supplier evaluation form - industrial …：求评价表-工业……

TITLESupplierEvaluationForm供应商评估表ViewWellInternationalFILENAME\*FirstCapSupplier_Evaluation_FormIssue:070723PageSupplier_Evaluation_FormIssue:20070723PagePAGE1ofNUMPAGES15SupplierEvaluationDayDetails供应商基本情况CompanyName公司名称（中英文）CoreBusiness核心业务AuditSiteAddress地址Website网址Auditedby评估人员DongshijunAuditDate评估日2008-07-17CompanyHosts主要联系人Position职务TEL：FAX：MOBILE：E-MAIL：President负责人Sales销售Engineering工程Quality品质Finance财务

SummaryScores总评分Commercial商务Materials物料Engineering工程Quality品质OverallScore总评分/48=26%/28=19%/36=21%/44=17%总分158得分83分

ExecutiveSummary总描述CommercialandMaterials商务与物料Engineering工程Quality品质DocumentCompletion文件A)SectionDescription评估部分Thisdocumentisdividedinto4evaluationsections该评估表分4个评估项:1)Commercial(12KeyElements)商务评估（12项）2)Materials(7KeyElements)物料评估（7项）ThesearetobecompletedbytheProcurementEngineer以上两项目由采购工程师完成3)Engineering(9KeyElements)工程评估（9项）tobecompletedbyMechanicalEngineer机械工程师完成4)Quality(11KeyElements)质量评估（11项）tobecompletedbyQualityEngineer品质工程师完成KeyElements关键点:Eachsectioncontainsasetoftableseachcontainingakeyelementidentifiedatthetopofeachtable.Thesekeyelementsmustformthebasisoftheevaluation.每一个评估项有几个关键点，这些关键点构成该评估的基础。Sub-headings次标题:Theseappearineachtablearetheretoprovideassistanceandtoactasaguidetohelpcompleteeachsection.这些次标题协助完成关键点的评估。Thespacenexttoeachsub-headingisforhandwrittennotestobemadeduringtheevaluation.次标题右边的空格部分用于现场考评时填写。Flexibility:Theemphasisisongivingtheevaluatorasmuchflexibilityaspossibletoensureallcommoditiescanbeaccommodated.Ifaparticularelementisnotrelevanttheneliminateitfromthescore.评估灵活性：评估小组可以根据产品的不同决定某选项是否适用。B)SectionScoring,Summaries&Sign-offs评分，汇总和签字Thescoringsystemisasfollows评分标准如下:0-NoEvidence没有,1–Poor很差,2–Acceptable可接受,3–Good较好,4–Exceptional很好Toidentifyascoreunderlinetheappropriatenumber.在分数下打勾即可SectionTotals:ThetotalsforeachsectionshouldthenbeaddedtogetheranddividedbythenumberofKeyElementstogiveanaverageoverallsectionscore,thisshouldthenbewrittenattheendofeachsection.TheCommodityTeamshouldfinallycompletethefollowing评估小组最后需要完成:ExecutiveSummary(includingScoresummaries,OverallTotalANDTeamRecommendation)总体描述（包括分数汇总，总体印象和建议）KeyStrengths&Weaknesses主要优点和缺点Sign-offapprovalsfromFinance,ProcurementEngineering&Commercial签字Thisdocumentmustthenbestoredin文件完成后必须存入：I:\_GLOBALPROCUREMENT\SupplierFiles\suppliername\auditquestionnaireTopStrengths主要优势机台35台55-650tTopWeaknesses主要缺点产品检测设备少，品质控制和5S较差。 1.CommercialSection商务部分NoEvidence无Poor很差Acceptable可接受Good良好Exceptional优秀1.1)CompanyProfile公司概况0123√4OrganisationalStructure组织结构RequestOrganisationalChartAnyMajorchangeslast2years?提供最新的明晰组织结构图见附件History历史EstablishedDate/Background/Owner公司背景/成立日期/所有者Organisation企业性质CoreBusiness/Competences/otherco.sPublic/Private/WhichSE?