供应商选择评估计划模板-英文版
供应商评估报表(中英文版)-集团公司评估表
供應商評估報告
Ref. GVSR no報告編號.
QP Survey Rating And Survey Team Comment/評估內容和評估結果
Remarks for completion of checklist / report
審核清單/報告備注
1)。
“Yes" – Compliance is demonstrated.
供應商評估報告
Ref. GVSR no報告編號.
“是”－符合要求
2）. “No” – Corrective actions are required。
“否"－有改善措施要求
3）. Evidence shall be recorded in “Findings” in justifying “Yes”, “No” or “NA” decision.
有證據支持判定的結果
4)。
Suggestions shall be written in “Opportunities for Improvement” at the end of each section
在每項最後將建議項填寫在“改善點”一欄中
5）。
Score Scheme:
分數分配
供應商評估報告
Ref. GVSR no報告編號.
供應商評估報告
Ref. GVSR no報告編號.
供應商評估報告
Ref. GVSR no報告編號.
供應商評估報告
Ref. GVSR no報告編號.。
供应商选择和管理程序-中英文对照
Supplier Selection and Management Procedure 供应商选择和管理程序1 Purpose 目的：To define the methodology to select, assess, approve new suppliers and manage supplier to ensure uniformity across the group and that all purchased productconforms to the purchase requirements of NAILI.定义如何选择、评估、批准和管理供应商。
2 Scope 范围：All parts and services contribute to products that sold to Customers including Raw material, Subcontracting parts, Services and Other Products.所有作用于销售给客户产品的原材料、零部件和服务，包括外包合同、零件、服务和其他的产品。
3 Definition定义：None 无4. Responsibility职责:Purchasing department is responsible for sourcing, preliminarily assessing,recommending, auditing, manage new suppliers and steer price determination.采购部负责寻找,初评,推荐,审核,管理供应商及跟进价格确认流程。
R&D department is responsible for audit new suppliers to confirm their technicalcapability.产品开发部负责审核新供应商以确认其技术能力.Quality department is responsible for preliminarily assessing, audit new suppliers to confirm their quality assurance capability and incoming control。
T4-10供应商供货品质评分表中英文版
PPAP批准延迟扣15分(临时批准每次扣 2分，拒收每次扣5分)、阶段不良扣10 分(不良每次扣1分) 15points decucted for the delay of PPAP approval (2points deducted for temporary approval; 5points for rejected) 10points for phase defects (1point for each time)
100 说明 Notes:
优
25
20
20
10
25
本月主要不良明细 Details of Major Reject of Current Month 品名 Product Name 品番 Specification 不良内容 Contents of Reject 发生数 Frequency
重要度 Importance Degree
作成日 Prepared by:
2018年11月29日
YY MM DD
评分项目（满分为100分） Items (Full Mark 100) c.改善情况（满分20分） Improvement Status (FM 20) d.质量保证管理（满分10分） Quality Assurance Management (FM 10) e.项目管理(满分25分) Project Management（FM25）
投诉1次扣2分*重要度(C1、B2、 A3)+迷惑度(C0、B1、A3). 2 points deducted for 1 complaint * Importance Degree(C1, B2, A3)+Difficulty(C0,B1,A3)
不良未及时对应扣5分、对策未按 期回复扣5分、不良再发扣5分、 特采扣5分 5 points deducted in the event of a failure of identifying noncompliance, of replying untermeasures, of stopping recurrence of non-compliance, of AOD
IATF16949供应商选择评估流程图英文版
Supplier development manual
Signed LTA & Productivity Agrement. Supplier Pass Word and ID
AQP
PU001 Purchase Requisition
Issue Purchase Requisition, requesting PPAP & Tooling if required.
Outputs
(as required)
APQP, MECHANISM where applicable. Development (MECH) Manual - Section 3, CNCA02C-061
Appendix 3
RFQ, Ford 4.28 Customer Approved Sources, Supplier,
MECHANISM
MM021/(20) Supplier Assessment (Self assessment)
No
Is Supplier acceptaplier Assessment (Self assessment)
MECHANISM
MM021/(20) Supplier Assessment (Self assessment) CNCA02C-061 Appendix 3
No
Does supplier need further development?
