供应商考核与评价控制程序(中英文)
ISO9001供应商控制程序(中英文)
ISO9001供应商控制程序SUPPLIER Control PROCEDURE 1.Revision History 修订记录2.Purpose目的:2.1.To define supplier management procedure, and ensure that the suppliermaterial will follow DXC quality requirements.确立供应商管理程序，确保供应商之产品能满足DXC公司品质要求。
3.Scope范围:3.1.This procedure applies to all DXC suppliers.该程序适用于DXC公司所有供应商。
4.Reference Document参考文件4.1.Quality Manual 品质手册4.2.Purchasing Procedure 采购程序4.3.Incoming Quality Control Procedure进料品质控制程序4.4.IQC monthly report IQC月报4.5.Sourcing Procedure. 供应商开发程序5.Definition定义5.1.AVL– Approved supplier list 合格供应商清单5.2.CPAR –Corrective and preventive action request.纠正与预防措施申请5.3.P.O.–Purchase order.采购订单6.Responsibility职责：6.1.QA Department 品质部:6.1.1.R esponsible for the verification of the supplier’s qualitymanagement system, imposed requirement for the corrective and preventiveaction.负责确认供应商质量管理体系，纠正与预防措施的要求。
Supplier Management供应商管理程序(中英文)
1.0 PURPOSE 目的1.1 The procedure standards the general rules for selection, evaluation and management ofsuppliers to ensure all what purchased including products and service aligned with company requirements.规范供应商的选择、评估和管理流程，确保所采购的产品和服务符合公司的要求。
2.0 SCOPE 范围2.1 Apply to all suppliers which provide products and service to company.适用于向公司提供产品和服务的所有供应商。
3.0 DEFINITIONS 定义3.1 Three types Suppliers 三类供应商：Type A: Suppliers which provide finished-goods, raw material in BOM and process subcontractin Routing.A类：提供成品，BOM中的原材料和产品加工工艺路线中的工序外包服务的供应商。
Type B: Suppliers which provide raw material and process subcontract for mould.B类：提供模具材料和模具加工供应商。
Type C: Other suppliers except type A, type B.C类：A、B类以外的其他供应商4.0 REFERENCE DOCUMENTS 参考文件4.1 ISO/TS 16949:2009 Clause 7.4 Purchasing 采购5.0 RECORDS 记录5.1 FN-PU-001 Supplier Audit Form 供应商调杳表5.2 FN-P∪-002 Approved Supplier List 合格供方名录5.3 FN∙PU∙003 Back Up Supplier List 备用供方名录5.4 FNFU-005 Supplier On S让e Audit Form 供应商现场评审我5.5 FN-PU-006 Supplier Performance Evaluation Form 供应商业绩考核表6.0 RESPONSIBILITY 职责6.1 .Purchasing department responsible for organizing the activities of research, selection, evaluate,monitor and control for suppliers of raw material in BOM and process subcontract in Routing, set up and revised "Approved Supplier LisΓ.采购部负责组织采购产品供方、外协加工方的选择、评价和监督控制，供方的审核评估、建立及修订“合格供方名单”；6.2 Quality department responsible for incoming inspection and quality evaluation, establishsuppliers1 quality records, and provide coaching and support for suppliers5 quality improvement when needed.质量部负责物料性能检验及产品品质评价，建立供方质量档案，并对供方的质量方面提供辅导。
供应商管理程序(中英文)
供应商管理程序Supplier Management Procedure（IATF16949-2016）1. 目的 Objective规范供应商管理流程，通过各级考核，评选出符合公司要求的原材料供应商，保障公司供应链的持续提升。
To regulate the supplier management process, choose the raw material suppliers that meet our company’s requirements through the reviews t o ensure the supply chain’s improvement.2. 适用范围 Applicable Scope适用于为本公司提供原材料、辅材料的供应商。
Be applied to the suppliers who supply raw materials and auxiliary materials for our company.3. 职责 Responsibilities3.1. 采购部：开发新材料、新技术、新工艺等对产品品质、成本有优势的供应商；依据公司产品的发展趋势及研发进度，导入符合要求供应商；合格供应商的管理。
Purchasing department: develop suppliers who supply new materials, newtechnology and so on and have advantages in product quality and costs. Import the suppliers who can meet the requirements based on our company product development trend and R&D progress; manage the qualified suppliers.3.2.品质部：主导供应商的审核；供应商品质考核及供应商品质管理。
供应商管理程序(中英文)
供应商管理程序Supplier Management Procedure（IATF16949-2016）1. 目的 Objective规范供应商管理流程，通过各级考核，评选出符合公司要求的原材料供应商，保障公司供应链的持续提升。
To regulate the supplier management process, choose the raw material suppliers that meet our company’s requirements through the reviews t o ensure the supply chain’s improvement.2. 适用范围 Applicable Scope适用于为本公司提供原材料、辅材料的供应商。
Be applied to the suppliers who supply raw materials and auxiliary materials for our company.3. 职责 Responsibilities3.1. 采购部：开发新材料、新技术、新工艺等对产品品质、成本有优势的供应商；依据公司产品的发展趋势及研发进度，导入符合要求供应商；合格供应商的管理。
Purchasing department: develop suppliers who supply new materials, newtechnology and so on and have advantages in product quality and costs. Import the suppliers who can meet the requirements based on our company product development trend and R&D progress; manage the qualified suppliers.3.2.品质部：主导供应商的审核；供应商品质考核及供应商品质管理。
供应商评估及选择程序(中英文)
