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潜在供应商评估指南
评估范围
A -Management
管理
B - Tech no logy and Devel opment
技术与开发
C -Quality
质量
D -Production
生产
E - Engin eeri ng (P roduct and P rocess)
工程(产品和过程)
F - Logistics / Supply
物流与供应
G - Sub-s upp lier Man ageme nt
分供商管理
H - Cost Man ageme nt
成本管理
Scoring Guide 打分指南
Team evaluati on must be recorded into Excel file. I np ut comme nts on COMMENTS p age.
团队评价必须用Excel 文件记录，在注释页上输入注释。
Points Color Defin iti on Effect on DC pro cesses
在DC 流程颜色表示的定义：
0 red Supp lier dem on strates n either a docume nted p rocess/pro cedure nor
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 P rocess will certai niy cause p roduct failure an d/or un satisfactory com mun icati on with the customer
过程肯定会发生产品缺陷和招致顾客抱怨。
1 red Docume nted pro cess/pro cedure exists but is incomp lete or not fully impI eme nted.
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 p robably cause p roduct failure an d/or un satisfactory com mun icati on with the customer
过程大概会发生产品缺陷和招致顾客抱怨。
2 gree n Process/procedure is compi etely docume nted and acce ptably impi eme nted.
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。
P rocess will p robably not cause any p roduct failure an d/or un satisfactory com muni cati on with the customer
过程大概不会发生产品缺陷和招致顾客抱怨。
3 gree n A compi etely docume nted pro cess/pro cedure is fully impi eme nted and meets minimum requireme nts.
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 un satisfactory com muni cati on 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 evaluati on team agrees that this questi on should not be scored. En ter NA into the Score box and explain reas ons on COMMENTS page.
评估团队同意不记分的这些问题，记分箱内输进
Questi on is not app licable for this p articular commodity/process 对于特殊的商品/过程，问题不适用。
Note The team must reach a consen sus on each questi on 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
an app lied p ractice.
NA ，并在注释页解释原因。
Comme nts: 注解:
The Management (e. g. Board of Management. Plant Management. Section Management) develops the quality p olicy for the company, defi nes it and commits all areas and levels to it. This allows sp ecific quality goals and also a quality system (Q system) to be agreed upon. Quality must be regarded as an overall man ageme nt task. The man ageme nt must concern itself with the follow ing 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
?Busi ness Pla n*商业计划
?Co mp aris on of internal & exter nal p erforma nee data
国内外性能资料对照
?Bus in ess results
商业成果
?Empio yee satisfact ion
员工满意
?Customer satisfact ion
客户满意
"Managemenf' 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: * = Busin ess plan mea ns: local plant p erforma nee 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 bee n defi ned and are they con siste ntly being followed?
是否制定目标，并且始终遵循？
1a Does the supp lier have p rocess to up date their bus in ess Plan?
供应商是否有更新商业计划的流程？
1b Are objectives deve loped from the bus in ess plan?
所有目标是否都源于商业计划？
2 Is there a pro cess for man ageme nt review?
是否有管理评审流程？
2a Are objectives defi ned and con trolled on all levels?
是否界定和控制所有等级的目标？
2b Does the supp lier p erform regularly scheduled quality audits intern ally?
供应商是否实施定期的内部质量评审？
2c Do p reve ntive and reactive measures derive from this evaluati on?
是否有针对评审(结果)的纠正和预防措施？
3Is there a pro cess for evaluati ng the cap ability of the established resources (empio yees, 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 orga ni zatio n ide ntify and allocate approp riate resources for in crease of customer satisfact ion? 为提高顾客满意度，组织是否识别和分配适当的资源?
4Is there a pro cess for the man ageme nt of empio yee satisfact ion 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 supp lier have a p rocess for quality aware ness?
供应商是否有关于（提高）质量意识的流程?
4b Does the supp lier p romote any motivati onal 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?
