Business management · Supplier Performance

A supplier score calculated from deliveries, not from the buyer's impression

Supplier Performance Management inside the ERP itself: every supplier gets a score from 0 to 100 made up of lead time, quality, price, service and compliance, calculated over a rolling window of what they actually delivered. Alongside it comes a five-factor risk score, segmentation into strategic, preferred, approved, tail and phase-out, and a development plan for the ones worth recovering. Suppliers who delivered too little don't get a made-up score: they are flagged as insufficient sample.

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The problem and the fix

The problems Supplier Performance solves every day

If any of these situations sounds familiar, it is because they happen in almost every graduation company, until the right system comes in.

The problem

Suppliers are chosen by relationships and memory, because there is no number to compare.

With Partiu Formatura

A final score from 0 to 100 graded A to D, calculated from checked receipts, prices paid and document status, with the detail of each axis open right next to the number.

The problem

Supplier evaluation turns into a form nobody fills out, and whatever does get filled out is opinion.

With Partiu Formatura

Four of the five axes are calculated automatically from what already happened in the system. Only service is subjective, and that is on purpose: the rest comes from deliveries, receipts, prices and documents.

The problem

A supplier who delivered once shows up at the top of the ranking with a perfect score.

With Partiu Formatura

A configurable minimum number of deliveries before the score counts. Below that, the supplier is flagged as insufficient sample and isn't compared with suppliers who have a track record.

The problem

The company finds out too late that it depends on a single supplier in a critical category.

With Partiu Formatura

A risk score that measures dependency by share of spend, concentration by the categories where they are the only supplier, plus expired documents, blocks and off-contract spend.

The problem

Every supplier is treated the same: the one that accounts for half of spend gets the same attention as the one at 0.3%.

With Partiu Formatura

Automatic segmentation by crossing share of spend and score, separating strategic, preferred, approved, tail and phase-out, with a development plan per supplier.

The problem

Someone changed the evaluation weights and a supplier dropped from strategic to tactical from one week to the next, with no explanation.

With Partiu Formatura

Weight changes are logged in an audit trail with author, date, previous value and new value, because a changed weight shifts every supplier's score at once.

In practice

Real examples of Supplier Performance working for you

Everyday situations at graduation companies, from the problem to the result, using the modules on this page.

01

The favorite supplier was the worst on punctuality

The scenario

The company worked with four print shops and split orders out of habit, always favoring the same one.

With the system

After a twelve-month window, the scorecard showed 62% on-time deliveries at the favorite print shop versus 94% at the runner-up, with quality measured as items accepted over items received.

The result

Order distribution was revised with the numbers on screen, the print shop got a development plan with a lead time target, and volume only came back once its score went up.

02

Dependency found before it stopped operations

The scenario

One staging supplier accounted for 34% of the company's spend and was the only supplier in two categories flagged as critical.

With the system

The risk score combined dependency, concentration and the lack of a contract and rated the supplier as critical, with the alert arriving by digest to subscribers.

The result

The company qualified a second supplier in both categories and signed a supply contract with the first, cutting contract risk without switching partners.

03

The supplier tail that took more management than spend

The scenario

Over two hundred suppliers accounted for less than 4% of spend and took up the same registration, document and quoting time as the big ones.

With the system

Segmentation automatically flagged every supplier under 1% share as tail, and the dashboard showed how much spend and how much work that group represented.

The result

The company consolidated tail purchases into preferred suppliers that were already qualified and started asking for less paperwork from occasional vendors.

How it works

How information flows through Supplier Performance

Every step is a real module, and what comes out of one goes into the next without anyone typing it again.

  1. 1The receipt is checkedThe delivery arrives, is checked against the order, and what was accepted and what didn't match are recorded. Nothing is typed in again for the evaluation.
  2. 2The price becomes a referenceThe pipeline calculates each item's reference price before the scorecard, because the price score compares what the supplier charged with the best known price for that item.
  3. 3The score is calculatedThe five axes are calculated over the rolling window, weights are applied, and axes with no data drop out with their weight redistributed.
  4. 4Risk is measuredDependency, documentation, performance, concentration and contract become five separate factors and one risk level.
  5. 5The segment is suggestedCrossing spend and score proposes the segment. Whatever was set by hand still stands, and the buyer decides.
  6. 6The decision uses the numberThe next quote, the next contract and the development plan start from the score, the risk and the segment, not from memories of the last conversation.

Module by module

Everything included in Supplier Performance

6 modules and 44 features on this page, all running on the same class, graduate and event records.

Five-Axis Supplier Scorecard

The score comes from what happened: deliveries, receipts, prices and documents.

