supplier scorecard

Supplier Quality Requirements Supplement (SQR) of 13 This manual is intended for use by Kohler Engines Division suppliers as a supplement to the Kohler Co. Global Supplier Quality Manual. To verify the latest version of this document, go to http://www.kohlerengines.com/sqr/index.htm. To access the Kohler Co. Global Supplier Quality Manual, go to www.kohler.com; Suppliers; Conducting Business.

UNCONTROLLED IF PRINTED Kohler Engines SQR Supplement, Rev. M, Appendix A, Nov. 1, 2012

Appendix G: Supplier Performance Scorecard 附录 G：供应商绩效记分卡

Revised 10/19/2012 Purpose: The Kohler Co. Supplier Scorecard will measure supplier performance on a monthly basis. Supplier performance data will be collected and used for periodic supplier business reviews and decision making in the following areas: 目的：科勒公司用供应商记分卡每月考核供应商绩效，供应商绩效数据收集并用于周期性的审核供应商业务以及以下事务的决策

• Continuation of supply 供应的延续

• Extension of supply (additional business) 扩大供应（增加业务）

• Termination of supply 终止供应

• Performance recognition 绩效认可 Scope: The scope of this scorecard includes all purchased materials, primarily focused on direct materials. One scorecard per supplier will be generated*, encompassing all parts procured, on a monthly basis. A scorecard can be completed for a supplier at specific location/division or across multiple locations/divisions. This is left up to the discretion of the applicable purchasing organizations and the preference of the supplier. 范围：记分卡的范围包括所有的采购物料，主要是直接物料。一家供应商生成一个记分卡，包含所有采购的零件，一个月一次。一个记分卡可以为一家供应商特定的地方/部门或多个地方/部门建成。这一点可由适当的采购组织和供货商的选择来决定 *The Kohler Engine Division commodity teams determine which suppliers will receive a monthly scorecard. This is not an all-inclusive program due to resource limitations. 科勒发动机产品小组确定哪些供货商将会收到一个月度评分卡，因为资源有限的原因，该项目未包含所有的供货商。 Scorecard Categories Points Weight 评分卡类别分值权重

Quality 50 质量

Defective PPM不良 PPM 15 SCARs – Count 供货商整改措施-数量 15

– Response 反馈 5

Supplier Audits 供应商审核 15 Delivery 交货 25

On-Time % net of Stock-outs 及时到货%净出库 15

Lead Time 交付周期 10 Price 价格 25

Trend 趋势 15

Terms 条款 10 ___

Total Points 100

Ease of Doing Business 12 Responsiveness 4 Governance 4 Technical Support 4 Advanced Procurement 8 Leading Edge Procurement 4 Electronic Data Interchange 4

SAP Quality Module data as collected in the Data Warehouse SAP质量模块数据在数据库中采集 SAP Quality Module – quality notifications SAP质量模块数据-质量通知 SAP Quality Module – quality notifications Supplier audit records/audit database 供应商审核卡/数据库

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PDW Delivery Cube for OTD%, Stock-outs are manual PDW Spend Cube PDW 交货栏内及时送货%，手工输入 PDW 出库栏

PDW 即采购数据库 Manual evaluation – see Kohler Engine Division Price Trend guidelines used by buyers to determine trend scores. 手工评估-见科勒发动机部采购价格趋势指南以确认趋势的分数

Vendor Master in SAP, convert manually to Equivalent Days SAP中的供货商原本，手工转换至相应的日期 Informational score only. Not included in overall score. Manual evaluation by commodity team members. Informational score only. Not included in overall score. Manual evaluation by commodity team members

Quality – Comprised of four parts: Defective Parts Per Million (DPPM), count of Supplier Corrective Action Requests (SCARs) initiated during the current month only, an evaluation of the supplier’s responsiveness to the SCAR(s) open yet from previous months and those closed during the current month that had remained open from previous months, and the supplier’s audit score. 质量——包含四个方面：不良品百万分率（PPM），仅本月发出的供货商整改措施要求的数量（SCARs），以及供货商对上月未完成的供货商整改措施要求的回复情况评估，和上月未完成但本月已关闭的整改要求 Defective PPM 不良品百万分率 15