1 Purpose 目的This procedure is established to choose the high-quality suppliers as the strategic partners of our Company and urge the present suppliers to constantly improve themselves, so as further to provide excellent service to our Company.制定本程序为选择优质的供应商作为我们公司的战略合作伙伴，并督促目前的供应商不断完善自己，从而进一步为我们公司提供优质的服务。
2 Scope适用范围It is applicable to the management of evaluation of all non-trade products’ suppliers.适用于所有非贸易产品供应商的评估管理。
3 Duties and Powers 权责3.1The Non Trade Procurement shall organize the evaluation of suppliers, while other relevantdepartments join the evaluation. 非贸易采购应组织对供应商的评估，而其他相关部门则参与评估。
3.2The Non Trade Procurement is responsible for collecting all the evaluation opinions and making afinal decision on choosing suppliers. 非贸易采购负责收集所有的评估意见，并最终决定选择供应商。
4 Definitions定义Non trade products: Office supplies, Maintenance & Repair supplies, Sample room small tools,etc.非贸易产品：办公用品、维修用品、样品室、小型工具等。
供应商管理程序《中英文版》
1.PURPOSE 目的：To establish a guideline to control and monitor supplier quality performance, manage supplier to improve quality system and product quality to meet XXX (ZhongShan) expectations.建立监控供货商质量绩效的方针，管理供货商改进质量系统及产品质量以达到乂乂乂(中山)的期望目标.2.SCOPE 范围：2.1This procedure applies to all suppliers that provides production material products to XXX (ZhongShan).此程序适合于XXX(中山)提供生产性物料的所有供货商.2.2This procedure is applicable for QA to manage supplier quality and related issue only.此文件仅适用于QA管理供货商质量及相关问题.3.DEFINITIONS 定义：3.1Key Sup plier :The supplier provides the material that is either valuable and / or critical impact to product’s characteristics关键供货商：提供对产品价值或性能有关键影响物料的供货商.3.2SRS: Supplier Rating System.SRS:供货商评估系统.3.3FAI: First Article Inspection.FAI:首件检验.3.4LAR: Lot Accept Rate from incoming inspection.LAR:来料检查批接收率.4.REFERENCE DOCUMENT 参考文件：4.1BZQP-7-06 Supplier Rating System Procedure 供货商评估系统程序.4.2BZQP-8-07 Corrective and preventive actions procedure 纠正及预防措施程序.5.RESPONSIBILITY 职责：5.1Purchasing staff 采购5.1.1Arrange consolidation of the overall material supplier performance and distribute to related parties. 整理供货商质量绩效并发布给相关部门5.1.2Review the supplier performance and enhance supplier improvement management.评估供货商绩效加强供货商改善管理.5.1.3Coordinate and plan supplier’s support both for ongoing & future if necessary.协调和规划供货商现在及将来的支持5.2QA质量工程师.5.2.1Follow supplier corrective action in line complaint.跟进产线投诉问题和供货商的改善行动.5.2.2Define key supplier for evaluation or assessment with purchasing staff.与采购定义关键供货商以便评估.5.2.3Review the assessment result for further improvement or supplier quality related matters..审核供货商质量相关的事项的评估结果，达到持续改善.5.3ME制造工程If necessary, ME will support QA to perform supplier process audit and technology evaluation.必要时,ME将协助QA执行供货商制程审核及技术评估.6.PROCEDURE 程序：6.1Supplier Rating System 供货商级别评估体系.Purchasing and QA shall select the key supplier and perform SRS. Refer to Supplier Rating System Procedure(BZQP-7-6).采购和QA选择关键供货商进行评估，参照供货商评估系统程序(BZQP-7-6)6.2Material qualification 物料资格认证.6.2.1Under selection of a potential supplier, Sourcing or purchasing sends the specification or drawing componentrequirements to supplier and Engineer instruct supplier to submit sample and related document (Attachment 1.)选定部分供货商后，资材部或采购将部件规格要求或图纸转交给供货商，工程部工程师指导供货商按照提交样品和相关档(附禧1)6.2.2Engineer will cooperate to complete FAI, detail operation process refer to “Incoming First Article InspectionInstruction (BZQAWI-003)”.工程师将完成物料的FAI检查,具体作业方法请参考“来料首件检查指示(BZWIQA-003)”6.2.3After the internal inspection completed, QA submit the passed part and FAI documents to customer for make finalapprove if need. After customer approve the sample, QA distribute the approved sample and relative files to IQC and buyer as the proof of approved by XXX (ZhongShan).内部检查完成后，如客户要求,QA将零件批准的数据(零件样板)和FAI报告送与客户批准.客户检查并批准后,QA将客户最终承认的样板及相关文件分发至IQC和采购，作为样板被乂乂乂(中山)承认的依据.6.2.4If material is rejected by customer, the original copy of material approval should return back to QA. Return processfrom 6.2.1 to 6. 2.4如零件承认被客户否决，则承认零件退回给QA.重复步骤6.2.1至6.2.4.6.2.4.1For the critical to quality indirect material and not customer specified ,new developed suppliermaterial needs to pass Engineer’s approval, and send to customer for approval as required.对于客户未指定的间接物料，在其对产品质量有重要影响的状况下,新物料需要经过工程师批准,如果客户要求将送给客户进行批准.6.2.5Material disqualification procedure.物料资格取消程序6.2.5.1In the below cases, IQC or buyer has the authority to request and disqualify supplier’s part supply, andIQC rise a material disqualification request.