  • Lead time score based on the share of deliveries within the date promised on the order, with a delay tolerance in days set by the company
  • Quality score based on quantity accepted over quantity received, with returns and damage carrying real weight
  • Price score based on the gap between the price paid and the item's own reference: whoever buys at the best known price scores 100
  • Service score from the manual evaluation, the only subjective axis, on purpose
  • Compliance score based on valid documents, up-to-date qualification and blocks, with a blocked supplier zeroing the axis
  • Final score from 0 to 100 and an A to D grade at cutoffs of 85, 70 and 50
  • An axis with no data doesn't become zero: it drops out of the calculation and weights are redistributed, so the supplier isn't penalized for a gap on our side
  • Detail of each axis stored with the score, including the number of deliveries, average delay and nonconforming items behind it

Weights, Window and Minimum Sample

The criteria belong to the company, and they are made explicit instead of buried in code.

  • Five configurable weights that must add up to 100, defaulting to lead time 30, quality 25, price 20, service 15 and compliance 10
  • Saving is refused when weights don't add up to 100, because a score with skewed weights is a score nobody can explain
  • Rolling evaluation window in months, with 12 as the default
  • Minimum number of deliveries for the score to count, with 3 as the default
  • Suppliers below the minimum are flagged as insufficient sample instead of getting a made-up score
  • Delay tolerance in days, so a one-day difference doesn't turn into a late delivery
  • Cutoff score for the strategic segment set by the company
  • A trail of who changed which weight, when, and from what value to what, because the change recalculates everyone

Five-Factor Risk Score

Supplier risk measured, with the factors kept separate and visible.

  • Dependency risk based on the supplier's share of spend, against the company's alert threshold
  • Documentation risk based on expired documents, missing qualification and active blocks
  • Performance risk based on the share of late deliveries in the window
  • Concentration risk based on the categories where they are the only supplier, with extra weight when the category is critical
  • Contract risk based on the share of spend running outside a supply contract
  • Total as a simple average of the five, with the factors kept separate instead of turning into a magic number
  • Level rated low, medium, high and critical at cutoffs of 30, 50 and 70
  • Risk history period by period, to see the supplier improving or getting worse

Segmentation and Development Plan

The system proposes the segment, the buyer decides, and what was set by hand is respected.

  • Five segments: strategic, preferred, approved, tail and phase-out
  • Automatic suggestion by crossing share of spend and final score, with the reasoning written alongside
  • Suppliers scoring below 50 with a sufficient sample suggested for phase-out
  • Suppliers under 1% of spend classified as tail, so they get the management their size calls for
  • A segment set by hand stops being recalculated until someone deliberately switches it back to automatic
  • Development plan per supplier, with owner and rationale recorded
  • List filters by grade, segment and risk level
  • An event logged on the supplier timeline every time the segment changes

Recalculation, Pipeline and Permissions

The score updates itself, and changing the criteria is not the same permission as viewing.

  • Daily recalculation by the module pipeline, after reference prices, because price feeds the scorecard
  • On-demand recalculation by period and window, right from the screen
  • Calculation on the spend stage configured by the company: committed, realized or paid
  • View permission separate from configure permission: checking a score doesn't let you change the weights
  • Permission checked on the screen and in the API, not just in the dashboard proxy
  • High-risk supplier alert in each subscriber's digest
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Where Supplier Performance lives in the feature catalog

These catalog areas detail, feature by feature, the modules behind this page.

Spend Analytics & Procurement

The analysis layer on top of Purchasing. The expense of order, receipt, contract, advance, account payable and write-off enters a cube classified by specific purchasing category, in three stages that never add up: committed to the order, realized in the debt and paid in the cash outflow. From there comes supplier concentration, reference price per item, savings opportunity with evidence, savings measured month by month, double payment to be recovered, three-way verification, average payment term, supplier scorecard, positioning matrix by category, comparison with market inflation, sourcing and compliance scenario simulation that really blocks it. Nothing is typed: everything is derived from what the company has already purchased.

Purchasing & Supplies

Complete supply cycle: approved supplier, electronic quotation with the supplier's own portal, comparative map, purchase order with authority and budget, receipt with three-way verification, entry into stock and account payable.

Business Management

Commercial, full life cycle contracts, stock, addressed warehouse with traceability by lot and series, assets, shipping and sales tax documents.

Quality & Compliance

Inspection plan, conference with sampling, non-compliance with cause and action, cost of poor quality, audit, graduate complaint and indicators.

Explore more in ERP

Spend Analytics & Procurement

Buying well is one thing; proving where the money is going, at what price and with what risk is another.

Suppliers

A single supplier record for the whole company, with qualification, documents with expiration dates, a performance score fed by every receipt, and supply contracts with locked prices.

Procurement & Quotes

A complete procure-to-pay cycle: a need can start from a requisition, a restock suggestion or a contract; suppliers answer the RFQ through a portal; the system compares price, lead time and rating, applies the approval tier for the amount, creates one order per winning supplier and measures every delivery.

Find the right plan for Supplier Performance

Compare the modules and choose the setup that fits your operation.

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