SupplierSourcingManagementProcess供应商开发管理流程
Supplier-Sourcing-Management-Process-供应商开发管理流程
1.0Purpose目的：This process aims at supplierselection /development management and control of raw material,equipment , tooling and others ，make sure effective and efficiency supply on quality ,delivery ，cost and service对提供生产物料、设备、工装及其配件和服务的供应商进行选择和确定，实现对供应商的管理和控制，确保供应商满足规定的质量，交货及成本服务要求。
2.0 Scope适用范围：This program is applicable for Coesia China all suppliers on selection, evaluation, approval or new product purchase and supplier disposition.本程序适用于Coesia中国所有供应商的开发、选择，能力的评价，产品和过程的批准以及处理。
3.0Term and Definition 术语和定义3.1 Supplier Classification .Classify supplier as ABC for the 3rd party purchasing供应商分类。
对第三方采购的供应商实行ABC分类管理。
3.1.1 Class A defined as important and need control .1.Supplier yearly spendingwithin top 80% in Coesia 3rd spending 2. The top 30 spending supplierlimitation.A类供应商定义为重要且需控制。
1.全年采购额在Coesia第三方采购排在前80%以内，且 2.排名前30位。
简述供应商开发与管理流程
简述供应商开发与管理流程下载温馨提示:该文档是我店铺精心编制而成，希望大家下载以后，能够帮助大家解决实际的问题。
文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copy excerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!供应商开发与管理是企业采购管理中的重要环节，其流程主要包括以下几个步骤：1. 需求分析：明确企业的物资或服务需求，包括品种、数量、质量、交付时间等。
2019年SQM供应商质量管理工作流程及内容
供应商质量管理工作流程及内容1.0 SQM定义：SQM（Supplier Quality Management）是提升供应商品质管理的一种活动。
2.0 SQM目的：维持和改进供应商的品质保证能力，一贯提供品质符合或超越本公司要求及最终客户要求的产品。
推动供应商品质持续改善，以阻止不良，减少变异，消灭浪费。
配合本公司生产产品质量符合，按时交货，售后服务，成本管理及技术贡献。
3.0 SQM应用范围：所有交货本公司的供应商（制造商和代理商，制造商须应用至它的下游制造商；代理商须应用至它的制造商）。
4.0 责任：供应商Supplier：提供符合或超越本公司要求的产品，遵守双方签定的品质合约。
研究及开发R&D：零部件的Approved；SEF/ITV出版。
产品工程师PE：来料不良分析，FA报告提供。
PROD：来料不良数据收集统计，来料品质异常提出。
供应链管理SCM：主导新供应商的评估,定期召开Commodity Meeting,Poor Supplier处理。
供应商质量管理SQM：推动供应商持续改善。
5.0 SQM程序:5.1 SQM 过程流程图（Process Flow Chart）预防Prevention----质量保证Quality assurance----监控/监测Monitoring5.2 供应商品质保证(Quality Assurance)5.2.1 新供应商的评估•SCM建立新供应商评估计划。
新供应商的开发及条件：A. 新机种之新类型之材料(现有的供应商无法供应之材料);B. 某现有供应商被PHASE OUT,需增补新供应商;C. 现有供应商产能不能满足本公司要求;D. 现有供应商配合不佳;E. 现有供应商制程能力不足,无法达到本公司品質要求;F. 新供應价格具竟争力;G. 某材料现有供应商数量不足(2nd Source);H. 其他认为需要开发新供应商者,如外包厂商之开发.•SCM对新供应商进行初步评估(也可进行问卷调查)，准备相关资料如下表（如工厂介绍，品管组织，QC•SCM主导召开评估前会议，介绍新供应商生产能力和将为本公司生产产品，了解各部门要求，便于安排评估人员并请供应商准备。
供应商开发管理流程
供应商开发管理流程供应商开发管理是指企业为了满足自身业务需求，针对潜在或现有供应商进行开发与管理的全过程。
供应商开发管理的目标是建立稳定可靠的供应链，提高供应商的质量、服务、交付能力，降低企业的采购成本，提高企业竞争力和市场份额。
以下是一般的供应商开发管理流程。
1.需求分析阶段：在供应商开发管理流程中，首先要分析和明确企业的供应商需求。
需求分析需要根据企业的业务战略和运营计划，确定所需的供应商类型、规模、能力、地域等条件。
2.供应商筛选阶段：该阶段主要通过市场调研、信息搜集、供应商评估等方式，筛选符合企业需求和要求的供应商。
关键指标包括供应商的资质、质量管理体系、技术能力、信用状况、价格和交货期等。
3.供应商评估阶段：在筛选出一批潜在供应商后，需要对其进行评估，以选择最佳的供应商。
评估可以通过现场考察、文件审查、样品测试等方式进行，评估的内容包括供应商的质量管理能力、技术能力、安全环保意识、服务水平等。
4.供应商谈判阶段：选定供应商后，需要进行谈判，确定双方的合作细节，包括合同条款、价格、交货期、技术支持、售后服务等。
谈判过程中应确保双方利益的平衡，并最大程度地降低风险。
5.供应商合作协议签订阶段：根据谈判结果，起草合作协议，并对其进行法律审核。
合作协议应当明确双方的权责、义务和互保的具体内容，保障双方合法权益，为后续的实际操作提供法律依据。
6.供应商培训和支持阶段：在供应商开发管理过程中，培训和支持是很重要的环节。
企业需要向供应商提供所需的技术培训、产品知识、质量标准要求等，确保供应商能够满足企业的需求。
7.供应商绩效评估阶段：为了确保供应商的稳定性和持续改进，企业需要对供应商的绩效进行评估。
评估内容包括产品质量、交货准时性、合作态度、问题处理能力等。
评估结果将有助于企业调整供应商战略和采取相关的改进措施。
8.供应商关系维护阶段：供应商关系维护是供应商开发管理流程中的一个持续性阶段，通过定期沟通、交流和考察，与供应商建立良好的合作关系，解决问题，提高合作效率。
supliersurcingmanagementprocess供应商开发管理流程