5Does a training p rogram exist which supports achievi ng the scope of bus in ess and fulfillme nt of customer requireme nts?
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 supp lier have docume nted training and deve lopment p rograms for its personn el?
供应商是否有针对员工的书面化的培训和开发计划?
5b In dividual Training: does the training p rogram fit to the job sp ecificati ons?
个人培训，培训计划是否合适于岗位说明？
5c What kinds of in formati on do the empio yees get about customer requireme nts and about achieveme nt of objectives?
在顾客需求和目标绩效方面，员工得到了哪些信息?
A1
Have goals bee n defi ned and are they con siste ntly being followed?
是否制定目标，并且始终遵循?
Comme nts: 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 requireme nts as well as adhere nee 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。这些目标源于顾客的要求、竞争的位置、法定的环境、国内需求以及坚持零缺陷战略。Exa mp les:
ppm-data, ppm数据
non con forma nee data,
不合格品数据
quality costs,
质量成本
A1a
Does the supp lier have a p rocess to up date their bus in ess plan?
供应商是否有更新商业计划的流程？
Comme nts: 注解:
?A “ bus in ess plan "is a docume nt with company -sp ecific, strategic p rojects and goals to be fulfilled or achieved in a defi ned p eriod.
商业计划是一种文件，含有公司特定在某一时期要实现或达到的战略性计划和目标。
?A “ bus in ess plan ” is a con trolled docume nt
商业计划是一个受控文件。
Exa mpl es: 例如:
?writte n op erati ng system p rocess,
书面的运行系统流程
?pro cedure or p ractice
程序或惯例
A1b
Are objectives devel oped from the bus in ess plan?
所有目标是否都源于商业计划?
Comme nts: 注解:
Objectives should be fixed in a way to achieve fulfillme nt of Busin ess plan.
确定目标以完成商业计划
Exa mpl es: 例如:
a)Corpo rate-wide objectives
公司范围的目标
? Improving market share
改进市场份额
?Con ti nu ous quality imp roveme nt
质量持续改进
b)Product-related objectives
同产品有关的目标
?Sera p-/failure rates
废品/故障率
?delivery quality (ppm)
交付质量（ppm）
?Pro cess cap ability impro veme nt (C pk, Ppk) 改进过程能力(Cpk, Ppk) ?Reliability imp roveme nt
改进可靠性
?Environmen tai tolera nee.
环境的忍受力
c)Customer-related objectives
与顾客有关的目标
?Shorte ning of order pro cess ing time (inq uiries, orders) (differe nee in days)
缩短定单处理时间(询价、定购)(以天区分)
? Imp roveme nt of customer satisfact ion (reductio n of the nu mber of customer comp lai nts cha nge %) 改进顾客满意度(减少顾客抱怨的数量变化率%) ?Reduct ion in the react ion t ime in the eve nt of complaints (differe nee in days)
在抱怨事件方面减少反应时间(以天区分)
? Improving delivery reliability (on-time p erforma nee).
改善交付可靠性(准时履行)
d) Gen eral objectives
总体目标
?Cost redueti on
减少成本
?Adva need quality planning
先期质量策划
? In creas ing empio yee satisfact ion
不断增加的员工满意度
?Mon itori ng the effective ness of corrective acti ons
监测纠正措施的效果
?Quality system up grade from ISO 9001 to ISO/TS 16949 质量体系从ISO 9001升级到ISO/TS 16949 ?Further deve lopment towards TQM, EQA etc.
更进一步地向TQM, EQA等发展e) Product ion related
与生产有关的
?ppm-data.
PPM ?noncon forma nee data,
不合格品数据
?quality costs,
质量成本
?abse nteeism,
缺勤率
A2
Is there a p rocess for man ageme nt review?
是否有管理评审流程?
Comme nts: 注解:
Company man ageme nt must p eriodically (at least once each year) en sure that the established quality system (with all eleme nts) is effective and meets the n eeds of the orga ni zatio n. The aim of this assessme nt is to con ti nu ously op timize and ada pt to cha nged con diti ons （market, tech no logy etc.）.
