Closed-loop purchase management method and system based on secondary bidding and dynamic evaluation

Abstract

The invention relates to a closed-loop purchase management method and system based on secondary bidding and dynamic evaluation, and belongs to the technical field of purchase management. At least three suppliers are screened out from candidate suppliers through competitive negotiation, and value-added service commitments of the suppliers are locked; during actual purchase, the entered supplier performs real-time secondary bidding, and the purchaser selects the optimal price based on the quoted price and the service; afterwards, quantitative ranking is carried out on the performance of the suppliers through a full-period dynamic evaluation system, and last position elimination and automatic position complementing are carried out according to the ranking. According to the invention, through constructing a closed-loop management system of negotiation, secondary bidding, dynamic evaluation and elimination and space complement, refined purchase of price real-time change objects such as air tickets and hotels is realized. The method can effectively stimulate the continuous competition of suppliers, significantly reduce the purchase cost and supporting expenditure, transfer the risks of withdrawing, changing, pick-up and the like to the suppliers, comprehensively improve the service response speed and quality, and enhance the purchase flexibility and the supply chain management efficiency.

Description

Technical Field

[0001] This invention relates to the field of procurement management technology, specifically to a closed-loop procurement management method and system based on secondary bidding and dynamic evaluation. Background Technology

[0002] In the realm of corporate procurement, traditional procurement models face severe challenges for special procurement items such as airfares, hotel rooms, and dynamic logistics services, whose prices cannot be fixed or quantified in advance and fluctuate in real time. These items not only experience rapidly changing prices due to multiple factors including market supply and demand, time, and inventory, but also often involve diverse ancillary service demands such as refunds and changes, transportation, and insurance. The quality of these services directly impacts the final procurement value. Existing methods largely rely on signing fixed-discount annual agreements with single suppliers or conducting temporary, decentralized price comparisons. This model struggles to capture the optimal market price in real time, easily leading to inflated procurement costs; it lacks systematic integration and standardization in services, resulting in slow response times and missing supporting services; and it fails to provide continuous and effective incentives and constraints for suppliers, exhibiting systemic flaws such as ineffective cost control, low operational efficiency, insufficient service flexibility, heavy risk burdens, and loose supplier management.

[0003] At its root, existing technological solutions fail to address the core contradiction between "price dynamism" and "service combinatoriality" by constructing a closed-loop management system that simultaneously stimulates continuous competition, quantifies processes, and transfers risk. Most methods focus only on isolated aspects of the procurement process (such as initial bidding or post-settlement), lacking a dynamic management mechanism that integrates supplier onboarding, real-time bidding, performance evaluation, and merit-based selection. Therefore, designing an innovative procurement method to systematically solve the challenge of balancing cost, efficiency, service, and risk in procurement with dynamic pricing has become a critical technological bottleneck that urgently needs to be overcome in this field. Summary of the Invention

[0004] To address the problems of existing technologies, this invention provides a closed-loop procurement management method and system based on secondary bidding and dynamic evaluation.