This process aims at supplierselection /development management and control of rawmaterial,equipment , tooling and others ，make sure effective and efficiency supply onquality ,delivery ，cost and service对提供生产物料、设备、工装及其配件和服务的供应商进行选择和确定，实现对供应商的管理和控制，确保供应商满足规定的质量，交货及成本服务要求。
2.0 Scope适用范围：This program is applicable for Coesia China all suppliers on selection, evaluation,approval or new product purchase and supplier disposition.本程序适用于Coesia中国所有供应商的开发、选择，能力的评价，产品和过程的批准以及处理。
3.0Term and Definition 术语和定义3.1 Supplier Classification .Classify supplier as ABC for the 3rd party purchasing供应商分类。
对第三方采购的供应商实行ABC分类管理。
3.1.1 Class A defined as important and need control .1.Supplier yearly spending within top 80%in Coesia 3rd spending 2. The top 30 spending supplier limitation.A类供应商定义为重要且需控制。
1.全年采购额在Coesia第三方采购排在前80%以内，且 2.排名前30位。
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。
供应链开发流程 英语
供应链开发流程英语Supply Chain Development Process.The supply chain development process is a crucial aspect of any business operation, as it involves the orchestration of various activities across different organizations to ensure the efficient flow of goods and services from suppliers to customers. This process involves several stages, from initial planning and strategy development to implementation, monitoring, and continuous improvement.1. Strategy Development.The first step in the supply chain development process is strategy development. This involves identifying the objectives and goals of the supply chain, taking into account the overall business strategy and the specific needs of the organization. This stage also involves analyzing the current supply chain structure, identifyingany bottlenecks or inefficiencies, and devising strategies to address these issues.2. Supplier Selection and Management.Supplier selection and management is a crucial part of the supply chain development process. It involves evaluating potential suppliers based on various criteria such as quality, cost, delivery reliability, and service. Establishing long-term relationships with reliable suppliers is essential for ensuring the smooth operation of the supply chain.3. Logistics Planning.Logistics planning involves managing the movement of goods and materials from suppliers to manufacturing facilities and ultimately to customers. This stage involves planning and executing transportation, warehousing, and distribution activities to ensure timely delivery and cost-efficiency.4. Inventory Management.Inventory management is another critical aspect of the supply chain development process. It involves managing the stock of goods and materials to ensure availability when needed, while also minimizing inventory carrying costs. Effective inventory management requires accurate demand forecasting, inventory planning, and the use of advanced inventory control techniques.5. Customs and Compliance.When dealing with international suppliers or customers, customs and compliance become crucial considerations. This stage involves understanding and complying with allrelevant import