Sustainability Preferred Supplier Criteria Cooper Strategic Sourcing works with all Cooper divisions to create a high-performance team of global suppliers. Through these relationships, we forge strategic, long-term relationships with a select group of suppliers to consolidate our entire range of procurement and materials management activities. We are a progressive global organization and require our suppliers to share our vision.
Phone call with a supplier Independent ratings Contacts with other supplier customers Companies must also decide how and when to use these methods. It is important that some of the least costly methods are done frequently in order to obtain updated risk assessments and scorecards.
If done correctly, this will also help the company stay apprised of important developments before they become a problem. Some of the more costly methods like site visits should be done less frequently. Other reviews and certifications can provide a company with an additional level of comfort with the suppliers business and processes.
Structure of Evaluation In order to be effective, the actual supplier evaluation must be structured in such a way that it produces information and data that can actually be used to make a decision.
If the information the company receives from the completed supplier assessments is vague or ambiguous, then management can not make any informed decisions based on this information and the effort was effectively wasted.
This means that open ended questions or questions that are too long or wordy are often not the best approach for these assessments. The questions should be clear, concise, and designed to elicit responses that can be compared and analyzed.
The questions should also be focused enough on the item that they are intended to measure in order to provide accurate data.
Sometimes, supplier assessments are too narrow and are not sent to all of the relevant internal or external people.
When conducting supplier assessments based on internal feedback, it is important to include all people that had contact with a supplier or supplier products. This should not be limited to people who are likely to have incentives to give the supplier only a favorable review.
Most internal assessments include people in engineering, receiving, purchasing, and other functions of the company. The assessments may try too btain some different information from these people, but overall, the structure and the KPIs that form the basis of the assessment should remain constant.
This will make it easier to compare data over time and across suppliers. The supplier evaluation should also be easy to fill out.
The questions should not be hard for either the supplier or an internal person to understand. They should not contain complex purchasing jargon or excess verbiage.
They should be clear and concise. The survey should also contain instructions that explain how to fill out and submit the assessment. It should also have a deadline for completion.A New Zealand initiative to improve the performance of managing supplier relationships in collaborative contracts is applying a strategic supplier relationship management model.
All-of-government (AoG) contracts establish a single supply agreement between the Crown and approved suppliers for the. A Strategy for World-Class Supplier Relationships. 2 John Deere is committed to those distinctively serving our customers, we are committed to offering products and services with differentiated value.
The Achieving Excellence process is an important part of our plan to meet this aspiration.
the supplier’s initiative to support the. Supplier Performance Management by Glenn Wheaton, December 23, Importance All organizations must quantify and manage their . Supplier Management for Complex Outsourced Services: A Strategic Framework Eliot A. Madow, Managing Director Expense Management Solutions, Inc.
In this instance, it addresses a need to broaden supplier relationships to include non-traditional partners such as foreign governments. Management consulting firm Accenture suggests that partnering with non-traditional sources may become necessary in the search for scarce resources, or resources concentrated in one region or country.
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