as a link to integrate the strategic objectives and business activities of companies and suppliers, strategic procurement includes four aspects: supplier evaluation and selection, supplier development, establishment of long-term trading relationship between buyers and sellers and procurement integration. The first three aspects occur between the purchasing department and the external supplier group, which are collectively referred to as purchasing practice; The fourth aspect occurs within the enterprise.

1. supplier evaluation and selection. Supplier evaluation and selection is the most important link in strategic procurement. The supplier evaluation system includes: (1) a formal supplier certification plan; (2) supplier performance tracking system; (3) Supplier evaluation and identification system.

The indicator system of supplier performance evaluation usually consists of pricing structure, product quality, technological innovation, distribution and service. However, according to different company strategies, the performance indicators paid attention to when selecting suppliers are different. If the company's strategy is that technology is ahead in the industry, the leading degree of existing technology and technological innovation ability of suppliers in the industry are the primary criteria for evaluating and selecting suppliers, followed by product quality, pricing structure, distribution and service. For companies that are strategically positioned in the leading cost, pricing structure is the most sensitive indicator, taking into account quality, technology, distribution and service. According to the evaluation results, the enterprise selects the target supplier group that has direct or potential contribution ability to the company strategy. Direct contribution ability refers to the ability that the supplier has, which is in the leading position in its industry and is consistent with the strategic objectives of the buyer's enterprise. Potential contribution ability refers to those abilities that are temporarily unavailable due to the lack of one or more resources by suppliers, and can be brought into play by the buyer's enterprise by investing these resources, which is of great help to the realization of the buyer's enterprise strategy.

2. supplier development. Because of the emphasis on supplier performance in supplier selection, sometimes the performance of the target supplier meets the main standards of the buyer's enterprise, but it can't fully meet the requirements in other aspects; Or some potential contribution ability has not been brought into play, the buyer's enterprise will make a series of efforts to improve the performance of suppliers.