/Locations核心业务/行业内竞争力/关联公司/公司性质（所有权）私营Presentation介绍文件提供公司介绍电子文档（PPT,PDF等）EmployeesConstructure员工构成Totalemployees?Rateofmanagement/operators?Collegeeducatedemployeesrate?总员工人数？管理/生产人员比例？大专以上学历比例？1.2)CompanyGoals公司目标012√34MissionStatement远景描述装配成品CompanyStrategy经营策略Measurementmethod/Ontarget?Cascadedmethod公司有何发展策略CooperationStrategy合作策略DothecompanyknowViewWell?Andwhatkindofstrategytheywilluse?是否了解顺荣公司？希望以何种策略合作？是否有机会成为战略合作供应商不是很了解QualityCulture/ContinuousImprovement?品质文化/持续改进Areemployeesqualitydriven?是否将品质第一的理念贯彻到所有员工？念贯彻到员工Capabilities(corecompetences)核心竞争力Whatkindofcapabilitiesthesupplierhad?Onwhichproduct/service/section?在那些产品/服务/环节具备何种竞争力？显视器机壳1.3)CapitalInvestment投资01√234Plant&EquipmentList(Technology,capacity)提供工厂与设备清单CapitalInvestmentPlan?投资计划Inlinewithco.strategy?Newequip/facilitiesplanned?Last2years/next3yearsWhocontrolsit?最近的投资计划如何？是否与战略一致？谁来决定投资？没有1.4)CustomerBase主要客户0123√4Top5MajorCustomers主要5个客户%Ofbusinesstheyrepresent/Global?Industries/%Split填写右表主要5个客户名称，销售比例，所属行业,合作历史（年）等。Top5CustomersNoName%ofbusinesstheyrepresentMarketsectorsCooperateHistory(Y)15%15%10%5%2-5%NewBusinessResourceExpansion/consolidationplans?Ifsowhere/businessarea?主要是国内客户1.5)Management管理层012√34Experience管理层经验YearsandProfiles主要管理人员工作经验与资历5-10年工程师Attitude/Trust管理层合作态度/是否值得信任可以Approachtorisktaking风险管理Doesthesupplierhasanyapproachtomanagetheriskofthecompany?该公司有何措施预防经营风险？没有1.6)Finance财务012√34PaymentTerms付款条件WhatCreditRatingwilltheyoffer?ForProductForTooling该公司能提供何种付款条件？（模具/产品）模具首付30-50%，YearRMBUSD2003 200420052006Thecompany’sGrossAnnualSales:年销售收入20062007Sales销售额9000万CostofSales成本GrossProfit毛利润ProfitafterTaxation税后利润Profittoattrrib.toStockholders每股红利Thecompanyaccounts/corporationfinancesinUSDareasfollows:财务表现1.7)ProjectManagement项目管理012√34DedicatedProjectmanagerstoViewWell?是否有专门的项目经理负责WhomanagescustomerprojectsduringNPIstage&intovolumemanufacture?Handover?R&DtoProductiongroup?IsthisinlinewithRYMrequirements?新产品导入阶段和批量生产阶段谁负责项目管理?是否有项目管理团队（销售/品质/工程/高层）？没有项目管理ManagementProcessesusedCommunication–GoodEnglish?沟通能力-英语水平Method-Email,Fax,telephone?Willtheyprovidemobile#s?有那些人具备什么英语水平（图纸阅读/回复邮件/处理客户投诉/口头表达等？）Toolsused项目管理工具Microsoftprojectorsimilar?有什么项目管理软件？没有1.8)R&D研发012√34PercentageofRevenuespendonR&D研发投入/收入比例小于5%TechnologyRoadmaps技术发展里程Anyleadingedgetechnologyplans?Howdotheymaintaincompetitiveedgewithrespecttonewtechnologies?有何领先技术发展计划？没有1.9)Procurement采购012√34Organisation采购组织Goals/Policy采购目标与方针PaymentTermswithsuppliers对供应商的付款条件Spend年采购金额PO(blanket?)orContract?按订单采购还是按合同采购OpenBookorFixedPrice?固定/变动/公开价格采购？CostReductionProcess/costdownstrategiesor%target?成本降低措施与目标Supplyagreementsinplace?是否有采购合同CommodityMarketPriceFluctuationsHowdotheymanagethis?如何控制商品的市场价格变动1.10)SupplierBase供应商基础0123√4Whoisresponsibleforthesupplierbase?谁负责供应商管理采购、品质每半年考核一次ApprovalProcess/Selection供应商认可流程IsanAVLinplace?WhoisresponsibleforAVL/evaluation?Providesampleofsupplierevaluationreport是否有AVL列表？谁来维护？