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Supplier Scorecard

供应商评分卡

Framework

框架

IRON LAW: Evaluate on QCDS (Quality, Cost, Delivery, Service) — Not Just Price

The cheapest supplier who delivers defective parts late with no support
is the most expensive supplier. Total Cost of Ownership (TCO) includes:
purchase price + incoming inspection + rework + downtime from defects +
expediting fees + management overhead.

NEVER select suppliers on price alone.
IRON LAW: Evaluate on QCDS (Quality, Cost, Delivery, Service) — Not Just Price

The cheapest supplier who delivers defective parts late with no support
is the most expensive supplier. Total Cost of Ownership (TCO) includes:
purchase price + incoming inspection + rework + downtime from defects +
expediting fees + management overhead.

NEVER select suppliers on price alone.

Four Evaluation Dimensions (QCDS)

四大评估维度（QCDS）

DimensionWeight (typical)KPIs
Quality30-40%Defect rate (PPM), incoming inspection pass rate, certifications (ISO 9001), corrective action responsiveness
Cost20-30%Unit price, total cost of ownership, price stability, payment terms
Delivery20-30%On-time delivery rate, lead time, lead time variability, flexibility for rush orders
Service10-20%Responsiveness, communication quality, technical support, willingness to collaborate on improvements
维度权重（常规值）关键绩效指标（KPIs）
质量30-40%缺陷率（PPM）、来料检验合格率、认证资质（ISO 9001）、整改响应速度
成本20-30%单位价格、总拥有成本（TCO）、价格稳定性、付款条款
交付20-30%准时交付率、交付周期、交付周期波动、加急订单灵活性
服务10-20%响应速度、沟通质量、技术支持、协作改进意愿

Scoring Method

评分方法

  1. Define KPIs per dimension (2-3 per dimension)
  2. Set weights (must sum to 100%)
  3. Score each KPI: 1-5 scale with clear definitions:
    • 5 = Excellent (top 10% of suppliers)
    • 4 = Good (meets all requirements consistently)
    • 3 = Acceptable (meets most requirements)
    • 2 = Below expectations (frequent issues)
    • 1 = Unacceptable (critical problems)
  4. Calculate weighted total
  5. Classify: A (>4.0), B (3.0-4.0), C (2.0-3.0), D (<2.0)
  1. 定义关键绩效指标（KPIs）：为每个维度确定2-3个指标
  2. 设置权重：权重总和必须为100%
  3. 为每个KPI评分：采用1-5分制，明确定义：
    • 5 = 优秀（处于供应商前10%水平）
    • 4 = 良好（持续满足所有要求）
    • 3 = 合格（满足大部分要求）
    • 2 = 未达预期（问题频发）
    • 1 = 不合格（存在严重问题）
  4. 计算加权总分
  5. 分级：A级（>4.0）、B级（3.0-4.0）、C级（2.0-3.0）、D级（<2.0）

Supplier Classification & Actions

供应商分级与对应举措

GradeScoreStrategy
A>4.0Preferred supplier, increase business, joint development
B3.0-4.0Approved supplier, maintain, targeted improvement
C2.0-3.0Conditional, improvement plan required within 90 days
D<2.0Phase out, begin alternative sourcing immediately
等级分数应对策略
A级>4.0优先合作供应商，增加业务量，开展联合开发
B级3.0-4.0合格供应商，维持合作，针对性改进
C级2.0-3.0有条件合作，需在90天内提交改进计划
D级<2.0逐步淘汰，立即启动备选供应商寻源

Risk Assessment

风险评估

Risk FactorQuestionMitigation
Single sourceIs this supplier the only source for a critical component?Develop backup supplier
GeographicIs the supplier in a region prone to disruption?Dual-source across regions
FinancialIs the supplier financially stable?Monitor credit, require financial disclosures
CapacityCan the supplier scale with our growth?Capacity commitment agreements
IPDoes the supplier have access to our proprietary designs?NDA + IP clauses in contract
风险因素评估问题缓解措施
单一供应商该供应商是否是某关键组件的唯一来源？开发备选供应商
地域风险供应商所在地区是否易受干扰？跨地区双供应商布局
财务风险供应商财务状况是否稳定？监控信用状况，要求提供财务披露
产能风险供应商能否随我们的业务增长同步扩产？签订产能承诺协议
知识产权（IP）供应商是否接触我们的专有设计？签订保密协议（NDA）并在合同中加入知识产权条款

