{选篇}SupplierPerformanceDevelopmentProcess ln

GlossaryofTerms术语GlossaryofTerms术语AAR:AppearanceApprovalReport外观批准报告A/D/V:Analysis/Development/Validation分析/开发/验证A/D/V–DV:ADVDesignValidationADV设计验证A/D/VP&R:Analysis/Development/ValidationPlanandReport.Thisformisusedtosummarizetheplana ndresultsforvalidationtesting.AdditionalinformationcanbefoundintheGP-11procedure.分析/开发/验证计划和报告A/D/V–PV:ADVProductValidationADV产品验证AIAG:AutomotiveIndustriesActionGroup,anorganizationformedbyGeneralMotors,FordandDaimler -Chryslertodevelopcommonstandardsandexpectationsforautomotivesuppliers.汽车工业行动集团AP:AdvancePurchasing先期采购APQP:AdvancedProductQualityPlanning产品质量先期策划APQPProjectPlan:Aone-pagesummaryoftheSGMAPQPprocessthatdescribesthetasksandthetim eframeinwhichtheyoccur.APQP项目策划AQC:AttributeQualityCharacteristic属性质量特性ASQE:AdvancedSupplierQualityEngineer先期供应商质量工程师BIW:uallythebaremetalshellofthebodyincludingdoorsanddecklidpriortopaintandtri m.白车身BOM:BillofMaterials材料清单BOP:BillofProcess过程清单BrownfieldSite:Anexpansionofanexistingfacility.扩建场地CMM:CoordinateMeasuringMachine三坐标测试仪Cpk:CapabilityIndexforastabileprocess过程能力指数CS:ControlledShipping受控发运CTC:ComponentTimingChart(DREdocument)零部件时间表(DRE文件)CTS:ComponentTechnicalSpecifications零部件技术规范CVER:ConceptVehicleEngineeringRelease概念车工程发布DC:DesignComplete设计完成Defectoutflowdetection:AphraseusedintheSupplierQualityStatementofRequirementsthatrefersto in-processorsubsequentinspectionusedtodetectdefectsinparts.缺陷检测DFM/DFA:DesignforManufacturability/DesignforAssembly可制造性/可装配性设计DFMEA:DesignFailureModesandEffectsAnalysis.Itisusedtoidentifythepotentialfailuremodesofapar t,associatedwiththedesign,andestablishaprioritysystemfordesignimprovements.设计失效模式和后果分析DPV:Defectspervehicle每辆车缺陷数DR:DocumentationRequiredDR特性一次通过率（DR=DRA×DRB×DRC×DRD×DRE）DRL：一次通过损失率（DRL=DRLA＋DRLB＋DRLC＋DRLD＋DRLE）DRE:DesignReleaseEngineer设计释放工程师DV:DesignValidation设计验证E&APSP:Engineering&AdvancePurchasingSourcingProcess.工程&先期采购定点程序EP:E-Procurement电子采购流程ErrorOccurrencePrevention:AphraseusedintheSupplierQualityStatementofRequirementsthatref erstopokeyokeorerror-proofingdevicesusedtopreventerrorsinthemanufacturingprocessfromoccurri ng.防错FTQ:FirstTimeQuality一次通过质量GA:GeneralAssembly总装GD&T:GeometricDimensioning&Tolerancing几何尺寸与公差SGM:ShanghaiGeneralMotors上海通用汽车GMAP:GeneralMotorsAsianPacific通用汽车亚太GME:GeneralMotorsEurope通用汽车欧洲GMNA:GeneralMotorsNorthAmerican通用汽车北美GP:GeneralProcedure通用程序GPDS:GlobalProductDescriptionSystem全球产品描述系统GPS:GlobalPurchasingSystem全球采购系统GPSC:GlobalPurchasing&SupplierChain全球采购及供应链GR&R:GageRepeatabilityandReproducibility检具重复性及再现性GreenfieldSite:Anewsupplierfacilitythatisbuilttosupportaprogram.GVDP:GlobalVehicleDevelopmentProcess全球整车开发流程IPTV:IncidentsperThousandVehicles每千辆车故障IVER:IntegrationVehicleEngineeringRelease集成车工程发布KCC:KeyControlCharacteristics.Itisaprocesscharacteristicwherevariationcanaffectthefinalpartand/ ortheperformanceofthepart.关键控制特性KCDS:KeyCharacteristicDesignationSystem关键特性指示系统Kick-OffMeeting:ThefirstAPQPsupplierprogramreview.