欢迎讨论作者: 南霸天 时间: 2011-11-5 12:30
A. to confirm with your Project Management Dept, whether the customer pay for such tier 2 suppliers management cost;
B. If customer paid, you will have the responsibility to manage these suppliers, if not, customer should take this responsibility;
C. Normally, customer want tier 1 supplier to manage tier 2, especially on quality system & engineering process, here the customer acts as relationship balanced, that is, if tier 1 & tier 2 exists quarrel or argue, customer will be a referee for problems.
So, suggest you to establish the methods best have system to dispose the problems found among these customer assigned suppliers.作者: 秋水长天 时间: 2011-11-5 12:30
Thanks for the good suggestion.
In fact, I'm the quality contact in the customer mentioned above, I'm the only 1 person for our company in China. As I know, we appoint the supplier to our assembly supplier, we have no any money pay to the appointed supplier, any quality issue, as I consider tie1 should work with tier 2 together to get it resolved, due to the quality issue pending a long time, I have to involve in the issue, as the tier 1 complained the appointed supplier problem should be responsibled by us but not them, just consider it is quite unreasonable.
You have a good suggestion for me, thanks much for that.作者: 阿宇 时间: 2011-11-5 12:30
又是一个不听话的供应商要破坏供应链的完整 !!作者: 大呼 时间: 2011-11-5 12:30
基于你的案例,通常组装工厂有责任管理客户指定的零件供应商,包括现场管理(如可能),来料状况报告,定期评估等,如果客户指定的零件供应商反复出现同样的质量问题,首先组装工厂可以通过正常的供应商管理进行改善,但如果在此前提下依然无法改善且对组装工厂的生产造成很大影响的话,组装工厂就需报告客户实际状况,以期客户了解并解决供应商问题.作者: 星空 时间: 2011-11-5 12:30
借助客户的力量，调动供应商改变。你可以进行损失评估，将损失情况通报给客户。毕竟品质对客户来说也是重要的。作者: 淡泊明志 时间: 2011-11-5 12:30
对，用经济损失来告诉客户，这点我想应该是非常有用的。作者: 秋水长天 时间: 2011-11-5 12:30
Everyone has a good suggestion.