(供应商管理)奔驰供应商评审中英文文件
供应商考核与评价控制程序(中英文)
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。
供应商审核报告(中英文对照)
Year of foundation 贵司成立年份:Annual turnover 年销售额:Number of Employees 职工总人数:Sales department 销售部:Production 生产部:Finances 财务部:Quality assurance 品控部:Supplied product 供应产品:Complied standard 产品符合标准:Shelf life 保质期:Export countriy for this product 产品出口国:Compared with other factory, advantage of your factory and product 与同行相比，贵司产品的优势:Production flow chart or simple description(please attach a copy) 生产流程，请简单描述或附工艺流程图:Zip Code 邮编:3. QUESTIONNAIRE 问卷2. PRODUCT INFORMATION 产品信息Manufacture capability 生产能力:Other product 其他可供应产品:Company LogoSUPPLIER AUDIT REPORT供应商审核报告Address 地址:1. SUPPLIER DATA 供应商信息Supplier name 供应商名称:Guidlines for filling 填写指南1- The porpose filling of this questionnaire is to collect information about the Quality System of supplier. 填写该问卷的目的是了解供应商质量控制体系。
2- Mark with (X ) the alternative that matches replies to your answer. Please do not leave any question without answer. If necessary make observations. 在符合项下画“X ”，请回答所有问题，如需说明请备注。
供应商审核报告(中英文对照)
Year of foundation 贵司成立年份:Annual turnover 年销售额:Number of Employees 职工总人数:Sales department 销售部:Production 生产部:Finances 财务部:Quality assurance 品控部:Supplied product 供应产品:Complied standard 产品符合标准:Shelf life 保质期:Export countriy for this product 产品出口国:Compared with other factory, advantage of your factory and product 与同行相比，贵司产品的优势:Production flow chart or simple description(please attach a copy) 生产流程，请简单描述或附工艺流程图:Zip Code 邮编:3. QUESTIONNAIRE 问卷2. PRODUCT INFORMATION 产品信息Manufacture capability 生产能力:Other product 其他可供应产品:Company LogoSUPPLIER AUDIT REPORT供应商审核报告Address 地址:1. SUPPLIER DATA 供应商信息Supplier name 供应商名称:Guidlines for filling 填写指南1- The porpose filling of this questionnaire is to collect information about the Quality System of supplier. 填写该问卷的目的是了解供应商质量控制体系。
2- Mark with (X ) the alternative that matches replies to your answer. Please do not leave any question without answer. If necessary make observations. 在符合项下画“X ”，请回答所有问题，如需说明请备注。
供应商管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)互利共赢的供应商质量控制前言近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS09000族标准以及QS 9000标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。
另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。
因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。
1、质量与企业共存质量一直是一个随着时代的变化而不断变化的概念，人们对质量的认识也往往因关注点不同而有所不同。
如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起，而后从中选择零件重新组装成车，然后驾车绝尘而去。
这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。
显然在当时，汽车零件具有互换性是一种了不起的质量特性，这也是福特公司的N型车和T型车取得辉煌成功的重要原因。
时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性。
可见质量的内涵是不断变化的。
那么究竟什么是质量呢?（1）市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客”争夺战中，质量、价格、交付(交付日期、方式和手段)和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点。
它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。
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。
MBST 2007 - Quality - Chinese_FINAL
一旦预见无法遵守零缺陷义务，供应商应立即通知DC。
供应商有责任按照设计任务书、要求规范或其它DC数据确定和正确定义特别特征（例 如安全相关，认证相关，功能和过程相关），并且也为恰当地优化生产系统、过程和测 试方法承担责任。如果出现产品缺陷，该产品的使用可能会对生命和健康形成危险，供 应商有义务采取一切手段杜绝有缺陷的供货。
5
由供应商负责的产品开发的产品设计和产品开发许可
6
设计FMEA
7
过程FMEA
8
过程流程图（生产和检查步骤）
9
生产控制计划（控制计划）
10 检查和测试设备清单（产品特定的）
11 检查和测试设备能力研究，有目的的（结果）
E
E
EE
12 遵守法定要求的证明，如与DC有此约定（环境，安全，回收利用）
供应商应要求其二级供应商也履行此MBST中规定的义务。
开发和提供软件（也与硬件相关）的供应商必须遵守ISO/IEC 15504或AutomotiveSPICETM 标准的当前有效版本。
2. 审核/验证
DC有权审核和评估供应商的质量管理体系和质量保证措施，或者由DC任命的第三方进 行审核和评估。这些作为审核的一部分（供应商技术审核）可以在供应商工作时间内按照 预先声明进行。在供货框架内，供应商必须要求其二级供应商也接受DC或第三方的审核。 供应商应声明愿意帮助DC识别在二级供应商结构中存在的弱项（例如结构和风险分析 “SRA”）。对被发现的弱项进行改进是供应商的责任。DC可以要求参与到供应商实施的 改进中，并且可以针对各别情况制定质量保证措施。
(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。
奔驰供应商评审中英文文件
第 4 页 共 88 页
A – Management/管理