Supplier Development Program (SDP)

供应商发展计划（SDP）

For C-grade suppliers worth keeping:
  1. Gap analysis: Where specifically are they falling short?
  2. Improvement plan: Specific, measurable, time-bound targets
  3. Support: Provide training, share best practices, co-invest if needed
  4. Review: Monthly progress checks, 90-day formal reassessment
  5. Decision: Improved to B+ → continue. Still C or worse → phase out.
对于值得保留的C级供应商：
  1. 差距分析：明确指出他们的具体不足
  2. 改进计划：制定具体、可衡量、有时限的目标
  3. 支持举措：提供培训、分享最佳实践，必要时共同投入资源
  4. 进度回顾：每月检查进度，90天进行正式重新评估
  5. 决策：提升至B+级 → 继续合作；仍为C级或更差 → 逐步淘汰

Output Format

输出格式

markdown
undefined
markdown
undefined

Supplier Scorecard: {Supplier Name}

Supplier Scorecard: {Supplier Name}

Overall Score: {X.X} / 5.0 — Grade: {A/B/C/D}

Overall Score: {X.X} / 5.0 — Grade: {A/B/C/D}

Detailed Scores

Detailed Scores

DimensionWeightScoreWeighted
Quality{%}{X.X}{X.XX}
Cost{%}{X.X}{X.XX}
Delivery{%}{X.X}{X.XX}
Service{%}{X.X}{X.XX}
Total100%—{X.XX}
DimensionWeightScoreWeighted
Quality{%}{X.X}{X.XX}
Cost{%}{X.X}{X.XX}
Delivery{%}{X.X}{X.XX}
Service{%}{X.X}{X.XX}
Total100%—{X.XX}

KPI Details

KPI Details

KPITargetActualScore
Defect rate<500 PPM{X} PPM{1-5}
On-time delivery>95%{%}{1-5}
............
KPITargetActualScore
Defect rate<500 PPM{X} PPM{1-5}
On-time delivery>95%{%}{1-5}
............

Risk Assessment

Risk Assessment

RiskLevelMitigation
{risk}H/M/L{action}
RiskLevelMitigation
{risk}H/M/L{action}

Action Plan

Action Plan

{Based on grade: preferred/maintain/improve/phase out}
undefined
{Based on grade: preferred/maintain/improve/phase out}
undefined

Gotchas

注意事项

  • Weighting should reflect YOUR priorities: A medical device company should weight Quality at 50%+. A commodity buyer might weight Cost at 40%. Don't use generic weights.
  • Score inflation: Purchasing teams may inflate scores to avoid difficult conversations with suppliers. Require data-backed evidence for each score.
  • Review frequency: A-grade quarterly, B/C-grade monthly, D-grade weekly until resolved.
  • Supplier relationship matters: Scorecards are tools for improvement, not punishment. Share results with suppliers transparently — the best suppliers want feedback.
  • TCO includes hidden costs: Don't forget: incoming inspection labor, warehouse space for safety stock (to cover unreliable delivery), engineering time for quality issues, customs/logistics for overseas suppliers.
  • 权重应匹配自身优先级：医疗设备企业应将质量权重设为50%以上；大宗商品采购方可能将成本权重设为40%。切勿使用通用权重。
  • 评分虚高：采购团队可能为避免与供应商产生冲突而虚高评分。要求每项评分都有数据支撑。
  • 回顾频率：A级供应商每季度回顾，B/C级供应商每月回顾，D级供应商每周回顾直至问题解决。
  • 供应商关系至关重要：评分卡是用于改进的工具，而非惩罚手段。向供应商透明分享评分结果——优质供应商渴望获得反馈。
  • 总拥有成本（TCO）包含隐性成本：不要忽略以下成本：来料检验人工成本、为应对不可靠交付而预留的安全库存仓储成本、处理质量问题的工程时间成本、海外供应商的报关/物流成本。

References

参考资料

  • For TCO calculation methodology, see 
    references/tco-calculation.md
  • For supplier audit checklists, see 
    references/supplier-audit.md
  • 有关TCO计算方法，详见
    references/tco-calculation.md
  • 有关供应商审核清单，详见
    references/supplier-audit.md