¿Cómo se combinan los sistemas de gestión de proveedores, proyectos y calidad?

Nous devons sortir de notre gestion commerciale qui exige des normes a respecté par rapport au fournisseur. Nous devons traiter nos achats avec souplesse vis a vis notre fournisseur. Parceque lui aussi vise ces objectifs dans la vente . Et pour finir nous devons avoir deux fournisseurs de chaque catégorie ex : deux bouchers. Deux charcuterie deux legumiers ....

Vendor management is a term that describes the processes organizations use to manage their suppliers. Vendor management includes activities such as selecting vendors, negotiating contracts, controlling costs, reducing vendor-related risks and ensuring service delivery. The vendor selection process includes researching and sourcing suitable vendors and seeking quotes via requests for quotation (RFQs) and requests for proposal (RFPs), as well as shortlisting and selecting vendors. s important to get the contract right at the outset and to ensure the terms agreed benefit both parties. Negotiating a contract can take time, and the process will include defining the goods or services that will be included.

Having clear and specific requirements is crucial, and it's equally important to understand the reasons behind undertaking this project. Knowing why this work matters sets the tone. Treat the vendor as a partner on the journey to accomplish the goals together.

Vendor management depends on quality,quantity, place , time or valume matric it's depends on Projects location and time line.So selection of vendor decision is very important in delivery of material and Projects completion.We need Ulternate resources n vendor as per material of Projects. Effective Communication play an important role for Vendor or suppliers management we can choose vendor as per databases rating of Performance based. Each time tell him for previous project completion and preferences. Evaluate vendor as per quality material rate and time delivery basis. Define material details as Project details (BOQ)because it's important for Audit norms and verification purposes.

Defining requirements is more than a procedural step in aligning vendor, project, and quality management systems; it's a collaborative and strategic effort. What sets this phase apart is how it builds a shared understanding among all stakeholders, transcending mere procurement. It's a dynamic process that looks at how each aspect aligns with the overall goals and quality standards. By integrating diverse viewpoints from different teams, we create requirements that resonate with the organization's broader vision, paving a seamless path towards achieving the desired outcomes.

The advice to the left is good. You need a plan on how you will manage whomever you choose to work with on your RFP. If you don't manage the relationship they will and that never works to your benefit.

Tim Hernandez - you are correct, but I would add this advice (warning): Somebody is going to own the thought leadership at the table. If it isn't you - you're in trouble. If your executive staffs detect or see you don't own the thought leadership - you're done!

Selecting and contracting vendors is a vital stage, where our carefully defined requirements become actionable processes. Aligning performance indicators with project and quality management plans is beneficial, but considering the vendor's own success parameters can lead to a stronger partnership. This alignment encourages collaboration, helping all parties work toward common organizational objectives. Emphasizing adaptability in the vendor management plan, and reflecting the fluid nature of the business landscape, sets the stage for a more responsive and effective relationship.

This statement emphasizes crucial steps in vendor selection and management. It highlights market research, proposal evaluation, and contract negotiation. The call for a vendor management plan with clear roles, communication, and alignment with project and quality management plans is sound advice, ensuring consistency and effective vendor collaboration.

Selecting a vendor as a partner is one of the keys to a successful project. Lay out your expectations, timelines, and regular feedback sessions to ensure proper alignment and all milestones are accounted for.

Having clear SLA’s / SLO’s to measure performance against is key but, most important is the consistent feedback loop. Additionally, SLA’s/SLO’s must also be consistently reviewed as the business needs may or will change over time.

Monitoring and controlling vendors is akin to steering a ship through dynamic waters. In my experience, two-way communication with vendors, using tools like dashboards and reports, is essential. But beyond those, regular touchpoints and clear metrics can lead to a more responsive partnership. A well-timed conversation can sometimes provide insights that a report might miss, offering immediate course corrections. Refining the vendor management plan involves activities like updating metrics or recalibrating risk strategies. It's about realigning, not relaxing requirements. If the project's scope shifts, adjustments might be needed. This ongoing realignment ensures harmony, safeguards integrity, and guides us smoothly toward our objectives.