公司管理层必须定期的进行管理评审（每年至少一次），确保已制定的质量体系（所有元素）是有效的，并满足组织要求。预定的目标要不断优化以适应市场、技术条件的变化。
A2a
Are objectives defi ned and con trolled on all levels?
是否界定和控制所有等级的目标?
Comme nts: 注解:
Objectives must be deve loped and followed up on all levels from top man ageme nt to the shop floor.
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 Logo SUPPLIER 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。3- If any question on this questionnire is not applicable on the production procedure or at Quality System,please answer with N/A (not applicable). 如问题不适用贵司生产程序或质量体系，请在“N/A ”项下画“X ”
潜在供应商评估指南（吕志勇王琳译）
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。
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。
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 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.
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。有鉴于此，质量己成为一项全球性运动,世界上所有优秀企业无一不把质量作为企业战略的关键内容，从战略的角度来规划质量。 （2）对于企业经营者来说,认识到质量对企业的重要意义只是经营企业的第一步,重要的是如何利用科学的方法来保证产品和服务的质量，使顾客满意，来保证过程和工作的质量来获互利共炭的供应商质量控制得良好的业绩。 众所周知,企业管理是社会生产力发展到一定程度的历史产物,质量管理作为企业管理的组成部分,同样也是社会发展的客观要求，特别是顾客处于主导地位的今天,要使顾客满意，就必须有过硬的产品质量和服务质量，这就要求企业积极推行先进的质量管理理论与方法，不断进行质量管理创新. ２、企业与供应商质量控制 随着生产社会化的不断发展，企业的生产活动分工越来越细,专业化程度越来越强，促使生产技术水平越来越高,产品质量得到大幅度改善。通常，某一产品不可能由一个企业从最初的原材料开始加工直至形成顾客最终使用的产品，往往是通过多个企业分工协作来完成.另外，先进生产方式的广泛应用,如准时生产、敏捷制造、零库存等，使企业与供应商的关系愈加紧密，企业与供应商的关系也由单纯的买卖关系向互利共底的合作关系演变。 ISO 900０族标准自1987年诞生以来受到了世界各国的一致追捧,全球约５0多万家企业通过ISO90０1质量管理体系认证足以说明这套管理标准在引领国际管理潮流方面的巨大成功。在备受企业欢迎的新版标准ＩSO9000：2０00中，互利的供应商关系被作为八项质量管理原则之一，充分体现了供应商关系管理在企业经营实践中的作用和价值。企业要贯彻这一原则,就必须
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。 5.1.2. Responsible for the determination and verification of the supplier’s quality performance and the cooperation performance according to the CPAR answer. 负责确认供应商的品质绩效并通过CPAR的回复情况评估和合作态度。 5.1.3. Responsible for evaluation, audit and re-evaluation the supplier’s quality management system. 负责评估、审核和二次评估供应商品质管理系统。 5.1.4. Responsible for reporting to the suppliers, purchasing department and sourcing department regarding the information on the rejected products and the supplier’s quality performance. 负责向供应商、采购部、采购开发部门报告来料拒收信息和供应商品质状况。 5.2. Sourcing Department 采购开发部: 5.2.1. Responsible for the determination and verification of the competitive pricing. 负责决定和确认有竞争力的价格。 5.2.2. 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。 5.2.3. Prepare and update the approval supplier list. 准备和更新合格供应商清单。
供应商质量保证协议 甲方（需方）： 乙方（加工方）： 为明确乙方所供产品的质量责任及质量风险，确保乙方产品质量满足国家有关法律、法规、标准及甲方的有关要求，就乙方向甲方提供产品事项，经双方共同协商一致同意签订以下协议。 1. 质量体系要求 A. 乙方必须按照ISO9001标准建立质量管理体系，并将证书复印件提交甲方，同时提交ISO14001标准的贯标和认证计划；乙方若未通过第三方认证，则应制定切实可行的并能被甲方所接受的体系认证计划，并提交甲方。属于经销商的供方质量体系不作要求，但必须提供企业的资质证明文件（营业执照复印件、经营许可证、代理资格证书复印件）和物资制造单位的质量体系认证 证书复印件。 B. 甲方定期或不定期对乙方的质量体系及过程进行审核；对于审核中存在的问题，乙方应在规定的时间内整改完成，并将整改计划及相关资料报甲方。 C. 甲方审核结果将纳入对乙方的考核，作为合格供方资格保持的重要评价依据。 2.产品技术资料及制约 甲方委托乙方生产加工产品，产品图纸、技术标准、原材料定制订购规范由乙方提供，乙方严格按照甲方提供的图纸、技术标准进行生产和质量检测； B.乙方不得擅自变更、修改和传递甲方提供的图纸中的相关要求，乙方若需要变更、修改和传递必须取得甲方的书面认可；
