奔驰供应商评审中英文文件精编版
汽车类供应商准入审核报告 中英文双语版
Supplier Approval Audit Report 供应商准入审核报告Table instructions:表格使用说明：SUPPLIER SELF ASSESSMENT 供应商自评• The supplier shall use this tool to complete a Self Assessment in advance of the CATL on-site audit.• 供应商需要在CATL现场审核以前，用此评审标准进行自审。
• By completing the Self Assessment, the supplier will be able to prepare for the audit and seek advance help and guidance from CATL SQE to be best positioned for success. The supplier should use this opportunity to ask questions to clarify or better• 在进行自审时，供应商可向SQE就审核具体内容进一步澄清并准备现场审核，以达到审核的最佳效果。
• The Self Assessment should be submitted to the responsible CATL SQE one week in advance of the on-site audit which will signal the Supplier's readiness for the formal audit.• 供应商在CATL SQE发出正式审核要求一个星期以前，将自审结果报给CATL SQE。
CATL ON-SITE AUDIT & AUDIT SUMMARY CATL现场审核• The CATL auditor usually includes the SRC, design , SQE. The SRC staff audit business ; design staff audit technical; SQE audit quality.• CATL审核员通常包括采购人员、设计人员、供应商质量管理人员。
03968-GP-9 通用汽车公司 按预定能力生产 中英对照版
Run @ Rate GP-9按预定能力生产I.PURPOSE目的The purpose of a Run @ Rate is to verify:Run @ Rate的目的是要核实：A.the supplier's actual manufacturing process is capable of producing components that meet GM's on-going qualityrequirements, as stated in the Production Part Approval Process (PPAP), at quoted tooling capacity for a specifiedperiod of time; and供给商的当前制造过程是否有能力在指定的一段时间内按声称的加工能力、生产出符合通用汽车公司现行质量要求的零部件。
如同在该零件“生产件批准〞(PPAP) 文件中所述一致。
B.the supplier's actual manufacturing process conforms to the manufacturing and quality plan documentedby the supplier in PPAP, GP-12 and other required documentation供给商的当前生产流程是否符合供给商在PPAP，GP-12或其它要求的文件中所记录的制造和质量计划。
During a Run @ Rate, all production tooling is to be in place and running at full capacity, utilizing all regularproduction, direct and indirect, personnel and support systems.在Run @ Rate过程中，所有的生产工具应各就各位并且按最大能力运行，运用所有正式生产的人员和支持系统，包括直接的和间接的。
客户需求评审程序(中英文版本)
6.3品保部职责：Responsibilities of QA dept.
分析、评估产品质量要求和其所需的检测方法和手段，提供证据以满足顾客或不能满足和合
contract /order correctly and analyze our company’s capacity to meet requirements in contract /order
and bring forward conclusion of feasibility of manufacturing new products and risk analysis
properly when customers are not satisfied with the price our company municate
and negotiate with customers when we still can not meet their requirements
6.2工程部职责：Responsibilities of engineering dept
6.2.1正确理解合同/订单或订单的技术和其参数要求，分析公司对满足合同/订单或订单在技术方面
的能力，提出新产品制造可行性和风险分析及评估的结论；
Engineering dept isresponsible tounderstand requirements for parameters and technology in
and evaluation
供应商审核表中英文模板
□ Follow-up Audit
跟进审核
□
重新审核 Re-audit
业务员及联系方式 被审核公司所在地 Auditee's location 厂房面积 Floor space 办公面积 Office space 管理人员人数 No. of managerial Staff 销售人数 No. of sales staff 工人数量 No. of workers 打样所需时间 Sample leadtime 主要产品 Major products 常用材料 Frequently used materials 主要设备 Major equipment 主要市场 Major market 自有品牌 Self-owned brands OEM品牌 OEM brands 质量体系 Quality system 特别优势 Competitive advantage 成立于 Established in 生产厂房面积 Manufactural space 总人数 Total No. of employees 研发人数 No. of R&D staff 质检人数 No. of inspectors 旺季时间 Busy season 开模所需时间 Mold leadtime
评估结果 Evaf 2
Audit by Guangzhou Wellrich Co., Ltd.
2 of 2
Audit by Guangzhou Wellrich Co., Ltd.
