The economic downturn of 2009 forced organizations to view supplier selection differently and more holistically than ever before. The long-term viability of suppliers from both a financial and quality standpoint is more important than ever. It is through this increased focus on due diligence that sustainable value is captured.
So how can supplier selection be more effective in addressing concerns about future quality and financial stability? A common tool may hold the key - the scorecard. Scorecards are widely used for measuring performance, but what story do they really tell? Do they tell enough? Is the information timely? Can scorecards provide more insight into the selection process? It depends.
Measuring supplier performance is certainly an important and necessary component of ensuring value. However, it involves more than gauging customer satisfaction, percent of on-time delivery, defective parts per million or quality of service. Done effectively, supplier management is not static but a constantly moving part. And it begins even before the supplier is in place.
