Supplier-Sourcing-Management-Process-供应商开发管理流程.docxVIP

Supplier-Sourcing-Management-Process-供应商开发管理流程 PAGE PAGE 1 ———————————————————————————————— 作者： ———————————————————————————————— 日期： 个人收集整理，勿做商业用途 个人收集整理，勿做商业用途 PAGE PAGE 7 / NUMPAGES 7 个人收集整理，勿做商业用途 Change History 历史记录 Date Revision Reason of Change Section Affected 2015-5-12 A Initial Release SM Approval Issued By ：John.Shen Signature/Date : Approved By ：Yun.Yan Signature/Date : Purpose目的： This process aims at supplierselection /development management and control of raw material,equipment , tooling and others ，make sure effective and efficiency supply on quality ,delivery ，cost and service 对提供生产物料、设备、工装及其配件和服务的供应商进行选择和确定，实现对供应商的管理和控制，确保供应商满足规定的质量，交货及成本服务要求。 2.0 Scope适用范围： This program is applicable for Coesia China all suppliers on selection, evaluation, approval or new product purchase and supplier disposition. 本程序适用于Coesia中国所有供应商的开发、选择，能力的评价，产品和过程的批准以及处理。 3.0Term and Definition 术语和定义 3.1 Supplier Classification .Classify supplier as ABC for the 3rd party purchasing 供应商分类。对第三方采购的供应商实行ABC分类管理。 3.1.1 Class A defined as important and need control .1.Supplier yearly spending within top 80% in Coesia 3rd spending 2. The top 30 spending supplier limitation. A类供应商定义为重要且需控制。1.全年采购额在Coesia第三方采购排 在前80%以内，且 2.排名前30位。 3.1.2 Class B defined as between A and C suppliers B类供应商定义重要不需控制。采购额介于A类和C类 3.1.3 Class C defined as non- important and neednt control .The spending is lower 100K RMB per year C类供应商定义为不重要不用控制。采购额低于10万的供应商。 4.0Responsibility职责： 4.1 Supply management供应管理 A. Sourcing 供应商开发 4.1.1 Make supplier sourcing strategy 确定采购策略与原则。 4.1.2 Approve new supplier 审核批准合格新供应商。 4.1.3 Negotiation price and approve quotation and allocation 协商审批采购价格和供应商供货的比例。 4.1.4 Lead quality ,engineering and related team on supplier audit 组织质量部、技术部等相关部门审核潜在供应商，选择合格供应商。 4.1.5 Responsible for supplier performance management 负责供应商的业绩管理。 4.1.6 Classify the supplier grade by purchasing produ