( BZQP-7-07F01.1)当发现如下情况时,IQC或采购有权对供货商提出取消其生产件供应资格的申请，并且该申请将以物料供应资格取消申请书形式提出(BZQP-7-07F01.1)6.2.5.1.1Serious quality issue from supplier (example: safety issue, use banned material, or seriouslyimpact production in XXX etc).部品发现重大质量问题(如安全问题，使用禁用物料，或对XXX造成重大生产影响等).6.2.5.1.2More than 3 times claims for material quality from IQC or production line within one month and thereis no effective action to improve the quality after IQC warn or QA perform factory audit.在一个月内IQC拒收三批以上的物料或生产线对该物料有三次以上的质量投诉并且在IQC通知供货商或对供货商进行审核后供货商在质量方面没有有效改善.6.2.5.1.3Continual twice get red card in supplier rating system (for single sourcing supplier, materialis disqualified except customer approval)在供货商级别评定中连续两次评定为不合格(对于单一货源供货商,除非客户批准，否则将取消其资格).6.2.5.1.4Customer requirement 客户要求.6.2.5.1.5Others 其它.6.3 Supplier Qualification & disqualification 供货商资格认证及取消6.3.1For new supplier (or second source) who is opened by XXX (ZhongShan), QA needs to qualify new supplier.For the current suppliers, purchasing can list them directly in the AVL list.对于XXX(中山)开发的新供货商(或者第二供货商),QA需要进行新供货商的资格认证.对于现有的供货商，可直接进入AVL表.6.3.2There are 5 classifications of “supplier qualification” process will be applied:将有5个不同级别的文件被引用到供货商认证中去：6.3.2.1NDA (Non-disclosure agreement):保密协定This is a non-disclosed agreement for supplier with XXX (ZhongShan) before business. Supplier mustobey XXX (ZhongShan) business requirements, can not disclose any XXX (ZhongShan) businessinformation, drawing, technical information, pricing information to any other 3rd party under thisagreement withoutXXX(ZhongShan) permissions.此档是供货商与乂乂乂(中山)生意合作之前的保密协定.供货商必须遵守乂乂乂(中山)商业要求, 不能揭露任何乂乂乂(中山)生意方面信息、图纸、技术信息、价格信息等给任何未经XXX(中山)授权的第三方机构.6.3.2.2Supplier reliable investigate report:供货商信誉度调查This report is to investigate supplier reliable information in market and ensure supplier can show enoughcapability to support XXX (ZhongShan)此文件用以调查供货商的市场信息以保证供货商有足够能力和XXX(中山)配合.6.3.2.3Supplier Qualification Summary Report 供货商认证总结报告This report is conducted by purchasing for one supplier evaluation summary report & qualificationstatus.此份报告由采购主导用以供货商评估总结及认证状况.6.3.2.4Supplier audit report, QA is responsible for perform audit ,if it is necessary and applicable, QA releasesthe copy of report to purchasing.供货商审核报告,QA有必要且可实施状态下将对供货商进行审核,QA将复印件分发至采购.6.3.2.5Supplier Disqualification Request 供货商资格取消申请.This report will be requested by purchasing & QA to disqualify a supplier; and the applicant will fill inthe application. It will be effective by their manager and Plant Manager approval.此份报告由采购及QA用以供货商资格取消申请.由各自部门经理和厂长签名后生效.6.3.3Primary opportunities for one qualified supplier:供货商认证的首选机会：6.3.3.1 A well developed quality management system.优秀的质量发展管理系统.6.3.3.2Reasonable price and forwardly to support XXX （ZhongShan） on cost down approach.可以接受的价格水平并主动配合乂乂乂（中山）降低成本.6.3.3.3Capability of ensuring stable and punctual material supply chain system.能够保证稳定而准时的供应链系统.6.3.3.4Good service can support XXX （ZhongShan） at emergency; provide XXX （ZhongShan） on reliable &acceptable information; quickly respond on claims & remarks; support XXX （ZhongShan） on flexibility;forwardly to provide XXX （ZhongShan） on Information （News, Technical support）.优良的服务；能够在紧急状况下支持XXX（中山）；提供给XXX（中山）合理的和可以接受的信息; 迅速回馈XXX（中山）的抱怨及相关要求；弹性地服务XXX（中山）；主动配合XXX（中山）有用的信息（新闻、技术支持）.6.3.4Buyer gathering information of supplier: company profiles, brochures; products information （samples, specs）,etc. If it matches current business requirments, then will send “Supplier Reliable Investigate Report” tosupplier for self-evaluation, request supplier to submit self-evaluation data to purchasing for evaluation, based oncurrent commodity supplier base status, technology, quality, cost, responsiveness, service, delivery, stability&capability, environmental & safety, If recommended supplier matches XXX’s requirements, purchasing willlead the “Development team” to audit supplier.采购收集供货商信息：公司资料及手册；产品信息（样品、规格）等如果供货商符合当前XXX（中山）商业需求，负责采购将“供货商信誉度调查报告”发给供货商进行自我评估；要求供货商提供自我评估数据并回馈给采购，采购依据XXX现有商品供货商基础、技术、质量、成本、反应速度、服务、交期、稳定性和能力、环境及安全等予以综合评估.如果推荐的供货商符合乂乂乂（中山）要求,采购将安排发展团队予以评鉴.6.3.5Purchasing will lead “development team” to summarize “Supplier Qualification Summary Report”，to evaluaterecommended supplier will be qualified supplier. XXX (ZhongShan) qualified supplier must be required:采购将主导“发展团队”总结“供货商认证总结报告”,以评估推荐供货商成为合格供货商.XXX (中山)合格供货商必须同时满足如下要求：6.3.5.1Pass XXX (ZhongShan) QA audit if it is applicable. The approval classification will refer to “BZWIQA-015supplier audit &qualification”.在审核可以进行和需要的条件下,供货商须通过乂乂乂(中山)。