SCAR Count 整改措施数量 15

SCAR Response 整改措施回复情况 5

Supplier Audit 供应商审核 15

Total Quality Points 总分 50 Scoring Parameters and Corresponding Points: 得分参数及相应点 SCAR response calculation applies to Kohler Engines division specifically. 整改措施回复计算方式适用于科勒发动机部门

不良率PPM Points分值Defective PPM < or = 0 15Finished Goods < or = 100 14成品 < or = 500 13

< or = 1,000 10< or = 5,000 5< or = 10,000 3

> 10,000 0

Range 范围

不良率PPM Points分值Defective PPM < or = 500 15Raw Castings < or = 1,000 14铸件毛坯 < or = 3,000 13

< or = 10,000 10< or = 20,000 5< or = 30,000 3

> 30,000 0

Range范围





New SCARs issued within current

month本月内新增的供货商整改措施要求

工厂平均数分值

数量 Plant Avg. Count Points Count (Ref. Not 1 below) 0 15

1 10

2 5

3 or more 0

Supplier Response- Avg. No. of Days Past Due

供货商回复平均超出到期日的天数

Response 回复

Total Possible Points 5.0

- Avg. No. of Days Past Due 0.0

= SCAR Response Score 5.0

总计可能的分数-平均超出的天数=整改措施回复分数

Note 1 注意 1: Consequences of HIGH and URGENT priority level SCARs 高级和紧急供应商整改措施要求的后果

Containment Levels Defined

Level 1 Containment: Supplier, at supplier's facility, 100% inspects material before shipment to Kohler Engines.- applies to specific material number(s) where a defect(s) is suspected/known.

Level 2 Containment: Supplier sends material to be 100% inspected by a third-party before shipment to Kohler Engines.- can apply to all materials provided to Kohler Engines by the supplier, or a specific material number(s).

NOTE FOR CASTING SUPPLIERS: Depending on the level of containment required, casting suppliers will provide personnel from their own facility, or a third-party inspection facility, to Kohler to perform inspection/sort of product after the machining process.

SCAR Priority Level Consequence to supplierURGENT Monthly Q Score drops to 0, Level 2 Containment (applies to specific material no.)HIGH Monthly Q Score drops to 10, Level 1 Containment

遏制等级的定义

一级遏制：供应商，物料发货前在供应商处 100%全检- 适用于指定的有不良或怀疑状态的批次

二级遏制: 发货前供应商把产品发送到第三方处 100%全检-可以适用于所有供应商提供的物料或指定的批次物料

铸件供应商注意事项：

根据遏制等级的要求，铸件供应商要提供本公司或第三方的人员去科勒检查或分选机加工后的产品





供应商整改措施要求的优先等级供应商后果

紧急月度质量分数降到 0，二级遏制（适用于指定批号）

高级月度质量分数降到 10,一级遏制

Data Sources: The DPPM and SCAR Count information will ultimately be collected in the Data Warehouse through the SAP Quality Module, but for the locations not on SAP or that do not have the Quality Module yet implemented, alternative methods will need to be used. Communication between the buyer, quality department, and receiving/inspection for the respective locations will be necessary until the SAP QM or other quality reporting system can be utilized. The SCAR Response will also be measured by the SAP Quality Module, however, prior to implementation should be determined between the buyer and other parties previously mentioned.

百万分率与整改措施要求的信息最终都通过 SAP 质量模块的数据库来进行收集，但对于那些还不具备 SAP 或

未实施质量模块的地区，需要具备可选的方法。各自地区的采购，质量部和来料/检验之间进行交流是必要的，直到可以使用 SAP质量模块或其它的质量报告系统。对于供货商整改措施要求的回复同样也需要通过 SAP 质量模块来进行评估，然后，在实施 SAP质量模块之前，可由采购或其它先前所述的部门来进行确认。

Low quality scores (based on a rolling 12 month average) will affect the supplier’s ability to do business with Kohler Engines as follows: 低的质量分数（基于连续 12个月的平均值）会影响到以下供应商和科勒合作的能力

Component Type Q Score <23 Q Score <19 Q Score <15

RI CriticalLevel 1 Containment, RI inspection

Level 2 Containment, RI inspection

Level 2 Containment, RI inspection

Non-critical RI inspectionLevel 1 Containment, RI inspection

Commercial Critical New business hold Prepare to re-source Re-source businessNon-critical New business hold Prepare to re-source Re-source business