[0005] To solve the above-mentioned technical problems, the present invention is achieved through the following technical solution: a closed-loop procurement management method and system based on secondary bidding and dynamic evaluation, comprising the following steps: S1. Definition of Procurement Needs: Clearly define the procurement target as a type whose price fluctuates in real time or cannot be quantified in advance, and sort out its basic procurement needs and supporting service needs; S2, Suppliers shortlisted through competitive negotiation: S21. Develop and issue a framework cooperation solicitation document to potential suppliers, the document including a draft of the second bidding rules, a draft of the dynamic evaluation index system, and a list of value-added services to be committed; S22. Organize iterative consultations with potential suppliers to guide them in making competitive commitments regarding the contents of the value-added services list; S23. Based on preset supplier admission standards and comprehensive scoring tables, quantitatively score and rank the qualifications, pricing framework and promised value-added services of potential suppliers. S24. Select at least three of the top-ranked suppliers as shortlisted suppliers and obtain their legally binding service commitment letters, which clearly state that they accept the secondary bidding rules, dynamic evaluation indicators, elimination mechanism and the specific free value-added services they promise to provide. S3. Frame-based real-time secondary bidding procurement: S31. When a specific procurement need arises, the requirement information is sent to all shortlisted suppliers simultaneously through a standardized requirement task sheet. S32. Each shortlisted supplier shall submit a second bid response in a unified format within the agreed time. The response shall include at least the total price based on real-time market conditions and the additional value-added services that can be provided this time. S33. The purchasing party compares the prices and value-added service combinations of each response plan according to the pre-set evaluation rules, selects the best plan and completes the purchase, and records the evaluation criteria at the same time. S4. Full-cycle dynamic evaluation and data management: S41. During the service execution process, based on the dynamic evaluation index system, the performance data of each shortlisted supplier is continuously collected. The data includes the response time recorded in the system log, the service quality score reported by the user, and the actual fulfillment record of the value-added services. S42. Based on the collected data, regularly generate performance scores and ranking reports for each supplier through a quantitative calculation model; S5. Last-place elimination and automatic replacement: S51. Based on the periodic evaluation report, shortlisted suppliers ranked last will be automatically eliminated and their cooperation qualification terminated in accordance with the terms of the service commitment letter. S52. From the candidate supplier ranking sequence determined in step S23, activate the first-ranked candidate supplier in order and send it a shortlist notification and a service commitment letter. S53. After the candidate supplier signs and returns the service commitment letter within the specified period, it will automatically fill the position as a new shortlisted supplier, ensuring that the number of suppliers in the pool remains constant. S6. Value-added service integration and risk transfer: Throughout the procurement process, based on the service commitment letter signed by the supplier and the specific order agreement, the risks and responsibilities of providing free value-added services and related service processes will be transferred to the corresponding supplier.

[0006] In one specific implementation, the procurement target in step S1 is air tickets, hotel reservations, dynamic logistics services, or short-term service outsourcing.

[0007] In one specific implementation, the iterative consultation in step S22 includes multiple rounds of written inquiries and responses, or includes on-site meeting consultations, with the core purpose of guiding suppliers to optimize and clarify their commitment to free value-added services.

[0008] In one specific implementation, the comprehensive scoring table in step S23 assigns a scoring weight of no less than 30% of the total weight to the "committable free value-added services" item.

[0009] In one specific implementation, the number of shortlisted suppliers in step S24 is fixed at three.

[0010] In one specific implementation, the free value-added services that the supplier is required to promise in step S32 include at least free cancellation and rescheduling services and free airport pick-up and drop-off services.

[0011] In one specific implementation, the dynamic evaluation index system in step S41 includes four dimensions: service quality, response speed, value-added service fulfillment, and price competitiveness maintenance; wherein, the service quality dimension includes indicators such as ticket booking accuracy rate and airport pick-up and drop-off punctuality rate.

[0012] In one specific implementation, the response speed dimension is measured by statistically analyzing the average time from the release of demand to receiving a valid secondary bidding response; the price competitiveness maintenance is measured by comparing the deviation rate between the secondary bidding price and the publicly available market price during the same period.

[0013] In one specific implementation, the candidate supplier ranking sequence in step S52 refers to the supplier ranking list that follows the shortlisted suppliers in the initial comprehensive score ranking in step S23.

[0014] In one specific implementation, the risks and responsibilities borne by the supplier in step S6 include at least the loss of handling fees incurred due to cancellation and rescheduling services, as well as traffic violations, accident losses, and corresponding legal liabilities that may occur during the provision of supporting airport pick-up and drop-off services.

[0015] The beneficial effects of this invention are as follows: 1. By constructing a closed-loop management system of "competitive negotiation for shortlisting, real-time secondary bidding, full-cycle dynamic evaluation, and bottom-ranking elimination and replacement," a systematic optimization of dynamic price procurement targets has been achieved. This method first locks in high-value-added service commitments through multiple rounds of negotiation during the supplier access stage, then triggers real-time bidding in each procurement to ensure price competitiveness, and finally maintains the vitality of the supply ecosystem through data-driven evaluation and rigid elimination mechanisms; 2. Its implementation leads to a significant reduction in procurement costs and a substantial improvement in operational efficiency. It not only cuts the costs of core ancillary services such as airport transfers, refunds, and flight changes by over 90%, but also shortens procurement response time from hours to minutes. Simultaneously, service quality is comprehensively improved due to continuous competitive pressure, providing employees with one-stop high-quality services including travel guarantees and free transportation. Various commercial and operational risks are also effectively transferred to suppliers through contract design, making costs more controllable and operations safer for the procuring entity. Furthermore, this method greatly enhances procurement flexibility, adapting to market price fluctuations and travel changes; and ultimately, it builds a standardized, dynamically optimized supplier ecosystem, improving the resilience, stability, and long-term value of the supply chain as a whole. Attached Figure Description

