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Managing Supplier Quality

* In any business or job situation, your prime goals to satisfy your customer with quality
goods and services. But in order to effectively satisfy your customer, it is essential that your
suppliers also provide you with quality parts and services.

*The philosophy of TQM extends to concept of quality suppliers and ensures that they engage
in the same quality practices. If suppliers meet quality standards, materials do not need to be
inspected upon arrival

Organization and suppliers have the same goal – to satisfy the end user.

*Customers and suppliers have the same goal—to satisfy end user. The better the supplier
quality, the better the supplier’s long-term position, because the customer will have better
quality. Because both the customer and suppliers have limited resources, they must work
together as partners to maximize their return on investment.

 Working with supplier in a partnering atmosphere will yield high quality product and
services.
 In the 1980’s procurement decisions were based on price, awarding contracts to the
lowest bidder, sacrificing the quality and timely delivery
 Deming suggested that long term relationship of loyalty and trust should be developed
with the supplier to ensure improved products and services.
 Just-in-time (JIT) concept calls for raw materials and components to be delivered in
small quantities only when they are required and not before stores ran out of stock.

*There have been number of forces that have changed supplier relations. Prior to the
1980s, procurement decisions were typically based on price, thereby awarding contracts
to lowest bidder. As a result, quality and timely delivery were sacrificed. One force,
Deming’s fourth point, addressed this problem. He stated that customers must stop
awarding business based on the low bidder because price has no basis without quality. In
addition, he advocated single suppliers for each items to help develop a long-term
relationship of loyalty and trust. These actions will lead to improved products and
services.

Another force changing supplier relations was the introduction of the just-in-time (JIT)
concept. It calls for raw materials and components to reach the production operations in
small quantities when they are needed and not before. The benefits of JIT is that
inventory-related costs are kept to minimum. Procurement lots are small and delivery is
frequent. As a result, the supplier have many more process setups, thus becoming a JIT
organization itself. The supplier must drastically reduce setup time or its cost will
increase. Before there is little or no inventory, the quality incoming material must be very
good or the production line will be shut down. To be successful, JIT requires exceptional
quality and reduced setup time.

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The practice of continuous process improvement has also caused many suppliers develop
partnership with their customers. A final force is ISO 9000, which is mandated by the
major automotive assembly firms. Specifically, first tier and tiers subsequent to the OEMs
must maintain supply chain development through three key factors: zero defects, 100%
on-time delivery, and a process for continuous improvement.

These forces have changed adversarial customer-supplier relationship into mutually


beneficial partnerships. Joint efforts improve quality, reduce costs, and increase market
share for both parties.

Partnering is a long-term commitment between two or more organizations for the purpose of
achieving specific business goals and objectives.

 The relationship is based upon trust, dedication to common goals and objectives
 Benefits include:
 Improved quality,
 Increased efficiency,
 Lower cost,
 Increased opportunity for innovation and
 Continuous improvement of products and services
 The three key elements of partnering are:
 Long term commitment
- Provides the needed environment for both parties to work toward
continuous improvement
- Total organization involvement is necessary, CEO to the workers.
- Each party contributes its unique strengths to the process.
- A supplier may only take risks in a long-term commitment
- Dependency appears as a national consequence in a long commitment,
it is not a sign of weakness, but a sign of strength of the relationship
and is necessary for competitive advantage.

 Trust
- The strength of partnering is based on fairness and equality.
- Enables the resources and knowledge of the each partner to be
combined to eliminate an argumentative relationship
- Mutual trust forms the basis for a strong working relationship
- Open and frequent communication avoids misdirection, disputes and
strengthens the relationship
- The parties may share or integrate resources such as training activities,
administrative systems and equipment

 Shared vision
- Each of the partnering organizations must understand the need to
satisfy the final customer.

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- There should be an open and candid exchange of needs and
expectations.
- Shared objectives and goals ensure a common direction aligned with
each parties’ mission
- Partners must understand each other’s business so that equitable
decisions are made.
- These decisions should be formulated and implemented as a team

*You normally have a strong motivation to receive quality goods and services. You want to
get your money's worth and obtain those quality items that are necessary for you to be able to
deliver quality goods to your customers. On the other hand, your supplier may not be as
motivated to provide you with the quality products and services you want to use or need to
pass on to your customers. His first motivation is usually to make money, and that money is
already established in your contract. If you want something done correctly, you must make
sure the supplier completely understands what it is you want. The way to assure your supplier
will provide you with quality goods and services is to form a customer-supplier partnership
with him. You do that by working together, sharing motivation for quality goods, and helping
each other to do a good job.

Sourcing refers to the value added process selecting suppliers and the respective cooperation
scheme and it must be supported by advanced analytics and market intelligence, supplier
performance information and a concrete and well-developed strategy

There are three types of sourcing:

 Sole sourcing
- Organization is forced to use only one supplier
- Technical specifications, patents, raw material location, etc. cause this
kind of sourcing
- Partnering is a natural consequence, to benefit the end user.

Sole-sourcing contracts vary from single-sourcing contracts. With single sources,


companies weigh their options and then choose a supplier that meets their needs. With sole
sourcing, there are no options. Companies may search for multiple suppliers and distributors
for a product or service, then discover only one vendor is capable of producing the product.