Consequences to supplier (based on rolling 12 month Quality Scores)

供应商的后果（基于连续 12 个月的质量分数）

零件类型质量分数<23 质量分数<19 质量分数<15

复检关键一级遏制，重新检测二级遏制，重新检测二级遏制，重新检测

非关键重新检测一级遏制，重新检测

商务关键新业务暂停准备找新资源使用新资源

非关键新业务暂停准备找新资源使用新资源

Calculations:





# of Defective PartsTotal Part Received

Total new SCARs issued during current month

SCAR Response =Total # of days past due for open SCARS and those

responded to in the current month. = Avg. Days Past DueTotal # of open and responded to SCARs

SCAR Count ** =

x 10 ^ 6Defective PPM * =

* DPPM will be a weighted average by number of parts received across all plants served ** SCAR Count is averaged across number of plants served so as not to penalize multi-plant suppliers

不良品数量

不良品率* = X106

收到的产品总量

供货商整改措施要求数量** = 当月新增整改要求总数未完成的过期天数和本月已回复的天数 =平均过期天数

供货商整改措施要求回复 =

未完成和回复的总天数

*DPPM是一个权重数，通过供货商送到所有工厂的零件数来进行平均的值

**SCAR 数量是供货商所供货的工厂的一个平均数值，这一数值不得用以处罚给多个工厂供货的供货商 Delivery – Comprised of two parts: on-time delivery percentage net of stock-outs, and lead-time, which is weighted by

spend. Stock-outs will only be counted if the supplier is at fault for the stock-out. Parts considered on an LEP program will be considered on-time 100% of the time.

交货——包括两个方面：净出库及时交货%和交货期，是通过使用的零件数来进行加权平均的。仅在供货商的零件有缺陷的时候才对出库进行计算，若是 LEP项目中的零件，则应当视之为 100%按时交货。

On-Time Delivery – Net of Stock Outs 15 按时交货- 库存不足 Lead-Time 10 交货期 Total Delivery Points 25 交货总分值

Scoring Parameters and Corresponding Point 得分参数和对应分值

Count 计数 Points分值Lead Time < 1 day (24 hrs) 10交货期 < 3 days 8

< 7 days 6< 15 days 4< 30 days 330+ days 2





Count计数 Points分值Stock-outs 0 0

缺料 <=2 -5<=4 -10>4 -15

Data Source: The On-time delivery data is collected in the Data Warehouse. “On-time” includes receipts from 3 days early up to 0 days late. No formal tracking of stock-outs has been established, but communication between the buyer and the materials manager should occur for this information. Including stock outs in the calculation is only applicable to suppliers with parts on an LEP program, and will only be measured when resulting from the supplier’s actions or failure to act.

及时交货的数据通过数据库进行采集，“ 及时” 包括提前三天至 0天的延迟。尚未创建正式的出库追踪，但可通过采购人员与物资部经理之间的交流来获得这一信息，计算仅仅包括供货商提供的 LEP项目中的零件，且仅在供货商未执行整改措施的情况下进行计算

Calculation:

Stock-outs = Total Count of Stock-outs (supplier at fault)

Lead Time in days x Spend for each material number

Total Spend for each material numberLead Time ** =

按订单及时交货的数量*

及时交货 = X100%

按订单交货的总量缺料 = 总的缺料数量（供货商的问题）交货期天数 X 每个零件的使用数量

交货期* =

每个零件使用总量

* On-time delivery is defined as the range from 5 days early to 0 days late. Number of orders is measure by receipts in the current month.

Points分值On-time % > or = 98 15及时率 > or = 93 13

> or = 85 10> or = 80 7> or = 70 4

Range范围

Number of Orders Delivered On-time*Total Number of Orders DeliveredOn-time Delivery = x 100%





** Lead Time calculation is weighted by spend on individual material numbers

*及时交货被定义为提前三天至 0 天的延迟，订单数量的计算是指本月收到的数量。

**交货期计算是单个零件使用数量的加权平均。 Price – Comprised of two parts: trend and terms. 价格——包括两个方面：趋势和付款条件 Trend 趋势 15

Terms 付款条件 10 Total Price Points 价格总分值 25 Price Scoring Parameters and Corresponding Points: 评分参数与相应的分值:

Data Source:

The Trend rating (ref. Note 2 below) will be determined by the best judgment of the buyer. The Data Warehouse Pricing & Savings cube collects historical pricing information which should be used in the evaluation, but it does not include factors such as industry pricing trends or improvements to the purchased item. The buyer should utilize all information sources available in determining the rating for Price Trend. To reduce subjective variation, the target price for a strong supplier performance in price is 12, average is 8, and poor is 4. These are guidelines from which buyers should use discretion in increasing or decreasing points. The full 15 points for this category should rarely be awarded.

