1. Determining a clear procurement and evaluation plan You must ensure that there is a plan to determine your needs, document these requirements records, then find the right supplier to advise on your needs and/or Quote. Whether you are hiring a consultant or doing it yourself, you must ensure that the procurement and evaluation plan includes a timeline that consists of at least the following points: 10 Mm Nano Tip,Smart Board Touch Screen Pen,Electronic White Board Pen,Infrared Touch Screen Pen Shenzhen Ruidian Technology CO., Ltd , https://www.wisonen.com
Development Requirements Purchasing Process Bidder Selection Process Bidder Evaluation Process Supplier Reward Process Configuration Factory Acceptance Trial The plan should also indicate the proportion of each stage and the number of consultants, suppliers and other involved people in project execution.
This is your plan road map. As a philosopher once said: If you don't know where to go, how can you know that you have reached your goal?
2. Decide on the project team's stakeholders as early as possible, and select a person to be the supervisor. If your project needs it, you can form a project team with the participants in the initial stage of the upgrade process. The team should include all major stakeholders. Depending on the size of the project, the team may include field engineers, technicians, analysts, business people, IT people, and managers.
Field engineers and business people know what to do and what not to do in this area. For a large project, IT people know the needs of the back-end management system or the main system, which may need to be connected to the field operations. Managers have the most keen insight into the bottom line of business and cost. Don't wait, but add these people to the team from the start.
Once you have a project team, you have to make sure that there is one person in charge. This person must have the right to make a decision to ensure that the system is in compliance with the company's technical and commercial purposes, especially for the company's business purposes. Projects are more likely to succeed when individuals on the team enjoy a high reputation.
3. Determine why you want to upgrade (your goal)
Why do you want to upgrade? If you can't find a reason why you can't upgrade, then please don't upgrade.
"Because it is time to go", this is definitely the worst answer. Perhaps the components of your system have reached the end of their life and are difficult to repair, but they are still working. Perhaps they no longer reflect the trend of technology. Perhaps you are tired of your competitors showing pictures of their new system, and you are stunned by the old photos of your old system.
These are usually not necessary reasons for the upgrade.
In fact, the only reasonable reason for the upgrade is that it can accomplish one or more practical business purposes. The exact goals vary from company to company. What is important is that those goals can be identified and quantified, and they can be the most important criteria when choosing another alternative system.
4. Determining what will enable you to complete the upgrade. Is a system that is newer than the current system able to achieve your goals? Or do you need to replace all hardware devices to achieve your goals? What new technologies need to be applied to complete the company's business goals?
In general, the answer to these questions lies in a specification that was issued for tendering. But it is also common that these documents are not too vague, that is, too specific and too vague bids will lead to overly vague bids. Telling suppliers that you need to improve usability, maximize system resiliency, and require a platform for future expansion, these requirements mean too much. Suppliers need to know exactly what you want to achieve so that they can provide you with a suitable bid to meet your target requirements.
However, an overly specific bidding document can result in a costly project rather than a bidding project. If you explicitly tell suppliers how to do their job, they will give you a levelless bid and push all the risks to yourself. Unless you know exactly what you need and how to achieve it, you should not take all the problems into consideration too early. If you try to do this and prove that you are wrong, then chances are that you will choose a low-level bid and will change the purchasing work, you know, that would mean that the project cost will exceed the standard.
What should an engineer do?
If you know exactly what you need, then you can write a document we call a process description that accurately describes how you want to accomplish your goals. Such a document usually contains a lot of technical indicators, such as network, timeout, software, RTUs, plcs, protocols, communications, and so on. This will limit you to a very limited choice. But if you finish it and know that this is the best way (in other words, you are not afraid to change the purchasing work), then you may wish to try it.
But you may find that the best way is to write a document we call a performance specification. The performance specification or recommendation request accurately records the goals you need to achieve and requires the supplier to make recommendations to accomplish your goals. You will get a lot of advice, from which you will find a suggestion worth considering, maybe you never thought of it yourself. We have also found that this approach usually minimizes (or reduces to zero) the possibility of changing procurement.
5. Before you start looking at it, make sure that what you want to get from the supplier to evaluate the supplier and their answers to your questions should be a combination of art and science – a combination of company change and cost bottom line of course, of course, Cost is an easy to quantify factor. However, factors that are less likely to be quantified, such as consumers and project proposals, are not an easy task, and the long-term cooperation between computing and suppliers is particularly difficult.
However, if your project will be successful, those factors must be brought to the top of your list of factors to consider.
For example, if you are working on a large project, then you should consider testing each vendor's project execution plan. A written project execution plan can help each member of the team recognize their roles, understand the company's programs, and master the best ways to accomplish important tasks.
How will you test their plans before you actually get a supplier? First, ask each supplier you meet and ask them where is it suitable for the project life cycle? Do they prefer to be an independent contractor or prefer to work as a team with mission knowledge? Next, talk to the vendor's customers. Did these customers see evidence that the supplier provided them with a project execution plan? Or is the supplier just following the plan, or just looking into the future? Did the supplier provide a written report on the regular plan? Can I contact them when they need suppliers at critical moments? Can you talk directly to them and get an answer? What is the technical support after the project is completed? It's best to go and see the installed system yourself.
Similar problems can be applied to other factors that are difficult to understand.
6. Deciding what criteria to use to judge suppliers and systems We often see complex supplier selection criteria. Successful bidding seems to cost more energy and time than bidding. You have to be amazed at the consistent coordination between bid success and such complex standards. However, most still boil down to the judgment itself, and those judgments are unlikely to be consistent with so many standards to consider.
If the criteria you choose seem complicated, then it may not be the standard question you choose, but the problem with the manual and/or the bid document.
You must be sure that the information you ask from the supplier is useful to you. Ask yourself how you plan to evaluate this information, how important it is to your goals, and whether it makes a real value to your assessment. You should also determine if this information can be evaluated, and if so, can you fairly compare the answers provided by the suppliers.
Conclusion The quality of the answer is closely related to the quality of the questions raised. If you make a mistake or an unrelated question, you will probably get an error or an irrelevant answer.
Your decision is based on a good answer, so you have to ask a good question - for yourself, your consultant (if you have one) and your future supplier.