供应商评审中英文对照
GCLSolar Energy保利协鑫太阳能SUPPLIER :供应商Assessment Team :供应物名称ASSESSMENT DATE: 供应时间SARSupplier AuditReport供应商审核报告SUPPLIER ASSESSMENTGUIDELINE供应商评估指南2010SUPPLIER ASSESSEMENTMANUFACTURING制造类供应商评估INTRODUCTION引言GCL Solar Energy is committed to product excellence in the markets we serve. We intend to continuously demonstrate this commitment by providing defect-free products on time and at competitive prices.协鑫光伏能源致力于对产品精益求精，在我们服务的市场,我们将不断证明这一承诺，并提供有竞争力的价格，无缺陷的产品。
This requires that we exercise every possible means to assure quality and consistent on-time delivery of purchased goods, which in-turn, contributes to continuous Quality improvement. Through the application of Statistical Process Control (SPC) combined with the cooperation and commitment of our Suppliers and Supply Chain Teams, GCL Solar Energy will drive continuous improvement both in Technical and Commercial aspects of business.这就要求我们千方百计保证质量和购进一致好的部件，不断提高服务质量。
供应商考察评估表(中英文版本)
10 0 3 4 5 6 7 8 9 10 20 0 6 8 10 12 14 16 18 20
instructio ns defining characteri stics, equipmen and methods used during inspection . 检验员有 受控的作 业指导书 指导，指 导书内容 包 括了检验 的项目、 设备和方 法。
TOTAL RATIN
10 0 3 4 5 6 7 8 9 10 105 20 0 6 8 10 12 14 16 18 20
verified, analyzed and improvem ent actions are generated on a continuou s basis. 在生产中 发现的不 合格物料 经过确认 、分析并 在 持续的基 础上推进 改善活动 。 Nonconformin g materials are properly D-3 identified and segregate d from good material. 不合格物 料能明确 区分并与 合格物料 隔离。
Com plian ce Ratin g
Degre e of Imple menta Full tion
Pag e2 of ___ _
Weighted
Score None
NI
Yes No NA (FS)
AD
ER
Score
15 0 4 6 8 9 11 13 14 15
meeting acceptabl e quality standards 品质保证 组织的职 责以书面 形式明确 定义，并 反 映在品质 手册中； 品质保证 组织有权 停止不符 合 质量标准 的项目。 There is QA Manual and revision history A-2 reveals continuou s update and review within the 品质保证 手册和历 史版本能 体现出一 年内的持 续 更新和评 审。 The QA organizati on operates a defect A-3 preventio program that includes defect analysis and the generatio n of improvem ent actions 品质保证 组织推行 包括了缺 陷分析和 改善行动 的 缺陷预防 计划 The QA organizati on prepares and issues A-4 periodic reports and maintains records relative to process
供应商管理程序-中英文版本
Page : 1/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Objective 目的To manage existing and potential suppliers to assure all materials can fulfill production needs. Push the supplier to concern the EHS management and meet related regulation. 管理现行及潜在供应商，以确保所有物料满足生产需求。
敦促供应商关注环保和职业健康安全，并满足相关法律法规要求。
__________________________________________________________Scope 范围This procedure applies to all critical direct materials and accessory suppliers as well as subcontractors,. But does not apply to the suppliers who managed by customers directly and temporary subcontractors and suppliers.本程序应用于所有关键直接物料及辅料附件供应商，和外发加工商。
由客户直接管理的供应商，临时的供应商除外。
Page : 2/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Procedural Elements 正文Supplier Performance Monitoring and evaluation Flow Chart.供应商表现监控及评估流程。
Page : 3/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Supplier Evaluation Flow Chart 供应商评估流程Page : 4/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Tasks description : 任务描述:Supplier’s Performance Monitoring and Periodical eval uation. 供应商表现的监控和周期性评估。
供应商评审报告中英文版
供应商评审报告中英文版Supplier Evaluation ReportIntroduction简介The purpose of this supplier evaluation report is to assess and evaluate the performance and capabilities of a specific supplier. The evaluation is based on various criteria such as quality, reliability, delivery, cost, and customer service. The aim is to provide an objective assessment of the supplier’s suitability and to identify areas for improvement.本供应商评审报告的目的是评估和评价特定供应商的绩效和能力。
评估基于质量、可靠性、交货、成本和客户服务等各项标准。
旨在提供客观的评估供应商的适合性，并确定改进的方向。
Methodology方法论Evaluation Criteria评估标准The supplier was evaluated based on the following criteria:1. Quality: The supplier’s ability to consistently deliver products that meet the required quality standards.5. Customer Service: The supplier’s responsiveness a nd willingness to address customer concerns and provide support.供应商基于以下标准进行评估：1.质量：供应商能够持续交付符合要求质量标准的产品。
(全面版)供应商审查程序英文版
