供应商选择和管理程序-中英文对照
供应商考核与评价控制程序(中英文)
供应商考核与评价控制程序Supplier assessment evaluation procedure（ISO9001：2015）1.目的Purpose规范公司对供应商的选择、评价及管理，确保供应商之生产能力、配合度，及其所提供之产品质量、交期符合本公司要求。
To Standardize the selection, assessment and management of the suppliers, and ensure their production capacity, cooperation, product quality and delivery comply with the company requirements.2.范围Application scope凡本公司生产所需的原料、辅料、包装材料、模治具、机械设备之供应商，或委外加工商均适用本程序It is applicable to the supplier or the outsourcing subcontractor of the company required raw material, auxiliary material, packaging material, mold tooling/jigs and machine/equipments.3.定义Definition无N/A4.权责Responsibility4.1供应链管理部Supply chain management dept.4.1.1负责选择供应商之信息收集、筛选，适当时组织一个评审小组实地评审供应商。
4.1.1 To select the information for the supplier collection and screening, andorganize the assessment team for the supplier assessment.4.1.2负责对供应商的机器设备、生产能力、财务能力、品质状况及配合度的考核。
供应商管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)互利共赢的供应商质量控制前言近年来，随着对供应链的重视，供应商管理正逐渐成为企业和学术界的关注对象，IS09000族标准以及QS 9000标准都对供应商的管理提出了相应的要求，与供应商管理有关的研究成果正逐渐增多，一些软件巨头也推出了供应商关系管理的软件，但是在这些研究成果和应用软件中，涉及到的供应商质量控制的内容只是一些最基本的要求，而供应商质量控制恰恰是供应商管理的最基本、最重要的内容。
另一方而，质量管理界对质量控制的研究取得了大量的成果，遗憾的是这些成果大多依然局限于企业的内部控制，仅仅研究从企业内部各环节如何改善产品的质量，而基于供应链的角度来研究质量控制的成果尚不多见。
因此，系统地研究经济全球化形势下供应商质量控制的理论与方法，将有助于推动我国企业产品质量的快速提高和供应链竞争优势的形成与巩固。
1、质量与企业共存质量一直是一个随着时代的变化而不断变化的概念，人们对质量的认识也往往因关注点不同而有所不同。
如，早在1908年，通用汽车公司的工程师们在皇家汽车俱乐部会员们的面前拆解了3辆凯迪拉克轿车，并把这些零件混在一起，而后从中选择零件重新组装成车，然后驾车绝尘而去。
这令在场的会员极为震惊，认为凯迪拉克车质量之高令人惊叹。
显然在当时，汽车零件具有互换性是一种了不起的质量特性，这也是福特公司的N型车和T型车取得辉煌成功的重要原因。
时至今日，即使农用三轮车的零部件也具有极高的互换性，零部件的标准化和互换性已经是理所当然的事情，不再是吸引顾客的重要质量特性。
可见质量的内涵是不断变化的。
那么究竟什么是质量呢?（1）市场竟争就是企业间对“顾客”的争夺，在日益激烈的“顾客”争夺战中，质量、价格、交付(交付日期、方式和手段)和服务是企业常用的四个法宝，其中质量是根本，离开质量其他三项将变得毫无意义，因此可以说质量己成为市场竞争的焦点。
它反映了产品是否能够反映顾客需求、能否满足顾客需求，从面决定了产品的市场前途。
Supplier Management供应商管理程序(中英文)
1.0 PURPOSE 目的1.1 The procedure standards the general rules for selection, evaluation and management ofsuppliers to ensure all what purchased including products and service aligned with company requirements.规范供应商的选择、评估和管理流程，确保所采购的产品和服务符合公司的要求。
2.0 SCOPE 范围2.1 Apply to all suppliers which provide products and service to company.适用于向公司提供产品和服务的所有供应商。
3.0 DEFINITIONS 定义3.1 Three types Suppliers 三类供应商：Type A: Suppliers which provide finished-goods, raw material in BOM and process subcontractin Routing.A类：提供成品，BOM中的原材料和产品加工工艺路线中的工序外包服务的供应商。
Type B: Suppliers which provide raw material and process subcontract for mould.B类：提供模具材料和模具加工供应商。
Type C: Other suppliers except type A, type B.C类：A、B类以外的其他供应商4.0 REFERENCE DOCUMENTS 参考文件4.1 ISO/TS 16949:2009 Clause 7.4 Purchasing 采购5.0 RECORDS 记录5.1 FN-PU-001 Supplier Audit Form 供应商调杳表5.2 FN-P∪-002 Approved Supplier List 合格供方名录5.3 FN∙PU∙003 Back Up Supplier List 备用供方名录5.4 FNFU-005 Supplier On S让e Audit Form 供应商现场评审我5.5 FN-PU-006 Supplier Performance Evaluation Form 供应商业绩考核表6.0 RESPONSIBILITY 职责6.1 .Purchasing department responsible for organizing the activities of research, selection, evaluate,monitor and control for suppliers of raw material in BOM and process subcontract in Routing, set up and revised "Approved Supplier LisΓ.采购部负责组织采购产品供方、外协加工方的选择、评价和监督控制，供方的审核评估、建立及修订“合格供方名单”；6.2 Quality department responsible for incoming inspection and quality evaluation, establishsuppliers1 quality records, and provide coaching and support for suppliers5 quality improvement when needed.质量部负责物料性能检验及产品品质评价，建立供方质量档案，并对供方的质量方面提供辅导。
