培训供应链审核for baiyun施耐德电气供应商质量管理

SchneiderElectricDetailedguidelinesforSSQMSupplyChain&LogisticsAuditQuestionnaireVersion10.0 Preface前PurposeofthistrainingistoexinthecontentsofSSQMsupplychainaudittools.ThroughthistrainingyouwillgettoknowhowtoevaluatethesupplychaincompetencyofonerbySchneiderStandard.Therewillbealsosomecasesinthetraining.TheywillbehelpfulforyoutoknowthesupplychainbestpracticeofSchneiderSchneider Audit审核框Schneider SAM

KeyItems关键Forkeyitems,thescorewillimpactcolordecision.27questionswithrejection/conditionalcriteria.InformationItems信息Forinformationitemswithoutspecificrequirement,thescorewillnotimpactcolordecisions,althoughitmightimpactthetotalsummarizedscorealittle.Thescoredoesnotfullyrepresent rs’capability. Schneider SAMORDERSLAUNCH

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Schneider 1.Forecastand预测与生产能 rhasfullawarenessofmid-longterm 供应商是否有做中长期生产规划/预测的意识和Forecastmaycomefromdownstreamcustomersorinvestigated r中长期生产规划/预测可来自于下游客户，也可来自于供应商自己对市场需求、对往年规划的分 rhaspropercapabilityand ysisastosuch 与此规划/预测对应的能力和产能分 =S=normallyprovidesyearlyforecastandmonthlyrollingforecast(forfollowing3施耐德一般提供年度预测和月度的滚动预测（包含接下来三个月的预测MinimumRequirement最低要toolingcapacity;laborcapacity)*forinstanceSCAMA，toolingboxinintranetforreference主生产计划根据客户预测进行产能评估。(包括机器产能，模具产能，人员产能）*建议工具Schneider - nning(Mid-Long 评分标Score=1:NoawarenessofProduction没有中长期生产计Score=2:SomeawarenessofProductionnningbutnosystematicnand没有系统的中长期生产计划和文Score=3(N/A):NA:"laboursubcontractingmanagedbySchneiderScore=4:MasterProductionScheduling:ManualProductionnningbasedoncustomerforecast&capacityassessment(forinstanceSCAMA)手工制定中长期主生产计划：根据客户预测对自身产能评估（机器产能、人员产能、Score=5:Semi-automatedProductionnningandconsiderationofcustomerforecastconsideringcumulativeLead-timehorizon Mid-Longtermnormallyshouldbeover6Thefrequecyofreviewatleastonceperyearfornext12months.Capacityysisresultneedtorecordandtakerelatedaction.ThroughtheMid-Longtermnning,rscanbeforeseetheriskandtakerelatedactioninordertoensurethesupplytocustomer.Schneider Example:工具举ToverifythattheactualmanufacturingprocessiscapableofproducingSchneider’scomponentsatthequotedtoolingcapacityforaspecifiedperiodifcontractual.SCAMA用于验证在指定时期内供应商实际制造过程能力以及模具产能。ToensurethattheriscapableofmeetingSchneider’sForecastMonthlyPeak(FMP)basedondailyrequirementsandpeakmonthlyrequirements.使供应商能够满足施耐德预测的最大需求量 yzetheproductioncapacityavailableforacomponentorasub-assemblyandcompareitwith=S=currentandfutureneeds;DefinetherelevantprocessmethodsandtoolstoSCAMA用于比较和评估供应商产能（包括生产零件或组装）与施耐德现在和未来需求之间的关Measuretheavailableproductioncapacity计算可用的生产产yzethedatathecurrentandfutureneeds分析现在与未来的需Classifytherrisk明确供应商的风Givesomeimmediatewaystoimprovethecapacity给出改进计划提高产