(全面版)供应商审查程序英文版Comprehensive Supplier Review ProcessIntroductionIn today's global marketplace, supplier review procedures are essential to ensure quality, compliance, and overall business success. This document outlines a comprehensive approach to supplier review that covers all aspects of the process.Step 1: Initial EvaluationThe first step in the supplier review process is the initial evaluation. This involves gathering basic information about the supplier, including their history, reputation, and financial stability. This information is crucial in determining whether the supplier is a viable option for partnership.Step 2: Risk AssessmentAfter the initial evaluation, the next step is risk assessment. This involves identifying potential risks associated with the supplier, such ascompliance issues, quality control problems, or financial instability. By conducting a thorough risk assessment, companies can mitigate potential risks and ensure a successful partnership.Step 3: Due DiligenceOnce potential risks have been identified, due diligence is necessary to verify the accuracy of the information provided by the supplier. This may involve site visits, audits, or background checks to ensure that the supplier meets all necessary requirements and standards.Step 4: Contract NegotiationAfter due diligence has been completed, the next step is contract negotiation. This involves finalizing the terms of the agreement, including pricing, delivery schedules, and quality standards. It is essential to ensure that all parties are in agreement before moving forward with the partnership.Step 5: Ongoing MonitoringSupplier review is an ongoing process that requires continuous monitoring to ensure compliance and quality. This may involve regularaudits, performance evaluations, and communication with the supplier to address any issues that may arise.ConclusionIn conclusion, a comprehensive supplier review process is essential for businesses to maintain quality, compliance, and overall success. By following these steps, companies can establish strong partnerships with suppliers and ensure a smooth supply chain operation.。
采购与供应商评估控制程序英文版
[Organization logo][Organization name]PROCEDURE FOR PURCHASING AND EVALUATION OF SUPPLIERSDistribution listChange HistoryDate Version Created by Description of changeTable of contents1.PURPOSE, SCOPE AND USERS (3)2.REFERENCE DOCUMENTS (3)3.EVALUATION AND SELECTION OF SUPPLIERS (4)P ROCESS FLOW (4)E MPLOYING NEW SUPPLIERS (5)E VALUATING SUPPLIERS (5)C RITERIA FOR SELECTING SUPPLIERS (5)3.4.1.Shipment quality (5)3.4.2.Price (5)3.4.3.Supplier’s reli ability (5)3.4.4.Terms of payment (5)3.4.5.Quality Management System (5)R ANKING OF SUPPLIERS (5)4.PURCHASING (5)D EFINING NEED FOR PURCHASE (5)G ATHERING O FFERS,S ELECTION AND A PPROVAL OF O FFERS (5)R EALIZATION OF P URCHASE (6)V ERIFICATION OF P URCHASED P RODUCT (6)4.4.1.Verification of products (6)4.4.2.Verification of services (6)5.MANAGING RECORDS KEPT ON THE BASIS OF THIS DOCUMENT (6)6.APPENDICES (6)1.Purpose, scope and usersThe purpose of this procedure is to describe the purchasing process in order to conform to specified purchasing requirements and the receiving inspection process.This procedure applies to all processes and/or areas (parts of organization) within the QMS.This purchasing process includes, but is not limited to consumables, such as office supplies, hardware needed for product, raw materials, research equipment, and information and communication technology.This procedure excludes:•Utilities (electricity, gas, water, etc.)•Insurance, legal and audit fees•Investment services•Personnel services (benefits, wage and salary administration including employment contracts)•Other purchases, as approved by the [CFO]; and•Purchases less than [$]Users of this document are [heads of departments, Purchasing Manager and Quality Controllers] of [organization name], as well as internal auditors.2.Reference documents•ISO 13485:2016 standard, clause 7.4, 7.4.3•ISO 9001:2015 standard, clause 8.4, 8.4.1, 8.4.2, 8.4.3, 8.4.6•Quality Manual•Procedure for Production and Service Provision3. Evaluation and selection of suppliersProcess flowEmploying new supplierDetermining criteria for evaluationEndEvaluation of SuppliersCreating a List of Approved SuppliersDefining need for purchase Gathering offersPurchase realizationVerification of purchaseResults are sutisfying?Non-Conforming productYesNoReturn to supplierEmploying new suppliersIn the case of hiring a new supplier, [job title] gathers samples of products or supplier’s references. Before supplier