L
Hello,
We have problems with a supplier. Supplier is a long time partner, and is experiencing process problems the last 5 months I would say ...
Main source of problems : paint. Our major customer (the supplier's customer too) is changing its standard relative to paint so supplier must change it's whole painting production line. This causes him a whole lot of different problems, as you can imagine.
At my facility, this causes NCR ... many of them ... tracked by Purchasing's KPI. Those are being reviewed by our President, who request some "actions" ... that could possibly go to discarting the supplier.
The supplier is a long time partner ... Quality and Purchasing is "liking" the supplier (we know him for a while) ... and understand that he may have problems ... and its prices are good I presume.
What should I do ? Put him on a "Quality Watch" ? I lived this twice in a carreer ... not very funny to experience. For one, I was not in a manager position but for the other yes. In one situation, this has translated to having a customer quality engineer on site for a while, and in the other situation, this has translated itself in having the regulating authority having to check each shipment that we were making (and paying of course the traveloing for the authority to our premises).
I would have to find documentation about this (what "exactly" is the process, the expectations, the way to present it to the supplier, the expectations, the supplier livreables, etc.). My fear is it's risky to initiate since we'll have to walk the talk (e.g. to put it "on the side") if the supplier is not able to respond to our expectations !
Can someone help (by having some documents "to share" about the process or example), and or comments about my issue ?
From the top of my mind :
Purchasing & Quality could send a "letter" informing we've placed the supplier on a "Quality Watch" ;
or
Send the supplier a SCAR resuming the "global" issues ;
or
Requesting the supplier for a joint meeting at our facility ;
or
Have a talk at the supplier's facility ?
or
(...).
Again, my fear is that it's an "impulsive call" from our president.
Supplier is in metal forming industry (so many players are possible).
It would be sad to pull the plug on a supplier when he's in the process of changing it's production line ... almost exclusively for us.
Thank you in advance to all that will contribute to helping me !
LesPiles
We have problems with a supplier. Supplier is a long time partner, and is experiencing process problems the last 5 months I would say ...
Main source of problems : paint. Our major customer (the supplier's customer too) is changing its standard relative to paint so supplier must change it's whole painting production line. This causes him a whole lot of different problems, as you can imagine.
At my facility, this causes NCR ... many of them ... tracked by Purchasing's KPI. Those are being reviewed by our President, who request some "actions" ... that could possibly go to discarting the supplier.
The supplier is a long time partner ... Quality and Purchasing is "liking" the supplier (we know him for a while) ... and understand that he may have problems ... and its prices are good I presume.
What should I do ? Put him on a "Quality Watch" ? I lived this twice in a carreer ... not very funny to experience. For one, I was not in a manager position but for the other yes. In one situation, this has translated to having a customer quality engineer on site for a while, and in the other situation, this has translated itself in having the regulating authority having to check each shipment that we were making (and paying of course the traveloing for the authority to our premises).
I would have to find documentation about this (what "exactly" is the process, the expectations, the way to present it to the supplier, the expectations, the supplier livreables, etc.). My fear is it's risky to initiate since we'll have to walk the talk (e.g. to put it "on the side") if the supplier is not able to respond to our expectations !
Can someone help (by having some documents "to share" about the process or example), and or comments about my issue ?
From the top of my mind :
Purchasing & Quality could send a "letter" informing we've placed the supplier on a "Quality Watch" ;
or
Send the supplier a SCAR resuming the "global" issues ;
or
Requesting the supplier for a joint meeting at our facility ;
or
Have a talk at the supplier's facility ?
or
(...).
Again, my fear is that it's an "impulsive call" from our president.
Supplier is in metal forming industry (so many players are possible).
It would be sad to pull the plug on a supplier when he's in the process of changing it's production line ... almost exclusively for us.
Thank you in advance to all that will contribute to helping me !
LesPiles
