Les normes de qualité de votre fournisseur sont en train de glisser. Comment allez-vous vous assurer qu’ils répondent à vos attentes ?

Have a detail discussion to understand the issue, and agree with Vendor for strategy to bring it back on track, also set a threshold, beyond certain level you will have to take go for another alternate or penalty.

Involve all relevant stakeholders—such as quality control teams, customer service, and operations—in gathering comprehensive data. Conduct root cause analysis to determine whether the problem is isolated or indicative of a larger, systemic issue. Use tools like fishbone diagrams or the 5 Whys technique to delve deeper into the underlying causes. Ensure that all findings are recorded in a structured manner, making it easier to reference during discussions with the vendor.

Aumentar a periodicidade das conversas, ajudará o acompanhamento mais de perto. Por exemplo, se o padrão de qualidade de um fornecedor não está sendo atingido, uma comunicação aberta permite que todos os envolvidos entendam os desafios e trabalhem juntos para encontrar soluções viáveis. Essa abordagem colaborativa não apenas fortalece o relacionamento entre as partes, mas também cria um ambiente propício para a reversão de cenários adversos, garantindo que os padrões acordados sejam restabelecidos o mais rápido possível.

"Quality is never an accident; it is always the result of intelligent effort," said John Ruskin. If your vendor's quality standards are slipping, setting clear expectations is key to getting back on track. Begin by clearly communicating your quality requirements and the specific areas where the vendor's performance is falling short. Regularly review their work and provide constructive feedback, ensuring they understand the impact of any deficiencies. A common mistake is assuming vendors will automatically know and meet your standards. By setting explicit expectations and maintaining ongoing communication, you can guide them back to delivering the quality you require.

Another great way to monitor progress is the use of balanced scorecards that include both quantitative and qualitative data. I would go a step further and say that a 360 view approach to the balanced scorecard would be even better (Customer, Service Provider, and End User). This would give you a SPOG view from a Service Design perspective and help to ensure that there are not any blockers out of the vendors control. It also identifies gaps that vendor managers and the people doing the actual work may have. I.E. managers thought a written process existed that doesn’t and the team has been using institutional knowledge instead.