從1980年代以來(lái)，供貨商與經(jīng)銷(xiāo)商之間一直采用同樣的業(yè)務(wù)營(yíng)運(yùn)模式──經(jīng)銷(xiāo)商成功地讓一家供貨商的組件獲得某項(xiàng)終端產(chǎn)品采用，從而取得利潤(rùn)報(bào)酬。業(yè)界重新審視這種營(yíng)運(yùn)模式的想法已經(jīng)出現(xiàn)很多次了，但渠道動(dòng)態(tài)持續(xù)發(fā)生改變使其一再地被忽略。 經(jīng)銷(xiāo)商一直扮演著設(shè)計(jì)輔助的角色，一方面協(xié)助客戶(hù)更快上市新產(chǎn)品，同時(shí)也讓供貨商能夠取得工程師計(jì)劃觀點(diǎn)的第一手資料。藉由協(xié)助客戶(hù)設(shè)計(jì)過(guò)程，經(jīng)銷(xiāo)商能夠?qū)⒋砥放频慕M件產(chǎn)品銷(xiāo)售給客戶(hù)。雖然強(qiáng)調(diào)最佳解決方案，但也是經(jīng)銷(xiāo)商的最佳機(jī)會(huì)。一旦設(shè)計(jì)確定了，經(jīng)銷(xiāo)商便正式向供貨商登錄設(shè)計(jì)訂單。這個(gè)過(guò)程的目的在于保護(hù)經(jīng)銷(xiāo)商，特別是免于另一家經(jīng)銷(xiāo)商或業(yè)務(wù)代表也在經(jīng)營(yíng)同一家客戶(hù)。 但問(wèn)題是終端產(chǎn)品的設(shè)計(jì)與生產(chǎn)之間常常缺乏關(guān)連性。在一款設(shè)計(jì)確定及其BOM決定后，實(shí)際的生產(chǎn)地點(diǎn)卻可能改變，例如從美國(guó)達(dá)拉斯移至中國(guó)。而在中國(guó)的采購(gòu)部門(mén)可能無(wú)法找到供應(yīng)來(lái)源、可 能出現(xiàn)不同的定價(jià)或甚至涉及另一家與最初經(jīng)銷(xiāo)商不同的公司。由于經(jīng)銷(xiāo)商最主要的報(bào)酬來(lái)自于訂單出貨，在此過(guò)程中出現(xiàn)任何差錯(cuò)都會(huì)影響到公司收益。對(duì)于供應(yīng)商而言，這也可能導(dǎo)致銷(xiāo)售損失等問(wèn)題。 經(jīng)銷(xiāo)商已經(jīng)開(kāi)發(fā)出一套可追蹤組件的系統(tǒng)了，但仍存在一些挑戰(zhàn)。一般來(lái)說(shuō)，最易于追蹤的 組件都是一些在生產(chǎn)時(shí)無(wú)法被取代的專(zhuān)有組件。但這僅代表一小部份的組件組合與BOM，如果經(jīng)銷(xiāo)商將大部份的注意力投注在這些組件上，可能就會(huì)忽略掉其它大部份的組件。而供貨商也常常覺(jué)得經(jīng)銷(xiāo)商不足以代表其品牌。 最近在美國(guó)芝加哥舉行的ECIA主管會(huì)議上，安富利公司 (Avent)供應(yīng)鏈管理資深副總裁Alex Iuorio告訴與會(huì)者，在上百家供貨商中，經(jīng)銷(xiāo)商可專(zhuān)注于在40家供貨商的設(shè)計(jì)登記；而其中只有少數(shù)幾項(xiàng)能讓經(jīng)銷(xiāo)商獲利。TE connectivity全球客戶(hù)總監(jiān)Paul Doherty表示，該公司的許多產(chǎn)品并非專(zhuān)有，但對(duì)于設(shè)計(jì)卻同樣重要。IP&E與TE的市場(chǎng)在BOM就占了80%，而這也是經(jīng)銷(xiāo)業(yè)務(wù)的重要部 份。 供貨商與經(jīng)銷(xiāo)商合作伙伴之間試圖從設(shè)計(jì)作業(yè)、價(jià)格保護(hù)、更高利潤(rùn)以及傭金分配等方面平均分?jǐn)偳捌谫M(fèi)用。但每種方案都各有 其優(yōu)缺點(diǎn)。同時(shí)，經(jīng)銷(xiāo)商強(qiáng)調(diào)解決方案，而非特定組件或品牌的作法，也使得供貨商在終端客戶(hù)的能見(jiàn)度逐漸被模糊掉了。這已經(jīng)是長(zhǎng)久以來(lái)的老問(wèn)題了，卻常常不 定時(shí)地再次發(fā)生。 德州儀器(TI)經(jīng)銷(xiāo)經(jīng)理John Simari重申解決這些問(wèn)題的迫切性。從1980年代以來(lái)，供貨商與經(jīng)銷(xiāo)商之間的關(guān)系及其重要因素不曾改善過(guò)，但當(dāng)今的渠道卻已經(jīng)完全改觀了。 Simari表示，供貨商與經(jīng)銷(xiāo)商雙方間必須發(fā)展出一個(gè)更好的互動(dòng)方式，而這完全取決于供貨商與經(jīng)銷(xiāo)商雙方共同去探索。 本文授權(quán)編譯自EBN Online，版權(quán)所有，謝絕轉(zhuǎn)載 編譯：Susan Hong 參考英文原文：Design Registration: Same Problem, Different Day，by Barbara Jorgensen, EBN Community Editor

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{pagination} Design Registration: Same Problem, Different Day Barbara Jorgensen Downturns have a way of highlighting things that aren't working very well, and design registration is one of them. The practice, in which distributors are rewarded for designing a supplier's component into an end product, has operated the same way since the 1980s. The idea of revising it has come up numerous times, but channel dynamics have put it back at the top of the fix-it list. Distribution has taken on the role of design assistance both to help