启动会议(第一次APQP供应商项目评审) KPC:KeyProductCharacteristic.Itisaproductcharacteristicforwhichreasonablyanticipatedvariationc ouldsignificantlyaffectsafety,compliancetogovernmentalregulations,orcustomersatisfaction.关键产品特性LAUNCHPLAN：活动计划LAAM:(GeneralMotors)LatinAmerican,Africa&MeddleEast(通用汽车)拉丁美洲、非洲及中东LCR:LeanCapacityRate.ItistheGMdailycapacityrequirement.正常生产能力MCR:MaximumCapacityRate.ItistheGMmaximumcapacityrequirement.最大生产能力MOP:MakeorPurchase制造/采购MPC:MaterialProductionControl物料生产控制MPCE:MaterialProductionControlEurope欧洲物料生产控制MRD:MaterialRequiredDate;datematerialmustbedeliveredinordertoallowabuildeventtobegin.物料需求日期MSA:MeasurementSystemsAnalysis测量系统分析MVBns:ManufacturingValidationBuildnon-saleable非销售车制造验证MVBs:ManufacturingValidationBuildsaleable销售车制造验证NBH:NewBusinessHold停止新业务NoticeofDecision决议通知NS1、2、3、4：不可售阶段OEM:OriginalEquipmentManufacturer主机客户PAD:ProductionAssemblyDocuments生产装配文件PC&L:ProductionControl&Logistics生产控制&物流PDT:ProductDevelopmentTeam产品开发小组PFMEA:ProcessFailureModesandEffectsAnalysis.Itisusedtoidentifypotentialfailuremodesassociat edwiththemanufacturingandassemblyprocess.过程失效模式和后果分析PPAP:ProductionPartApprovalProcess生产件批准程序Ppk:Performanceindexforastableprocess过程能力指数PPM:1)ProgramPurchasingManager,2)PartsperMillion(rejectsandreturnstosuppliers)1)项目经理2)每百万件的产品缺陷数PPV:Product&ProcessValidation产品及过程验证PQC:ProductQualityCharacteristic产品质量特性PR/R:ProblemReporting&Resolution问题报告及解决PSA:PotentialSupplierAssessment,asubsetoftheQualitySystemAssessment(QSA)潜在供应商评审PV:ProductValidation产品验证PVV：准备模型、手工阶段PUS：pickupsheet交货计划单QSA:QualitySystemAssessment质量体系评审QSB:QualitySystemsBasics质量体系基础QTC:QuotedToolCapacity工装报价能力RASIC:Responsible,Approve,Support,Inform,Consult负责、批准、支持、通知、讨论R@R:RunatRate按节拍生产RFQ:RequestForQuotation报价要求RPN:RiskPriorityNumberrelatedtoFMEAdevelopment风险顺序数RPNReductionPlan:Anactionplanthatdescribeswhatisbeingdonetoreducetheriskprioritynumberfo ritemslistedintheDFMEAorPFMEA.降低RPN值计划S1、2、3、4：可销售阶段SDC：SupplierDailyCapacity:合同要求的供应商最高日产能SDE:SupplierDevelopmentEngineer供应商开发工程师SFMEA:SystemFailureModeandEffectsAnalysis系统失效模式分析SMT:SystemManagementTeam系统管理小组SOA:StartofAcceleration加速开始SORP:StartofRegularProduction正式生产SOR:StatementofRequirements要求声明SPC:StatisticalProcessControl统计过程控制SPO:(GeneralMotors)ServiceandPartsOperations(通用汽车)零件与服务分部SQ:SupplierQuality供应商质量SQE:SupplierQualityEngineer供应商质量工程师SQIP:SupplierQualityImprovementProcess供应商质量改进过程SSF:StartofSystemFill系统填充开始SSTS:Sub-systemTechnicalSpecifications子系统技术规范Sub-Assembly/Sub-System:Anassemblyofsub-componentsdeliveredtotheSGMmainproductionli neforinstallationtothevehicleasasingleunit.Subcontractor:Thesupplierofasub-componenttoaComplexSystem/Subassemblysupplier(Tier2,3, etc).分供方SVE:Sub-SystemValidationEngineer子系统验证工程师SVER:StructureVehicleEngineeringRelease.结构车工程发布TeamFeasibilityCommitment:AnAIAGAPQPformthatisprovidedwiththeRequestforQuotation.Itist hesupplier’sconcernswiththefeasibilityofmanufacturingthepartasspecified.小组可行性承诺TKO:ToolingKick-Off模具启动会议UG:UnigraphicsUG工程绘图造型系统VAC：现场控制VLE:VehicleLineExecutive车辆平台负责人VTC:ValidationTestingComplete验证试验完成WO:EngineeringWorkOrder工程工作指令。

