THE TRUSTCHAIN360 PLATFORM
Bring many perspectives
into one clear priority.
Translate supplier performance into business impact.
Your software for assessment, supplier context and focused improvement work.
- 01ClassifySupplier relationship & material
- 02EvaluateFour dimensions
- 03UnderstandPerformance & dependency
- 04PrioritizeBusiness relevance
- 05AgreeAction & ownership
- 06Follow throughReview implementation
- 07ReassessCompare progress
What relationship sits behind the score?
Score 72 / 100
Alternatives available
Low supply criticality
Score 72 / 100
Single Source
Long replacement lead time
01 / MANAGEMENT VIEW
See where
action matters.
Compare the portfolio → open a supplier that needs attention → explain the priority.
Where action matters.
| Supplier | Score | Criticality | Priority |
|---|---|---|---|
| Supplier BPrecision parts · Single Source | 60 | High | 01 |
| Supplier AStandard parts · Alternative available | 40 | Low | 02 |
| Supplier CPackaging · Standard demand | 89 | Low | 03 |
The lowest score is not the whole story.Dependency and business relevance determine the need for action.
Schematic product view · Example data.
Explore portfolio and history02 / 360° PERFORMANCE
See more than
a single score.
30 criteria across four calculation dimensions connect your teams' experience. An overall score provides a summary; it must not hide a critical weakness.
Four dimensions. One supplier view.
Supplier B · Q3 assessment period
| Calculation dimension | Current | Previous period | Portfolio average |
|---|---|---|---|
| ProcurementCollaboration & responsiveness | 76 | 78 | 74 |
| QualityDefects & rework | 58 ↓ | 67 | 72 |
| Plants & PlanningStability, material availability & delivery performance | 49 ↓ | 64 | 75 |
| Research & DevelopmentTechnical collaboration | 82 ↑ | 80 | 77 |
Technically strong. Operationally under pressure. Good engineering work does not compensate for missing production material. Both perspectives must remain visible.
Previous period: Q2. Portfolio average: comparable Q3 assessments. Illustrative reference groups; not an actual product calculation.
Four calculation dimensions · Schematic product view with example data.
Understand the evaluation model03 / SUPPLIER DETAIL & RISK EXPOSURE
Turn performance into
business priorities.
Open supplier details: review scores, criticality and modelled exposure together. Criteria contributions show what informs the assessment.
Interpret Risk Exposure correctlyPRECISION PARTS / SUPPLIER B
Where we act first.
Priority 01- Sourcing structure
- Single Source
- Supply criticality
- High · critical
- Annual procurement spend
- €2 million
- Next step
- Align delivery planning
04 / ACTION TRACKING
Turn insight
into ownership.
A priority becomes a specific task: with an owner, a due date, a status and a clear connection to risk.
Stabilize delivery planning
In progressSUPPLIER B · PRIORITY 01
- Owner
- Strategic procurement
- With the supplier
- Agree the delivery schedule
- Due date
- 30 September
- Expected impact
- To be quantified
Delivery instabilityConsequence
Premium freightReview
Q4 follow-up assessment
Understand the business relevance of actions
Consider original risk, planned and realized risk reduction within the impact model, and residual risk together. A change in the model does not prove actual savings.
05 / PERFORMANCE HISTORY
Development
made visible.
Previous assessments make changes traceable. Portfolio comparisons help put them in context.
A follow-up assessment can be initiated. Your team reviews data and implementation to determine whether actions caused an improvement.
Explore history and comparisonsGo beyond assessment.
Understand progress.
Supplier B · four assessment periods
Timeline values and interpretation
| Period | Score / 100 | Change from previous period |
|---|---|---|
| Q1 | 82 | – |
| Q2 | 74 | −8 |
| Q3 | 60 | −14 |
| Q4 | 66 | +6 |
The increase alone does not prove the action's impact. Assessment scope, implementation and other influencing factors must also be reviewed.
Schematic timeline with example data. An original performance-timeline screenshot is not yet available.
FROM CONTRIBUTION TO ACTION
Evaluate together.
Make ownership explicit.
Before the supplier meeting: align the assessment, clarify priorities and prepare the agenda. In the meeting: agree actions and ownership. Afterwards: review implementation and the follow-up assessment.
Your team's perspectivesYOUR QUESTION FOR THE PLATFORM
Which supplier case
would you like to explore?
From assessment and business context to the next action.
Explore pricing