请提供评估表。有列表、采购SupplierPerformanceMeasurement供应商考评Inplace/Frequencyofreporting?Monthly?Whoisresponsibleforthis?WhatKPIsmeasured?Quality,Delivery…?AreKPItargetsset?Procedureifnotmeetingtargets?Providedocumentsample考评的频率？谁负责？那些关键考评点和目标？请提供考评文件为例。品质、采购Approachtosuppliermanagement供应商管理方法Eg:Transactional/tacticalStrategicpartnershipColaborative是一次性交易还是战略合作性？战略合作LiabilityAnalysis/Inventoryreductionstrategy可靠性与库存降低策略安全库存BuyBackAgreements/Policy是否可回购？回收ContingencyPlanning/CapacityManagement滚动计划与产能管理没有1.11)CompanyCostManagement成本管理012√34CostOrientatedCompany?是否以成本为导向的公司？成本导向Measurement成本核算方法Howdotheymanagetheircostsofproducts,scrap,salariesetc?如何核算产品成本？如废品，工资等。材料、加工费、包装、管理、运输WilltheygiveViewWellOpenBookPricing?是否提供顺荣公开价格WilltheyprovideaCostedBOM?能否提供明细价格？提供明细价格ProvisionOfBOMs,Material,Labour关于BOM，材料，劳动力的相关规定有相关规定CostReductionTarget成本降低目标Isoneset?Whatisit?Reviewedhowoftenandperformancetodate?如何定期降低成本？提高生效率、减少不良1.12)Confidentiality保密性012√34NDAinplace?是否与顺荣签定保密协议签定保密协议SeparateManufacturingAreas是否提供单独制造区域？不会HandlingofViewWellEquipment客户提供的模具设备如何管理？生产部管理CommercialTotalScore商务部分总分/48=26%2.MaterialsSection物料管理NoEvidencePoorAcceptableGoodExceptional2.1)MRP物料资源计划012√34TypeOfSystemUsed(Paper2,MRPII,4)使用何种物料管理系统？Howdotheyachieveplannedoutput?

Globalsystem?AnyUpgradePlans?如何保证产出？有何升级计划？没有，CustomerPO/ForecastManagement客户订单/预测管理Howdoyoureportcustomerforecast/orderperformance&status?如何向客户汇报订单与预测的状态？RiskPurchasing采购风险Whatistheirapproachtopurchasingwithoutourcommitment?在没有客户承诺前有何办法保证采购？SupplierPO/ForecastManagement供应商订单/预测管理Howdoyoureportcustomerforecast/orderperformance&status?如何准确了解供应商未交货订单与预测的状态？2.2)MaterialManagement材料管理0123√4MaterialsCosts–whoisresponsibleformanaging?谁负责材料成本管理？Storage/ID&Handleproduct材料仓储与移动DedicatedmanufacturingmaterialsLocationorincludegeneralsupplies?仓库与生产过程是否有材料专门放置区域？有SystemforReleasingmaterialtomanu’f有何发料系统？FIFOsystemoperatedandmethod?先进先出？StockChecks&Frequencyof盘点频率（仓库，生产）WiPControl在制物料管理FrequencymeasuredHowdotheyminimise–processused?Howtoensureenoughmaterialforopenordersincasethescrapincreases?检查频率？如何减少在制物料？在生产过程产生废品后，如何保障材料能满足客户订单需求？Abilitytoreceiveconsignedmaterial管理客户寄存材料的能力AnyVarianceReporting?材料变动报告Howdotheymanagecountingscrappedmaterial?如何管理报废材料FinishedGoodsInventory成品存储FGIstores?Process?System?Size?如何管理成品的仓储？Traceability物料追溯Processinplacetocontrol?如何追溯物料？2.3)Documentation文件管理012√34Format文件提供POacknowledgementsDeliverypaperworkInvoicing订单如何确认？如何知会生产等部门？提供什么发货资料（发票，P/L，追踪号）等。OrderReconciliation订单取消期限一天内ViewWellCompatible是否与顺荣文件兼容？兼容2.4)PerformanceMeasurement表现评估0123√4Feedback/SeekCustomerSatisfactionScore客户反馈如何HoldBusinessControlsReviewsMeasuremanufacturingperformance?KPIs?如何评估制造部门绩效？那些考评点？2.5)Lead-times交货期0123√4Flexibility交货弹性Whatdictateslead-timesfromsuppliers?Materialquantities?供应商交期如何？MOQ？CommitPeriod确认期WhomonitorsthecommitperiodVavailablestock?谁确认交期并保证库存？