S u p p l i e r S o u r c i n g M a n a g e m e n t r o c e s s供应商开发管理流程集团标准化工作小组 #Q8QGGQT-GX8G08Q8-GNQGJ8-MHHGN#This process aims at supplierselection /development management and control of raw material,equipment , tooling and others ，make sure effective and efficiency supply on quality ,delivery ，cost and service对提供生产物料、设备、工装及其配件和服务的供应商进行选择和确定，实现对供应商的管理和控制，确保供应商满足规定的质量，交货及成本服务要求。

Scope适用范围：This program is applicable for Coesia China all suppliers on selection, evaluation,approval or new product purchase and supplier disposition.本程序适用于Coesia中国所有供应商的开发、选择，能力的评价，产品和过程的批准以及处理。

and Definition 术语和定义Supplier Classification .Classify supplier as ABC for the 3rd party purchasing供应商分类。

对第三方采购的供应商实行ABC分类管理。

Class A defined as important and need control . yearly spending within top 80% in Coesia 3rd spending 2. The top 30 spending supplier limitation.A类供应商定义为重要且需控制。

1.0 Purpose 目的:Make sure supplier base supply is high efficiency and effective .It helpful to supplier matrix comparison by performance management ,optimize supply base ,phase out low efficiency suppliers; Discovery approved supplier supply issue ,make correction and continuous improvement ,development supplier capability , buildstrong supplier baser 。

确保高效优质供应。

通过绩效管理有利于供应商之间的比较，优化与优秀供应商的合作，淘汰不合格供应商；同时发现合格供应商的不足，敦促改进，发展提高供应商的能力，为确保以后稳定的供应奠定基础2.0 Scope 适用范围：The suppliers belong to 3 rd raw material purchase .Suppliers classifiedGrade A,B and C .Coesia 中国所有属于第三方采购的原材料供应商。

供应商按ABC 分类考核。

3.0 Responsibility 职责：SQE ：Responsible for quality and continuous improvement index,SQE 负责质量与持续改进指标Buyer: Responsible for delivery .Buyer 负责交货期Sourcing :Responsible for cost and support &Service; final consolidation and archiveSourcing 负责成本与支持配合服务。

GCLSolar Energy保利协鑫太阳能SUPPLIER :供应商Assessment Team :供应物名称ASSESSMENT DATE: 供应时间SARSupplier AuditReport供应商审核报告SUPPLIER ASSESSMENTGUIDELINE供应商评估指南2010SUPPLIER ASSESSEMENTMANUFACTURING制造类供应商评估INTRODUCTION引言GCL Solar Energy is committed to product excellence in the markets we serve. We intend to continuously demonstrate this commitment by providing defect-free products on time and at competitive prices.协鑫光伏能源致力于对产品精益求精，在我们服务的市场,我们将不断证明这一承诺，并提供有竞争力的价格，无缺陷的产品。

This requires that we exercise every possible means to assure quality and consistent on-time delivery of purchased goods, which in-turn, contributes to continuous Quality improvement. Through the application of Statistical Process Control (SPC) combined with the cooperation and commitment of our Suppliers and Supply Chain Teams, GCL Solar Energy will drive continuous improvement both in Technical and Commercial aspects of business.这就要求我们千方百计保证质量和购进一致好的部件，不断提高服务质量。

Sirius Machinery (Suzhou) Co.,Ltd西瑞斯包装机械（苏州）有限公司Sirius Machinery (Suzhou) Co.,Ltd西瑞斯包装机械（苏州）有限公司1.0Purpose目的：Make sure supplier base supply is high efficiency and effective .It helpful to suppliermatrix comparison by performance management ,optimize supply base ,phase outlow efficiency suppliers; Discovery approved supplier supply issue ,makecorrection and continuous improvement ,development supplier capability , buildstrong supplier baser。

确保高效优质供应。

通过绩效管理有利于供应商之间的比较，优化与优秀供应商的合作，淘汰不合格供应商；同时发现合格供应商的不足，敦促改进，发展提高供应商的能力，为确保以后稳定的供应奠定基础2.0 Scope适用范围：The suppliers belong to 3rd raw material purchase .Suppliers classified Grade A,B andC .Coesia中国所有属于第三方采购的原材料供应商。

供应商按ABC分类考核。

3.0Responsibility职责：SQE：Responsible for quality and continuousimprovement index,SQE 负责质量与持续改进指标Buyer: Responsible for delivery .Buyer负责交货期Sourcing :Responsible for cost and support&Service;final consolidation and archiveSourcing负责成本与支持配合服务。

移动供应链全流程考核指标Supplier performance is a critical factor in the success of a mobile supply chain. 供应商的表现对移动供应链的成功至关重要。

Choosing the right suppliers and managing them effectively can improve the efficiency and effectiveness of the supply chain. 选择合适的供应商并有效管理他们可以提高供应链的效率和效果。

Key performance indicators (KPIs) are used to measure and evaluate the performance of suppliers in different aspects. 关键绩效指标（KPI）用于衡量和评估供应商在不同方面的表现。

These KPIs can include on-time delivery, quality, cost, and responsiveness to changes in demand. 这些KPI可以包括按时交付、质量、成本以及对需求变化的响应能力。

By monitoring and analyzing these KPIs, companies can identify areas for improvement and make strategic decisions to optimize their supply chains. 通过监测和分析这些KPI，公司可以识别改进的领域，并做出优化供应链的战略决策。

In addition to supplier performance, transportation and logistics play a crucial role in the mobile supply chain. 除了供应商的表现，运输和物流在移动供应链中起着至关重要的作用。