Supplier evaluation

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Supplier evaluation is in the economic one with the rating comparable systematic assessment that the performance of suppliers or service providers to evaluate against pre-defined characteristics.

General

It is carried out primarily in the business -to-business and business-to-administration relationship by the supplier's customer. This is where companies or the public administration assess their suppliers. In the business-to-consumer area , service providers (such as hotels ), retailers , retailers or mail order businesses are assessed by consumers as part of the online assessment . However, the latter has a lower objectivity and higher error rate than supplier ratings.

With the supplier evaluation deal within the operational function of the procurement , the supplier management and supplier relationship management . The supplier evaluation should make the performance of the suppliers transparent and comprehensible and serves as the basis of the supplier audit . The aim of the supplier evaluation is a targeted selection of suppliers. Because with just-in-time production , adherence to the most precise delivery times is essential, so that delivery service and service level are important.

Evaluation criteria

The supplier evaluation is carried out with the help of certain evaluation criteria that are important for the evaluation of the supplier. Evaluation criteria are static factors such as delivery and payment conditions , market shares , market power , market behavior , pricing policy , bargaining power , product and service quality as well as changing factors such as customer requirements , customer orientation , readiness to deliver , ability to deliver , delivery service , delivery time , delivery reliability or service level . Details such as the handling of inquiries can also be included in the rating.

Supplier evaluation indicators

The terms business indicators , criteria and characteristics are often used synonymously.

The selected features relate to the goals of the buyer, so-called key performance indicators (KPI). In practice, criteria from cross-functional areas are often used. The areas of technology , logistics and quality as well as purchasing can often be found here . The supplier's innovation potential is also partially included. The criteria can be quantitative or qualitative. In practice, the reference level of the supplier evaluation is often the individual material groups .

Common criteria for supplier evaluation are e.g. B. the ppm rate of the delivered parts, the price, the terms of payment, the quantity and schedule reliability as well as the innovative ability of the supplier. The first mentioned criteria are objective in nature and relatively easy to measure, whereas the ability to innovate is a subjective factor and therefore more difficult to measure.

Further subjective factors mentioned in the business literature are e.g. B. Cooperation behavior , organizational commitment and communication . These are then mostly measurable in all areas of the company.

The determination of the key figures is based on the system. There are different solutions from different providers on the market.

Exemplary key figures in the corporate divisions

Below is a list of exemplary key figures for the relevant company areas. The aforementioned subjective factors are not explicitly listed here, but can basically be assigned to each area:

Technology metrics Logistics key figures Quality indicators Purchasing metrics
Ability to innovate On-time delivery ppm rate price
Technology position Quantity reliability Offer transparency
Start-up management
systems used

Methods of supplier evaluation

The evaluation should take place regularly and be aggregated in a specific report format. The reports serve both the operational and the strategic management of the procuring company. In addition, reports can be created that provide the supplier with transparency about his performance and enable him to derive measures. Both quantitative and qualitative methods can be used.

Quantitative method according to Glantschnig

Qualitative method according to Glantschnig

Objectives of the supplier evaluation

The aim of the supplier evaluation is the pre-selection of suppliers in order not to enter into negotiations with all suppliers in the subsequent award process. Furthermore, the focus is on optimizing the supplier relationships in order to ultimately optimize the goods to be procured with regard to the individual company-specific characteristics to be defined. By combining the features, a statement about the overall performance of the supplier can be made and the supplier can be classified accordingly. The classification often takes place in the broad categories of "preferred supplier", "supplier to be developed" and "prohibited supplier" or according to the ABC system. The individual characteristics are different in practice, as is the number of existing classes.

See also

literature

  • U. Arnold: Procurement Management . 2nd Edition. Stuttgart 1997
  • Severin Beucker: A method for evaluating suppliers on the basis of environmental impacts, taking process costs into account . Zugl. Diss. University of Stuttgart. Wiesbaden 2005
  • T. Buck: Conception of an integrated procurement control . Zugl. Diss. University of Stuttgart. Wiesbaden 1997
  • M. Disselkamp, ​​R. Schüller: Supplier rating : instruments, criteria, checklists . Wiesbaden 1994, 2004
  • E. Glantschnig: Feature-based supplier evaluation . Zugl. Diss., University of Cologne. Düsseldorf 1994
  • H. Hartmann, H. Orths, H.-J. Pahl: Supplier evaluation - but how? Solution approaches and tried and tested procedures . 3. Edition. German Betriebswirte-Verlag, Gernsbach 2004
  • CG Janker: Multivariate supplier evaluation . 2nd Edition. Gabler Edition Wissenschaft, Wiesbaden 2008, supplier evaluation.de
  • U. Koppelmann: Procurement Marketing . 4th edition. Springer Verlag, Berlin 2004
  • W. Muschinski: Supplier evaluation in Germany: Survey by the Niederrhein University of Applied Sciences . In: Procurement current , 45 (9), 1998, pp. 46–52

Web links

Individual evidence

  1. ↑ Frank Blumberg, Knowledge-based Systems in Production Planning and Control , 1991, p. 146