selection, it is necessary to determine the associated risk for the product or service, which needs to be supplied by the third party.Parameters needed for consideration in risk assessment are:•information on off-the-shelf or custom-made device / part•specification of raw material or service•information on complexity of device/part•intended use of device/part•information on criticality of part/process (influence on safety and performance of final product)•business risks like supplier viability, production capability, liability, delivery date, etc.According to gathered data, [job title] conducts an evaluation of the supplier using criteria described below. [Job title] should send a questionnaire to the supplier that is delivering critical parts and materials. A supplier representative should then fill out and sign the questionnaire and return it to the organization. If the supplier satisfies these criteria, the test order is taken and then the new evaluation is conducted by [job title]. After satisfying the final evaluation, [job title] records the supplier in the List of Approved Suppliers.In the case of special processes, [organization name] must perform a validation of processes, because they cannot be regularly monitored and measured. [Organization name] must then review and approve this validation documentation.Evaluating suppliersCriteria for selecting suppliers3.4.1.Shipment quality3.4.2.Price3.4.3.Supplier’s reliability3.4.4.Terms of payment3.4.5.Quality Management SystemRanking of suppliers4.PurchasingDefining need for purchaseGathering Offers, Selection and Approval of OffersRealization of Purchase.Verification of Purchased Product4.4.1.Verification of products4.4.2.Verification of services5.Managing records kept on the basis of this documentRecord name Code StorageResponsibility RetentiontimeLocationChecklist for Evaluation ofSuppliers[job title]List of Approved Suppliers [job title] Registry of Complaints aboutSuppliers[job title]Request and Order forPurchasing[job title] Purchasing Verification Record [job title] 6.Appendices•Appendix 1 – Checklist for Evaluation of Suppliers•Appendix 2 – List of Approved Suppliers•Appendix 3 – Registry of Complaints about Suppliers•Appendix 4 – Request and Order for Purchasing•Appendix 5 – Purchasing Verification Record。
ISO9001-2015供应商绩效管理规范(中英文)
Max
100 9re
10 9 8 7 6 5 0
Remark : PPAP responsiveness rate = (Late+Rejected)/total scheduled*100% 备注：PPAP反馈率=（延迟数+拒收数）/总需提交数*100%
负责供应商绩效评估及供应商改善行动跟进
6.Procedure 程序: 6.1 The following table outlines the supplier's monthly performance assessment ranges and their respective scores:(Max 100 points)
质量项分为四个部分，在绩效评定中所占分值40分，详见以下：
6.1.1.1 PPM：The following table outlines the PPM ranges and their respective scores:(Max 15 points)
PPM：下表反映了PPM的范围及对应的相应分值（满分15分）
适用于具有供货资格为本公司提供生产用料的供应商（不包括辅料供应商）.
3.Reference document 参考文件:
3.1 QP0901 Supplier Management Instruction 供应商管理指导书 3.2 QW0820 Supplier Management procedure 供应商管理程序 3.3 QW-SQE-001 Quality System Audit / Assistance Instruction外供应商品质系统审核辅导指南
6.1.1 Quality Item 质量部分 Quality item which be divided into four parts comprises 40 points of the total supplier rating , and is determined as follows :
(供应商管理)奔驰供应商评审中英文文件
潜在供应商评估指南评估范围A – Management管理B - Technology and Development技术与开发C – Quality质量D – Production生产E - Engineering (Product and Process)工程（产品和过程）F - Logistics / Supply物流与供应G - Sub-supplier Management分供商管理H - Cost Management成本管理Scoring Guide打分指南Team evaluation must be recorded into Excel file. Input comments on COMMENTS page.团队评价必须用Excel文件记录，在注释页上输入注释。
Points Color Definition Effect on DC processes在DC流程颜色表示的定义：0 red Supplier demonstrates neither a documented process/procedure nor an applied practice.0分红色供应商示范既无文件化流程/程序，又无应用的实例Process will certainly cause product failure and/or unsatisfactory communication with the customer过程肯定会发生产品缺陷和招致顾客抱怨。
1 red Documented process/procedure exists but is incomplete or not fully implemented.1分红色有文件化流程/程序，但不完善或没有完全的贯彻。
Process will probably cause product failure and/or unsatisfactory communication with the customer过程大概会发生产品缺陷和招致顾客抱怨。
供应商选择和管理程序-中英文对照
Supplier Selection and Management Procedure 供应商选择和管理程序1 Purpose 目的：To define the methodology to select, assess, approve new suppliers and manage supplier to ensure uniformity across the group and that all purchased productconforms to the purchase requirements of NAILI.定义如何选择、评估、批准和管理供应商。