趋势评估*将会由采购员来确定，在进行评估时，可使用从价格和成本削减数据库内采集到的历史定价信息，但不包括如行业价格趋势或采购零件改进这些因素。采购员在对价格趋势进行评估的时候应当使用所有的信息来源，并对评估作出判断。为了减少主观的差异，目标价格项目，若供货商执行情况彻底的为12，一般则为 8，不好则为 4，这些都是采购员使作为增加或减少分值的判断因素。而这一栏中给 15

分的情况是非常少有的。

The Terms information is available in SAP in the vendor master file. Any terms which include a discount or PROX terms should be converted to the equivalent days. This conversion takes discount or PROX terms and calculates how many days Kohler would need to delay payment at the current cost of capital to achieve similar savings as the discount. A chart of all payment terms in SAP and what each converts to, along with supporting equations, is available on the Global Procurement website under Operating Measures – Days Payable Outstanding. 条款信息在 SAP的供货商主文件中有述，任何包含打折或最惠条款的都应当被换算成相当的天数。这一换算会将打折或最惠条款，以及科勒公司需要用当前的资金成本达到打折所获得的类似节余所得出来的天数来进行计算。在 SAP中有一个所有的付款条款表，以及每一个付款条件换算成的天数，以及运算方程式都可以在全球采购网络的操作评估——应付款日期中可看到。

Points分值Trend Positive Trend 积极的 12趋势 Neutral 中立的 8

Negative Trend 消极的 4

Rating等级Equivalent换算值Points分值

Terms 60+ 10(Days) 50+ 8付款条件 40+ 6天数 30+ 4

< 30 0





Informational Scores Only 仅供参考的分数- The Ease of Doing Business and Advanced Procurement Scores are provided for information purposes only and are not included in the overall supplier score. 业务合作的舒适度和高级采购得分仅供参考不包含在整个供应商记分里。 Ease of Doing Business – Comprised of three parts: responsiveness, governance, and technical support. 业务合作舒适度——包括三个方面：回应度，管理和技术支持。 Responsiveness 回应度 4

Governance 管理 4

Technical Support技术支持 4 Total Ease of Doing Business Points 12 业务合作舒适度总分

Scoring Parameters and Corresponding Points (for each): 评分参数与相应的分值（每一项）

从未做过一般始终坚持

0 1 2 3 4

回应度——快速并全面地对要求进行回复，适当地作出改进

管理——在质量，技术和交货方面有少量的要求

技术支持——及时地提供准确和合理的解决方案 Data Source: 数据来源:

Never Average Always0 1 2 3 4

Responsiveness - Quick and thorough to requests, reasonably accomodates changesGovernance - Very little required in areas of Quality, Technical, or DeliveryTechnical Support - Provides accurate and acceptable solutions in timely manner





The buyer, who should discuss the supplier’s performance with other parties such as quality, engineering, and accounts payable, will determine this rating. 采购员应当与其它的方面如质量，工程师和应付帐款等就供货商的工作情况进行讨论然后再作出评估。

These three ratings are to be used for judging a supplier’s performance in general areas that cannot be quantifiably measure. For example: 这三个评估是用来对供货商在普通范围内的作业情况所作的评定，不得用作计量。例如：

Responsiveness: 回应度 Is the supplier quick to make changes as requested, easy to deal with, and

makes an effort to meet and exceed Kohler expectations? 供货商是否对要求进行了快速的回复，是否容易相处，是否努力去达到并超过科勒的期望。

Governance: 管理 Does continual attention need to be paid to this supplier, monitoring of price

changes without communication, or repeated contact to resolve issues? 是否需要对该供货商进行连续的关注，是否在不需要交流的情况下对价格变化进行监控，是否需要再三地进行联络以解决问题

Technical Support: Does the supplier strive to find creative and sound solutions where applicable, working to improve costs, reduce defects, etc.?

