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供应商考核与评价控制程序Supplier assessment evaluation procedure（ISO9001：2015）1.目的Purpose规范公司对供应商的选择、评价及管理，确保供应商之生产能力、配合度，及其所提供之产品质量、交期符合本公司要求。
To Standardize the selection, assessment and management of the suppliers, and ensure their production capacity, cooperation, product quality and delivery comply with the company requirements.2.范围Application scope凡本公司生产所需的原料、辅料、包装材料、模治具、机械设备之供应商，或委外加工商均适用本程序It is applicable to the supplier or the outsourcing subcontractor of the company required raw material, auxiliary material, packaging material, mold tooling/jigs and machine/equipments.3.定义Definition无N/A4.权责Responsibility4.1供应链管理部Supply chain management dept.4.1.1负责选择供应商之信息收集、筛选，适当时组织一个评审小组实地评审供应商。
4.1.1 To select the information for the supplier collection and screening, andorganize the assessment team for the supplier assessment.4.1.2负责对供应商的机器设备、生产能力、财务能力、品质状况及配合度的考核。
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 LogoSUPPLIER 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。
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 LogoSUPPLIER 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。
中英文对照外文翻译文献(文档含英文原文和中文翻译)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。
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 Responsibilities3.1. 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, newtechnology 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。
1 Purpose 目的This procedure is established to choose the high-quality suppliers as the strategic partners of our Company and urge the present suppliers to constantly improve themselves, so as further to provide excellent service to our Company.制定本程序为选择优质的供应商作为我们公司的战略合作伙伴，并督促目前的供应商不断完善自己，从而进一步为我们公司提供优质的服务。
2 Scope适用范围It is applicable to the management of evaluation of all non-trade products’ suppliers.适用于所有非贸易产品供应商的评估管理。
3 Duties and Powers 权责3.1The Non Trade Procurement shall organize the evaluation of suppliers, while other relevantdepartments join the evaluation. 非贸易采购应组织对供应商的评估，而其他相关部门则参与评估。
3.2The Non Trade Procurement is responsible for collecting all the evaluation opinions and making afinal decision on choosing suppliers. 非贸易采购负责收集所有的评估意见，并最终决定选择供应商。
4 Definitions定义Non trade products: Office supplies, Maintenance & Repair supplies, Sample room small tools,etc.非贸易产品：办公用品、维修用品、样品室、小型工具等。
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。
供应商评估表（中英文对照）模板Supplier Evaluation Form (Chinese-English Comparative Template)Introduction 简介：本供应商评估表旨在帮助企业对供应商进行全面评估，以确保供应链的可靠性和效率。
本评估表将提供一份供应商的综合分析，包括质量管理、交货能力、价格竞争力、服务水平和合规性等方面的评估。
为了方便使用，本文提供了中英文对照的模板，供使用者参考和使用。
This Supplier Evaluation Form aims to assist businesses in conducting thorough assessments of their suppliers to ensure reliability and efficiency within the supply chain. The evaluation form will provide a comprehensive analysis of suppliers, including assessments of quality management, delivery capabilities, price competitiveness, service levels, and compliance. For easeof use, this article provides a template with both Chinese and English sections as a reference for users.供应商信息 Supplier Information：供应商名称：______________________________Supplier Name: _______________________________供应商地址：______________________________Supplier Address: _______________________________联系人：______________________________Contact Person: _______________________________联系电话：______________________________Contact Number: _______________________________评估日期：______________________________Evaluation Date: _______________________________评估人员：______________________________Evaluator: _______________________________供应商综合评估 Comprehensive Supplier Evaluation：1.质量管理 Quality Management：1.1 产品质量 Product Quality请根据以下指标对供应商的产品质量进行评估，请在右侧打"√"表示评估结果。
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。
A – Management/管理Comments:注解：The Management (e. g. Board of Management, Plant Management, Section Management) develops the quality policy for the company, defines it and commits all areas and levels to it. This allows specific quality goals and also a quality system (Q system) to be agreed upon. Quality must be regarded as an overall management task. The management must concern itself with the following 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：• Business Plan* 商业计划• Comparison of internal & external performance data国内外性能资料对照• Business results商业成果• Employee satisfaction员工满意• Customer satisfaction客户满意“Management” 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: * = Business plan means: local plant performance 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 been defined and are they consistently being followed?是否制定目标，并且始终遵循？1a Does the supplier have process to update their business Plan?供应商是否有更新商业计划的流程？1b Are objectives developed from the business plan?所有目标是否都源于商业计划？2 Is there a process for management review?是否有管理评审流程？2a Are objectives defined and controlled on all levels?是否界定和控制所有等级的目标？2b Does the supplier perform regularly scheduled quality audits internally?供应商是否实施定期的内部质量评审？2c Do preventive and reactive measures derive from this evaluation?是否有针对评审（结果）的纠正和预防措施？3 Is there a process for evaluating the capability of the established resources (employees, 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 organization identify and allocate appropriate resources for increase of customer satisfaction? 为提高顾客满意度，组织是否识别和分配适当的资源？4 Is there a process for the management of employee satisfaction 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 supplier have a process for quality awareness?供应商是否有关于(提高)质量意识的流程？4b Does the supplier promote any motivational 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？5 Does a training program exist which supports achieving the scope of business and fulfillment of customer requirements?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 supplier have documented training and development programs for its personnel?供应商是否有针对员工的书面化的培训和开发计划？5b Individual Training: does the training program fit to the job specifications?个人培训，培训计划是否合适于岗位说明？5c What kinds of information do the employees get about customer requirements and about achievement of objectives?在顾客需求和目标绩效方面，员工得到了哪些信息？A1Have goals been defined and are they consistently being followed?是否制定目标，并且始终遵循？Comments: 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 requirements as well as adherence 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。
