Gestion d’entreprise · Supplier Performance
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.
O problema e a saída
Se alguma dessas situações parece familiar, é porque elas se repetem em quase toda empresa de formatura, até o sistema certo entrar em cena.
Suppliers are chosen by relationships and memory, because there is no number to compare.
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.
Supplier evaluation turns into a form nobody fills out, and whatever does get filled out is opinion.
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.
A supplier who delivered once shows up at the top of the ranking with a perfect score.
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 company finds out too late that it depends on a single supplier in a critical category.
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.
Every supplier is treated the same: the one that accounts for half of spend gets the same attention as the one at 0.3%.
Automatic segmentation by crossing share of spend and score, separating strategic, preferred, approved, tail and phase-out, with a development plan per supplier.
Someone changed the evaluation weights and a supplier dropped from strategic to tactical from one week to the next, with no explanation.
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.
Na prática
Situações do dia a dia de empresas de formatura, do problema ao resultado, usando os módulos que você vê nesta página.
The company worked with four print shops and split orders out of habit, always favoring the same one.
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.
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.
One staging supplier accounted for 34% of the company's spend and was the only supplier in two categories flagged as critical.
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 company qualified a second supplier in both categories and signed a supply contract with the first, cutting contract risk without switching partners.
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.
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 company consolidated tail purchases into preferred suppliers that were already qualified and started asking for less paperwork from occasional vendors.
Como funciona
Cada etapa é um módulo de verdade, e o que sai de uma entra na outra sem ninguém digitar de novo.
Módulo por módulo
6 módulos e 44 recursos nesta página, o mesmo cadastro de turma, formando e evento sustentando todos eles.
The score comes from what happened: deliveries, receipts, prices and documents.
The criteria belong to the company, and they are made explicit instead of buried in code.
Supplier risk measured, with the factors kept separate and visible.
The system proposes the segment, the buyer decides, and what was set by hand is respected.
The number, drilled down to the document behind it.
The score updates itself, and changing the criteria is not the same permission as viewing.
Compare os módulos e escolha a configuração que acompanha sua operação.