技术支持：供货商是否在适当的时候，有致力于寻找有创造性和合理的解决方案，改进成本，减少缺陷产品等？

Advanced Procurement – Comprised of two parts: Electronic Data Interchange (EDI) for purchase orders and invoices, and Leading Edge Procurement (LEP) for inventory. 高级采购——包括两个方面：可进行采购订单与发票的电子数据交换（EDI），和对库存进行前沿采购（LEP）。 Electronic Data Interchange 4 Leading Edge Procurement 4 Total Advanced Procurement 8

电子数据交换 4

前沿采购 4 总的前沿采购量 8

Scoring Parameters and Corresponding Points: 评分参数与相应的分值:

% On < 25 25+ 50+ 75+ 100LEP Points 0 1 2 3 4





前沿采购分值

电子数据交换：在每一个种类下有进行电子数据交换则加一（1）分自科勒的采购订单

发给科勒的发票

发给科勒公司的提前装船通告（ASN）

自科勒公司电子资金汇兑（EFT）付款 Data Source: 数据来源:

LEP is determined by the percentage calculated below. This information is pulled from the Data Warehouse Spend Cube where available. Note that LEP can only be tracked for spend with material numbers, therefore when capturing information be sure to only measure LEP spend against total spend on material-numbered items (Denoted in the Data Warehouse as “SAP”). 前沿采购按下述计算的百分比来确认，该信息是从零件使用数据库中采集的。注意，前沿采购仅可通过零件号的使用数量来进行追踪，因此，确保在获取数据的时候，仅计量前沿采购的使用情况与编号零件的使用总量进行比较

Calculations:计算

Spend on LEP MaterialsTotal Spend on Material-numbered ItemsLeading Edge Procurement = x 100%

前沿采购零件使用量

前沿采购 = X100%

编号零件使用总量

A sample scorecard is shown in the following pages. 以下页面是一张记分卡的列子。

EDI One (1) point for electronic tranactions occuring in each category

Purchase Orders from Kohler Co.Invoices to Kohler Co.Advanced Shipment Notice (ASN) to Kohler Co.Electronic Funds Transfer (EFT) for payment from Kohler



Kohler Engine Division Supplier Quality Requirements Supplement (SQR) of 13 This manual is intended for use by Kohler Engines Division suppliers as a supplement to the Kohler Co. Global Supplier Quality Manual. To verify the latest version of this document, go to http://www.kohlerengines.com/sqr/index.htm. To access the Kohler Co. Global Supplier Quality Manual, go to www.kohler.com; Suppliers; Conducting Business.


Division Supplier Number Supplier Name Period Prepared by L. Schultz

Possible Actual Category Weight Points Points

Quality 50% Defective PPM 15 5.00 SCARs : Count 15 15.00

YTD DPPM: 246 Response 5 5.00 Supplier Audits 15 15.00

Quality Eng. Comments (EK): Quality Eng. Comments (EH):

Delivery 25% On-time Delivery % net # of Stockouts 15 13.00 Lead-time Improvement 10 8.00

Planner Comments (EK): Planner Comments (EH): Mat'l Analyst Comments:

Price 25% Trend 15 8.00 Terms 10 10.00

Strategic Buyer Comments: Engineering Comments:

100 79.00

Points < 65 65 - 73 74 - 82 83 -91 92 - 100 79.00 Rating Review Concern Acceptable Good Excellent

This section is for information only and is not included in the overall score. Possible Points Actual Points

Ease of Doing Business 0% Responsiveness 4 3.67 Governance 4 3.50 Technical Support 4 3.67

Advanced Procurement 0% EDI 4 4.00 LEP 4 1.00

20 15.83

Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-11 Rolling 12 mos. 89.00 90.00 91.00 88.00 90.00 85.00 91.00 91.00 91.00 91.00 69.00 79.00 87.08

0 0

0

0

0

Engines Supplier ID Number Supplier Name MM - YYYY

Historical Scores

Supplier Performance Scorecard

Scoring Ranges Overall Score

0

Metric

质量评论

分类权重量度标准最高分实际分数

计划评论

战略采购评论

工程评论

总分等级

检讨担心接受良好卓越

此部分仅供参考不计入总分

记分历史

分值范围



Kohler Engine Division Supplier Quality Requirements Supplement (SQR) of 13 This manual is intended for use by Kohler Engines Division suppliers as a supplement to the Kohler Co. Global Supplier Quality Manual. To verify the latest version of this document, go to http://www.kohlerengines.com/sqr/index.htm. To access the Kohler Co. Global Supplier Quality Manual, go to www.kohler.com; Suppliers; Conducting Business.


