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Multiple missed POs grounds for SCAR?

Morlock

Involved In Discussions
#1
Hypothetically speaking, if a supplier repeatedly doesn't fulfill a PO, either wholly or partly, is that grounds for a SCAR? The product that DOES ship is good (i.e., meets all product specifications) so it's not a product issue, and from what I've found, ISO 13485:2016 doesn't speak to process quality to the same level that it does product quality. Thoughts? Is the issue significant enough for a SCAR, or is this just more along the lines of "supplier notification"? Thanks all.
 
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Sidney Vianna

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Staff member
Admin
#2
Nobody likes to receive a corrective action request. Nobody. Is the issue relevant and significant or not? Dysfunctional organizations are famous for populating PO's with numerous (quality) clauses that are irrelevant just to appease some people who want to pretend they have power and authority over suppliers.

In principle, ANY requirement on a PO is fair game for a SCAR, in case of nonconformity. For example, you might want to have your supplier compliant with ISO 14001, which has nothing to do with product quality. If the supplier does not comply with ISO 14001, but you don't say anything back to them, what was the point of requesting them to comply, in the first place?

Pick your battles carefully. And good luck.
 

Morlock

Involved In Discussions
#3
Nobody likes to receive a corrective action request.
Cheers to that, and thanks for the feedback.

Hypothetically, this would be about missed quantities, not so much irrelevant quality clauses or unrelated ISO regs. If it severely disrupts production scheduling, I would think it would be considered "relevant and significant". What would you (or others) do in the situation, and why?

Thanks much.
 

Golfman25

Trusted Information Resource
#4
So it sounds like they are shipping you partials? Are they sending you the balance shortly thereafter? Are you giving them appropriate lead time? Is it a capacity problem? IMO you're better off with a phone call asking "what's up" and having a conversation than issuing a SCAR.
 

Morlock

Involved In Discussions
#6
Thanks all, I appreciate the advice.

And if this happened multiple times? A "what's up" phone call and a scorecard ding every time, or is it a sign of something more systemic that a SCAR would be more efficient and effective at drawing out?
 

Jim Wynne

Staff member
Admin
#7
Thanks all, I appreciate the advice.

And if this happened multiple times? A "what's up" phone call and a scorecard ding every time, or is it a sign of something more systemic that a SCAR would be more efficient and effective at drawing out?
You presented a hypothetical. You need to provide more information. Have you (hypothetically) not gotten satisfactory results from verbal communications?
 

Morlock

Involved In Discussions
#8
Have you (hypothetically) not gotten satisfactory results from verbal communications?
Not particularly... Especially in pursuit of answering the question "Why did this happen in the first place?"

I'm gathering that it's a very case-by-case basis, and the issuance of a SCAR isn't necessarily as cut-and-dry as I had initially perceived. Are there any guidances as to when to simply call/e-mail and when to issue a SCAR? Is product compliance/safety kind of the benchmark for that?
 

Sidney Vianna

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Staff member
Admin
#9
The key thing to remember is that this is a business relationship and, like in any relationship, communication is key. Of course, before you trigger a SCAR, someone should be communicating with the supplier about short deliveries and the potential impact on to your operations. A SCAR is a formal request for correction and improvement, but most people would prefer to be notified as early and as gently as possible about their performance shortcomings.

Risks and criticality have to be assessed. There is no one size fits all type of behavior. If an organization has perfected inventory management and pretty much all parts are received "just-in-time", then partial/short deliveries can play havoc with the production planning, but very few organizations around the world are in that type of sophisticated environment. Have you asked around in your purchasing department? Maybe they are the ones telling the supplier to ship partial lots.

I used to be a soccer referee. In most cases, before I cautioned or ejected a player, I was communicating with them about their behavior. Escalation of feedback is the best protocol when dealing with business partners, in my experience.
 

Ninja

Looking for Reality
Staff member
Super Moderator
#10
The key thing to remember is that this is a business relationship
That's the point...right there...
Manage the relationship...not the paperwork...
If you need to include the vendor relationship manager, do so. It isn't about filling out forms, it is about the relationship.

SCAR is for folks who have already been talked to (by you) and have said they are OK with getting it....
other wise you are risking more than you you have authority over...

Sending a SCAR without warning is a great way to lose a vendor...or piss them off...both have possible financial implications...
 
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