Supplier scorecards

Key performance indicators (KPI) Do the savings also lead to improvements in other performance indicators (e.g., inventory costs, product quality, etc.) Which are indicators of behavioral change / c 2-3 indicators per team Value scorecards (suppliers, procurement)... 

By evaluating alternative components to optimize or improve designs, the component scorecard facilitates dialog between designers and suppliers. 

We will need to develop scorecards and measures for suppliers because the quality standards require it. For example, the standard ISO 9001 2000 states the following in Section 7.4.1, Purchasing Process ... 

As each order is handled in the process, this scorecard can be used to compile the results for each supplier. As an order is completed the following questions are answered ... 

One way to begin the process is to build a scorecard for each supplier, or it can evenbe used as a measure for your own compaity s performance as well. The scorecard could be set up and updated monthly. 

The scorecard should be filled out by both the company s customers and their suppliers. These results need to be analyzed and compared. This can give an indication of how an organization is performing at both the customer and supplier levels. When this is accomplished, customer needs that are not clear will be able to be clarified and improvements can be made. Cross-functional teams can be used between the two organizations to help improve both companies processes. The frequency of the meetings should be determined by business volume and the needs of the customer organization. 

Chapter 10 discusses scorecards and measures of suppliers. The concept of the seven-part total perfect order is presented and how this can help both your organization and your supplier to improve. 

The other collaboration task is Performance Assessment which calculates important metrics in order to discover trends, develop other strategies, and assess the attainment of business goals. The retailer task here is Supplier Scorecard, and the manufacturer task is Customer Scorecard. The model described above is a two-tiered model. However, this model can be extended to include more than two layers in the supply chain. VICS calls this N-tier Collaboration, which is a relationship that develops from retailers through manufacturers/distributors to suppliers. 

Forecasted volumes are shared and aligned with suppliers with monthly meetings, where it is also reviewed supplier scorecard and discussed/aligned action plans to be implemented to improve performance. 

Approved Supplier List Audience Share Research Balanced Scorecard Batch Production... 

The initiative that underpinned the e-supply chain project was the development of a Balanced Scorecard on a data warehouse management system. The GW sites could access the data warehouse with appropriate password control and compare the site performance with other sites for range of metrics related to customers, suppliers, quality, factory, cost, growth and innovation. 

For-the-Moment Buyers Returns diminish as service costs escalate Sport buys can be lucrative, but spread over many suppliers Finns show some willingness to pay for added values Limited advancement possibilities High cost to retain loyalty Winners-To Die For Returns high relative to cost-to -senre Focus is on total value Balanced Scorecard analyses to prove benefits Rrms provide resources to seek joint savings offer help with joint selling efforts History of mutual partnering, sharing in risk Low cost to retain loyalty... 

Another useful strategy is to study suppliers performance metrics based on data on delivery, quality, and agility. With this data it would be easy to create monthly supplier scorecards to assess supplier s future delivery and quality trends. 

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