 Multiple sourcing
- Two or more suppliers for an item are used.
- Competition will result in better quality, lower costs and better service
- It eliminates disruption of supply due to strikes etc.
 Single sourcing
- A planned decision by the organization to select one supplier for an
item when several sources are available.
- Advantages for the organizations include reduced cost, complete
accountability, supplier loyalty partnering and better end product with
less variability.

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- Advantages for the supplier include new business from the customer,
reduced cost of the business and production processes.
- It has allowed organization to reduced supplier base.

Choosing a specific company and bypassing the competition refers to single sourcing.
Different suppliers and distributors typically produce and sell similar merchandise. This is
advantageous to companies that purchase supplies because they can choose among various
companies. However, after a thorough analysis of possible suppliers, company heads,
managers or owners may choose to sign with a single company and pass up the opportunity
to work with other suppliers. This decision could be based on price or the quality of products.

Sourcing Advantages Disadvantages


Single  Partnership between  Great dependencybetween the
Sourcing buyers and suppliers allow buyer andthe supplier
cooperation, shared  Increased vulnerability
benefits and long-term of supply
 Increased risk of supply
relationship based on high
interruption, especially
levels of trust. forasset specific products
 Reduction of risk  Reduced efforts bysupplier to
of opportunistic behaviour match buyer’srequirements
 Large commitment of the  Higher costs for the
supplier that is willing to purchasing organization(greate
invest in new facilities or r number of orders,telephone
new technology calls, records,and so on)
 Lower purchase price
resulting from reduced
production costs, due to
better knowledge of the
manufacturing process by
supplier and achieved
economies of scale

Multiple  Alternative sources


Sourcing of materials in case
of delivery stoppage by a
supplier
 Reduced probability
of bottlenecks due to
insufficient production
capacity to meet peak
demand
 Increased competition
among suppliers leads to
better quality, price,
delivery, product
innovation and buyer’s
negotiation power

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 More flexibility to react to
unexpected events that
could endanger supplier’s
capacity

Supplier Selection – The supplier should be selected based on their technological


capabilities and their ability to deliver as per schedule.
Supplier Standards:
1. Quantity required
2. Quality requirements
3. Specifications for the materials
4. Delivery instructions
5. Payment terms

The following are the conditions for the selection and evaluation of suppliers:

1. Supplier knows management policy of the organization.


2. Stable management system supplier, respected by others.
3. Supplier has the capability of dealing with technological innovations.
4. Supplier can supply material meeting quality specifications.
5. Supplier has capability to meet the amount of production.
6. Supplier can breach corporate secrets.
7. The supplier is easily accessible in terms of transpiration and communication.
8. The supplier is sincere in implementing the contract provisions.
9. The supplier has an effective quality system and improvement program.
10. The supplier has a track record of customer satisfaction and organization credibility.

These conditions go beyond evaluating a supplier on the basis of quality, price and
delivery.

Principles of Customer/Supplier Relations

Dr. Kaoro Ishikawa has suggested ten principles:

1. Customer and supplier are fully responsible for Quality control.


2. Customer and supplier should respect each other’s interdependence.
3. Supplier is entitled to complete information from the customer.
4. Non-adversarial contract between customer and supplier is needed for quality,
quantity, price, delivery method and payments.
5. Supplier should provide quality to meet customers satisfaction.
6. Product quality evaluation methods should be decided by the mutual consent of both
the parties.
7. Amicable settlement of disputes between customer and supplier should be established
in the contract.

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8. Continuous information exchange will improve the product or service quality.
9. To maintain an amicable relationship, both the parties should do procurement,
production and inventory planning.
10. Best interest of the end users should be considered while doing business transactions.

Supplier Certification is an important component of a total quality management system that


assures that a supplier's product is produced, packaged, and shipped under a controlled
process that results in consistent conformance to our requirements.

* It supports the concept of quality at the source by doing it right the first time thereby
substantially reducing or eliminating the need for final quality inspections by the supplier or
the customer. The primary objective of the certification process is to assure consistent high
quality as demonstrated by predictable conformance to our requirements. The basic premise
is that we want to identify suppliers that have adequate process controls in place and they
provide legitimate proof that their products are consistently fit for use, authentic, meet label

ASQC has developed the following certification criteria:


1. Customer and supplier shall have agreed on specifications which are mutually
developed, justifiable and not ambiguous.
2. Supplier shall have no product -related lot rejection for a significant period of time.
3. Supplier shall have no non-product related rejections for a stated period of time.
4. Supplier shall have no negative non-product related incidents for a stated period of
time.
5. Suppliers shall have a fully documented quality system. (ISO 9000 )
6. Supplier shall have successfully passed an on-site system evaluation.
7. Supplier must make inspections and tests. (Laboratory results and SPC are used)
8. Supplier shall have the ability to timely provide inspection and test data.

 Occasionally it may be necessary to decertify a supplier as a result of a major


problem.

 Benefits of certification include customer/supplier partnership, direct shipment


to stock and reduction of supplier numbers to a manageable level.

Supplier Rating system is based on quality, delivery and other added services.

The objectives of a rating system are:


 To obtain an overall rating of supplier performance.
 To ensure communication with suppliers in the areas of quality, service, delivery and
other desired measures.
 To provide supplier with a detailed and factual record of problems for corrective
action.
 To enhance the relationship between the customer and the supplier.

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