customers get to market faster and to get a firsthand view of an engineer's plans. By assisting in the design, a distributor can sell the components on its linecard to the customer. The emphasis is on the best solution, but it's also a good opportunity for the distributor. Once a design is secured, the distributor registers the win with the supplier. This process is meant to protect the distributor if another distributor or rep calls on the same customer. The problem is a disconnect between the design and the production of the end product. After a design is secured and the BOM is determined, production may move from, say, Dallas to China. The procurement division in China may not be able to source the components. It may show different pricing, or it may have a relationship with a company other than the original distributor. Since the distributor's compensation depends on delivering that order, any disruption in the process threatens revenue. It's also a problem for the supplier, which also loses on the sale. Distributors have developed systems to track components, but challenges remain. The easiest parts to track are proprietary parts that can't be substituted at production. But this represents only a small segment of the component offerings and the bill of material, and distributors may focus most of their attention on these parts to the detriment of others. Suppliers feel their brands are not adequately represented by distributors. During the recent ECIA Executive Conference in Chicago, Alex Iuorio, senior vice president for supplier management at Avnet Inc. (NYSE: AVT), told attendees that the distributor can focus its design registration on about 40 of its hundreds of suppliers. Of those, only a few have programs that guarantee a profit for the distributor. Supplier executives, including Paul Doherty, global account director for TE Connectivity, say many of their products aren't proprietary but are equally important to a design. IP&E, TE's market, comprises 80 percent of a BOM. It is a big part of the channel's business. The partners have experimented with flat up-front fees for design work, price protection, higher profit margins, and split commissions to compensate distributors for design work. Each has its pros and cons. In the meantime, distributors' emphasis on solutions, rather than a specific component or brand, has obscured supplier visibility at the end customer. It's an old struggle that has emerged time and time again. John Simari, a distribution manager for Texas Instruments Inc. (NYSE: TXN) and a longtime advocate of channel practices, reiterated the urgency many in the industry feel. This important component of the supplier-distributor relationship hasn't evolved since the 1980s, but the channel has. There has to be a better way, Simari says, and it is up to suppliers and distributors to find it.