Supplier Audit
工作单号 Work File No. 审核类型 Audit Type 被审核公司 Auditee Company 被审核公司地址 Auditee's Address 总经理联系方式 报告号 Report No. 审核日期 Audit Date
奔驰采购通则
referred to as “the General Rules for Procurement”) of Beijing Benz Automotive Co., Ltd. (hereinafter referred to as “BBAC”) provide the rights and obligations of BBAC and the Supplier
The Supplier truly understands and undertakes to fulfill all the contents of the BBAC’s General
Rules for Procurement; B、 采购通则的法律效力涵盖所有相关现在的和将来的采购合同；
The legal effect of the General Rules for Procurement covers all relevant current and future
务的有效文件。供应商制订的国产化零部件开发进度计划一经北京奔驰批准，供应商必须严格执
行。由于供应商原因导致该计划的延迟而造成北京奔驰的任何损失，北京奔驰保留依该等损失向供
应商提出索赔的权利。供应商的责任限于可归咎供应商的原因直接导致的且经北京奔驰和供应商友
好协商并达成一致的范围。
The Localized Components Development Schedule is a binding development plan required by BBAC to be submitted along with quotation of the Supplier to ensure meeting the project
Completely meets the requirements of the technical information issued by BBAC or the technical information of the Supplier approved by BBAC; B、没有工艺缺陷；
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。
MBST 2007 - Quality - Chinese_FINAL
一旦预见无法遵守零缺陷义务，供应商应立即通知DC。
供应商有责任按照设计任务书、要求规范或其它DC数据确定和正确定义特别特征（例 如安全相关，认证相关，功能和过程相关），并且也为恰当地优化生产系统、过程和测 试方法承担责任。如果出现产品缺陷，该产品的使用可能会对生命和健康形成危险，供 应商有义务采取一切手段杜绝有缺陷的供货。
5
由供应商负责的产品开发的产品设计和产品开发许可
6
设计FMEA
7
过程FMEA
8
过程流程图（生产和检查步骤）
9
生产控制计划（控制计划）
10 检查和测试设备清单（产品特定的）
11 检查和测试设备能力研究，有目的的（结果）
E
E
EE
12 遵守法定要求的证明，如与DC有此约定（环境，安全，回收利用）
供应商应要求其二级供应商也履行此MBST中规定的义务。
开发和提供软件（也与硬件相关）的供应商必须遵守ISO/IEC 15504或AutomotiveSPICETM 标准的当前有效版本。
2. 审核/验证
DC有权审核和评估供应商的质量管理体系和质量保证措施，或者由DC任命的第三方进 行审核和评估。这些作为审核的一部分（供应商技术审核）可以在供应商工作时间内按照 预先声明进行。在供货框架内，供应商必须要求其二级供应商也接受DC或第三方的审核。 供应商应声明愿意帮助DC识别在二级供应商结构中存在的弱项（例如结构和风险分析 “SRA”）。对被发现的弱项进行改进是供应商的责任。DC可以要求参与到供应商实施的 改进中，并且可以针对各别情况制定质量保证措施。
奔驰供应商评审中英文文件
第 4 页 共 88 页
A – Management/管理
Comments: 注解： The Management (e. g. Board of Management, Plant Management, Section Management) develops the quality policy for the company, defines it and commits all areas and levels to it. This allows specific quality goals and also a quality system (Q system) to be agreed upon. Quality must be regarded as an overall management task. The management must concern itself with the following subjects: 提交并详细说明所有范围、级别的公司经营（例如：管理部门、工厂管理、项目管理）发展的质量方针。允许 已经同意的特殊目标和质量体系。质量必须当作一项全面的经营任务。经营必须涉及它自身具有的如下题目： Business Plan* 商业计划 Comparison of internal & external performance data 国内外性能资料对照 Business results 商业成果 Employee satisfaction 员工满意 Customer satisfaction 客户满意 “Management” describes the organizational entity in the company that is responsible for profit and loss. 管理层描述在公司内负责利润和消耗的组织实体。 Remark: * = Business plan means: local plant performance targets 注，商业计划意味着：当地的工厂执行目标 Checklist Overview:评审清单总览 1 Have goals been defined and are they consistently being followed? 是否制定目标，并且始终遵循？ 1a Does the supplier have process to update their business Plan? 供应商是否有更新商业计划的流程？ 1b Are objectives developed from the business plan? 所有目标是否都源于商业计划？ 2 Is there a process for management review? 是否有管理评审流程？ 2a Are objectives defined and controlled on all levels? 是否界定和控制所有等级的目标？ 2b Does the supplier perform regularly scheduled quality audits internally?