[0016] Figure 1 This is a schematic diagram of the method flow of the present invention. Detailed Implementation

[0017] The technical solutions of the present invention will be clearly and completely described below with reference to the embodiments of the present invention. Obviously, the described embodiments are only some embodiments of the present invention, and not all embodiments. Based on the embodiments of the present invention, all other embodiments obtained by those of ordinary skill in the art without creative effort are within the scope of protection of the present invention.

[0018] like Figure 1 This paper presents a closed-loop procurement management method and system based on secondary bidding and dynamic evaluation.

[0019] The method described in this invention is a dynamic closed-loop management system comprising five core components: "entry, competition, execution, evaluation, and optimization." Its implementation relies on a standardized document system, a data-driven evaluation model, and an automated management mechanism based on preset rules. The overall process follows the principles of "framework cooperation, real-time bidding, data evaluation, and survival of the fittest," aiming to continuously obtain the most competitive prices and the highest quality value-added service combinations in the market.

[0020] II. Specific Implementation Steps and Parameter Limitations Step 1: Defining Procurement Needs and Designing Solutions Subject matter definition: The subject matter of the procurement is clearly defined as domestic and international air tickets, whose prices are affected by factors such as routes, times, advance notice days, and cabin availability, and are subject to real-time dynamic changes.

[0021] Core requirements outlined: Basic services: flight search, booking, ticketing, and itinerary delivery.

[0022] Core value-added services: Free refund and change service: unlimited times, no handling fee (the supplier covers the refund and change fees charged by the airline).

[0023] Free airport transfer service: Covering the entire designated city (such as "the entire area of ​​Beijing" in the example), providing round-trip transfers from the airport to any location within the city.

[0024] Cost control target: The total cost of a single purchase (airfare + hidden service costs) shall not exceed 5% of the price of mainstream open channels.

[0025] Service quality standards: 100% accuracy in ticket booking; response time (from submitting a request to receiving a valid quote) less than 30 minutes; on-time arrival rate for airport pick-up and drop-off (within ±15 minutes) greater than 98%.

[0026] Risk transfer requirement: All costs incurred for cancellations and changes, traffic safety responsibilities and penalties for violations during airport transfer services shall be borne by the service provider.

[0027] Step Two: Implementation of the Competitive Negotiation and Shortlisting Mechanism for Suppliers This step aims to establish a high-quality, competitive initial pool of suppliers (“Shortlisted Suppliers”).

[0028] Document Release: The "Travel Service Framework Cooperation Supplier Solicitation and Competitive Negotiation Document" was compiled and released. Key attachments to the document include: "Supplier Response Document Format," "Value-Added Service Commitment List (Sample)," and "Dynamic Evaluation Indicators and Scoring Rules (Draft)."

[0029] Admission criteria settings (quantitative parameters): It must have legal business qualifications and have been registered for no less than 3 years.

[0030] Price competitiveness: The quoted airfare or discount rate shall not exceed 10% of the publicly quoted price on mainstream business travel platforms during the same period (as a preliminary screening criterion, not the only criterion).

[0031] Service capabilities: We promise to provide a 24 / 7 ticketing service hotline, with a daily inquiry response time of less than 15 minutes and an emergency response time of less than 5 minutes.

[0032] Value-added service potential: Able to make substantive commitments regarding the "Value-added Service Commitment List".

[0033] Multiple rounds of iterative consultation: First round of response: Suppliers submit preliminary proposals based on the solicitation documents.