Comments: 注解： The Management (e. g. Board of Management, Plant Management, Section Management) develops the quality policy for the company, defines it and commits all areas and levels to it. This allows specific quality goals and also a quality system (Q system) to be agreed upon. Quality must be regarded as an overall management task. The management must concern itself with the following subjects: 提交并详细说明所有范围、级别的公司经营（例如：管理部门、工厂管理、项目管理）发展的质量方针。允许 已经同意的特殊目标和质量体系。质量必须当作一项全面的经营任务。经营必须涉及它自身具有的如下题目： Business Plan* 商业计划 Comparison of internal & external performance data 国内外性能资料对照 Business results 商业成果 Employee satisfaction 员工满意 Customer satisfaction 客户满意 “Management” describes the organizational entity in the company that is responsible for profit and loss. 管理层描述在公司内负责利润和消耗的组织实体。 Remark: * = Business plan means: local plant performance targets 注，商业计划意味着：当地的工厂执行目标 Checklist Overview:评审清单总览 1 Have goals been defined and are they consistently being followed? 是否制定目标，并且始终遵循？ 1a Does the supplier have process to update their business Plan? 供应商是否有更新商业计划的流程？ 1b Are objectives developed from the business plan? 所有目标是否都源于商业计划？ 2 Is there a process for management review? 是否有管理评审流程？ 2a Are objectives defined and controlled on all levels? 是否界定和控制所有等级的目标？ 2b Does the supplier perform regularly scheduled quality audits internally?
供应商评估表(中英文对照)模板
供应商评估表（中英文对照）模板Supplier Evaluation Form (Chinese-English Comparative Template)Introduction 简介：本供应商评估表旨在帮助企业对供应商进行全面评估，以确保供应链的可靠性和效率。
本评估表将提供一份供应商的综合分析，包括质量管理、交货能力、价格竞争力、服务水平和合规性等方面的评估。
为了方便使用，本文提供了中英文对照的模板，供使用者参考和使用。
This Supplier Evaluation Form aims to assist businesses in conducting thorough assessments of their suppliers to ensure reliability and efficiency within the supply chain. The evaluation form will provide a comprehensive analysis of suppliers, including assessments of quality management, delivery capabilities, price competitiveness, service levels, and compliance. For easeof use, this article provides a template with both Chinese and English sections as a reference for users.供应商信息 Supplier Information：供应商名称：______________________________Supplier Name: _______________________________供应商地址：______________________________Supplier Address: _______________________________联系人：______________________________Contact Person: _______________________________联系电话：______________________________Contact Number: _______________________________评估日期：______________________________Evaluation Date: _______________________________评估人员：______________________________Evaluator: _______________________________供应商综合评估 Comprehensive Supplier Evaluation：1.质量管理 Quality Management：1.1 产品质量 Product Quality请根据以下指标对供应商的产品质量进行评估，请在右侧打"√"表示评估结果。
供应商管理程序 中英文
3.1. This procedure applies to all Xxxx suppliers. 该程序适用于 xxxx 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:
6.2.1. Responsible for the determination and verification of the competitive pricing. 负责决定和确认有竞争力的价格。
6.2.2. Responsible to search for the prospective supplier of the product that Xxxx requires. 负责寻找符合 xxxx 公司产品要求的后备供应商。
02
revise the content of 7.3.增加 7.2.9,7.2.10 及附件 8.6,
修正 7.3 及附件 8.1
供应商管控申明英文版
供应商管控申明英文版1、 PurposeThis control procedure is formulated to ensure the product quality of the company, standardize supplier management, establish a safe and stable supplier team, and prevent safety accidents of purchased raw materials, products, equipment, etc.2、 ScopeIt is applicable to the development, supervision, evaluation and assessment of the company's suppliers.3、 Responsibilities3.1 supply chain3.1.1 organize the review and selection of suppliers, and establish the archives of qualified suppliers;3.1.2 be responsible for the development of new suppliers and standby suppliers;3.1.3 review and file the delivery date, price, service and quality of suppliers every six months. Ensure that these suppliers have the ability to meet the requirements of the company's products or services.3.1.4 purchase according to the plan and certification results, and track the arrival of goods to ensure that the purchase task is completed on schedule.3.2 quality department3.2.1 check and accept the purchased raw and auxiliary materials and products according to the specified procedures;3.2.2 regularly carry out factory supervision on suppliers / OEM;3.2.3 supplier performance evaluation;3.2.4 supplier coaching;3.2.5 supplier and OEM qualification update.3.3 General Manager3.3.1 be responsible for approving the list of qualified suppliers.4、 Procedure4.1 definition4.1.1 supplier: an organization that provides products or services for the company. Our suppliers mainly include the following situations:(1) Raw material supplier: the manufacturer who directly