Purchasing Management采购管理程序(中英文)
1.0 PURPOSE 目的1.1 The procedure standards the purchasing request and order process to ensure the quality ofproducts and service meet the production and customer’s requirements.规范公司各项物资的采购活动，确保满足生产及客户的需求。
2.0 SCOPE 范围2.1 Apply to operations for all production and non- production requisitions and purchase orders.适用于公司所有生产和非生产物料的采购活动。
3.0 DEFINITIONS定义3.1 Production Material：All the materials used in products BOM，can calculate amount throughERP system生产性物料：所有用于产品BOM的物料，可以通过ERP展算用量。
3.2 Non-Production Material：Material that don’t directly used for products，such as productionequipment，instrument，low-value consumption goods。
非生产性物料：指不直接用于公司产品上的物料。
包括用于生产的设备、仪器、低值易耗品。
4.0 REFERENCE DOCUMENTS参考文件4.1 MC-S2-01 Supplier management Procedure 供应商管理程序4.2 MC-C4-01 Planning Management Procedure 计划管理程序4.3 MC-C4-02 Material And Goods Management Procedure物料管理程序4.4 MC-S5-01 Product Monitoring and Measurement Procedure产品监视与测量程序4.5 MC-S6-01 Nonconforming Product Control Procedure 不合格品控制程序5.0 RECORDS 记录5.1 FN-PU-012 Purchase Order 采购订单5.2 FN-PU-013 Capital approval Form 固定资产审批单5.3 FN-PU-014 Purchasing Requisition Form 采购申请单5.4 FN-PU-015 Purchasing Inquiry Form 询价单5.5 FN-PU-016 Urgency Purchasing Requisition Audit Form紧急需求申请审批单5.6 FN-PU-017 Purchasing Inquiry Record 采购询价记录表5.7 FN-PU-018 Notice of Deductions 供应商扣款单5.8 FN-PU-019 Purchasing Change Application Form 采购变更申请审批单6.0 RESPONSIBILITY职责6.1 Purchasing department: Purchasing for productive materials and non- productive, such asequipments, tooling and fixtures, measuring instruments, and etc.采购部：负责生产性物料和非生产性物料的采购，非生产性物料如设备、工装、量具等。
供应商管理程序(中英文)
供应商管理程序Supplier Management Procedure（IATF16949-2016）1. 目的 Objective规范供应商管理流程，通过各级考核，评选出符合公司要求的原材料供应商，保障公司供应链的持续提升。
To regulate the supplier management process, choose the raw material suppliers that meet our company’s requirements through the reviews t o ensure the supply chain’s improvement.2. 适用范围 Applicable Scope适用于为本公司提供原材料、辅材料的供应商。
Be applied to the suppliers who supply raw materials and auxiliary materials for our company.3. 职责 Responsibilities3.1. 采购部：开发新材料、新技术、新工艺等对产品品质、成本有优势的供应商；依据公司产品的发展趋势及研发进度，导入符合要求供应商；合格供应商的管理。
Purchasing department: develop suppliers who supply new materials, newtechnology and so on and have advantages in product quality and costs. Import the suppliers who can meet the requirements based on our company product development trend and R&D progress; manage the qualified suppliers.3.2.品质部：主导供应商的审核；供应商品质考核及供应商品质管理。
反恐协议供应商选择与识别管理程序中英文版
反恐协议供应商选择与识别管理程序中英⽂版1、⽬的：本程序提供了为公司从供应商获得供应链安全信息与评价供应链安全状况，有效的识别安全可信的商业合作伙伴的⽅法。
为了获得公司的供应商安全运作情况，确保供应商的安全⽬标及标准符合公司和C-TPAT 的安全要求。
1、PURPOSE:This program provides for the company to get from suppliers supply chain safety information and evaluation of supply chain security status, effective recognition trusted business partner method. In order to obtain the supplier of the company safety operation, ensure supplier safety objectives and standards in line with the company and the C-TPAT safety requirements 2、适⽤范围：公司所有供应商的管理。