C.凡由甲方提供图纸生产的产品，未经甲方书面许可，乙方不得作其他任何用途，如擅自生产、转让或出售等；甲方提供的技术资料均属于甲方秘密信息，乙方应对其以商业秘密文件妥善保管，并做好保密措施，不得丢失，更改转借或复印他用，不得向任何第三方透露，更不得对技术资料或以该技术资料为基础而擅自生产的产品等申请任何形式的知识产权，乙方明确以上涉及的知识产权均归甲方所有。 3.产品样件 A. 乙方送交的样品必须符合甲方所提供图纸中的相关要求（技术资料、原材料定制订购规范和协议中规定的尺寸公差和材料性能等）； B. 材料一旦确定，乙方必须按照认可的材料状态进行生产，不得自行更改。 4.产品交付 A. 乙方应按甲方订单要求的时间、数量组织交付，确保准时交付；乙方逾期交货或交货明显不符合约定而被甲方退回的，具体为：每逾期交货一日的，乙方应按逾期交货货款的0.05%向甲方承担延迟交货的违约金责任；逾期超过10日（含）
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。
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 Sup plier :The supplier provides the material that is either valuable and / or critical impact to product’s characteristics 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.RESPONSIBILITY 职责:
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 Responsibilities 3.1. 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, new
technology 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。 Quality department: organize the suppliers review; test and manage the suppliers’ quality. 3.3.工程部：参与供应商的审核，主导供应商的物料承认。 Engineering department: take part in the suppliers review, and organize the materials acknowledgement. 3.4.采购主管副总经理：负责合格供应商的批准与淘汰。 The deputy general manager in purchasing department: be responsible for the approval of the qualified suppliers. 4.定义 Definition 4.1. 不符合项分类 nonconformities classification 4.1.1.严重不符合项：审核发现供应商存在违反国家法律、法规；侵犯专利、知识产权；不符合安规要求等问题时将判为严重不符合，同时供应商审核结论判不合格。 Critical inconformity: the supplier is found violating the national law,
供应商廉洁诚信协议 Supplier Honesty and Integrity Agreement 乙方： Party B： 在甲乙双方业务往来过程中坚持守法、公平和诚信原则，防止各种违法违纪行为的发生，维护双方的合法权益，根据国家、地方相关法律法规和廉洁诚信建设方面的规章制度，经双方协商一致，达成如下廉洁诚信协议以资信守。 In consideration of persisting in the principle of law abiding, fairness and integrity during Party A and Party B business activities, preventing the occurrence of all kinds of illegal and undisciplined acts or behaviors, maintaining the lawful rights and interests of both parties and in accordance with the law of PRC, local relevant laws and regulations and related rules and regulations of the Honesty and Integrity Cultivation, the two parties through consultation here by agree upon, and shall be bound by the following agreement. 一、定义Definition 本协议中的相关词句应作如下定义： Definition of related terms in the agreement: 1、“不正当利益”包括但不限于利用职务上的便利收受他人钱财、物品、购物卡/券、有价证券等财物，或接受他人的旅游、桑拿、浴足、按摩、KTV等安排或各种娱乐场所的VIP卡、金卡、银卡等，或收受各种名义的提成、回扣归个人所有，或以明显不合理低价 的形式购买他人的商品，或借用他人的物品（含车辆），或要求、接受接送服务及报销差 旅费，或以任何形式侵占甲方财产，或以任何形式参股乙方（含乙方参股的组织），或索 取或变相索取其他财物、好处。Illegitimate profits include but are not limited to, by taking advantage of duty convenience, the receiving of the property like cash, goods, shopping cards/coupons and securities, the acceptance of the arrangement service from others like