provides raw and auxiliary materials for our OEM;(2) Raw material agent: the dealer who provides raw and auxiliary materials for our agent factory according to the requirements of the agreement;4.1.2 OEM: the manufacturer that processes products for our company according to specific requirements.4.2 supplier development procedure4.2.1 when there are new products or need to find alternative suppliers, the following requirements should be made clear first:(1) Production requirements for material technology, quality and delivery date;(2) The ability of the supplier is required;(3) Quality the ability and quality status of existing suppliers to meet supply requirements.4.2.2 preparation of supplier development scheduleAccording to the development needs of new suppliers, formulate the supplier development schedule to ensure that the specific work of developing new suppliers is clear and avoid delay.4.2.3 obtain the information of new suppliers through the Internet, enterprise Yellow Pages, exhibitions, peer introductions, etc., and preliminarily screen the suppliers tobe developed according to the company's requirements, leaving 3-5 suppliers for further contact.4.2.4 preliminary screening of new suppliersThe suppliers who have passed the preliminary screening shall make preliminary contact by telephone, express the purpose of contact, their own needs, preliminarily understand the supplier's products, request relevant information and samples from the supplier, and require the supplier to fill in the supplier questionnaire. In the initial contact, the supplier's quotation is not involved unless it is a special case.4.2.5 determine whether to visit the factory preliminarily according to the importance of the company's products.4.2.6 after reviewing the qualification of suppliers and preliminarily mastering the basic situation of suppliers, suppliers can be required to make quotations and compare prices according to the quotations of several suppliers and market prices.4.2.7 organize personnel from relevant departments to conduct factory supervision on potential suppliers who meet the qualification, price and delivery conditions. The supervision contents include quality assurance ability, productdevelopment ability, supply ability, price level, service level and management level.4.2.8 according to the product characteristics, three alternative suppliers are selected for the small-scale test and medium-sized test of the products.4.2.9 the quality department organizes relevant departments to conduct product evaluation, such as sensory evaluation, product quality inspection, etc.4.2.10 according to the sample evaluation results, select appropriate new suppliers and include them in the list of qualified suppliers.4.3 supplier factory supervision4.3.1 supplier classificationPrimary suppliers: those with large business volume and whose products are important to the company;Secondary suppliers: those with small business volume and whose products are important to the company;Third tier suppliers: large business volume and relatively simple products;Level 4 supplier: the business volume is small, and the products supplied are relatively simple.4.3.2 supplier factory monitoring frequencyAt the end of each year, the quality department formulates the supplier factory supervision plan for the next year, and regularly monitors the factory of primary suppliers to master the production and management of suppliers.(1) Newly developed suppliers: the first tier suppliers need to be jointly supervised by the supply chain and the quality department before the sample test, and the sample trial production and supply can be carried out only after the supervision is qualified; The second, third and fourth tier suppliers need to obtain the licenses required by the company's legal business before they can carry out sample trial production and supply.