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5/23/2014 Supplier Performance Evaluation | LinkedIn

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Drexel Matthewscommented on a

discussion in Supplier Quality, Inc.. pe

hao X.my company has a lotof smal l company ,they do nothave quality system and

procedure,of course hassome trade firms,how can i managethem, how can i draw up the checklistto assess these company?10h ago

Sal Rizvicommented on a discussionin Supplier Quality, Inc..

Choong K.SupplierPerformance Evaluation Inthe company where I currently

work, we perform a quarterly supplierperformance evaluation. The indicatorsinclude the s upplier's Lot AcceptanceRate (LAR) and the Supplier CorrectiveAction... more10h ago

Regulatory Training - Get up to speed fast with certificate inpharma or medical devices online.

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Like Comment (15) Follow Reply Privately 5 days ago

Supplier Performance Evaluation

Choong Kah Whai (Terry)

Supplier Quality Engineer at St. Jude Medical

Top Contributor

In the company where I currently work, we perform a quarterly supplier

performance evaluation. The indicators include the supplier's Lot

Acceptance Rate (LAR) and the Supplier Corrective Action Request

(SCAR) that we issue to suppliers; and that's about it. I am now to

improve that process and I would like to gather some valuable input from

you guys here. What other things can we look at? Please bear in mind

that the evaluation is solely based on quality. Let's put aside the OTD,

customer service, etc.. Would appreciate it so much if you could share

from your experience

Comments

Like Reply privately Flag as inappropriate 4 days ago

Charles J. Butchart

Supplier Technical Assistant at Roush Industries

It might be well to include the cost of their defect production. A supplier that provides engine

blocks, for example, will cost you more with each defective block he sends, thena push rod

manufacturer with two dozen defective parts.


Michael Moon

Supplier Quality Engineer at Boeing

To build on Charles' comment, I think he is referring to the cost to your company to identify and

handle rejects from the suppliers, including the cost of downtime in your own processes. This will

also be affected by where in your process the defect is detected. A part that is installed during

initial assembly operations but can't be tested until the assembly is complete, but then is found to

be defective, has a lot greater impact and cost.


Choong Kah Whai (Terry)

Supplier Quality Engineer at St. Jude Medical

Top Contributor

Thank you for your comments but how do I go about calculating all these costs? Well the material

cost is straightforward but all the other costs including downtime, manhours, etc. may seem alittle elusive.


Bill Alrich

Sales Executive at EMNS Inc.

Hi Terry -

Supplier Scorecards should reflect the unique aspects of your business, as Michael and Charles

observe. The challenge, of course, is can you capture the data (like ttotal costs of a defect)

easily? If you're looking for ideas of what other companies are tracking I'd be happy to send you

some samples from our web-based service, GSQA. Send a request to [email protected].

Bill

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5/23/2014 Supplier Performance Evaluation | LinkedIn

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Luis Monroyand Cynthia Taojoineda group:Supplier Quality,Inc.Supplier qualitysoftwaresolution, and

process consul ting, you can dependon.

16h ago

About Feedback

LinkedIn Corp. 2014


Ragul Pandian

Senior Manager at Ashok Leyland

Choong, First of all you could change the freq from Quarterly to monthly review.

What we are adopting is,

1. Top 20 Suppliers with maximum PPM (Total Supplier rejection / receipt * 10^6) for the month

2. Supplier with > X PPM continuously for 3 months

3. Carrying out process audit at supplier end for all the parts > X PPM

Note: X is based on the supplier's past performance.


Ragul Pandian

Senior Manager at Ashok Leyland

Point No. 1 & 2 are review with suppliers at our end by calling them...


Hans Hilkes

Supplier Quality Manager at Ardagh Group

If you perform Quality checks on incoming products you can use the data you get out of this as a

topic in Supplier ratings. Useable are pure data (rate the variance between target and measured

values), or calculate the process capability and set up a rating scale for this. This is a c lear way

of comparing, and as a result rating Suppliers. Same goes for number of rejects. Big benefit I see

is that in this way rating is not subjective, but just calculated data.


Thomas Luniewski

Supplier Quality Engineer at Graco

We perform SQRs for our top 80% spend. Our main quality measure is simply DPPM. I'm not

sure what SCAR data you include in your SQR but we are just starting to measure SCAR

timeliness. Short term containment (both our's and supplier's inventory


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