and export regulations, tariffs, and quotas. Failure to comply with these regulations can result in delays, fines, and other costs that can significantlyimpact the efficiency of the supply chain.6. Risk Management.Risk management is a critical component of the supply chain development process. It involves identifyingpotential risks and vulnerabilities in the supply chain, assessing their impact, and devising strategies to mitigate these risks. This can include managing supplier risk, transportation risk, demand risk, and other types of risks that can disrupt the flow of goods and services.7. Technology Integration.In today's digital era, technology integration is essential for effective supply chain management. This involves the use of advanced technologies such as supply chain management software, analytics tools, and other digital solutions to improve visibility, efficiency, and collaboration across the supply chain. Technology integration can help organizations make better decisions, respond quickly to changes, and optimize their operations.8. Monitoring and Evaluation.Monitoring and evaluation are ongoing activities in thesupply chain development process. They involve tracking key performance indicators (KPIs) and metrics to assess the performance of the supply chain and identify any areas that need improvement. Regular monitoring and evaluation enable organizations to adapt to changes in the market, customer demand, and supplier performance, and make necessary adjustments to ensure the optimal operation of the supply chain.9. Continuous Improvement.The supply chain development process is an ongoing journey of continuous improvement. Organizations should strive to identify areas for improvement, implement changes, and measure the results to ensure that the supply chain remains competitive and efficient. This can involveadopting new technologies, implementing lean or agile methodologies, or developing stronger relationships with suppliers and customers.In conclusion, the supply chain development process isa complex and multifaceted task that requires a holisticapproach. It involves strategy development, supplier selection and management, logistics planning, inventory management, customs and compliance, risk management, technology integration, monitoring and evaluation, and continuous improvement. By following this process, organizations can ensure the efficient and effective operation of their supply chain, improve customer satisfaction, and drive competitive advantage.。
SupplierSourcingManagementrocess供应商开发管理流程
S u p p l i e r S o u r c i n g M a n a g e m e n t r o c e s s供应商开发管理流程集团标准化工作小组 #Q8QGGQT-GX8G08Q8-GNQGJ8-MHHGN#This process aims at supplierselection /development management and control of raw material,equipment , tooling and others ，make sure effective and efficiency supply on quality ,delivery ，cost and service对提供生产物料、设备、工装及其配件和服务的供应商进行选择和确定，实现对供应商的管理和控制，确保供应商满足规定的质量，交货及成本服务要求。
Scope适用范围：This program is applicable for Coesia China all suppliers on selection, evaluation,approval or new product purchase and supplier disposition.本程序适用于Coesia中国所有供应商的开发、选择，能力的评价，产品和过程的批准以及处理。