(2) Stable suppliers: first tier suppliers conduct factory supervision more than once a year (including once); The secondary and tertiary suppliers shall review the written data once a year, and conduct on-site supervision if necessary;(3) When there are major exceptions in the primary, secondary and tertiary suppliers, OEM products, delivery dates, etc;(4) In case of serious nonconformity in the supplier's factory supervision, the second factory supervision shall be organized within three months.4.3.3 supplier factory supervision procedureWhen conducting factory supervision, it is necessary to formulate a supplier supervision checklist one week in advance, which covers quality system, document record control, procurement and incoming inspection control, product storage identification and protection, monitoring equipment control, equipment control, human resources, work environment control, flow chart control, traceability system, nonconforming product control, etc.The supplier supervision checklist can be sent to the monitored factory in advance or without prior notice. However, before supervision, it is necessary to confirm the production plan with the relevant departments of the monitored factory to ensure that the workshop produces our raw materials or products on the day of supervision.First meeting: after arriving at the supplier, the supervisor shall first hold a meeting with the head of the audited supplier and relevant personnel to communicate the audit plan and related audit matters.On site audit: after the first meeting, the on-site audit shall be carried out according to the supplier supervision checklist prepared in advance, and the supervisors can alsoincrease or reduce the supervision content according to the actual situation.The last meeting: after the on-site monitoring, the supervisors and the supervisor of the monitored supplier and relevant personnel will explain the monitoring results and the nonconformities found, and determine the improvement time of the nonconformities. According to the monitoring situation, the supervisors form the supplier factory monitoring report and the non conformance improvement report, and send them to the supply chain, quality department, monitored suppliers and other relevant departments.The types of nonconformities include serious nonconformity, general nonconformity and minor nonconformity. When the monitored factory has one serious nonconformity or more than three general nonconformities, the supply will be suspended, and a second factory supervision will be organized within three months. If the factory supervision fails for three consecutive times, it will be deleted from the list of qualified suppliers.4.3 assessment of supplier factory4.3.1 the quality department shall assess the quality level, delivery capacity, technical capacity, cooperation status, price and service of suppliers' products every year.4.3.2 the total score of supplier assessment is 100 points.4.3.3 assessment basis:(1) Quality: carry out reference evaluation according to the acceptance records of the quality department;(2) Delivery date: make reference evaluation according to the order placing and receiving records of the supply chain and the warehouse;(3) Price: make reference evaluation according to the inertial purchasing experience of the supply chain and the rise and fall of prices;(4) Service: carry out reference evaluation according to the daily performance of suppliers.4.3.4 supplier assessment level: supplier assessment is divided into four levels: A, B, C and D:(1) Grade A: score more than 90 points;(2) Grade B: 75 ~ 90 points;(3) Grade C: 65-75 points;(4) Grade D: score below 65 points.4.3.5 the handling methods for different levels of suppliers are as follows:(1) Grade A: priority purchase;(2) Grade B: general procurement;(3) Level C: reduce procurement and provide supplier guidance; Find new suppliers to replace when necessary;(4) Grade D: disqualification of qualified suppliers.4.3.6 if the "qualified rate of goods" assessed by the supplier is less than 70%, the qualification of qualified supplier shall be directly cancelled.。
奔驰供应商评审中英文文件精编版
奔驰供应商评审中英文文件公司内部编号：（GOOD-TMMT-MMUT-UUPTY-UUYY-DTTI-潜潜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。
供应商审核报告表中英文对照版