2 Scope 范围：All parts and services contribute to products that sold to Customers including Raw material, Subcontracting parts, Services and Other Products.所有作用于销售给客户产品的原材料、零部件和服务，包括外包合同、零件、服务和其他的产品。
3 Definition定义：None 无4. Responsibility职责:Purchasing department is responsible for sourcing, preliminarily assessing,recommending, auditing, manage new suppliers and steer price determination.采购部负责寻找,初评,推荐,审核,管理供应商及跟进价格确认流程。
R&D department is responsible for audit new suppliers to confirm their technicalcapability.产品开发部负责审核新供应商以确认其技术能力.Quality department is responsible for preliminarily assessing, audit new suppliers to confirm their quality assurance capability and incoming control。
供应商管理程序-中英文版本
Page : 1/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Objective 目的To manage existing and potential suppliers to assure all materials can fulfill production needs. Push the supplier to concern the EHS management and meet related regulation. 管理现行及潜在供应商，以确保所有物料满足生产需求。
敦促供应商关注环保和职业健康安全，并满足相关法律法规要求。
__________________________________________________________Scope 范围This procedure applies to all critical direct materials and accessory suppliers as well as subcontractors,. But does not apply to the suppliers who managed by customers directly and temporary subcontractors and suppliers.本程序应用于所有关键直接物料及辅料附件供应商，和外发加工商。
由客户直接管理的供应商，临时的供应商除外。
Page : 2/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Procedural Elements 正文Supplier Performance Monitoring and evaluation Flow Chart.供应商表现监控及评估流程。
Page : 3/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Supplier Evaluation Flow Chart 供应商评估流程Page : 4/9Status:PROCEDURE 程序文件Supplier Management Procedure 供应商管理程序Tasks description : 任务描述:Supplier’s Performance Monitoring and Periodical eval uation. 供应商表现的监控和周期性评估。
供应商评定与审核程序-Supplier-Assessment
文件名称/:供应商评定与审核程序Supplier Assessment & Audit Procedure当前版次/Current Edition:1 Released 文件编号/.: ON 0-70440 作者/Author: James Wang发布日期/Release Date:2009-01-16 审阅/Reviewer:James Wang生效日期/Effective Date:2009-01-16 批准人/Approver: See Hai Tan批准期限/Approve days limited: 10取代信息/Replace Info.: 0 发布人/Releaser: See Hai Tan所属类别/Business Category: ON 0-704 质量管理Quality 流程负责部门/Process Owner: 迅达中国质量部Schindler China Quality Dept.部门类别/Department Category:This presentation is our intellectual property. Without our written consent, it shall neither be copied in any manner, nor used for manufacturing outside Schindler, nor communicated to third parties本文件是迅达的知识产权. 未经迅达书面同意, 严禁以任何方式复制, 同时严禁用于迅达以外的生产制造或传授给第三方文件内容/Content0.前言/Preface1.目的/Purpose该程序保证潜在供应商只有在经过评定审核合格后，才能向迅达中国的公司提供产品和服务；对于现有供应商进行周期性质量审核，以保证产品和服务质量稳定可靠。
This procedure ensure that only those potential suppliers who passed supplier assessment only could provide products and services to Schindler China; The Existing suppliers should also be audited periodically to ensure product and service quality are maintained or continuously improved in a long term.2.范围/Scope该流程适用于所有向迅达中国提供电扶梯产品部件和外协加工服务的供应商，但不包括销售、安装和维保服务代理商提供的服务。
供应商评定与审核程序-Supplier-Assessment
文件名称/File Name:供应商评定与审核程序Supplier Assessment & Audit Procedure当前版次/Current Edition:1 Released 文件编号/File No.: ON 0-70440 作者/Author: James Wang发布日期/Release Date:2009-01-16 审阅/Reviewer:James Wang生效日期/Effective Date:2009-01-16 批准人/Approver: See Hai Tan批准期限/Approve days limited: 10取代信息/Replace Info.: 0 发布人/Releaser: See Hai Tan所属类别/Business Category: ON 0-704 质量管理Quality 流程负责部门/Process Owner: 迅达中国质量部Schindler China Quality Dept.部门类别/Department Category:This presentation is our intellectual property. Without our written consent, it shall neither be copied in any manner, nor used for manufacturing outside Schindler, nor communicated to third parties1.目的/Purpose该程序保证潜在供应商只有在经过评定审核合格后，才能向迅达中国的公司提供产品和服务；对于现有供应商进行周期性质量审核，以保证产品和服务质量稳定可靠。
This procedure ensure that only those potential suppliers who passed supplier assessment only could provide products and services to Schindler China; The Existing suppliers should also be audited periodically to ensure product and service quality are maintained or continuously improved in a long term.2.范围/Scope该流程适用于所有向迅达中国提供电扶梯产品部件和外协加工服务的供应商，但不包括销售、安装和维保服务代理商提供的服务。
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供应商考核与评价控制程序Supplier assessment evaluation procedure（ISO9001：2015）1.目的Purpose规范公司对供应商的选择、评价及管理，确保供应商之生产能力、配合度，及其所提供之产品质量、交期符合本公司要求。
