Supplier Development Clause Samples

Supplier Development. The objective of supplier development is a systematic and long-term improvement of the supplier's delivery performance through effective measures. If the Buyer detects risks or performance problems of the supplier based on the supplier monitoring, he initiates improvement measures at the supplier's premises. The Buyer shall pursue the possibilities of continuous improvement of the Supplier. The supplier audit is a form of the supplier development; the exchange of information and experience between the Buyer and the Supplier also serves this purpose.

Supplier Development. Quality Control -------------------------------------- Seller agrees to participate in Buyer's supplier quality and development program(s). In addition, Seller shall comply with all quality requirements and procedures specified by Buyer, as the same may be revised from time to time, including those applicable to Seller as set forth in Quality System Requirement SQS-9000.

Supplier Development. If the Buyer detects performance problems of the Supplier based on the supplier monitoring, he shall initiate improvement measures at the Supplier. The Buyer shall monitor the possibilities of continuous improvement of the Supplier and declares his support for the continuous development of the QMS of his suppliers in accordance with this QAA. The information required for this purpose is passed on to the Supplier. The supplier audit is a form of supplier development by the Buyer and also serves the exchange of information and experience between the Buyer and the Supplier.

Supplier Development lf the Buyer identifies problems in supplier performance based on supplier monitoring, he shall initiate improvement measures at the Supplier. The Buyer shall pursue the possibilities of continuous improvement of the Supplier. The supplier audit is a form of supplier development; the exchange of information and experience between the Buyer and the Supplier also serves this purpose.

Supplier Development. QUALITY CONTROL Supplier agrees to participate in CUSTOMER’s supplier development programs. In addition, Supplier will institute a quality and inspection system which incorporates IS09001/TL9001 and such other standards and procedures as mutually agreed by the parties in writing.

Supplier Development. ▇▇▇▇▇ encourages a collaborative relationship with its suppliers. This alliance allows ▇▇▇▇▇ Sourcing to work closely with its suppliers which will assist in leveraging both companies’ efforts. These efforts include improving product quality and delivery, reducing costs and lead time, and improving new product development.

Supplier Development. (IATF 16949: Chapter 8.4.2.5) The objective of the SUPPLIER's supplier development is a systematic improvement of the delivery performance based on a regular analysis over a longer period of time. A starting point for supplier development is the initial commissioning of new SUPPLIERS. New SUPPLIERS / Applicants may be evaluated and developed by means of a potential analysis according to VDA 6.3. Another starting point for supplier development is the supplier evaluation as well as the number and severity of the complaints / claims. If a SUPPLIER is noticeable in any of these criteria within the past period of observation, a detailed situation analysis will be made on the basis of the available data, for example through supplier discussions, site visits, targeted inspection or request of documents, and the SUPPLIER's classification into an escalation level in accordance with the subsequent matrix. E0 (Observation) The SUPPLIER is inconspicuous in the supplier evaluation. Continuous monitoring based on routine supplier evaluation E1 (extraordinary supplier development) The SUPPLIER is conspicuous due to late and / or defective delivery (deliveries) or a major damage to the CLIENT with a potential risk to the customer. Supplier visits / (event- oriented) supplier audits (according to VDA 6.3) E2 (supplier development) The SUPPLIER is noticeable in the supplier evaluation and / or due to late and / or defective delivery (deliveries). Supplier visits / Action plan including evidence of effectiveness E3 (threat) The SUPPLIER is noticeable in the supplier evaluation and / or there are repeated late and / or defective deliveries. Supplier audits (according to VDA 6.3) E4 (New Business on Hold) After classification of the SUPPLIER in E3, the measures taken show no lasting improvement. The SUPPLIER is considered critical. The SUPPLIER is currently locked for new projects / supplier audits (according to VDA 6.3) The problem-solving methods defined in the above table in the problem-solving column can also be applied to existing SUPPLIERS in the case of new projects, new processes, new materials, new product groups and changed customer requirements. This can also be done as part of a potential analysis. The aim is to achieve a systematic and long-term improvement in delivery performance through effective measures, in particular ● to improve the QM system of the SUPPLIER, ● to improve product quality, ● to reduce costs and ● to improve supply reliability and logistical p...

Supplier Development. Valeo is developing its supplier base towards conformity with EN/ISO 9001 (in the currently valid version). Valeo is prepared to support its suppliers by providing them with information required and a clear definition of its expectations. Supplier meetings serve to promote the exchange of knowledge and experience. The supplier is to carry out internal audits at regular intervals in order to maintain its QM system. In order to fulfil the requirements of Valeo, the supplier quality management system must be geared towards preventing rather than detecting defects. For this reason, it is necessary to use development and process knowledge that will prevent the manufacture of products beyond the boundaries of these requirements. Where risks or deviations are detected (through FMEA, capability tests, war- ranty reports, ...), defect- prevention mechanisms must be employed to minimize or prevent these risks during the planning of procedures, facilities, processes and tools. These defect-prevention mechanisms must also be employed during trouble-shooting. Employees are considered to be an important resource for the supplier. Therefore, Valeo requires its suppliers to ensure the ongoing professional development of its employees and to make use of staff motivation programmes in order to promote continuous improvement.

Supplier Development. In the case of inadequate quality and delivery performance and in order to guarantee the same, required measures may be initiated.