表格编号form code:A-PQEO-15/1-5/03Page页: 2Supplier/供应商: Date日期: QM audit/体系审核a = Requirements are fully satisfied/完全满意*) Please enclose copy附上复印件b = Requirements are satisfied with deviations/基本满意，但稍有偏差c = Requirements are not satisfied/不满意n.a. = Not applicable/不适用a = Requirements are fully satisfied/完全满意*) Please enclose copy附上复印件b = Requirements are satisfied with deviations/基本满意, 但稍有偏差c = Requirements are not satisfied/不满意n. a. = Not applicable/不适用a = Requirements are fully satisfied/完全满意*) Please enclose copy附上复印件b = Requirements are satisfied with deviations/基本满意，但稍有偏差c = Requirements are not satisfied/不满意n. a. = Not applicable/不适用Page页: 3Supplier供应商: Date日期:表格编号form code:A-PQEO-15/1-5/03a = Requirements are fully satisfied完全满意b = Requirements are satisfied with deviations/基本满意，但稍有偏差c = Requirements are not satisfied/不满意n.a. = Not applicable/不适用b = Requirements are satisfied with deviations/基本满意, 但稍有偏差c = Requirements are not satisfied/不满意n. a. = Not applicable/不适用b = Requirements are satisfied with deviations/基本满意，但稍有偏差c = Requirements are not satisfied/不满意n. a. = Not applicable/不适用Page页: 5Supplier/供应商: Date日期:EHS audit/环境健康安全审核表格编号form code:A-PQEO-15/1-5/03a = Requirements are fully satisfied/完全满意*) Please enclose copy附上复印件b = Requirements are satisfied with deviations/基本满意, 但稍有偏差c = Requirements are not satisfied/不满意n.a. = Not applicable/不适用Action plan Enclosure for audit conducted on:Signature Supplier (corrective actions started): ___________________表格编号form code:A-PQEO-15/1-5/03。
奔驰供应商评审中英文文件
奔驰供应商评审中英文文件Last revision on 21 December 2020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 communicationwith 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。
供应商管理程序中英文版本.docx
供应商管理程序《中英文版》Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 2 of 16Rev.版本1 23 4Revision History 版本記录Change Description修改内容New releaseCancel items 6.2.6,6.2.7,6.2.8, 6.3.2.5,6.4,6.5.3.4,6.5.1,6.6.2 and formBZQP-7-07F07.1Modify items 3.5,6.2.3,6.2.4,6.2.5.1,6.3.8.3,6.6.1,6.6.2 and updateform BZQP-7- 07F04.1, BZQP-7-07F08.1, BZQP-7- 07F09.1Upaded 6.2.1,6.2.2, 6.2.4.1,6.5.1, 6.6.1.3,and 9.1Cancel Form BZQP-7-07F08.2 and updated BZQP-7-07F09.3Originated By Date编写日期KS Yang Sep.1,2006KS Yang July.1,2007KS Yang Oct.9,2007Frank Peng Nov.19,2009Approval & Distribution审批&分发APP Dept.Signature/Date APP Dept.Signature/ Date 審批部門簽署/日期審批部門簽署/日期生产部 PRD人力资源部HR品保部 QA财务部FIN资材部 Sourcing仓储部WH工程部 Engineering管理者代表MR生产及物料管控PMC厂长Plant ManagerOther Distribution Location :Checked by (Doc. Con.) :_______________Effective Date :___________________________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 3 of 16 Confidential & Proprietary Information of XXX (ZhongShan). XXX(中山)机密及专利文件1.PURPOSE 目的 :To establish a guideline to control and monitor supplier quality performance, manage supplier to improvequality 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 :4.1BZQP-7-06Supplier Rating System Procedure供货商评估系统程序.4.2BZQP-8-07Corrective and preventive actions procedure纠正及预防措施程序.______________________________________________________________________________________________________Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 4 of 165.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.’ s support both for ongoing & future if necessary.5.1.3Coordinate and plan supplier协调和规划供货商现在及将来的支持5.2 QA 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.5.3 ME 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朮评估.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 RatingSystem 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 ordrawing component requirements to supplier andEngineer instruct supplier to submitsample and related document (Attachment 1.)______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Quality Procedure质量程序Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 5 of 16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(附檔1)6.2.2Engineer will cooperate to complete FAI, detail operation process refer toInspection Instruction (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“ Incoming First Arti(BZWIQA- 003) ”6.2.3After the internal inspection completed, QA submit the passed part and FAI documents to customerfor make final approve if need. After customer approve the sample, QA distribute the approvedsample 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FAI报告送与客户IQC 和采购 ,作为样板被XXX( 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 process from 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 6.2.4.6.2.4.1 For the critical to quality indirect material and not customer specified ,new developed suppliermaterial needs to pass Engineer ’ s approval, and send to customer for appas required.roval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6.2.5.1 In the below cases, IQC or buyer has the authority to request and disqualify suppliersupply, and IQC rise a material disqualification request.