Faire affaire avec un fournisseur qui ne respecte jamais les délais. Êtes-vous prêt à prendre le contrôle de la situation ?

In my opinion , first we need to have dialogue and understand the reason for missed deadline .and if it’s some genuine reason which can not be avoided than in that case we must share our business impact so that vendor can be more serious about deadline and also be careful while committing future date of any .

Action shall also depend on type of material, as in Kraljic model, complexity and availability on shelf or special tailored, where each had a relative correction action. The presence of active sourcing team, will usually enhance the procurement to take hard decision for the benefit of business continuity.

It really depends on how the delays affect your operations, your staff and/or your customers, but if a vendor is consistently missing deadlines, he should not be your vendor. We all rely on our vendors to meet deadlines, but there is no place for a vendor to "always miss deadlines" in modern business operations, no matter how small the impact.

The empanelment is done considering organisation standards SOP for Vendor empanelment needs to verify vendor eligibility as per SOP. Periodic random audits of the vendor to understand the challenges. Increase internal control on matrix relevant to its functioning. Since the problem is identified we can execute the theory of A3 and do the Root cause analysis by breaking down the problem. Why there is a delay?Why the things not checked when Vendor first time missed the deadline?Why there was no action as per the authority if it was repeated thrice?Why internal control mechanism not put in action/place to fix the challenges if any faced by the vendor?Thus the problem break down will lead to the real and actual problem to fix the action.

Depending on the type of services or materials supplied by the vendor, the nature and severity of the impact could vary. If you are driving a time sensitive high priority project and vendor is missing its timelines, then it could very severely impact project timelines. The delay could also have financial implications, if the product cannot be released in market due to unavailability of raw materials. In many cases, we have seen, the delay from vendor end could also have regulatory implications, if the project was an outcome of observations by a regulatory agency.

Start by setting up a meeting with key stakeholders from both sides, ensuring all relevant information and documentation about the delays and their impacts are available. Present your findings clearly and factually, emphasizing the operational, financial, and reputational effects on your business.

Communication is key when dealing with a vendor who consistently misses deadlines, especially those who may have become complacent over time. Address the situation directly and honestly, expressing concerns about their performance and the impact on your business. Make it clear that if improvements aren't made, you may need to consider other options. This isn't a threat, but a chance for the vendor to realign with your expectations. Setting clear deadlines and regular check-ins can ensure accountability and foster a more productive partnership.

For any such a situation where the things are not happening as per the expectation product manager should start open discussion and dialogue with the relevant party this is the best way to deal with the situation. During such meeting one should Go with Necessary Homework about all the instances where vendor are falling behind the schedule. Considering of changing terms and condition of the agreement that has happened with the vendor and put a restriction and closes that give a serious impact on overall evolution of the vendor. Apart from there if this situation happened multiple time product manager should consider for an alternate option the second best vendor available in the market.

When approaching a conversation with anyone, vendor representative or otherwise, it’s best to come in with an open mind and open ended questions. Making accusations right out of the gate is not going to result in a positive outcome.

I agree that opening a dialogue is the best approach. By understanding the root causes and addressing them together, we can find a solution that benefits both parties. I'll ensure the conversation is collaborative, with a focus on improving processes and strengthening our working relationship. Listening to their perspective is key, and I'm committed to working together to overcome any challenges.

I typically start out by defining clear expectations right from the outset, in terms pf RFQs, RFIs or RFPs to condition the vendors in terms of fulfilment expectations. P.O or contract terms come with clear, enforceable penalties for missed deadlines, plus all through the P2P cycle, there's communication being maintained to ensure accountability. Plus, there's immediate post delivery or fulfilment performance appraisal and communication to the vendor afterwards. In extreme cases, the vendor is deboarded, but this is only when other mitigation techniques have failed.

Identifying the factors causing delays, need to start afresh. Realistic deadlines which are mutually agreed by both the parties. One important aspect to be considered is the factors which may cause delays and to work around mitigate the risk involved. Proper planning of various activities and tasks with milestones clearly defined help in achieving the positive outcomes.

Identify any possible constraints and ask the vendor to outline their mitigating steps. Ensure them that you trust that they will now deliver to expectation. Set a follow up date to check on progress. State that you take the terms of the agreement seriously and that you want to deliver your part and expect them to deliver their part too. If there is an exit clause or dispute process built into the contract, now is a good time to familiar yourself with it. If you feel it’s necessary, review that with your vendor partner. The adage, “trust but verify,” dictatesthis step.

Absolutely, setting clear and realistic expectations is essential. I'll work with the vendor to revise the timeline and agree on specific milestones. Documenting these expectations will ensure that both parties are aligned and committed to meeting deadlines. Clear communication will be our priority to prevent future misunderstandings and ensure smooth progress.

Establish a clear communication protocol and decide on the frequency and format of check-ins, such as weekly status meetings or shared project management tools. During these meetings, review the status against the timelines, discuss obstacles, and document any changes or decisions. Encourage transparency and open dialogue to foster a collaborative atmosphere. Be prepared with contingency plans for critical milestones, identifying alternative resources or support to ensure smooth business operations despite potential delays.

close monitoring is key after establishing new timelines. I'll ensure we have regular check-ins to track progress and address any challenges early on. These consistent updates will help us stay on top of the situation and adjust if necessary, ensuring that we stay on course and avoid further delays. This approach will also help maintain accountability and provide the opportunity to act quickly if any issues arise.

If missed deadlines persist, enforcing the agreed-upon consequences is necessary. Whether it's financial penalties or reducing work volume, these actions signal the importance of meeting deadlines and protect our business interests. It's about ensuring accountability, not punishment, to maintain project integrity and operational efficiency.

In spite of all your efforts (regular monitoring, escalation to senior management, collaboration in issue resolution, etc.) , if the vendor continues to fail in delivering, it is better to onboard an alternate supplier or increase the business of another existing reliable vendor. It is wise to document all the missed timelines by the vendor. It will help in future discussions with that vendor on their reduced business share.

In my view, it is always a best practice to have alternate vendors developed and qualified for raw materials, packaging materials and other routine services needed on daily basis. This is also a part of business continuity plan to ensure uninterrupted supply of raw materials and services in case your preferred vendor cannot meet your timelines or is planning to shut operations. However, this is not always possible with software vendor since you have already started implementation process. In my view, if your vendor has repeatedly failed to meet your expectations in terms of delivery dates or quality or consistency, it is best to not go ahead for any other software from the same vendor in future.

If you’ve had several instances of missed deadlines or deliverables that don’t meet your expectations, it’s a good idea to start shopping. Don’t wait too long on this. You want to be able to make a move if you need to in order to deliver on your promises. This is especially true if there are penalties to you for missing something that you’ve committed to. Don’t stay in a bad relationship. Make every effort to make it work, but be ready to jump.

Missing deadlines always is either a skill issue or a will issue hence 1. From the misses analyse if it's a will or skill issue, also if it's an issue from a specific person or with all the leads involved 2. Train them if its a skill issue 3. Give them the deadline of T-6 (deadline minus 6 days) to get their deliverables on time 4. Have a RnP clause so that there is a monetary impact if they don't perform 5. Give them feedback on misses and evaluate them on future projects 6. If they don't change look for a different vendor as they are supposed to make your life easy and not difficult

Having good relationships with your vendors helps to improve your business. A good partnership can have a multiplying effect due to a different perspective from somebody that currently works in your company. Holding your vendors accountable to their promises is just good business. Being a jerk to your vendors is a good way to get bad service.