供应商管理程序中英文 版 TYYGROUP system office room 【TYYUA16H-TYY-TYYYUA8Q8-
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’s characteristics 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: BZQP-7-06 Supplier Rating System Procedure 供货商评估系统程序. BZQP-8-07 Corrective and preventive actions procedure 纠正及预防 措施程序. 5.RESPONSIBILITY 职责: 5.1Purchasing staff采购 Arrange 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. Coordinate and plan supplier’s support both for ongoing & future if necessary. 协调和规划供货商现在及将来的支持 5.2QA质量工程师.
1.PURPOSE 目的: To establish a procedure for reviewing and disposing non-conforming materials, semi-product, finished products and RMA control in Beckett (ZhongShan). 本程序规定对来料检验及生产过程中发现的不合格物料,半成品,成品及客户退回品的评审及处置方法. 2.SCOPE 范围: This procedure is only applicable toXXXX (ZhongShan).
本程序适用于XXX(中山)公司. 3.DEFINITIONS 定义: 3.1 PRD: Product Department 生產部 3.2 ME: Manufacture Engineering 制造工程 3.3 RTV: Return To Vendor/Supplier 退回供應商 3.4 UAI: Use As It Is 讓步接受 3.5 SORT: Segregation Of Bad And Good Unit 選用 3.6 SCAR Supplier/Sub-contractor Corrective Action Request (8D) 供應商改進行動要求(8D) 3.7 GRN: Goods Receipt Note 收货单 3.8 MRR: Material Review Record 物料评审记录 4.REFERENCE DOCUMENT 参考文件: 4.1 BZQP-7-05 Raw Material Quality Control Procedure原材料质量控制程序 4.2 BZQP-8-05 Nonconforming Control Procedure 不合格品控制程序 4.3 BZQP-8-06 Stop Shipment and Purge Order Procedure停止出貨和清除指令程序. 4.4 BZQP-8-07 Corrective and Preventive Actions Procedure 纠正及预防措施程序. 5.RESPONSIBILITY 职责: 5.1 QA is responsible to chair MRB meeting when defective material are defected in line, QA review the non-conforming products and issue SCAR (8D) if necessary. 当不合格物料在产线发现时,QA负责主持MRB会议, 确认不合格产品, 并在必要的情况下发出 SCAR(8D). 5.2 PRD is responsible to fill MRB label and inform QA members to review the non-conforming products, and return them to warehouse. 生产部负责填写MRB标签并通知品质部成员评审不合格品, 并将不合格品退回货仓. 5.3 PUR/ IQC are responsible to inform supplier of the non-conforming data, PUR responsible to arrange the non-conforming materials RTV. 采购/IQC负责将不合格批物料状况通告客户或供货商, 采购还负责安排将不合格品退回供货商. 5.4 PUR is responsible to charge the supplier of sorting/reworking cost and other loss due to material quality issue, and call MRB meeting to review the reject lots of IQC raised. 采购负责向供货商索取选用或重工费用及由于物料问题而导致的损失, 并召集MRB会议处理IQC拒收的 紧急物料. 5.5 ME is responsible to analyze non-conforming products. ME负责分析不合格品. 5.6 All MRB members are to propose and decide on defective material disposition and carry out the follow-up