[0034] Written Consultation (Second Round): The purchaser summarizes the advantages of each supplier to form a "Summary Table of Potential Best Service Commitments." Letters are sent to all suppliers inquiring: "Supplier A has committed to providing free pick-up and drop-off services throughout Beijing. Can your company match or provide better terms (such as a higher-end vehicle)?" "Supplier B has committed to free refunds and changes. What is your company's commitment?" Final Commitment: The supplier shall submit a final commitment document within the specified time, which shall be binding on the supplier.

[0035] Quantitative scoring and shortlisting: The supplier comprehensive evaluation form will be used. The total score is 100 points, and the suggested weighting is as follows: Qualifications and Reputation (20 points): Scored based on registered capital, industry qualifications, and historical cooperation cases.

[0036] Price framework (25 points): Scoring based on a horizontal comparison of the promised discount rate or price level.

[0037] Value-added service commitment (40 points): This is a key scoring item. Score each item in the "Value-added Service Commitment List". For example: "Provide free pick-up and drop-off service throughout Beijing" gets 10 points, "Provide free pick-up and drop-off service only from the airport to the city center" gets 5 points; "Unconditional free refund and change" gets 10 points, "Limited to 3 free times per year" gets 3 points.

[0038] Technical solutions and responses (15 points): including system integration capabilities, personnel configuration plans, etc.

[0039] Suppliers are ranked from highest to lowest based on their total score. The top three suppliers are selected as shortlisted suppliers, and the fourth and fifth ranked suppliers are selected as alternate suppliers. Suppliers are informed of their alternate order in writing.

[0040] Establish a framework for cooperation: A "Framework Cooperation Confirmation and Service Commitment Letter" was sent to the three shortlisted suppliers. The letter clarified the cooperation period (e.g., 1 year), the secondary bidding process, the dynamic evaluation and elimination mechanism, and a list of all personalized value-added services committed by the supplier during the negotiations.

[0041] Key step: The supplier must sign and affix their official seal to return this letter. This letter serves as the legal basis for all subsequent orders and collaborations, and it specifically clarifies the risk transfer clauses.

[0042] Step 3: Execution of Real-Time Secondary Auction Procurement Based on the Framework This step ensures that every specific purchase can obtain the best real-time price and service through competition.

[0043] Request Initiation: Employees submit business trip applications through the OA system or a dedicated procurement platform. Once approved, an "Air Ticket Procurement Request Form" is automatically generated, which includes: itinerary information (date, city pair, preferred time), passenger information, and value-added service options such as whether airport pick-up and drop-off is required.

[0044] Demand distribution: The system will simultaneously push standardized demand forms to the designated contact systems or contacts of the three shortlisted suppliers.

[0045] Supplier Secondary Bidding: Suppliers are required to respond within 20 minutes of receiving the request, using a specified format. The response must include: Option 1: Total price (including tax) and flight information.

[0046] Option 2 (optional): Alternative flight options and prices.

[0047] Special added benefits available this time include: free upgrade to front-row seats, complimentary fast security check lane, etc.

[0048] Service Confirmation: We hereby declare that we will assume all risks associated with this trip, including refunds, changes, and airport transfers, as well as the safety of the passengers.

[0049] Procurement Decisions: Procurement personnel or the system make selections based on preset rules. Example rule: "Select the option with the lowest total price, provided that the most basic travel requirements are met." All quotation and decision-making processes are logged within the system.

[0050] Step Four: Operation of the Full-Cycle Dynamic Evaluation System This step involves continuously monitoring supplier performance using data-driven methods to provide a basis for management decisions.

[0051] Data Collection: Establish a supplier performance data dashboard to automatically or manually collect the following data: Response speed data: The system records the timestamps from when the demand is pushed to when quotes are received from each supplier, and calculates the average response time.

[0052] Service quality data: Number of ticketing errors: Incorrect ticketing information (such as name, time, airport).

[0053] On-time rate for airport pick-up and drop-off: calculated based on the driver's arrival time and the agreed time.

[0054] Employee satisfaction rating: After each service, employees can rate the "booking experience" and "pick-up and drop-off service" from 1 to 5 stars by scanning a QR code.

[0055] Value-added service fulfillment data: whether promised free services (such as seat selection and insurance) are actually provided.

