveedores y los resultados de los proveedores dependen en gran medida de su gestión.

Two main factors required are: 1. Strong communication and negotiation skills. Supplier managers need to have strong communication and negotiation skills to build and maintain relationships with vendors. Effective communication is essential in conveying the company's needs + expectations to suppliers, while negotiation skills are crucial in securing favorable terms/ agreements. 2. Understand supply chain and market trends. Keeping up with the latest supply chain trends + market dynamics is critical. This includes staying informed about changes in regulations,technology advancements, and shifts in consumer demand. Such factors enable managers to make informed decisions and adapt their strategies to meet evolving market conditions.

To be a supplier manager...I would say one needs to be good in negotiations skills. He needs to understand his requirements first then only he can find an appropriate vendor. If his requirements are clear then he can get goods deal. Apart from negotiations, he should also know how to build relationships with his vendors. Rest about the process he can learn .... because learning is an ongoing process...

Supply chain managers (SCMs) oversee the lifecycle of a company's production of goods, from ordering raw materials to delivery of the product to consumers. They work with suppliers, production and operations teams, distribution networks, and vendors. Through every step in the chain, they ensure processes are streamlined and efficient and quality standards are met. There's strong job growth in supply chain management, and there will be many opportunities in this field throughout the decade.

Estar próximo da sua cadeia de abastecimento vai te ajudar durante negocia??es, influenciar fornecedores e facilitar sua tomada de decis?o. Desenvolver fornecedores é um tarefa complicada, porém muito gratificante. Praticas de gest?o de custo, Lean Manufacturing, otimiza??o de processos, redu??o de desperdícios e sustentabilidade s?o na verdade ferramentas onde você podendo aplicar conseguirá reduzir custos e lead time dos seus insumos e produtos.

O gerente de fornecedores desempenha um papel crucial, envolvendo-se em tarefas como sele??o, negocia??o e monitoramento de desempenho dos fornecedores. Enfrenta desafios como a globaliza??o da cadeia de suprimentos, flutua??es de mercado, gest?o da qualidade e impulsiona a inova??o. A resiliência diante de eventos disruptivos e a integra??o de práticas sustentáveis também s?o aspectos-chave dessa fun??o dinamica

A trajetória de carreira de um gerente de fornecedores inicia em fun??es mais básicas, progredindo para posi??es de gerência, lideran?a estratégica e, eventualmente, cargos executivos. Além das promo??es, a busca por certifica??es, desenvolvimento contínuo e a demonstra??o consistente de resultados contribuem para o avan?o. O networking e a participa??o em associa??es profissionais s?o elementos-chave para expandir as oportunidades de carreira.

Atualmente vejo grande dificuldade dos fornecedores no Brasil acompanharem as inova??es e tecnologias que est?o circulando globalmente. O gerente de fornecedores pode ter um papel fundamental nesse quesito, instigando e desafiando a cadeia de fornecedores a sempre buscar novas tecnologias.