and Definition 术语和定义Supplier Classification .Classify supplier as ABC for the 3rd party purchasing供应商分类。
对第三方采购的供应商实行ABC分类管理。
Class A defined as important and need control . yearly spending within top 80% in Coesia 3rd spending 2. The top 30 spending supplier limitation.A类供应商定义为重要且需控制。
供应商管理程序Supplier Management
T ABLE OF C ONTENTS 目录职责划分 ............................................................................................... 物料分类 ..............................................................................................供应商的分类 ........................................................................................ .Goals ＆ Triggers/目的和发起对供应商进行评估和审核,选择合格的供应商，确保供应商所提供的产品、交付和服务满足组织的要求。
Referenced Documents/参考文件• QM hand book 质量管理手册 • Q42022 QMS documentsation • Q42031 Quality record • Q72022 Sample production • Q74011 Release of Supplier • Q74021 Request for purchase parts • Q74031 Procurement 采购程序 • Q74041 Supplier Assessment • Q75011 Incoming inspection • Q84031 Problem solving过程描述更改历史纪录• Q84051 Reclamation customer • Q84052 Reclamation supplier• WI-316-MI-002 Supplier Evaluation 供应商评估本程序合用于向组织直接、间接提供生产最终产品所需要的各种原材料、辅助材料及外协件的供应商。
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)
供应商管理程序SUPPLIER MANAGEMENT PROCEDURE（ISO9001：2015）1. Purpose目的:1.1. To define supplier management procedure, and ensure that the supplier material will follow Xxxx quality requirements.确立供应商管理程序，确保供应商之产品能满足xxxx公司品质要求。
2. Scope范围:2.1. This procedure applies to all Xxxx suppliers.该程序适用于xxxx公司所有供应商。
3. Reference Document参考文件3.1. Quality Manual 品质手册3.2. Purchasing Procedure 采购程序3.3. Incoming Quality Control Procedure进料品质控制程序3.4. IQC monthly report IQC月报3.5. Sourcing Procedure. 供应商开发程序4. Definition定义4.1. A VL–Approved supplier list 合格供应商清单4.2. CPAR –Corrective and preventive action request.纠正与预防措施申请4.3. P.O. –Purchase order.采购订单5. Responsibility职责：5.1. QA Department 品质部:5.1.1. Responsible for the verification of the supplier’s quality man agement system, imposed requirement for the corrective and preventive action.负责确认供应商质量管理体系，纠正与预防措施的要求。
SupplierManagement中文版供应商
选择供应商
质量管理计划
(OTPV and Supplier)
设计评审
(OTPV or Supplier)
新产品准备会
SQE Program
管理 /管控
Supplier
改善措施
Supplier-Related
工程变更
监督与 重复AUDIT
商务季度评审会
持续改善计划
SupplierManagement中文版供应商
SupplierManagement中文版供应商
品质协议- 内容
“ 品质协议 ” 模板
SupplierManagement中文版供应商
Supplier 挑选 商业因素
➢ 价格 ➢ 付款条件 ➢ 后勤支援 ➢ 坐落位置等…
质量因素
➢出货品质状况 ➢现有客户产品品质状况 ➢评级 ➢品质协议谈判结果
SupplierManagement中文版供应商
SupplierManagement中文版供应商
NPRR新产品准备会 内容 制程/产品验证/限定条件 和量产有关的文件已经核准，并宣导到使用者那里 测试方法/制具的验证和管控 产品性能和可靠性测试已经完成 处理,存储,货运方法得当 组织健全，人员受训上岗 FAI首样检验
SupplierManagement中文版供应商
Design Review设计评审 产品不同点(跟旧品比较) SQE参与产品前期发展 Supplier参与客户前期设计 对于零部件重点关注限定条件
SupplierManagement中文版供应商
NPRR新产品准备会 针对指定的产品，作为在大量购买前检讨的核查表 内容 核准质量协议 品质管理计划的充分实施 建立品质目标/报表 所导入的改善措施已经使问题得到解决或可以结案。 有关设计的问题已经解决
Supplier-Performance-Mangement-Process-供应商绩效管理流程