( BZQP-7-07F01.1 )’ s pa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 )6.2.5.1.1 Serious quality issue from supplier (example: safety issue, use bannedmaterial, or seriously impact 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______________________________________________________________________________________________________Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 6 of 16响等 ).6.2.5.1.2More than 3 times claims for material quality from IQC or production line within onemonth and there is no effective action to improve the quality after IQC warn or QAperform 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.6.2.5.1.3 Continual 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 .6.3Supplier Qualification & disqualification供货商资格认证及取消6.3.1 For new supplier (or second source) who is opened by XXX (ZhongShan), QA needs to qualifynew supplier. For the current suppliers, purchasing can list them directly in the A VL 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 5classifications 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 must obey XXX (ZhongShan) businessrequirements, can not disclose any XXX (ZhongShan) businessinformation, drawing, technical information, pricing information toany other 3rd party under this agreement withoutXXX(ZhongShan)permissions.______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 7 of 16此档是供货商与XXX( 中山 )生意合作之前的保密协定.供货商必须遵守XXX( 中山 )商业要求 , 不能揭露任何XXX( 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 .6.3.2.2 Supplier reliable investigate report:供货商信誉度调查This report is to investigate supplier reliable information in market andensure supplier can show enough capability 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 .6.3.2.3 Supplier Qualification Summary Report供货商认证总结报告This report is conducted by purchasing for one supplier evaluation summary report &qualification status.此份报告由采购主导用以供货商评估总结及认证状况.6.3.2.4 Supplier audit report, QA is responsible for perform audit ,if it is necessaryand applicable, QA releases the 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 .6.3.2.5 Supplier Disqualification Request供货商资格取消申请 .This report will be requested by purchasing & QA to disqualify a supplier; andthe applicant will fill in the application. It will be effective by theirmanager 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XXX(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______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 8 of 16reliable & 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; productsinformation (samples, specs), etc. If it matches current business requirments, then willsend “ Supplier Reliable Investigate Report” to supplier-evaluation,forself requestsupplier to submit self-evaluation data to purchasing for evaluation, based on currentcommodity supplier base status, technology, quality, cost, responsiveness, service, delivery,stability &capability, environmental & safety, If recommended supplier matches XXX’ srequirements, purchasing wil l lead 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XXX( 中山 )要求 ,采购将安排发展团队予以评鉴.6.3.5Purchasi ng will lead “ development team ” to summarize “ Supplier Qualification Summary Report 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6.3.5.1“BZWIQA-015商 .XXX( 中山 )合格供货商必须同时满足如下要求:Pass XXX (ZhongShan) QA audit if it is applicable. The approval classification will refer tosupplier audit &qualification”.在审核可以进行和需要的条件下,供货商须通过XXX(中山 )QA稽核 .有关承认条件请参考“BZWIQA-015供货商审查和认证指示”.6.3.5.2Reasonable price and proactively to support XXX (ZhongShan) on cost reductionapproach.合理的价格水平和主动配合XXX( 中山 )进行成本降低.6.3.5.3Supplier has a capability & stability system to support XXX (ZhongShan);______________________________________________________________________________________________________ Form No. 