2、scope of application：All company supplier management3、定义⽆3, the definitionNo4、职责：4, duties:4．1采购部经理负责供应商选择和识别。
4.1 purchasing department manager is responsible for the supplier selection and identification.4．2安全经理负责设计安全调查问卷。
4.2 security manager is responsible for the design of security questionnaire. 4．2安全调查问卷的分发及回收由采购部门负责执⾏。
供应商管理程序(中英文)
供应商管理程序Supplier Management Procedure（IATF16949-2016）1. 目的 Objective规范供应商管理流程，通过各级考核，评选出符合公司要求的原材料供应商，保障公司供应链的持续提升。
To regulate the supplier management process, choose the raw material suppliers that meet our company’s requirements through the reviews t o ensure the supply chain’s improvement.2. 适用范围 Applicable Scope适用于为本公司提供原材料、辅材料的供应商。
Be applied to the suppliers who supply raw materials and auxiliary materials for our company.3. 职责 Responsibilities3.1. 采购部：开发新材料、新技术、新工艺等对产品品质、成本有优势的供应商；依据公司产品的发展趋势及研发进度，导入符合要求供应商；合格供应商的管理。
Purchasing department: develop suppliers who supply new materials, newtechnology and so on and have advantages in product quality and costs. Import the suppliers who can meet the requirements based on our company product development trend and R&D progress; manage the qualified suppliers.3.2.品质部：主导供应商的审核；供应商品质考核及供应商品质管理。
供应商考核与评价控制程序中英文
供应商考核与评价控制程序中英文xxxxx有限公司文件编号 XX-IMP-XX 供应商考核与评价控制程序文件版本 A/0 Supplier assessment evaluation procedure文件编号 : XX-IMP-XX发行版次 : A/0生效日期 : 2011年12月1日总页数 : 5(包括本页)制定:_____________________ 日期:_____________________确认:_____________________ 日期:_____________________审批:_____________________ 日期:_____________________印有受控印章为受控文件，请参阅受控版本受控印章受控印章1 / 11xxxxx有限公司文件编号 XX-IMP-XX 供应商考核与评价控制程序文件版本 A/0 Supplier assessment evaluation procedure1.目的Purpose规范公司对供应商的选择、评价及管理，确保供应商之生产能力、配合度，及其所提供之产品质量、交期符合本公司要求。
To Standardize the selection, assessment and management of the suppliers, and ensure their production capacity, cooperation, product quality and delivery comply with the company requirements. 2.范围Application scope凡本公司生产所需的原料、辅料、包装材料、模治具、机械设备之供应商，或委外加工商均适用本程序It is applicable to the supplier or the outsourcing subcontractor of the company required raw material,auxiliary material, packaging material, mold tooling/jigs and machine/equipments.3.定义Definition 无 N/A4.权责Responsibility4.1供应链管理部Supply chain management dept.4.1.1负责选择供应商之信息收集、筛选，适当时组织一个评审小组实地评审供应商。
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供应商选择和管理程序-中英文对照————————————————————————————————作者：————————————————————————————————日期：XXXSupplier Selection and ManagementProcedure供应商选择和管理程序Checked by/校准：Approved by/批准：Doc. No./文件编号：Ver. No./版本号：XXXChecked by/校准： Approved by/批准： Doc. No./文件编号：Ver. No./版本号：Audit and Approval审核及批准Audit and Approval审核及批准Signature 签 字Date 日 期Remark 备 注General Manager总经理 √ Production Dept制造部 √ R&D Dept. 产品开发部 √ Quality Dept. 质量部 √ Purchasing Dept.采购部 √ Finance Dept.财务部 √ HR Dept. 人力资源部 Sales Dept. 销售部XXX1 Purpose 目的：To define the methodology to select, assess, approve new suppliers and managesupplier 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 includingRaw 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。