Quality Supplier Name Defective Parts Per Million MM - YYYY

Plant Parts Rcvd Defective DPPMEK/EH 66,110 221 3,343 Points

< or = 0 15< or = 100 14< or = 500 13< or = 1,000 10< or = 5,000 5< or = 10,000 3

> 10,000 0

Weighted Ave. DPPM 3,343 Points Awarded 5 See Defect Detail tab when DPPM > 500

Supplier Corrective Action Requests

SCAR Count SCAR # Issue Date Priority * Part No.New SCARs issued 0 Plant Avg. Count Pointsw ithin the current scorecard Count 0 15month. Ref. Note 1. 1 10

2 53 or more 0

SCAR Response SCAR# Due Date Response Date Days Past DueAvg. number of days past due 0 0.0Includes SCARS responded Responseto in current month, plus SCARs still open from Total Possible Points 5.0previous months. - Avg. No. of Days Past Due 0.0

= SCAR Response Score 5.0

Plant Average Count 0 0.0 Average Days Past DuePoints Awarded 15 5.0 Points Awarded

Supplier Audits Audit Score Audit Score Points65.40 > = 60% 15

Points Awarded 15.0 > = 40% 5< 40% 0

If an audit has not yet been completed, the supplier will be awarded 15 points

DeliveryOn-Time Delivery & Stockouts Expected On-Time (If parts on LEP) Points

Plant Deliveries Deliveries Stockouts On-time % > or = 98% 15EK 19 18 0 > or = 93% 13EH 7 7 0 > or = 85% 10

> or = 80% 7> or = 70% 4

< 70% 0

Count PointsStock-outs 0 0

<=2 -5<=4 -10>4 -15

Weighted Avg (by spend). OTD% 0 Plant Avg. Stockouts (only LEP parts) Net OTD% & StockoutsPoints Aw arded 0.00 Points Deducted Points 13

See Delivery Detail tab when delivery score is less than 15 points.Lead Time Improvement Points

< 1 day (24 hrs) 10Points Awarded < 3 days 8

< 7 days 6< 15 days 4< 30 days 3

> or = 30 days 2

PriceTrend (ref. Note 2) Buyer Rating (Points Awarded) Points Equivalent Points

Outstanding 15 60+ 10Payment Terms Average DPO Equivalency Positive Trend 12 50+ 8

Points Awarded Neutral 8 40+ 6Negative Trend 4 30+ 4

< 30 0

Ease of Doing Business Points AwardedResponsiveness Quick and thorough to requests, reasonably accomodates changes 4 Alw aysGovernance Minimal monitoring required in areas of Quality, Technical, or Delivery 3 OftenTechnical Support Provides accurate and acceptable solutions in timely manner 2 Average

1 Rarely0 Never

Advanced Procurement % PointsLeading Edge Procurement LEP Spend $22,949 100 4

Total Spend $50,014 75+ 3LEP % LEP Points Awarded 1 50+ 2

25+ 1>25 0

Electronic Data Interchange EDI Points Awarded 4

46%

Range

New SCARs issued within current month

On-Time %95%100%

Supplier Response- Avg. No. of Days Past Due

Range

Trend

13

8

96.75

Rating8/17/2011

DateApproved

4

10

44

Rating Guideline

Range

Terms

Lead-Time

8

Lead Time in days x Spend for each material numberTotal Spend for each material number

Lead Time ** =





Revision History

Rev. Level Date Change Description Changed By M 10/19/2012 Significant changes to Quality section – weights, scores,

calculations. Updated Advanced Procurement and Ease of Doing Business sections. Updated example scorecard. 质量部分的显著变化-权重，分值，计算。更新高级采购和业务合作的舒适度部分，更新记分卡例子。

Supplier Quality 供应商质量



supplier scorecard

Documents