1.0Purpose目的：Make sure supplier base supply is high efficiency and effective .It helpful to supplier matrix comparison by performance management ,optimize supply base ,phase out low efficiency suppliers; Discovery approved supplier supply issue ,make correction and continuous improvement ,development supplier capability , build strong supplier baser。
确保高效优质供给。
通过绩效管理有利于供给商之间的比拟，优化与优秀供给商的合作，淘汰不合格供给商；同时发现合格供给商的缺乏，敦促改良，开展提高供给商的能力，为确保以后稳定的供给奠定根底2.0 Scope适用范围：The suppliers belong to 3rd raw material purchase .Suppliers classified Grade A,B and C .Coesia 中国所有属于第三方采购的原材料供给商。
供给商按ABC分类考核。
3.0 Responsibility职责：SQE：Responsible for quality and continuous improvement index,SQE 负责质量与持续改良指标Buyer: Responsible for delivery .Buyer负责交货期Sourcing :Responsible for cost and support &Service; final consolidation and archiveSourcing负责本钱与支持配合效劳。
供应商开发流程_QM
供应商开发流程Sourcing Procedure1.0目的Purpose规范询价及供应商开发审批流程，使各部门有章可循，确保公司现在及未来业务的发展。
The procedure specify the work flow for inquiry and new supplier development. All related departments need follow the procedure for current and future development of company business.2.0适用范围Scope适用于本公司的所有生产用物料，包装材料及模具等。
The procedure applies for all production inventory materials, packaging materials, moulds etc..3.0定义Definition无4.0责任与权限Responsibilities供应商开发部负责供应商开发与管理。
供应商选定程序由供应商开发部，质量部及工程部共同施行，由厂长批准。
Supplier selection process is arranged by Sourcing, the selection process is jointly conducted by Sourcing ,QA and Eng, and requires the final approval from Plant manager.工程部负责提供图纸等技术方面的要求及标准；Engineering Dept. is responsible for technical requirements & standards;品质部负责测试及供应商审核；QA Dept. is responsible for testing and supplier assessment;财务部负责登记信息入系统，并监督审核整个过程。
汽车行业缩写
汽车行业常用缩写AAR: Appearance Approval Report 外观批准报告A/D/V: Analysis/Development/Validation 分析/开发/验证A/D/V–DV: ADV Design Validation ADV设计验证A/D/V P&R: Analysis/Development/Validation Plan and Report. This form is used to summarize the plan and results for validation testing. Additional information can be found in the GP-11 procedure.分析/开发/验证计划和报告A/D/V–PV: ADV Product Validation ADV产品验证AIAG: Automotive Industries Action Group, an organization formed by General Motors, Ford andDaimler-Chrysler to develop common standards and expectations for automotive suppliers. 汽车工业行动集团AP: Advance Purchasing 先期采购APQP: Advanced Product Quality Planning 产品质量先期策划APQP Project Plan: A one-page summary of the SGM APQP process that describes the tasks and the timeframe in which they occur. APQP项目策划AQC:Attribute Quality Characteristic 属性质量特性ASQE: Advanced Supplier Quality Engineer 先期供应商质量工程师BIW: Body in White. Usually the bare metal shell of the body including doors and deck lid prior to paint and trim. 白车身BOM: Bill of Materials 材料清单BOP:Bill of Process 过程清单Brownfield Site: An expansion of an existing facility. 扩建场地CMM: Coordinate Measuring Machine 三坐标测试仪Cpk: Capability Index for a stabile process 过程能力指数CTC: Component Timing Chart (DRE document) 零部件时间表(DRE文件)CTS: Component Technical Specifications 零部件技术规范CVER: Concept Vehicle Engineering Release 概念车工程发布DC: Design Complete 设计完成Defect outflow detection: A phrase used in the Supplier Quality Statement of Requirements that refers to in-process or subsequent inspection used to detect defects in parts. 