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
奔驰供应商评审中英文文件公司内部编号：（GOOD-TMMT-MMUT-UUPTY-UUYY-DTTI-潜潜潜在供应商评估指南评估范围A – Management管理B - Technology and Development技术与开发C – Quality质量D – Production生产E - Engineering (Product and Process)工程（产品和过程）F - Logistics / Supply物流与供应G - Sub-supplier Management分供商管理H - Cost Management成本管理Scoring Guide打分指南Team evaluation must be recorded into Excel file. Input comments on COMMENTS page.团队评价必须用Excel文件记录，在注释页上输入注释。
Points Color Definition Effect on DC processes在DC流程颜色表示的定义：0 red Supplier demonstrates neither a documented process/procedure nor an applied practice.0分红色供应商示范既无文件化流程/程序，又无应用的实例Process will certainly cause product failure and/or unsatisfactory communication with the customer过程肯定会发生产品缺陷和招致顾客抱怨。
1 red Documented process/procedure exists but is incomplete or not fully implemented.1分红色有文件化流程/程序，但不完善或没有完全的贯彻。
Process will probably cause product failure and/or unsatisfactory communication with the customer过程大概会发生产品缺陷和招致顾客抱怨。
2 green Process/procedure is completely documented and acceptably implemented.2分绿色流程/程序是完整的并备有证明文件，贯彻情况可以接受。
Process will probably not cause any product failure and/or unsatisfactory communication with the customer 过程大概不会发生产品缺陷和招致顾客抱怨。
3 green A completely documented process/procedure is fully implemented and meets minimum requirements. 3分绿色具有完整的备有证明文件流程/程序，并得到完全地贯彻。
According to the evaluation team’s expertise the process will not cause any product failure and/or unsatisfactory communication with the customer依照评估团队专家的意见，过程不会发生产品缺陷和顾客抱怨。
N/A green N/A项绿色The evaluation team agrees that this question should not be scored. Enter NA into the Score box and explain reasons on COMMENTS page. 评估团队同意不记分的这些问题，记分箱内输进NA，并在注释页解释原因。
Question is not applicable for this particular commodity/process对于特殊的商品/过程，问题不适用。
Note The team must reach a consensus on each question score.注意：每一项问题的打分，团队必须达成一致意见。
A – Management/管理Comments:注解：The Management (e. g. Board of Management, Plant Management, Section Management) develops the quality policy for the company, defines it and commits all areas and levels to it. This allows specific quality goals and also a quality system (Q system) to be agreed upon. Quality must be regarded as an overall management task. The management must concern itself with the following subjects:提交并详细说明所有范围、级别的公司经营（例如：管理部门、工厂管理、项目管理）发展的质量方针。
允许已经同意的特殊目标和质量体系。
质量必须当作一项全面的经营任务。
经营必须涉及它自身具有的如下题目：Business Plan* 商业计划Comparison of internal & external performance data国内外性能资料对照Business results商业成果Employee satisfaction员工满意Customer satisfaction客户满意“Management” describes the organizational entity in the company that is responsible for profit and loss.管理层描述在公司内负责利润和消耗的组织实体。
Remark: * = Business plan means: local plant performance targets 注，商业计划意味着：当地的工厂执行目标Checklist Overview:评审清单总览1 Have goals been defined and are they consistently being followed?是否制定目标，并且始终遵循1a Does the supplier have process to update their business Plan?供应商是否有更新商业计划的流程？1b Are objectives developed from the business plan?所有目标是否都源于商业计划？2 Is there a process for management review?是否有管理评审流程？2a Are objectives defined and controlled on all levels?是否界定和控制所有等级的目标？2b Does the supplier perform regularly scheduled quality audits internally?供应商是否实施定期的内部质量评审？2c Do preventive and reactive measures derive from this evaluation? 是否有针对评审（结果）的纠正和预防措施？3 Is there a process for evaluating the capability of the established resources (employees, equipment, methods, material)是否有流程来评估已经建立的资源能力（如人员、设备、方法和材料）3a Does the organization identify and allocate appropriate resources for increase of customer satisfaction? 为提高顾客满意度，组织是否识别和分配适当的资源？4 Is there a process for the management of employee satisfaction with suitable methods?是否有合适的方法来管理员工满意度的流程？4a Does the supplier have a process for quality awareness?供应商是否有关于(提高)质量意识的流程？4b Does the supplier promote any motivational activity (e.g. small group activity) to assure and improve the quality?供应商是否推行员工激励活动（例：小组活动）以保证和改善质量？5 Does a training program exist which supports achieving the scope of business and fulfillment of customer requirements?是否有支持完成商业经营范围和履行顾客需求的培训计划5a Does the supplier have documented training and development programs for its personnel?供应商是否有针对员工的书面化的培训和开发计划？5b Individual Training: does the training program fit to the job specifications?个人培训，培训计划是否合适于岗位说明？5c What kinds of information do the employees get about customer requirements and about achievement of objectives?在顾客需求和目标绩效方面，员工得到了哪些信息？A1Have goals been defined and are they consistently being followed?是否制定目标，并且始终遵循Comments: 注解：“Goals” are specifications for products, processes, operations and services defined for all levels. These objectives are derived from customer requirements, the competitive situation, the legalenvironment and internal requirements as well as adherence to the zero defect strategy目标是.对于产品、过程、操作和所有级别服务界定的规范。