Procurement
Commercial collaboration, responsiveness and compliance with agreed terms, alongside costs and sourcing dependencies.
360° SUPPLIER EVALUATION
A supplier's performance
has more than one perspective.
A shared view of the supplier creates shared responsibility.
Technical collaboration may be strong while materials are missing and rework is increasing. Cross-functional evaluation makes these differences visible.
BUILD A SHARED VIEW OF THE SUPPLIER
Quality knows the complaint.
Production knows the bottleneck.
Together, they see what needs to change.
Your team brings experience from procurement, quality, production, engineering and logistics to the same table. The 360° evaluation turns it into a shared basis for decisions.
ProcurementQualityProduction / OperationsEngineering / R&DInbound logistics
One supplier context.Understand business relevance.
Prioritize actions.
Prioritize actions.
Five contributing functional perspectives, four calculation dimensions: the evaluation model groups 30 criteria into Procurement, Research & Development, Plants & Planning, and Quality. Production and inbound logistics are combined within Plants & Planning.
360° SUPPLIER VIEW
Example dataFour 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.
Product views contain illustrative example data.
360° MEANS BRINGING EXPERIENCE TOGETHER
Every team holds
part of the picture.
The aim is not to collect as many assessments as possible. It is to make different observations useful for a shared decision.
Quality
Defects, documentation, rework and consistent quality. Equally important: how does the supplier respond to corrective actions?
Production / Operations
Missing material, interruptions and operational consequences. This reveals whether supplier performance reliably supports production.
Engineering / R&D
Technical cooperation, engineering contribution, documentation and responsiveness to engineering questions.
Inbound logistics / Supply Chain
On-time delivery, forecasting behaviour, delivery frequency, flexibility and escalations. The perspective of day-to-day supply.
MEANINGFUL COMPARISONS
Every score needs
a reference point.
The current assessment, previous period and portfolio average answer different questions. Comparing them helps explain strengths, weaknesses and trends.
- Current assessment
- How does the supplier perform in the period being assessed?
- Previous assessment
- What has changed since the previous assessment period?
- Portfolio average
- How does the supplier compare with a relevant peer group?
FROM DIMENSION SCORES TO DECISIONS
Understand the differences.
Add the context.
Review the assessment basis
Dimensions, assessment periods and reference groups must be transparent. Missing data does not mean good performance.
Understand dependency
A deviation at a critical single-source supplier may need more attention than a lower score elsewhere.
Act together
The teams agree which problem takes priority, who owns the action and when to reassess.
CONNECT PERSPECTIVES