缺陷检测DFM/DFA: Design for Manufacturability / Design for Assembly 可制造性/可装配性设计DFMEA: Design Failure Modes and Effects Analysis. It is used to identify the potential failure modes of a part, associated with the design, and establish a priority system for design improvements. 设计失效模式和后果分析DPV: Defects per vehicle 每辆车缺陷数DR: Documentation Required DR特性DRE: Design Release Engineer 设计释放工程师DV: Design Validation 设计验证E&APSP: Engineering & Advance Purchasing Sourcing Process. 工程&先期采购定点程序EP: E-Procurement 电子采购流程Error Occurrence Prevention: A phrase used in the Supplier Quality Statement of Requirements that refers to poke yoke or error-proofing devices used to prevent errors in the manufacturing process from occurring. 防错FTQ: First Time Quality 一次通过质量GA: General Assembly 总装GD&T: Geometric Dimensioning & Tolerancing 几何尺寸与公差SGM: Shanghai General Motors 上海通用汽车GMAP: General Motors Asian Pacific 通用汽车亚太GME: General Motors Europe 通用汽车欧洲GMNA: General Motors North American 通用汽车北美GP: General Procedure 通用程序GPDS: Global Product Description System 全球产品描述系统GPS: Global Purchasing System 全球采购系统GPSC: Global Purchasing & Supplier Chain 全球采购及供应链GR&R: Gage Repeatability and Reproducibility 检具重复性及再现性Greenfield Site: A new supplier facility that is built to support a program.GVDP: Global Vehicle Development Process 全球整车开发流程IPTV: Incidents per Thousand Vehicles 每千辆车故障IVER: Integration Vehicle Engineering Release 集成车工程发布KCC: Key Control Characteristics. It is a process characteristic where variation can affect the final part and/or the performance of the part. 关键控制特性KCDS: Key Characteristic Designation System 关键特性指示系统Kick-Off Meeting: The first APQP supplier program review. 启动会议(第一次APQP供应商项目评审) KPC: Key Product Characteristic. It is a product characteristic for which reasonably anticipated variation could significantly affect safety, compliance to governmental regulations, or customer satisfaction. 关键产品特性LAAM: (General Motors) Latin American, Africa & Meddle East (通用汽车)拉丁美洲、非洲及中东LCR: Lean Capacity Rate. It is the GM daily capacity requirement. 正常生产能力MCR: Maximum Capacity Rate. It is the GM maximum capacity requirement. 最大生产能力MOP: Make or Purchase 制造/采购MPC: Material Production Control 物料生产控制MPCE: Material Production Control Europe 欧洲物料生产控制MRD: Material Required Date; date material must be delivered in order to allow a build event to begin. 物料需求日期MSA: Measurement Systems Analysis 测量系统分析MVBns: Manufacturing Validation Build non-saleable 非销售车制造验证MVBs: Manufacturing Validation Build saleable 销售车制造验证NBH: New Business Hold 停止新业务Notice of Decision 决议通知OEM: Original Equipment Manufacturer 主机客户PAD: Production Assembly Documents 生产装配文件PC&L: Production Control & Logistics 生产控制&物流PDT: Product Development Team 产品开发小组PFMEA: Process Failure Modes and Effects Analysis. It is used to identify potential failure modes associated with the manufacturing and assembly process. 