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Suppliers play a key role in your company’s success irrespective of your business. Having a robust system to track and evaluate vendor performance is necessary for smooth and profitable operation of your company.
There are several reasons to track and analyze your vendor’s performance :

1. You can see how dependant from a supplier your company is;
2. To negotiate discounts on prices;
3. You can check the average delivery time per supplier;

Best companies embrace their vendors, viewing them as partners in helping to grow the business. Making sure that this is a mutually beneficial partnership will impact the price you are negotiating today and the quality of service you get in future, says Dennis Wright, a management consultant from the SCORE Orange County office. If a supplier/vendor is a key part or service to your operation invite that supplier or vendor to strategic meetings that involve the product they work with.

A common mistake companies make is to have a combative relationship with their suppliers and vendors. A lot of companies will actually have an adversarial relationship where they hire purchasing people who have on brass knuckles and try to beat up on vendors to get better prices or better terms.

Instead of getting stuck on price, focus on quality of service. A vendor can have the lowest price and the lowest quality of work, too. Your goal is understand what value-add is a given vendor bringing to your company. Your business should have a system in place for evaluating, selecting and then reevaluating the suppliers and vendors it works with.

Here are seven tips and tools you’ll need to effectively rate your suppliers and vendors, track their performance, and ultimately increase your company’s overall productivity.

vendor evaluation

1. Establish Performance Indicators

At the onset of the vendor relationship you have to determine what characteristics a vendor needs to have, demonstrate, or maintain to continue doing business with your company. Create specific performance criteria for tracking and evaluating your suppliers and vendors on a regular basis—monthly, quarterly, and/or annually. Considerations include size of the company, number of certifications, quality management systems, complaint history, and financial stability. When it comes to GST, selecting your vendor is an important step.

Your own processes and needs will dictate what criteria you apply. A basic consideration for every business owner should be whether the supplier has a quality management system in place. Is there a system for handling complaints or problems? Are there corrective or preventive actions?’ Such standards will be addressed if the vendor is ISO certified.

Conclusion: Turn the Vendors Into Partners

2. Classify Multiple Suppliers and Vendors

If you have a huge number of suppliers and vendors and you intend to craft a survey to evaluate them, it will be cumbersome to apply the same survey to each and every one. V-Comply helps you create surveys on the same platform. It is better to separate suppliers into levels (1, 2, and 3) based on how critical they are. Decide the classification that is best for you and evaluate suppliers according to the effect they have on your product or service in order of importance.

Bifurcate suppliers into two categories such as critical and non-critical or primary and secondary, you can devote more time to measuring the performance of your critical suppliers.

Conclusion: The Smart Vendor-Audit Checklist

3. Devise an Evaluation Method

There are common techniques for rating a supplier’s performance including evaluation forms, surveys, system metrics, and software applications.

Also, you can craft a survey where you ask your own employees to answer questions and to rate suppliers and vendors. Review how many corrective actions you had to issue a supplier or vendor, how many products you had to scrap or return because the supplier or vendor failed to meet specifications, or how many customer complaints you received due to a bad part or service from a vendor. Over and above, monitor suppliers and vendors by doing an audit periodically. The bottom line is that you need to generate measurements or reports at the onset of the purchase and throughout the course of the supplier and vendor relationship.

Periodic vendor reviews would also entail a discussion about what the company had been buying, how much it had been buying, what did that vendor have on the shelf or working on for push out six months or a year down the road and did it represent a significant improvement over what had been previously purchased, and what were competitors buying from a particular vendor.

Conclusion: Vendor Management for Small Retailers

4. Determine Who’s Calling the Shots

Once you establish the criteria for evaluating suppliers and vendors, who in your company will be responsible for reviewing the data. It depends on how much resources you have to dedicate to evaluating your suppliers. You may want to assign one person or a team with this task.’ For instance, selecting and evaluating level 1 suppliers and vendors, might require the chief financial officer or someone from the finance department along with the president and representatives from purchasing, operations, and engineering or IT. With level 2 and 3 suppliers and vendors, it may be the purchasing or procurement officer who approves the supplier or vendor list and monitors performance.

User group should be a part of the process. Also, include the individuals who were using the product or service were very active in the process from the very beginning—at the point of selection.

Conclusion : Maintain supplier relations

5. Maintain Good Relationships

Consider your suppliers and vendors as part of the team and treat them as such. Communicate often and openly. Technology is great but don’t overlook the personal touch of a phone conversation or face to face meetings. Also, avoid supplier and vendor conflicts by paying on time or at least honestly addressing late payment issues and talking with your supplier or vendor about it. Be upfront and transparent with suppliers and vendors. Make sure they understand your needs and expectations.

Conclusion: Have supplier agreement

6. Decide When to Issue a Red Flag

As you monitor a supplier’s performance, you have to decide when to praise them and when to issue a read flag. Show appreciation for a job well done; give a supplier additional business because of excellent performance. Thus, a  bad supplier will provide you with mediocre or poor products and services and cause a problem with your customers.

You can drop a supplier for poor performance. But strategically, it is better to retain your vendors and not to flip around all of the time to replace them. By giving a warning, you give the supplier or vendor an opportunity to correct the problem. Use data that you have collected like on-time delivery rate, return rate, and number of supplier corrective actions to work with your suppliers. This process is not just about reviewing your suppliers but helping them to improve their performance.

7. Cut Loose Weak Links

No one of course should tolerate ongoing bad service. There may come a time when you have to let go of an under performing supplier or vendor.

Give a warning and then put them on notice or a short leash before you cut ties completely. Also, call the vendor and give them an opportunity to correct the situation. Send them digital pictures, e-mails, and quality reports. So, there is no mystery when there is a challenge or an issue.’

The relationship with your supplier is a business partnership. If both parties are working to make sure that the partnership is a success it will be a success. In the long run, having a win-win supplier and vendor relationship will be a competitive advantage.

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