Buildtoorder,toplanorboth?按订单生产还是按计划或二者都可以？2.6)Packaging&Logistics包装与物流0123√4PackagingDesign包装设计OfferCustomisedpackaging?DedicatedInternalteamoroutsourced提供客人个性包装吗？自己设计包装方案？Transport/LogisticsMethods运输/物流方式Air,sea,hubs.Supportkan-ban?Ownvehicles?DedicatedLogisticsteam?Size?能提供空运/海运？/支持看板？/是否自己有车队？/是否有专门物流管理部门？有多大规模？LogisticsAgreements物流协议Anyinplacewithlogisticspartners?有哪些合作的专业第三方物流公司？Logistics–howisitcosted?物流成本如何计算？占销售价格的百分比？2.7)ProductionControl生产控制0123√4SchedulingMethods安排生产计划的方法PMC下单ProductionMeeting生产会议Frequency&Attendance(materials,planners,procurement?)频率与参与人员FeedbackOfIssues/Performance生产反馈与表现TrackingScheduleCommitvActualShipAnyevidenceofthis?计划与实际发货的追溯性如何？MaterialsTotalScore物料部分总分/28=19%

3.EngineeringSection工程NoEvidencePoorAcceptableGoodExceptional3.1)Development开发012√34Prototypecapability样品制作能力R+DCapability研发能力Project/DesignReviewProcess项目/设计评审流程Reliability/ProductTesting可靠性/产品测试3.2)NewProducts新产品012√34NewProductsQualification新产品认可ProcessInplace?ProblemLog&CloseOutActions?Approachtonewpartapproval新产品认可流程？问题解决方案。HandoverProcesstovolumeproduction新产品到批量生产如何转换？NPICapacity,Facilities,Labour,Layout新产品研发能力，设备，人员，布置NPIDedicatedSkills?是否需要专门技术？PerformanceMeasureforintroductionofnewproducts新产品引进绩效评估3.3)ManufacturingFacility制造设施012√34HousekeepingStandard–Office,Manufacturing,WarehouseAcceptableFacility?Standard?Goodworkingenvironment?是否有合适的设施？设备是否维护如何？良好的工作环境？有专人维护、工作环境一般Space是否有足够空间有足够空间3.4)Equipment/Facilities012√34Accuracy设备精度MaintenancePolicy维护管理政策Processforpreventativemaintenanceofplanandtestequipment?检测和生产设备是否有预防维护程序？Equipmentrenewalpolicy设备更新Process/policyinplace?设备更新的政策？如何折旧等3.5)Tooling模具0123√4MaintenancePlan维护计划Toolingmaintenanceplaninplaceandadheredto?有否模具维护计划？是否执行？Manufacture制造Toolingmanufacturedinhouseorexternal?自己制造模具还是外发？Storage保管Tooling,fixturesetcidentified/clearlymarked?模具夹具是否明确标识？有明确标识（客户、什么产品）3.6)SkillLevel技术水平0123√4Manpower人力资源AvailabilityofvariousskillsAttritionConsistency各种技术人才是否齐备？如何补充？是否有延续性？TechnicalExpertise专业人才xxxemployeeson-siteofwhichxxxxunderQAdepartment.Keyskills?生产现场员工有多少？其中有多少为QA人员，有何关键技能？Training培训Recordsinplace?Feedbackyieldperformancetooperators?培训记录如何？如何评价操作者？3.7)Manufacturing制造0123√4Capacity/Gates产能Shifts?Hours/day?Days/Weeks?Utilisation%today?班次/每班工时/每周工作日/年工作周/生产效率%如何？ValueAddServices增殖服务Verticallyintegratedofferingallservicesinternally?能否内部提供整体配套服务？Specialisedcapabilities有何特殊能力Levelofautomationused自动化水平3.8)Health&Safety健康与安全0123√4Conformance环境Doesfactoryspaceandlayoutprovideasuitableenvironmenttomanagehealthandsafetyrequirements?工厂空间与布置能否提供合适的环境保障员工健康与生产安全？Approvals认可Isitregularlyauditedforconformancebythelocalregulatorybodies?是否经常由相关部门认可符合健康安全要求？Responsible负责Whoisresponsibleforprocess&liability(whenusingourtools)谁负责生产安全和可靠性？3.9)Contingency持续性01√234DisasterRecoveryProcedure灾难恢复AnyDRPfocussingonlabour,equipment,management,naturaldisasters?Howwouldtheymanagethesituation?