过程失效模式和后果分析PPAP: Production Part Approval Process 生产件批准程序Ppk: Performance index for a stable process 过程能力指数PPM: 1) Program Purchasing Manager, 2) Parts per Million (rejects and returns to suppliers) 1)项目经理2)每百万件的产品缺陷数PPV: Product & Process Validation 产品及过程验证PQC: Product Quality Characteristic 产品质量特性PR/R: Problem Reporting & Resolution 问题报告及解决PSA: Potential Supplier Assessment, a subset of the Quality System Assessment (QSA) 潜在供应商评审PV: Product Validation 产品验证QSA: Quality System Assessment 质量体系评审QSB: Quality Systems Basics 质量体系基础QTC: Quoted Tool Capacity 工装报价能力RASIC: Responsible, Approve, Support, Inform, Consult 负责、批准、支持、通知、讨论R@R: Run at Rate 按节拍生产RFQ: Request For Quotation 报价要求RPN: Risk Priority Number related to FMEA development 风险顺序数RPN Reduction Plan: An action plan that describes what is being done to reduce the risk priority number for items listed in the DFMEA or PFMEA.降低RPN值计划SDE: Supplier Development Engineer 供应商开发工程师SFMEA: System Failure Mode and Effects Analysis 系统失效模式分析SMT: System Management Team 系统管理小组SOA: Start of Acceleration 加速开始SORP: Start of Regular Production 正式生产SOR: Statement of Requirements 要求声明SPC: Statistical Process Control 统计过程控制SPO: (General Motors) Service and Parts Operations (通用汽车)零件与服务分部SQ: Supplier Quality 供应商质量SQE: Supplier Quality Engineer 供应商质量工程师SQIP: Supplier Quality Improvement Process 供应商质量改进过程SSF: Start of System Fill 系统填充开始SSTS: Sub-system Technical Specifications 子系统技术规范Sub-Assembly/ Sub-System: An assembly of sub-components delivered to the SGM main production line for installation to the vehicle as a single unit.Subcontractor: The supplier of a sub-component to a Complex System/Subassembly supplier (Tier 2, 3, etc). 分供方SVE: Sub-System Validation Engineer 子系统验证工程师SVER: Structure Vehicle Engineering Release. 结构车工程发布Team Feasibility Commitment: An AIAG APQP form that is provided with the Request for Quotation. It is the supplier’s concerns with the feasibility of manufacturing the part as specified.小组可行性承诺TKO: Tooling Kick-Off 模具启动会议UG: Unigraphics UG工程绘图造型系统VLE: Vehicle Line Executive 车辆平台负责人VTC: Validation Testing Complete 验证试验完成EWO: Engineering Work Order 工程工作指令。
Supplier Performance Mangement Process 供应商绩效管理流程
Sirius Machinery (Suzhou) Co.,Ltd西瑞斯包装机械（苏州）有限公司Sirius Machinery (Suzhou) Co.,Ltd西瑞斯包装机械（苏州）有限公司1.0Purpose目的：Make sure supplier base supply is high efficiency and effective .It helpful to suppliermatrix comparison by performance management ,optimize supply base ,phase outlow efficiency suppliers; Discovery approved supplier supply issue ,makecorrection and continuous improvement ,development supplier capability , buildstrong supplier baser。
确保高效优质供应。
通过绩效管理有利于供应商之间的比较，优化与优秀供应商的合作，淘汰不合格供应商；同时发现合格供应商的不足，敦促改进，发展提高供应商的能力，为确保以后稳定的供应奠定基础2.0 Scope适用范围：The suppliers belong to 3rd raw material purchase .Suppliers classified Grade A,B andC .Coesia中国所有属于第三方采购的原材料供应商。
供应商按ABC分类考核。
3.0Responsibility职责：SQE：Responsible for quality and continuousimprovement index,SQE 负责质量与持续改进指标Buyer: Responsible for delivery .Buyer负责交货期Sourcing :Responsible for cost and support&Service;final consolidation and archiveSourcing负责成本与支持配合服务。
供应商管理程序 中英文
未经授权不可拷贝! It is not allowed to make any copy without authorization
XXXX LTD.