Yes
MM021/(20) Supplier Assessment (Self assessment)
Follow up with corrective action
Supplier & MECHANISM
潜在供应商评估指南中英文
ppm-data, ppm数据
non conformance data, 不合格品数据
quality costs, 质量成本
第 6 页 共 9ห้องสมุดไป่ตู้ 页
A1a
Does the supplier have a process to update their business plan? 供应商是否有更新商业计划的流程？
第 1 页 共 93 页
潜在供应商评估指南
（吕志勇 王琳译）
第 2 页 共 93 页
评估范围
A – Management 管理
B - Technology and Development 技术与开发
Supplier_Assessment_Report供应商评估报告(英文)
No. of applicable
element and has
demonstrated.
分数
eleme nts
preliminary/draft
有证据表明对实施效果的分析
documentation.
和持续改进
=Overall Rati ng:
供应商了解要素要求并
具有初步/草案性的文件.
>Documentation is available but
before PPAP and SQE will verify.
有条件通过评审或被推荐的要求为至少(6)分•所有的不符合应在产品PPAP前得到纠正并为
SQE
验证。
(3)To Pass or be Recomme nded a minimum score of five (5) is required on every applicable eleme nt.
Question问题
Assessor Notes
评审员记录
**Has a quality man ual coveri ng the requireme nts of QS-9000 bee n
0.1prepared? Does the quality man ual in clude or make refere nee to
4.8 Product Identification and Traceability产品标识和可追溯性
(5)计分方法：要素分=要素内各问题平均，总分=各要素平均
POTENTIAL SUPPLIER ASSESSMENT REFPOR
DOCUMENT REVIEW
Assessme nt Date
supplier assessment form供应商评估表
1. KEY TO ASSESSMENT RATINGThe subcontractor quality assurance measures are rated with points from 0 to 10 on the basis of the following. Only those areas of the subcontractor that bear relevance to the product/service offered by the subcontractor to ‘TACO’ need be assured.（分供方质量保证方法被从0~10分进行分级。
NTACO分供方的与产品/服务相关的方面必须得到保证）ELEMENTS NOT APPLICABLE TO A PARTICULAR SUBCONTRACTOR（不适合特殊分供方的条款）Certain elements such as 4.7 (Control of Customer Supplied Product) and 4.19 (Servicing) will not apply to every supp lier. In such cases, ‘N/A’ is entered in place of the score.REPORTING OF ASSESSMENT FINDINGS（审核结果的报告）The supplier assessment report shall be filed along with this assessment form for reporting and recommendation on supplier selection and approval.（供应商评估报告应连同此评估表格作为报告、建议新供方的选择以及批准）MINIMUM CRITERIA FOR ACCEPTANCE（新供方接受的最小准则）The supplier(including Specially designated small supplier（包括指定的特别小供方）)should score minimum 40-60% & score minimum 5 points on the following elements individually for acceptance as approved supplier.（至少得分在40-60%以及至少分别在下面条款中得到5分，方可批准为供方）1. Product identification and traceability.（产品标识与可追溯性）2. Control plan.(控制计划)3. Contract review.（合同评审）4. Control of customer supplied products.（顾客财产保护）5. Process monitoring operation instructions.（过程监控作业指导书）6. Control of non confirming products.（不合格品控制）7. Inspection status.（检验状况）8. Calibration status.（校验状况）9. Corrective action on customer complaints.（客户抱怨纠正行动）10. Compliance with customer's standards/requirements.（遵守客户标准与要求）11. Control of quality records（质量记录控制）2. CHECKLISTS（检查清单）--▪据---------------SUPPLIER ASSESSMENT FORMF -PUR-001-02-01ASSESSMENT DONE BY: Signature:Name:Date:。
供应商评估表(中英文对照)模板
供应商评估表（中英文对照）模板Supplier Evaluation Form (Chinese-English Comparative Template)Introduction 简介：本供应商评估表旨在帮助企业对供应商进行全面评估，以确保供应链的可靠性和效率。
本评估表将提供一份供应商的综合分析，包括质量管理、交货能力、价格竞争力、服务水平和合规性等方面的评估。
为了方便使用，本文提供了中英文对照的模板，供使用者参考和使用。
This Supplier Evaluation Form aims to assist businesses in conducting thorough assessments of their suppliers to ensure reliability and efficiency within the supply chain. The evaluation form will provide a comprehensive analysis of suppliers, including assessments of quality management, delivery capabilities, price competitiveness, service levels, and compliance. For easeof use, this article provides a template with both Chinese and English sections as a reference for users.供应商信息 Supplier Information：供应商名称：______________________________Supplier Name: _______________________________供应商地址：______________________________Supplier Address: _______________________________联系人：______________________________Contact Person: _______________________________联系电话：______________________________Contact Number: _______________________________评估日期：______________________________Evaluation Date: _______________________________评估人员：______________________________Evaluator: _______________________________供应商综合评估 Comprehensive Supplier Evaluation：1.质量管理 Quality Management：1.1 产品质量 Product Quality请根据以下指标对供应商的产品质量进行评估，请在右侧打"√"表示评估结果。
