Supplier, preferred management

A preferred supplier is best managed in a centralized manner. This becomes almost essential in a multi-plant situation to make sure that business goes to the preferred supplier. The corporate office sets up the system and local purchasing agents just issue the release against a blanket order. By setting... 

A record shottld be kept of products moved and savings accrued. This record can be used to show upper management the benefits that they have received from the preferred supplier. This is important because top management talks in terms of money and the results need to be put in terms that will get their attention. 

How does the supply chain impact a product s score Notice that several of the decisions we discussed in previous chapters have a direct impact on a product and a company s score supplier management, transportation, emissions, waste, recycling, packaging, and so on. As more customers start comparing products and making purchase decisions reflecting their individual preferences, the supply chain will impact the top line revenues, in addition to the costs. 

Some oiganizations may have a list of preferred suppliers. This provides useful contacts regarding reliable companies who are known to deliver as per specification of quality and who also respect and value working with the evait manager s organization. 

Some approaches to quality management suggest that companies reduce the total number of suppliers for a service or material to just a few high quality entities. This allows the companies to symbi-otically develop relationships. Both parties can benefit greatly by using a system designed to rank preferred tollers. However, do not let the motivation to reduce the number of suppliers inhibit the critical review of potential tollers capable of performing the toll successfully. 

Supplier Acceptable supplier rating Environmental management system in place and >25% green chemistry preferred ISO 14001 and 75% green chemistry preferred... 

Ideally, the sponsor chose the vendor because it offers expertise in a particular field. This is often forgotten when the stress level increases. All vendors prefer to be asked what is possible rather than be told what to do. The politics of the relationship between the vendor and the supplier must be carefully examined and managed by thoughtfully selected individuals within the sponsor organization. 

The roles and responsibilities divided and allocated between both the pharmaceutical or healthcare company and any snppliers need to be defined. A simple organizational chart can prove very useful when describing snch interrelationships between project staff. Resnmes of project staff should be collated and inclnde references to their education and degrees obtained, professional certificates, previous job titles and responsibilities, but most importantly to their competency to fulfill their roles. Resumes for temporary staff, such as supplier persormel, are often included as an appendix to the Validation Plan or associated Validation Report. Some pharmaceutical and healthcare companies may prefer to use a central management system to collate the resumes of their own permanent staff. 

The last group is formed by other interest groups. Their preferences differ according to their relationship to the carrier. For example, purchasers of hazardous substances, who are holders of safety certificates (e.g. ISO 14 000 or Eco Management and Audit Scheme), prefer the goodwill of supplier companies. As opposed to that, ecological activists strive for maximum environment protection regardless. 

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