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

Audit and Approval 审核及批准

Audit and Approval 审核及批准Signature

签字

Date

日期

Remark

备注

General Manager

总经理

√

Production Dept

制造部

√

R&D Dept.

产品开发部

√

Quality Dept.

质量部

√

Purchasing Dept.

采购部

√

Finance Dept.

财务部

√

HR Dept.

人力资源部

Sales Dept.

销售部

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 product

conforms 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 technical

capability.

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。

质量部负责初评,审核新供应商,确认其品质保证能力及来料控制.

5. Procedure内容:

5.1 New supplier development

5.1.1 Sourcing for new supplier寻找新供应商

5.1.1.1Purchasing department gets purchasing request and needs for new supplier. All

departments can request a need.

采购部得到采购需求，需要发展新供应商。公司任何部门都可以提出采购需求。

5.1.1.2 Purchasing department searches supplier through current supply base, internet,

exhibition and other channels according to knowledge、 information and need

specification from request department.

采购部根据需求部门的信息要求开始寻找供应商。可通过现有供应商、网络、会展

等各种渠道寻找新供应商。

5.1.1.3 Purchasing department contacts the supplier and makes a preliminary assessment.

采购部联系发现的供应商并对其做初步评估。

5.1.1.4 It goes to the next step if supplier is feasible. Otherwise return to 5.1.1.2. Other

department can also recommend potential supplier to purchasing department.

如果经初评合格，进入下一步评估流程。否则返回5.1.1.2，重新寻找供应商。其

他部门也可以推荐潜在供应商到采购部。

5.1.2 Potential Supplier Assessment潜在供应商评估

5.1.2.1Purchasing department sends “Supplier Questionnaire” and NDA to supplier.

采购部给供应商发“供应商调查表”和保密协议。

5.1.2.2 Purchasing department send specification, information and RFQ to supplier after

receiving NDA.

采购部收到保密协议后将产品规格参数或信息和询价单发给供应商。

5.1.2.3Purchasing department, Quality department and R&D department assess supplier

by feed backed Supplier Questionnaire.

采购部、质量部和产品开发部通过供应商的调查问卷反馈进行初步评估。

5.1.2.4After review of the Questionnaire, the supplier is described (if OK) as «

POTENTIAL ».Otherwise return to 5.1.1.2

对供应商的调查问卷进行讨论后，如果认为合格后，则把供应商定义为潜在供应

商。否则返回5.1.1.2重新寻找供应商。

5.1.3Decision to audit or place a sample order on the potential supplier.

决定现场审核考察或无需审核考察而直接下样品订单给潜在供应商。

5.1.3.1 Decision to audit, visit or order without audit or visit by purchasing department,

Quality department and R&D department together.

采购部、质量部和产品开发部讨论确定供应商是否需要现场审核考察或无需审核

考察而直接下样品采购订单。