1. Revision History 修订记录
供应商管理程序 SUPPLIER MANAGEMENT
PROCEDURE
文件编号: OP-QA-02 Document No.: OP-QA-02 版本:02 Version:02
生效日期 Effective Date:
29-Jul-2009
制定 Prepared by 日期 Date
28-Jul-2009
审核: Checked by: 日期 Date
批准: Approved by: 日期 Date
品质部 QA Dept 物料部 Material Dept 生产部 Prod. Dept 运作部 OP Dept. 工程部
requirement. 负责检查供应商的工艺水平和确认供应商是否能满足 xxxx 的产品要求。
6.5. Top management 高层管理 6.5.1. Responsible to approval the new supplier, based on the scored results and the comments from
供应商资料调查表(附件 8.2)以获得更多的信息，以下情况下需寻找后备供应商。
7.1.1.1. Major material suppliers (including the material with the long delivery time). 主要原材料供应商（包括交货期较长的物料）
7.1.1.2. The supplier with more than 100 delivery lots per month. 供应商每月交货批次超过 100 批
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XXX（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 Supplier :The supplier provides the material that is either valuable and / or critical impact to product’scharacteristics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:4.1 BZQP—7—06 Supplier Rating System Procedure 供货商评估系统程序.4.2 BZQP—8-07 Corrective and preventive actions procedure 纠正及预防措施程序.5。
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SupplierSourcingM anagementProcess 供应商开发管理流
程
1.0Purpose目的：
This process aims at supplierselection /development management and control of raw material,equipment , tooling and others ，make sure effective and efficiency supply on quality ,delivery ，cost and service
对提供生产物料、设备、工装及其配件和服务的供应商进行选择和确定，实现对供应商的管理和控制，确保供应商满足规定的质量，交货及成本服务要求。
2.0 Scope适用范围：
This program is applicable for Coesia China all suppliers on selection, evaluation,
approval or new product purchase and supplier disposition.
本程序适用于Coesia中国所有供应商的开发、选择，能力的评价，产品和过程的批准以及处理。
3.0Term and Definition 术语和定义
3.1 Supplier Classification .Classify supplier as ABC
for the 3rd party purchasing
供应商分类。
对第三方采购的供应商实行ABC分类管理。
3.1.1 Class A defined as important and need
control .1.Supplier yearly spending within top 80%
in Coesia 3rd spending 2. The top 30 spending
supplier limitation.
A类供应商定义为重要且需控制。
1.全年采购额在Coesia第三方采购排
在前80%以内，且 2.排名前30位。
3.1.2 Class B defined as between A and C suppliers
B类供应商定义重要不需控制。
采购额介于A类和C类
3.1.3 Class C defined as non- important and needn't
control .The spending is lower
100K RMB per year
C类供应商定义为不重要不用控制。
采购额低于10万的供应商。
4.0Responsibility职责：
4.1 Supply management供应管理
A. Sourcing 供应商开发
4.1.1 Make supplier sourcing strategy
确定采购策略与原则。
4.1.2 Approve new supplier
审核批准合格新供应商。
4.1.3 Negotiation price and approve quotation and
allocation
协商审批采购价格和供应商供货的比例。
4.1.4 Lead quality ,engineering and related team on
supplier audit
组织质量部、技术部等相关部门审核潜在供应商，选择合格供应商。
4.1.5 Responsible for supplier performance management
负责供应商的业绩管理。
4.1.6 Classify the supplier grade by purchasing product
impact按照对产品质量的影响程度对供应商进行分级。
B.Buyer物料采购
4.1.7 Responsible for the order and delivery
负责订单业务及货期管理。
4.1.8 Responsible for the supplier payment
负责付款业务。
4.1.9 Manage all daily supplier supply issue
会同有关部门处理采购物资在使用过程中出现的各种问
题。
4.2 Quality 质量部职责
A. SQE 供应商质量管理
4.2.1 Involve the potential supplier audit and sample
verification
参与潜在供应商的推荐与合格供应商选择，负责对潜在供应商提供的样
件进行验证。
4.2.2 Responsible for potential supplier quality
capability and system
负责对潜在供应商的质量能力及质量评审。
4.2.3 Responsible for supplier quality and quality
agreement
负责向供应商提出质量要求，并在《质量保证协议》中向供应商明示。
4.2.4 Responsible to approve the potential supplier
sample。