How well do you (want to) know your suppliers?
There’s a certain amount of challenge involved in efficiently embedding suppliers into your own value generation process. Cross-border, multi-layered supply chains and the increasing complexity of supplier markets require a constant increase of transparency and ever closer interlocking of suppliers and their customers. There may be differences in language and culture on the one hand, and limited resources on the other. Add to that legal, normative and customer-specific requirements that need to be observed and fulfilled. You have to accompany outsourcing measures, initiate improvement processes and evaluate the effectiveness of implemented actions: all of which are very good reasons for a supplier or process audit.
If your organization intends to conduct a supplier evaluation that includes CSR (Corporate Social Responsibility), starting from a relevance analysis to demonstrate your own sustainability profile all the way to the continuous development of suppliers based on an evaluation of the results of the analysis, you should proceed according to the eight steps briefly introduced here.
The correct selection, evaluation and qualification of suitable suppliers is rapidly becoming a decisive competitive factor, while sustainable management is increasingly used as a benchmark for overall business success. Customers, investors and other interested parties expect an organization to take into consideration the three pillars of sustainability, which are: ecological, economic and social responsibility.Dieter Stadler and the Corporate Marketing Team
For more detailed information and a custom offer, please contact the local DQS office in your area. The list is available online at the Group website here