[0056] Price competitiveness data: Regularly (e.g., weekly) sample and compare the secondary bidding prices of each supplier with the publicly available prices on Ctrip, airline websites, etc., during the same period, and calculate the average price difference rate.

[0057] Periodic assessment report: Evaluation cycle: Data is summarized and briefly reviewed monthly, and a formal comprehensive evaluation and ranking is conducted quarterly.

[0058] Scoring Calculation: Based on the "Dynamic Evaluation Indicators and Scoring Rules", the above data will be converted into a percentage score. For example: a response time of less than 20 minutes will receive full marks, and 1 point will be deducted for each minute exceeding this limit; a 100% on-time rate will receive full marks, and 1 point will be deducted for each 0.5% decrease.

[0059] Report generation: The quarterly report includes scores, rankings, strengths and weaknesses analysis, and improvement suggestions for each supplier.

[0060] Step 5: Implementation of the last-place elimination and automatic replacement mechanism This step is the core guarantee for maintaining the system's competitive vitality.

[0061] Elimination Trigger: Within a cooperation year, the shortlisted supplier that ranks last in the comprehensive evaluation for two consecutive quarters will be automatically eliminated.

[0062] Elimination Implementation: The purchasing department issues a formal "Termination of Cooperation Notice" to the supplier, informing them that their framework cooperation eligibility has automatically terminated at the end of this quarter due to the triggering of contractual terms. This process requires no negotiation and is simply the enforcement of the rules.

[0063] Automatic fill: At the same time, a "Notification of Entry and Service Commitment Letter" was sent to the supplier ranked first among the candidate suppliers.

[0064] The alternate supplier must sign and return the letter within 5 business days, committing to accept all terms and evaluation criteria of the original framework.

[0065] If the first-place candidate withdraws, the next candidate in line will be notified in turn.

[0066] The new supplier will officially take over procurement needs from the first day of the next quarter, achieving a seamless transition.

[0067] Step Six: Implementation of Value-Added Service Integration and Risk Transfer The value of this step lies in every detail of its daily execution.

[0068] Order confirmation: Each ticket confirmation and airport transfer reservation form includes similar clauses: "The refund and change rules and fees for this service shall be borne by service provider XXX" and "The safety and legal responsibility for this airport transfer service shall be borne by service provider XXX".

[0069] Dispute Resolution: In the event of refund or change fees or violations related to airport pick-up and drop-off, the purchasing party's finance or administration department can directly initiate the expense reimbursement or claim process with the corresponding supplier based on relevant invoices and order records. The supplier will then handle the matter according to the terms of its commitment letter.

[0070] III. Realization and Guarantee of Technical Effects Through the implementation of the above specific and quantifiable steps, the present invention achieves: Cost controllability: A dual competition mechanism ensures optimal pricing; free value-added services directly reduce explicit expenses (such as airport transfer vehicle and driver costs).

[0071] Data-driven management: All judgments are based on preset rules and quantified data, reducing subjectivity and improving fairness and efficiency.

[0072] Risk transfer: Non-core risks are transferred to professional parties through legally binding commitment letters and order terms.

[0073] The system's self-optimization mechanism, with its "evaluation-elimination-replacement" closed loop, creates continuous competitive pressure, driving the overall service level of suppliers to improve continuously without requiring frequent large-scale bidding by the purchasing party. Although embodiments of the invention have been shown and described, it will be understood by those skilled in the art that various changes, modifications, substitutions and alterations can be made to these embodiments without departing from the principles and spirit of the invention, the scope of which is defined by the appended claims and their equivalents.

