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Supplier Performance Management:
Supplier performance management is tracking and predicting purchasing failures and successes for better supply chain efficiency and visibility. Suppliers may or may not meet a company's quality, contract and deliverability deadlines. The economic downturn has made supply-chain visibility more difficult and critical. Thus supplier performance management is critical for manufacturers. Supplier performance is tracked consistently and the results are applied in practice. Supplier performance is usually rated on the basis of delivery, cost and service.
Supplier Quality Management:
Multiple supplier requirements and separate OEM expectations were the norm in the past. A standardized framework helps ensure that the collaborative efforts will be easier for OEMs and suppliers. Supplier quality performance is one of the most recognized requirements. Suppliers had to meet many unique expectations that ultimately cost valuable time and money.
Supplier Quality management is developing successful partnerships that are of mutual benefit to and contribute toward meeting expectations of customers, shareholders, and stockholders. The objective of supplier quality management is to minimize redundant expectations, maximize performance and reducing cost at the same time.
Supplier Chargeback :
A supplier chargeback program provides increased opportunities for financial savings. Any invoice with a discrepancy is usually sent to the purchasing department and a supplier chargeback may be applied to the invoice. A supplier chargeback for shipping charges is initiated by the manufacturer for returned goods.
New Product Introduction (NPI) :
New Product Introduction (NPI) is a comprehensive business process of introducing new products to the market. The NPI extends to the entire lifecycle of the product:
- Identifying the market / technology opportunity
- Conception
- Design and development
- Production
- Market launch
- Support
- Enhancement
- Retirement
NPD Process, Innovation Process or Product Creation Process are other terms used to refer to the NPI (New Product Introduction) process. The level to which NPI is integrated across the various departments and the scope of the terms varies from company to company. Functional division, particularly between marketing, engineering (or R D) and production departments characterized NPI. But NPI (New Product Introduction) is a critical cross-functional business process that involves both internal groups and external suppliers or partners.
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