表格編號﹕BZQP-4-01F01.3Title 标题 :Doc No. 文件编号 :BZQP-7-07Supplier Quality Management Procedure Revision 版本 :4供货商质量管理程序Page 页码 :Page 9 of 16供货商具有稳定的能力服务XXX(中山).6.3.5.4Supplier can provide XXX (ZhongShan) technology solutions proactively.供货商能够主动提供XXX( 中山 )材料技术解决方案.6.3.5.5“ Acceptable”and or above classification status approached to“ Cost competitive, StabilityCapability, Technology”criterions.“价格竞争性、稳定性及能力、技术”达到“可接受”或以上标准.6.3.5.6“ Supplier reliable investigates report”willXXXbe(ZhongShan)matchedrequirements on supplier reliable survey.“供货商信誉度调查”必须符合XXX( 中山 )关于供货商可信度调查要求.6.3.6The supplier evaluation summarized report will be forwarded to supplier by purchasing. If openednew supplier which pass or conditional pass XXX (ZhongShan) audit, purchasing will create a vendorcode in system and pass to Finance, after the signature of purchasing Manager.采购将供货商评估总结报告转给供货商.如果新开发的供货商通过或条件通过XXX(中山 )的审核，采购将填写供货商代码并经采购经理签名后,附上供货商评估总结报告交会计部.6.3.7For customer specified suppliers, or suppliers are specified in customer BOM, QA donqualify supplier except customer request. QA will perform supplier audit when supplierquality performance is not satisfying. If supplier fail audit, customer shall approve qualityrisk assessment form ” if customerstilluse this source.’ t need对于客户指定的供货商必对此类供货商进行认证,或在客户BOM中指明的供货商.当供货商质量表现不好时，,除非客户有要求，否则QAQA 将执行审核。
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。
奔驰汽车供应商质量管理体系概要
2.9 Legal Text Online “Legal Text Online”- Objective and Contents Objective: Publication: Last Doc. Change: Last QMweb Change: Last Portal Change:external/internal 17.12.2007 20.12.2007 n. a. Developing and manufacturing automobiles as well as the obligations of the manufacturer subsequent to the actual production process are regulated by a number of regulations. If a product is to be marketed internationally, one must be thus be informed about the global legislation. “Legal Text Online" is ad ecisive help in this matter. “Legal Text Online” is a database with laws, ordinances, guidelines and directives as well as corresponding draft texts that must be observed in the development, construction, licensing and operation of vehicles in Germany and particularly outside Germany. These regulations and drafts are generally adopted and issued by the legislative body of individual states, international organizations and bodies. Other than some exceptions, the texts from “Legal Text Online“ can be found in their original version and also in German and if applicable, in English translation. Currently English versions of the regulations are available for the most important markets (EU, ECE, Japan etc. and in some chosen cases also for less important markets. The documents obtained from the database are either adopted laws or (nearly finished drafts. In addition, regulations about passenger cars, freight vehicles, omnibuses and vehicle combinations (no motorcycles or farming tractors are covered by “Legal Text Online”. All countries in the world and all international ECE rules and EU guidelines and other supranational regulations are processed. The regulation processing concentrates on particular areas, i.e. not all countries are equally current and regulation documents for all topics are not deposited for all countries. In general, the regulations from the countries that are most requested (EU, ECE, USA etc. are most up-to-date. Issues: Supplier Management Manual Version 1.7.5 MBC/Q File and printed copies of this document are not subject to document change control. The valid version of this document is available from your portal administrator via the Daimler Supplier Portal(https:// 11Production Credits Publication: Last Doc. Change: Last QMweb Change: Last Portal Change: external/internal 17.12.2007 20.12.2007 n. a. Published by: Daimler AG MBC/Q – Quality Supplier and Quality Monitoring Department In-house post code G163 71063 Sindelfingen E-Mail: pool-id.lieferantenhandbuch@ Production Team : Name Jürgen Riehl Norbert Drüke Sebastian Dröws Rüdiger Sobbe Erich Katzenmayer ... and other colleagues. Supplier Management Manual Version 1.7.5MBC/Q File and printed copies of this document are not subject to document change control. The valid version of this document is available from your portal administrator via the Daimler Supplier Portal (https:// Department LOG/PBA MBC/QPS MBC/QPS MBC/QEE PMC/733 Plant 50 50 50 50 50 12。