Claims

1. A closed-loop procurement management method based on secondary bidding and dynamic evaluation, characterized in that, Includes the following steps: S1. Definition of Procurement Needs: Clearly define the procurement target as a type whose price fluctuates in real time or cannot be quantified in advance, and sort out its basic procurement needs and supporting service needs; S2, Suppliers shortlisted through competitive negotiation: S21. Develop and issue a framework cooperation solicitation document to potential suppliers, the document including a draft of the second bidding rules, a draft of the dynamic evaluation index system, and a list of value-added services to be committed; S22. Organize iterative consultations with potential suppliers to guide them in making competitive commitments regarding the contents of the value-added services list; S23. Based on preset supplier admission standards and comprehensive scoring tables, quantitatively score and rank the qualifications, pricing framework and promised value-added services of potential suppliers. S24. Select at least three of the top-ranked suppliers as shortlisted suppliers and obtain their legally binding service commitment letters, which clearly state that they accept the secondary bidding rules, dynamic evaluation indicators, elimination mechanism and the specific free value-added services they promise to provide. S3. Frame-based real-time secondary bidding procurement: S31. When a specific procurement need arises, the requirement information is sent to all shortlisted suppliers simultaneously through a standardized requirement task sheet. S32. Each shortlisted supplier shall submit a second bid response in a unified format within the agreed time. The response shall include at least the total price based on real-time market conditions and the additional value-added services that can be provided this time. S33. The purchasing party compares the prices and value-added service combinations of each response plan according to the pre-set evaluation rules, selects the best plan and completes the purchase, and records the evaluation criteria at the same time. S4. Full-cycle dynamic evaluation and data management: S41. During the service execution process, based on the dynamic evaluation index system, the performance data of each shortlisted supplier is continuously collected. The data includes the response time recorded in the system log, the service quality score reported by the user, and the actual fulfillment record of the value-added services. S42. Based on the collected data, regularly generate performance scores and ranking reports for each supplier through a quantitative calculation model; S5. Last-place elimination and automatic replacement: S51. Based on the periodic evaluation report, shortlisted suppliers ranked last will be automatically eliminated and their cooperation qualification terminated in accordance with the terms of the service commitment letter. S52. From the candidate supplier ranking sequence determined in step S23, activate the first-ranked candidate supplier in order and send it a shortlist notification and a service commitment letter. S53. After the candidate supplier signs and returns the service commitment letter within the specified period, it will automatically fill the position as a new shortlisted supplier, ensuring that the number of suppliers in the pool remains constant. S6. Value-added service integration and risk transfer: Throughout the procurement process, based on the service commitment letter signed by the supplier and the specific order agreement, the risks and responsibilities of providing free value-added services and related service processes will be transferred to the corresponding supplier.

2. The competitive negotiation procurement method according to claim 1, characterized in that, The procurement target in step S1 is air tickets, hotel reservations, dynamic logistics services, or short-term service outsourcing.

3. The competitive negotiation procurement method according to claim 1, characterized in that, The iterative consultation in step S22 includes multiple rounds of written inquiries and responses, or may include on-site meeting consultations. Its core purpose is to guide suppliers to optimize and clarify their commitment to free value-added services.

4. The competitive negotiation procurement method according to claim 1, characterized in that, The comprehensive scoring table in step S23 assigns a scoring weight of no less than 30% of the total weight to the "committable free value-added services" item.

5. The competitive negotiation procurement method according to claim 1, characterized in that, In step S24, the number of shortlisted suppliers is fixed at three.

6. The competitive negotiation procurement method according to claim 1, characterized in that, The free value-added services that the supplier is required to commit to in step S32 include at least free refund and rescheduling services and free airport pick-up and drop-off services.

7. The competitive negotiation procurement method according to claim 1, characterized in that, The dynamic evaluation index system in step S41 includes four dimensions: service quality, response speed, fulfillment of value-added services, and maintenance of price competitiveness; among which, the service quality dimension includes indicators such as ticket booking accuracy rate and airport pick-up and drop-off punctuality rate.

8. The competitive negotiation procurement method according to claim 7, characterized in that, The response speed dimension is measured by statistically analyzing the average time from the release of demand to receiving a valid secondary bidding response; the price competitiveness maintenance is measured by comparing the deviation rate between the secondary bidding price and the publicly available market price during the same period.

9. The competitive negotiation procurement method according to claim 1, characterized in that, The candidate supplier ranking sequence in step S52 refers to the supplier ranking list that follows the shortlisted suppliers in the initial comprehensive score ranking in step S23.

10. The competitive negotiation procurement method according to claim 1, characterized in that, The risks and responsibilities borne by the supplier in step S6 include at least the loss of handling fees incurred due to cancellation and rescheduling services, as well as traffic violations, accident losses and corresponding legal liabilities that may occur during the provision of supporting airport pick-up and drop-off services.

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