When a certified supplier’s delivery performance declines, a company should respond initially by communicating with the supplier to investigate the source of the problem. A certified supplier is a supplier that has met certain quality, delivery, and service standards and has been approved by the company to supply goods or services without inspection or testing. A certified supplier is expected to maintain a high level of performance and reliability, as well as to report any issues or deviations that may affect the delivery process. However, sometimes a certified supplier may experience a decline in delivery performance, which can cause delays, disruptions, or dissatisfaction for the company and its customers.
The best way to deal with a decline in delivery performance from a certified supplier is to communicate with the supplier and find out the root cause of the problem. Communication is essential for maintaining a good relationship with the supplier and for resolving any issues or conflicts that may arise. Communication can help the company and the supplier to understand each other’s expectations, needs, and challenges, as well as to identify and implement corrective actions or preventive measures. Communication can also help to restore trust and confidence between the parties and to prevent further deterioration of performance.
Tightening performance criteria for the supplier is not an appropriate initial response when a certified supplier’s delivery performance declines. Tightening performance criteria means imposing stricter standards or requirements on the supplier, such as reducing lead times, increasing penalties, or demanding more frequent reports. Tightening performance criteria may seem like a way of holding the supplier accountable and motivating them to improve their performance, but it can also have negative consequences. Tightening performance criteria can create more pressure and stress for the supplier, which can affect their quality, productivity, or morale. It can also damage the relationship with the supplier, as it may signal a lack of trust, respect, or cooperation from the company.
Establishing a temporary buffer of finished goods inventory at the supplier is not an effective initial response when a certified supplier’s delivery performance declines. Establishing a temporary buffer of finished goods inventory means storing extra units of products at the supplier’s location to compensate for any delays or shortages in delivery. Establishing a temporary buffer of finished goods inventory may seem like a way of ensuring availability and continuity of supply, but it can also have drawbacks. Establishing a temporary buffer of finished goods inventory can increase inventory costs, such as holding costs, transportation costs, or obsolescence costs. It can also reduce inventory visibility and control, as it may be difficult to track or manage the inventory at the supplier’s location. Moreover, establishing a temporary buffer of finished goods inventory does not address the root cause of the decline in delivery performance, but rather masks or postpones it.
Increasing the standard lead time of the component to allow for supplier delays is not a suitable initial response when a certified supplier’s delivery performance declines. Increasing the standard lead time of the component means extending the time between placing an order and receiving it from the supplier. Increasing the standard lead time of the component may seem like a way of adjusting to the decline in delivery performance and avoiding late deliveries, but it can also have disadvantages. Increasing the standard lead time of the component can reduce customer satisfaction and loyalty, as it may result in longer waiting times or missed deadlines for the customers. It can also reduce operational efficiency and flexibility, as it may limit the ability to respond to changes in demand or supply. Furthermore, increasing the standard lead time of the component does not solve the problem of the decline in delivery performance, but rather accepts or tolerates it.
References := Supplier Performance Metrics and Scorecard - IADC.org, Delivery Performance Explained (Measures, KPIs, and How to Improve), How to manage supplier performance - gatekeeperhq.com