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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。
2 green Process/procedure is completely documented and acceptably implemented.2分绿色流程/程序是完整的并备有证明文件，贯彻情况可以接受。
Process will probably not cause any product failure and/or unsatisfactory communication with the customer 过程大概不会发生产品缺陷和招致顾客抱怨。
3 green A completely documented process/procedure is fully implemented and meets minimum requirements. 3分绿色具有完整的备有证明文件流程/程序，并得到完全地贯彻。
According to the evaluation team’s expertise the process will not cause any product failure and/or unsatisfactory communication with the customer依照评估团队专家的意见，过程不会发生产品缺陷和顾客抱怨。
N/A green N/A项绿色The evaluation team agrees that this question should not be scored. Enter NA into the Score box and explain reasons on COMMENTS page.评估团队同意不记分的这些问题，记分箱内输进NA，并在注释页解释原因。
Question is not applicable for this particular commodity/process对于特殊的商品/过程，问题不适用。
Note The team must reach a consensus on each question score.注意：每一项问题的打分，团队必须达成一致意见。
A – Management/管理Comments:注解：The Management (e. g. Board of Management, Plant Management, Section Management) develops the quality policy for the company, defines it and commits all areas and levels to it. This allows specific quality goals and also a quality system (Q system) to be agreed upon. Quality must be regarded as an overall management task. The management must concern itself with the following subjects:提交并详细说明所有范围、级别的公司经营（例如：管理部门、工厂管理、项目管理）发展的质量方针。
允许已经同意的特殊目标和质量体系。
质量必须当作一项全面的经营任务。
经营必须涉及它自身具有的如下题目：• Business Plan* 商业计划• Comparison of internal & external performance data国内外性能资料对照• Business results商业成果• Employee satisfaction员工满意• Customer satisfaction客户满意“Management” describes the organizational entity in the company that is responsible for profit and loss.管理层描述在公司内负责利润和消耗的组织实体。
Remark: * = Business plan means: local plant performance targets注，商业计划意味着：当地的工厂执行目标Checklist Overview:评审清单总览1 Have goals been defined and are they consistently being followed?是否制定目标，并且始终遵循？1a Does the supplier have process to update their business Plan?供应商是否有更新商业计划的流程？1b Are objectives developed from the business plan?所有目标是否都源于商业计划？2 Is there a process for management review?是否有管理评审流程？2a Are objectives defined and controlled on all levels?是否界定和控制所有等级的目标？2b Does the supplier perform regularly scheduled quality audits internally?供应商是否实施定期的内部质量评审？2c Do preventive and reactive measures derive from this evaluation?是否有针对评审（结果）的纠正和预防措施？3 Is there a process for evaluating the capability of the established resources (employees, equipment, methods, material)?是否有流程来评估已经建立的资源能力（如人员、设备、方法和材料）？3a Does the organization identify and allocate appropriate resources for increase of customer satisfaction? 为提高顾客满意度，组织是否识别和分配适当的资源？4 Is there a process for the management of employee satisfaction with suitable methods?是否有合适的方法来管理员工满意度的流程？4a Does the supplier have a process for quality awareness?供应商是否有关于(提高)质量意识的流程？4b Does the supplier promote any motivational activity (e.g. small group activity) to assure and improve the quality?供应商是否推行员工激励活动（例：小组活动）以保证和改善质量？5 Does a training program exist which supports achieving the scope of business and fulfillment of customer requirements?是否有支持完成商业经营范围和履行顾客需求的培训计划？5a Does the supplier have documented training and development programs for its personnel?供应商是否有针对员工的书面化的培训和开发计划？5b Individual Training: does the training program fit to the job specifications?个人培训，培训计划是否合适于岗位说明？5c What kinds of information do the employees get about customer requirements and about achievement of objectives?在顾客需求和目标绩效方面，员工得到了哪些信息？A1Have goals been defined and are they consistently being followed?是否制定目标，并且始终遵循？Comments: 注解：“Goals” are specifications for products, processes, operations and services defined for all levels. These objectives are derived from customer requirements, the competitive situation, the legal environment and internal requirements as well as adherence to the zero defect strategy目标是.对于产品、过程、操作和所有级别服务界定的规范。