To Standardize the selection, assessment and management of the suppliers, and ensure their production capacity, cooperation, product quality and delivery comply with the company requirements.2.范围Application scope凡本公司生产所需的原料、辅料、包装材料、模治具、机械设备之供应商，或委外加工商均适用本程序It is applicable to the supplier or the outsourcing subcontractor of the company required raw material, auxiliary material, packaging material, mold tooling/jigs and machine/equipments.3.定义Definition无N/A4.权责Responsibility4.1供应链管理部Supply chain management dept.4.1.1负责选择供应商之信息收集、筛选，适当时组织一个评审小组实地评审供应商。
4.1.1 To select the information for the supplier collection and screening, andorganize the assessment team for the supplier assessment.4.1.2负责对供应商的机器设备、生产能力、财务能力、品质状况及配合度的考核。
4.1.2 To assess the machine and equipment, the production capacity, financial capacity, quality conditions and the degree of coordination of the supplier.4.2货仓部：负责对供应商之交货期配合度的考核。
4.2 Warehouse Dept. : To assess the coordination of the supplier delivery.4.3品管部：负责对供应商的品质及配合度的考核，适当时对供应商进行品质辅导。
4.3 Quality Control Dept. : To assess the quality and the coordination fo the supplier and make the quality training for the supplier when it is appropriate.4.4体系管理部、制造工程部：参与评审供应商。
4.4 System Management Dept., Manufacturing Engineering Dept.: To take part in the supplier assessment.4.5总经理：对供应商资格的纳入或撤销批准。
4.5 General Manager: To approve the log-in or cancel the qualification of the suppliers.5.作业程序Operational procedure5.1供应商开发原则The principle of supplier development5.1.1原有供应商5.1.1 the existing suppliers5.1.1.1供应链管理部应建立现有供应商基本资料、记录等。
5.1.1.1 Supply Chain Management Dept. should establish the basic information, records and etc. of the existing suppliers.5.1.1.2须经过定期评估，考核来评定等级标准，而决定是否继续采用供应商。
5.1.1.2 Should conduct the regular assessment and evaluation to define the rating standards, and decide whether to continue the use of suppliers.5.1.2新开发的供应商必须附合以下原则:5.1.2 Development of new suppliers must meet the following principles:5.1.2.1供应商必须具有品质保证能力。
5.1.2.1 The supplier must have the capability of quality assurance.5.1.2.2生产设备必须满足本公司的技术要求5.1.2.2 The equipment must meet the technical requirements of the Company5.1.2.3生产技术要达到本公司的要求。
5.1.2.3 The production technology should meet the company's requirements.5.1.2.4价格成本要低于现行价或最少不高于现价。
5.1.2.4 The cost price is lower than the current price or at least not higher than current prices.5.1.2.5资金状况须良好，财务结构须健全，要有承受付款方式月结60天的能力。
5.1.2.5 To be a good financial status and the good financial structure and have the capacity of monthly payment under 60-day.5.1.2.6通常情况，应从“就近不就远”的原则考虑选择供应商。
特殊供应商例外。
5.1.2.6 In general, we should select the supplier under the principle " Use the nearone not far" except for some special suppliers.5.2供应商信息收集Collect the supplier information5.2.1供应链管理部通过查询或市场调查，初步获取供应商信息，与之合作前，供应链管理部发出《供方调查表》，要求其填写，建立供应商资料档案；5.2.1 Supply Chain Management dept. initially gets the supplier information by chec king or market research , before the cooperation and sends out the “supplier survey form” to the supplier and then establish the supplier information folder accordingly;5.2.2供方资料档案(具体视供方性质定)可包括，但不限于以下：5.2.2 The supply information folder should include but limit the followings(depending on the characteristics of the supplier):a）.品管组织结构图、品管职责表；a). QC organization structure chart , quality control responsibilities table ;b）.抽样标准、品检报表；b). sampling standards , inspection reportsc）.重要工序检验规范，技术保证能力；c). the inspection specification for the key process and the technical assurance capability;d）.生产工艺流程，工序控制能力；d). the production process , process control capability;e）.紧急或一般交货期能力；e). emergency or normal delivery capabilities;f）.供方质量管理体系、环保管控运行信息；f). supplier quality management system and environmental management and control operation information ;g）.供方主要生产设备、检测设备以及客户；g). the main production and test equipment of the suppliers and their customer; h）.提供的原材料必须符合环保要求，且有相应资料；h). Provided the raw materials must meet environmental requirements and the relevant data ;i）.特种行业类的供应商（如化工产品的生产、销售、运输、生产）务必将该企业营业资质证明的复印件交供应链管理部审核资质是否合格。
i). the special industrial suppliers (such as chemical production, sale, transportation, production) must be evaluated their business qualification through their copy of qualification of business enterprise by the supplier chain management dept...5.3实地评审the on-site assessment5.3.1由供应链管理部组织品管部、生产部、制造工程部、体系管理部有关人员，依据《供应商审核清单》项目共同对供应商进行实地考核、评价。