How can you create a culture of quality with your logistics suppliers?

Teaching all Providers and Implementing the Deming Leadership and Management Approach towards achieving ‘Economic Satisfaction of Demand’ aimed at the betterment of Society in general . Economic Satisfaction can be achieved through Optimisation (Better Results) . Optimisation (Better Results) gives an organisation : Happy and Loyal Consumers , Customers , Employees , Suppliers , and Happy Investors , through Increased Sales , Increased Revenue , Reduced Costs and (of course) Increased Profit . This is through : Establishment of the customer requirements Development of the life requirements of the product (market and useful) Establishment of initial product and product component requirements consistent with customer requirements

First , make sure Quality is a priority in your own strategy and a criteria of supplier selection. Explain and communicate your quality target and expectations to the suppliers and make sure they understand and commit to it. Set up a clear and SMART KPIs for the own organisation and the suppliers Conduct regular assessment and feedback to supplier, take actions when necessary Build a long term partnership and support the suppliers to improve and upgrade the quality management system

En Logística, la calidad es sinónimo de SERVICIO. El tema entonces es definir qué es el servicio, cómo se mide, y cuál es el impacto por no cumplirlo (negocio, clientes). No se puede plantear esta cuestión desde una óptica meramente cuantitativa (como un indicador o un acuerdo. Cumplo o No cumplo), sino que hay que considerar aspectos de negocio, de flexibilidad, y de costos. Y aquí, creo, radica el principal desafío: Servicio vs Costos. Cómo determinar esta relación para asegurar la Calidad del Servicio, es el desafío a resolver en todas las relaciones de servicios logísticas.

Understanding the business needs and ensuring that expectations are not only discussed and aligned on, but also ensuring that they are properly documented. Both parties need to cascade the information to downstream stakeholders. Additionally, ensuring that these expectations can be measured is paramount for success. Maintaing close collaboration and communication post implementation will be crucial for ensuring continued success

El mantener una comunicación constante, franca y clara, es fundamental. Hay que verlos como colaboradores ya que tenemos metas comunes y si con nuestro equipo la retroalimentación constante es fundamental, con nuestros proveedores debe ser similar en frecuencia, calidad de comunicación y claridad de las expectativas, involucrarlos en los planes de mejora

En general en la Cadena de Suministro y específicamente en la Logística, la colaboración es esencial para lograr una integración entre las áreas y para sumar con sinergia en conceptos más robustos que contribuyan a fortalecer el músculo logístico y transformarlo en una ventaja competitiva. El medio es abierto, pero se puede formalizar una reunión entre las áreas operativas y comerciales en donde en un ejercicio de empatía y colaboración se entiendan las necesidades del negocio y podamos atenderlas desde el punto de vista operativo. Complementando la colaboración debemos garantizar tener una excelente comunicación hacia adentro de nuestros equipos y hacia afuera con clientes y proveedores, para poder potencializar el impacto.

Working together and maintaining frequent communication with your logistics suppliers is the second step towards fostering a culture of quality. It is imperative that you cultivate a rapport with your suppliers based on trust, openness, and reciprocal advantages. Additionally, you should engage them in your endeavors to enhance quality. Tools like meetings, surveys, feedback loops, reviews, and awards can help you promote and support the quality performance and advancement of your suppliers. Any modifications, problems, or worries that might have an impact on your quality standards or results must also be communicated.

No que tange a rela??o de fornecedores e parceiros logístico de um Operador Logístico, existe uma rela??o muito associada a presta??o de servi?o, neste caso, treinar de forma direta, assim como atuar diretamente nesta presta??o de servi?o, traz o risco da subordina??o direta gerando vinculo empregatício, fator do qual gera passivo trabalhista para a institui??o, pensando isto, manter a avalia??o de fornecedor de forma cíclica exigindo plano de a??o constante em busca de mitigar a falha, haver?o a??es como o treinamento que manter um plano de treinamento adequado irá permitir a melhoria contínua.

Lo que No se mide No se mejora por ende es muy importante la evaluación de los proveedores, medir el nivel de satisfacción y colocar los resultados en fábricas visuales que sean de fácil lectura y entendimiento.

Creating a quality culture with logistics suppliers involves clear standards, open communication, and mutual accountability. Steps include: 1. Set clear quality standards. 2. Provide detailed guidelines for product handling. 3. Conduct regular performance reviews. 4. Offer training and support. 5. Foster transparency and accountability. 6. Implement incentive programs. 7. Encourage continuous improvement. 8. Maintain open communication channels. This builds trust and leads to better performance and customer satisfaction.

Most successful supply chain strategies include incentive based performance management. Set, communicate and deliver performance driven incentives to the logistics provider thereby strengthening and motivating them to achieve agreed target and timeline which is considerd the most important in logistics industry.

I feel that companies nowadays don`t do enough to reward their most valuable suppliers, for the good work done. We need to appreciate that in industries where our companies do not own any assets, our employees and suppliers are our biggest margin creators. So therefore, they should be compensated fairly.

La sinergia en el ámbito logístico permite tener una ventaja competitiva, ya que lograr alianzas colaborativas con nuestros proveedores, facilita el cumplimiento de procesos y disminuye tiempos que se verán reflejados en la entrega al cliente final de nuestros productos o servicios.

One thing that I have found helpful is to hold annual supplier conferences where we explore innovations and future trends that can enhance quality and performance. This provides an opportunity to both share best practices, as well as brainstorm creative ways to leverage new technologies, processes, or solutions. The conference facilitates more big picture thinking versus day-to-day problem solving. Suppliers appreciate being part of envisioning the next generation of excellence, rather than just reacting to current needs. And it spurs fresh perspectives that can catalyze transformational improvements across the entire supply chain.

En tant que client, vous pouvez aussi jouer le r?le de garde-fou pour vos fournisseurs;lorsque vous vous apercevez que ce dernier s'est engagé sur une voie qui peut proter préjudice à son entreprise.

Para crear una cultura de calidad con tus proveedores logísticos, es importante establecer una comunicación abierta y transparente, definir objetivos claros y medibles, fomentar la colaboración y el trabajo en equipo, capacitar y entrenar a tus proveedores, reconocer y premiar el buen desempe?o, y realizar auditorías y evaluaciones periódicas. Estos pasos te ayudarán a asegurarte de que tus proveedores logísticos cumplan con tus estándares de calidad y estén alineados con tus objetivos.