Clearly defined requirements and articulated obligations within the contract is a good framework that sets a quality standard for governance. Monitoring through automated reporting tools and regular interaction with Vendor to assess progress, shortfalls and room for improvement can allow Parties to perform well within their respective domain.

SLAs are key in setting up the expectations, and metrics should be clearly defined, with goals and limits. How do we make Vendors accountable for those metrics? For me, QBRs are the perfect tool to engage with the Vendors on a quarterly basis, to discuss both highlights and lowlights of the recent period, opportunities and threats, industry updates, as well as reviewing the scorecard where the contractual defined KPIs are measured against the goal and limit.

In addition to monitoring and control, fostering proactive communication with vendors is vital. Regular updates and open channels help preempt issues. Also, consider periodic performance reviews and contingency planning for smoother project execution.

Evaluating and closing vendors is a key phase in vendor management. It's not just ticking a box at the end of the project, it's an opportunity to learn. 'Lessons learned' sessions and performance appraisals are crucial. They help us understand what went well and what can be done better next time. This isn't only about judging the vendor's performance, it's about building stronger future collaborations. Archiving the evaluation results isn't just for compliance, it's a tool that can guide better decisions in future vendor selection and management. By doing this, we're aligning and integrating vendor, project, and quality management systems, using our experiences to drive best practices and tools.

A fundamental aspect of dealing with suppliers is recognizing that, as a company, we can wear different hats – at times, we are the customer, and at other times, we are the supplier. We genuinely value our suppliers and aim to collaborate to ensure mutual success within the industry.

Agreee. With document and archive the result, better in system, so we could take the report from it. By that report we can analyze which vendor category need to be improved or which vendor category need to be source first for other better potential vendors

That is a good summary, thorough evaluation and closure of your vendors is crucial in nature. Ensure deliverables match expectations and contractual obligations. Conduct performance appraisals, lessons learned sessions, and feedback surveys to enhance future vendor relationships. Properly document results and update records for future reference. Integrating vendor, project, and quality management systems can yield numerous benefits like efficiency, collaboration, and competitiveness while mitigating potential issues. It's crucial to align and integrate these systems using best practices and tools for successful outcomes.

Vendor management is the process of selecting, contracting, and managing external suppliers of goods and services for your organization. Project management is the process of planning, executing, and controlling the work of a team to achieve specific goals and objectives. Quality management is the process of ensuring that the products and services delivered by your organization meet the expectations and requirements of your customers and stakeholders.

I'll try to add that the one might be additional in Vendor Management. I'd rather choose word Supplier Management rather than Vendor Management. Because for me every Supplier are a Long Time Partner rather than a One-Time Vendor. Your Supplier is your Friend. So make sure they also being supported by you. What they need support? Of course the Ontime Payment. So make sure to your finance that the Supplier Payment is ontime. Please always Support them when they need your Assistance regarding Payments. Bridge the Communication to Your Finance. Because one more time. Your Supplier is Your Lifetime Partner.

If possible, include citations or references to any specific tools, frameworks, or methodologies mentioned in the article. This adds credibility to your recommendations.

Building strong vendor relationships is vital. Treat vendors as partners, fostering trust and collaboration. Customize your approach based on project needs and industry. Learn from past experiences, both positive and negative, to continually refine your vendor management strategies.

Combining vendor, project, and quality management systems creates a unified approach that breaks down silos, allowing organizations to tap into existing data and enhance collaboration. This integration is where vendor scorecards shine, acting as essential tools that help in benchmarking performance and uncovering opportunities for growth. The real catalyst for success is leadership alignment from the outset, ideally driven by an executive sponsor. This alignment fosters clear communication and shared goals across all levels of the project. It's more than just a guiding principle; it's the backbone that ensures everyone is on the same page. This sets a firm foundation that resonates throughout the entire project lifecycle.