第1页共86页
潜在供应商评估指南
评估范围
A -Management
管理
B - Tech no logy and Devel opment
技术与开发
C -Quality
质量
D -Production
生产
E - Engin eeri ng (P roduct and P rocess)
工程(产品和过程)
F - Logistics / Supply
物流与供应
G - Sub-s upp lier Man ageme nt
分供商管理
H - Cost Man ageme nt
成本管理
Scoring Guide 打分指南
Team evaluati on must be recorded into Excel file. I np ut comme nts on COMMENTS p age.
团队评价必须用Excel 文件记录，在注释页上输入注释。
Points Color Defin iti on Effect on DC pro cesses
在DC 流程颜色表示的定义：
0 red Supp lier dem on strates n either a docume nted p rocess/pro cedure nor
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 P rocess will certai niy cause p roduct failure an d/or un satisfactory com mun icati on with the customer
过程肯定会发生产品缺陷和招致顾客抱怨。
1 red Docume nted pro cess/pro cedure exists but is incomp lete or not fully impI eme nted.
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 p robably cause p roduct failure an d/or un satisfactory com mun icati on with the customer
过程大概会发生产品缺陷和招致顾客抱怨。
2 gree n Process/procedure is compi etely docume nted and acce ptably impi eme nted.
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。
P rocess will p robably not cause any p roduct failure an d/or un satisfactory com muni cati on with the customer
过程大概不会发生产品缺陷和招致顾客抱怨。
3 gree n A compi etely docume nted pro cess/pro cedure is fully impi eme nted and meets minimum requireme nts.
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 un satisfactory com muni cati on 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 evaluati on team agrees that this questi on should not be scored. En ter NA into the Score box and explain reas ons on COMMENTS page.
评估团队同意不记分的这些问题，记分箱内输进
Questi on is not app licable for this p articular commodity/process 对于特殊的商品/过程，问题不适用。
Note The team must reach a consen sus on each questi on 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
an app lied p ractice.
NA ，并在注释页解释原因。
Comme nts: 注解:
The Management (e. g. Board of Management. Plant Management. Section Management) develops the quality p olicy for the company, defi nes it and commits all areas and levels to it. This allows sp ecific quality goals and also a quality system (Q system) to be agreed upon. Quality must be regarded as an overall man ageme nt task. The man ageme nt must concern itself with the follow ing 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
•Busi ness Pla n*商业计划
•Co mp aris on of internal & exter nal p erforma nee data
国内外性能资料对照
•Bus in ess results
商业成果
•Empio yee satisfact ion
员工满意
•Customer satisfact ion
客户满意
"Managemenf' 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: * = Busin ess plan mea ns: local plant p erforma nee 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 bee n defi ned and are they con siste ntly being followed?
是否制定目标，并且始终遵循？
1a Does the supp lier have p rocess to up date their bus in ess Plan?
供应商是否有更新商业计划的流程？
1b Are objectives deve loped from the bus in ess plan?
所有目标是否都源于商业计划？
2 Is there a pro cess for man ageme nt review?
是否有管理评审流程？
2a Are objectives defi ned and con trolled on all levels?
是否界定和控制所有等级的目标？
2b Does the supp lier p erform regularly scheduled quality audits intern ally?
供应商是否实施定期的内部质量评审？
2c Do p reve ntive and reactive measures derive from this evaluati on?
是否有针对评审(结果)的纠正和预防措施？
3Is there a pro cess for evaluati ng the cap ability of the established resources (empio yees, 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 orga ni zatio n ide ntify and allocate approp riate resources for in crease of customer satisfact ion? 为提高顾客满意度，组织是否识别和分配适当的资源?
4Is there a pro cess for the man ageme nt of empio yee satisfact ion with suitable methods?