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Step
1 Ses
2 Put together the selection team 3 Agree on the business KPI 4 Define the technical requirements 5 Define the requirements from the vendor
18 Publish an RFQ
19 Selection
20 Contract negotiation 21 Sign the contract 22 Start the supplying process
Description A strategic decision that requires setting and quantifying the goal that is supposed to be enabled by the vendor Define the evaluation team, their mandate, due dates, budget and division of lKaebyorPerformance Indicators: How to evaluate whether the business goal was Basically in this step it is agreed what the product / service needs to do Agree on what the vendor needs to ultimately supply Set the parameters on which the vendors will be graded, the weight each parameter will be given and the minimum grade acceptable to move on to the next selection level. The parameters should include at least: Price, Quality, Delivery (on-time, quantity, ePtucb.)l,icSlyeprvuicbelish steps 1-6, and receive stakeholder confirmation In this step the experience and knowledge of the team comes into play: the more vendors the team can find, the better the process and final outcome will be Ideally this step will be done by different members of the team than those who put together the list to rule out bias Request for Information. This document will be sent out to the vendors that made the first cut, and will essentially ask them if they're capable of delivering the needed product / service Compile a list of all the vendors that are interested in your offer Request for Proposal. This document will be sent out to the vendors that made the list of step #11. The vendors' answer should include at least the following * Executive Summary that includes the vendors' backround and business overview * The technical specificaitions of the product or business specifications of the service * Constraints / Assumptions *AcTc'sor&diCng's t(oTtehremgsraadnidngCopnrodciteiosnss, )t.hTehteisasmecwtiiollngruasduealelyaicnhclruedsepsonthsee qtouothtee for RFP's and compile a grade list In step #6, a minimal grade was set. All the vendors that passed the minimal grade should make the second cut. However if too many vendors made the cut and the team can't accommodate them all, a third cut will be necessary Proff of Concept. This is an optional phase, and should be used when the product / service is complicated or innovative. The vendors are asked to provide evidence that they are capable of supplying what they commited to Choose the 3-5 top vendors according to their RFP grade and POC answer Present the short list to the main stakeholders, and publicly publish the grades of all the vendors Request for Quotation - This is an optional phase: In this phase the vendors which made the short list can ammend their quote (which wasn't published)
6 Define the grading process
7 Get Stakeholder confirmation 8 Compile a list of possible vendors 9 Make the first cut
10 Write an RFI document 11 Analyze the responses
12 Write an RFP document
13 Analyze the responses
14 Make the second cut
15
Request a POC from made the cut
the
vendors that
16 Compile a short list
17 Present the short list