质量部负责初评,审核新供应商,确认其品质保证能力及来料控制.5. Procedure内容:5.1 New supplier development5.1.1 Sourcing for new supplier寻找新供应商5.1.1.1Purchasing department gets purchasing request and needs for new supplier. Alldepartments can request a need.采购部得到采购需求，需要发展新供应商。
公司任何部门都可以提出采购需求。
Checked by/校准：Approved by/批准：Doc. No./文件编号：Ver. No./版本号：XXX5.1.1.2 Purchasing department searches supplier through current supply base, internet,exhibition and other channels according to knowledge、information and needspecification from request department.采购部根据需求部门的信息要求开始寻找供应商。
可通过现有供应商、网络、会展等各种渠道寻找新供应商。
5.1.1.3 Purchasing department contacts the supplier and makes a preliminary assessment.采购部联系发现的供应商并对其做初步评估。
5.1.1.4 It goes to the next step if supplier is feasible. Otherwise return to 5.1.1.2. Otherdepartment can also recommend potential supplier to purchasing department.如果经初评合格，进入下一步评估流程。
否则返回5.1.1.2，重新寻找供应商。
其他部门也可以推荐潜在供应商到采购部。
5.1.2 Potential Supplier Assessment潜在供应商评估5.1.2.1Purchasing department sends “Supplier Questionnaire”and NDA to supplier.采购部给供应商发“供应商调查表”和保密协议。
5.1.2.2Purchasing department send specification, information and RFQ to supplier afterreceiving NDA.采购部收到保密协议后将产品规格参数或信息和询价单发给供应商。
5.1.2.3Purchasing department, Quality department and R&D department assess supplierby feed backed Supplier Questionnaire.采购部、质量部和产品开发部通过供应商的调查问卷反馈进行初步评估。
5.1.2.4After review of the Questionnaire, the supplier is described (if OK) as «POTENTIAL ».Otherwise return to 5.1.1.2对供应商的调查问卷进行讨论后，如果认为合格后，则把供应商定义为潜在供应商。
否则返回5.1.1.2重新寻找供应商。
5.1.3Decision to audit or place a sample order on the potential supplier.决定现场审核考察或无需审核考察而直接下样品订单给潜在供应商。
5.1.3.1Decision to audit, visit or order without audit or visit by purchasing department,Quality department and R&D department together.Checked by/校准：Approved by/批准：Doc. No./文件编号：Ver. No./版本号：XXX采购部、质量部和产品开发部讨论确定供应商是否需要现场审核考察或无需审核考察而直接下样品采购订单。
5.1.3.2It goes to 5.1.4 if decision is to audit supplier. It goes to 5.1.5 if decision placingsample order without audit. Decisions shall be recorded on the “New SupplierEvaluation Sheet”.如果决定审核供应商则执行5.1.4,如果决定不用审核直接样品采购订单则执行5.1.5,结论应在“新供应商评估表”中记录。
5.1.4Audit to the Potential Supplier审核潜在供应商5.1.4.1An “Audit” is normally carried out by Quality department and with Purchasingdepartment and R&D or other function involved. Quality department passes auditcheck list and purpose to supplier before an audit is carried out.现场审核通常是由质量部主导，采购部、开发部或其他部门共同参与的。
现场审核之前质量部会发给供应商审核清单和审核目的。
5.1.4.2Purchasing department, Quality department and R&D department organize ateam that who will attend the audit. （If possible, other function need involve）采购部、质量部和开发部确定审核小组成员。
（如果需要其他部门也可参与）5.1.4.3 With reserved auditors make a plan of audit. Purchasing department confirm theaudit date to Supplier.采购部与指定审核人员制定审核或考察计划，并和供应商确认审核日期。
5.1.4.4Carry out audit and complete audit report according to “Supplier Audit Check List”.Auditor from Quality department collect information from the audit team ,draft“Supplier Audit Report “, issue “Supplier Corrective Action Plan” if need andfollow up。