是否有灾难恢复程序？如何面对人力，设备，管理层，自然灾害等异常问题？没有IndustrialRelations:工业关系StaffHiring,labourlaws,employeepower员工雇佣，劳动法等是否完备？完备（劳动合同）EngineeringScoreTotal工程部分总分/36=21%4.QualitySection品质NoEvidencePoorAcceptableGoodExceptional4.1)Certifications证书01√234Approvals–ISO9001,ISO14001品质认证Acceditor有何品质证书？Alternatives-TS16949(Automotive)?CustomerAwards?是否有TS16949？客户嘉奖？RoHS&WEEE–Strategytocomply?环保证明4.2)QualityPolicy品质方针012√34Statement申明Qualitypolicyandqualitystatementonbadges/inrespectivetrainingrecords品质方针是否公布？有何对应培训记录？Effectiveness/participation员工参与Doemployeesknowthequalitypolicy?是否员工明确品质方针？QualityPlan–company品质计划-公司ProvideasampleofyourqualityplanQualityinitiatives/system?Disciplinedapproach?提供公司品质计划启动/建设系统的例子，有何训练方法？QualityPlan-Part品质计划-局部Detailinginspectionstages,AQL,responsibledept详细的检验步骤，AQL，负责部门4.3)DocumentControl文件控制012√34DocControl,release&archivemethod/time文件控制，发放，归档方法/时间Definetheprocessused:Whocontrolscustomerandyourdrawings/specs(QAdepartment?)谁管理客户与内部图纸？Howarespecs/drgscommunicatedfromVWItoyourmanufacturing/suppliers&back.如何转换客户图纸？Relevantsignoffsinplace?图纸签字？Dispositionandchangedetail?图纸更新记录？Softwareused?相关软件？WorkInstructions工作说明书Areworkinstructionswelldetailed(andpictoriallywhererequired)withpartnumber,revlevelandtherequiredsignoff’soneachdocument?工作说明书制作是否较好（比如图片），是否有P/N，版本，签字，日期等。.工作说明书制作有图片、有文字说明，没有尺寸要求。4.4)InspectionProcess检验流程012√34Receiving来料Whatsample%/systemorstandardisused?Inhouseorsupplier?来料检验比率和标准?到供应商现场检验还是收货时检验？1stoffinspection首样检验1stoffexcutedbyoperatororQAdept?首样检验是员工自我执行还是QA执行？是否各工序都首检？有否记录？InProcessQualityControl–IPQC&FQCWhatinspectionisperformed?whatfrequency?巡检如何执行？频率如何？有否记录？IfthereisanyFQCforeachprocess?各工序完成是否有FQC？有否记录？OQCReport出货报告IftheOQCreportcontainsenoughinformation(PO,P/N,Lotno)?Andcustomerized?出货报告是否齐全？(PO号，P/N，生产批次等)能按照客户要求提供？Effectiveness有效性Demonstrate请演示如何保障检验流程的有效性。Records记录CofCsissuedifapplicable?Aretherecordswelldocumented?检验记录是否归档？4.5)ProcessDocumentControl程序文件控制012√34RouteCard流程卡Routecardkeptwiththepartsandwhatdetail?Partnumber;revlevel,materiallotno.machine,operatorandQCinspector?流程卡是否包括P/N，版本，材料批次，设备，操作者，QC检验员等信息？Traceability追溯性Arepartss/nidentified&recordedduringbuild–couldanaudittrailbecompletedsuccessfully?Whereisthetrackingdocumentationheld?ByQCforTraceability?内部有否做过完整的追溯性评审？是否包含P/N，批次等信息？谁负责追溯性文件？4.6)Calibration调校01√234IdentificationSystem识别Isequipmentcalibrationclearlyidentified?设备调校是否能清晰识别。Process&Records调校流程与记录Definethecalibrationprocessforplant,inspectionandtestequipment描述工厂设备和检测设备的调校流程，检查相关记录4.7)InternalProcessControls内部流程控制01√234SPCCapabilitystudiescarriedout?Howdoyoumeasureprocesscapability?工序能力如何评估？做CPK吗？YieldChartsused/displayed?合格率YieldImprovementplansinplace?有何合格率表格？合格率提升计划？Audits评审DotheyhavealargequalityteamandQCinspectionsandauditsakeypartoftheirprocesscontrols?是否有强大的品管团