What are the most effective performance indicators for managing supplier risk?

One time at working, I had blind trust in the supplier, and on the reporting, he also said to have half of the production is ready as per buyer requirement and when we went there to see with foreign buyer itself, nothing was ready. So the delivery performance has to be checked compulsory and without having any experience do not trust blindly on them. Try to get suppliers with references or some genuine in the industry.

Aqui est?o os indicadores de desempenho mais eficazes para essa gest?o: - Nível de Entregas: mede a pontualidade das entregas, ajudando a prevenir interrup??es na cadeia de suprimentos e a identificar possíveis problemas operacionais; - Taxa de Devolu??o: indica a qualidade dos produtos fornecidos; - Tempo de Resposta: avalia a agilidade do fornecedor em responder a solicita??es e resolver problemas; - Saving Financeiro: mensura os benefícios financeiros obtidos por meio da parceria com o fornecedor; Tabela de Pre?o: analisa a competitividade dos pre?os oferecidos pelo fornecedor; - Pesquisa de Satisfa??o: captura a opini?o dos colaboradores internos sobre a performance do fornecedor.

A relevancia do indicador de desempenho da qualidade sempre estará em evidência, pois ele é a constata??o de todos os processos da cadeia. Sua eficácia n?o garante apenas a conformidade, mas a redu??o de custo, pois evita o retrabalho, e a aumenta confian?a dos stakeholder.

In my experience, we should have to ask for periodic production or batch reports in terms of quality, with images and videos of the production or testing of the products if you are not able to visit and confirm again and again by which can avoid big faulty production. We can avoid any mistake in small lot itself.

Most of the time it happens in Commodities or agro products, they do have quality products and certifications of various standards but when it comes to deliver the certificate always says no. Take care while dealing with specific products like organic or simmilar.

El desempe?o financiero no solo se refiere a la liquidez y solvencia de los proveedores sino el impacto de cada eslabón de la cadena de suministro en la rentabilidad. Aunque hay criterios cualitativos en la toma de decisiones, todos los indicadores logísticos deben ser financieros si se miden correctamente. En cadena de abastecimiento muchos costos suelen estar escondidos bajo otras cuentas del gasto invisibles al costo directo. Más común aun, el costo de oportunidad de diferentes alternativas de solución no suele ser medido. En mi experiencia, sucede por ejemplo en gastos de arrendamiento para almacenamiento, flota y fletes para transporte o uso del capex a la hora de invertir en expansión de capacidades versus usar 3PL especializados.

Do you know what exactly you need and want from your suppliers? Are you sure? Check again! Make a list of your non-negotiables and define your own quality metrics. Be specific and define what to measure and how to evaluate. And document it, make a system. Maybe you can try with some shortcusts but my experience is that it is rarely succesful. Be smart and be prepared.

In my experience, in addition to the above indicators, "Cost Competitiveness" is a must point to be considered as well. It involves assessing whether a supplier's pricing is in line with industry standards and whether they can provide cost-effective solutions without sacrificing quality.