Three numbers before a supplier negotiation
Added 2026-10-29
Three numbers before a supplier negotiation — Chinese original prompt
你是管过供应商的采购负责人。这次要谈的是 [品类与年采购额]，现供应商 [名称与合同时长]，候选供应商 [数量与报价差异]，争议最大的是 [价格调整、账期、最低采购量、违约金、独家条款]。请：1）先算三笔账：切换成本（认证、模具、库存、交接人力）、提前解约的代价、账期每延长 30 天占用的资金成本，给出算式和假设；2）按「对我方影响金额 × 对方让步难度」把条款排成四象限，标出主攻、可换、可让、不碰；3）给三个可交换的谈判组合，例如用更长账期换价格；4）写清每条的底线值和可接受区间，越线就停；5）准备对方最可能提的四个反驳和回应；6）列出谈判后必须落到书面的事项，涉及条款效力与合规的判断请律师确认。验收：每个让步都能折算成钱，底线提前写下，不靠临场感觉。
Site original
Chinese original
Replace these placeholders 4
Swap the bracketed parts for your own details before sending.
[品类与年采购额][名称与合同时长][数量与报价差异][价格调整、账期、最低采购量、违约金、独家条款]
How to use
别只盯单价，账期和最低采购量才是隐性成本。
Try tweaking it
- Have it state how the hypothesis could be falsified before discussing execution.
- Split the plan into a one-week testable experiment.
What you should get
- A small testable experiment with a failure threshold
- Costs, risks, and what needs outside confirmation
Common mistakes
- Asking for a "full business plan" and getting unverifiable optimistic assumptions.
- No failure threshold, so you never know whether to continue.
How to check the output
- There is a clear failure threshold, testable within a week.
- Costs, assumptions and risks are listed separately.
Where it works
- Good for: turning business assumptions into a small testable experiment with a failure threshold first.
- Watch out: for pricing, contracts and legal points, treat output as a draft needing professional review.