S-CapacityMarginS-Schneider S-CAMASchneider 1.Forecastand预测与生产能Whetherrhasfullawarenessofforecastaccuracymonitoringand供应商是否有做预测准确度的和分Forecastmaycomefromdownstreamcustomersorinvestigatedbyr预测可来自于下游客户，也可来自于供应商自己对市场需求、对往年规划的分Whetherrhasproperactionnsastotheforecastaccuracy(especiallyforbad与此预测准确度（尤其是较差的准确度）相应的进一步的MinimumRequirement最低要 rhasregularforecastaccuracymonitoringandysisgapbymonthly供应商至少对预测做定期的预测准确度衡量，并对差异进行分析Schneider –CustomerforecastAccuracy评分标Score=1:Noforecastaccuracy没有预测准确率的计Score=2:Monthlygap分析月度差Score=3:Abletoalertincaseofover如果超预测可Score=3(N/A):NA:100%maketoorderandmaxdemandduringprocurementisScore=5:Forecastmeasurementisusedtomanageflexibilityconesandinventorylevelbasedonconstractualisedfiles.(LogisticTerms&Conditions) Throughtheforecastgapysis,rcanuseittoadjusttheirmaterial&productionnning.Orinformcustomerincaseofoverforecastinadvance.rshouldusethisysisresultcommunicatewithcustomerormarketingtoimprovetheforecastaccuracy.*Attachedfile03:LogisticSchneider SchneidervendorforecastSchneider Forecastand预测与生产能Whetherrhasfullawarenessofregularresourcesysis.What’sthe供应商是否对生产所需的资源做定期分析，分析频率有多高生产所需资源包括人力、材料、机器、生产方式、水电配套MinimumRequirement最低要 rhasregularresourcesreviewandactionnsif施耐德相信供应商定期对生产资源进行分析，并有相应措施（若需要Schneider Forecastand预测与生产能Whetherrhaspropernsonholidays/ntmoving/shutdown:capacityincreaseandadditionalinventorymanaged供应商是否将工厂放假、搬厂或关厂等信息告知客户，并做相应安排:提高产能，库存准备等MinimumRequirement最低要Anticipationbypunctualcapacityincreaseandadditionalinventorymanagedby供应商可提前做相应准备：提高产能或库存准备等，从而使客户订单不受影响Schneider CustomerOrderManagement:客户订单管Whetherrhaspropercontactwindowtocustomers,includingcustomerordermanagement,customercominhandlingandcustomersatisfactionsurvey,how’stocommentontheWhat’stheresponse反馈速度如何？是否有关于订单反馈时间的规定MinimumRequirement最低要Propercontactwindowinrsidetohandlecustomerissuewithinmoderateresponse供应商处有相关部门负责客户联络，并规定响应时间Schneider –Customer评分标Score=1:NocustomerserviceNodedicatedcontactpoint;Partialservicecontactpointwithresponsetime>5days没有客户服务的接口,回复时间大于5天Score=2:Score=3:Contactpointavailablewithmoderateresponsetime可以回复客户需求，回应时间大于48小Score=4:Contactpointavailablewithquickresponsetime(<48h);Evidenceofcapacityinmanagingshortagesprovidingbacktonormaldateandrecoverycurve.可以回复客户需求，回应时间小于48小时;对于物料短缺可以提供恢复正常的供Score=5:Fulldedicatedteamascontactpoint,quickresponsetime(<48h&root 专 部门，48小时内回复客户需求并对客户抱怨有改进措施和原因分 ChecktheOrgcharttofindthecontactTheresponsibilityisnotonlytheorderfollowupbutalsoforcustomerotherrequest in,quotation,customersatisfaction…)=S=request<2workingdayfororderacknowledgement,especiallyfordeliverydateSchneider CustomerOrderManagement:客户订单管Schneider

Whichdepartmentsresponsiblefororderreview?Duringorderreview,whichresourceswillbeconsidered?Reviewlead-time?Iftheyhaveformalorderreviewprocedure?Orderreview订单评审的工具，可以是人工会签评审，可以是Excel结合内网评审，可以是MRP、ERP软件Orderreviewcapacity生产能力；Technologycapacity技术能力。 Customersorderreviewbasedondeliverydate&rawmaterial结合订单交期和原材料需求等考虑，供应商谨慎地评审客户订单No“Thesooner,thebetter”.=S=doesnote1secondfeedbackonorder施耐德并不欢迎“一秒钟”接受，我们需要供应商谨慎评估，而非立马同意 –CustomerOrderReview评分标Score=1:Nosysteminreviewingcustomer没有系统的订单评Score=2:Customerorderreviewwithrespecttocustomerrequesteddelivery客户订单的交期是订单评审的唯一依Score=3:Customerorderreviewbaseduponresourcesavailability:RM(RawMaterial)Finishedgoods,productioncapacity2/onaWeeklybasis订单评审根据交期，原材料需求，成品库存，产能2/每星期更新状Score=4:CustomerOrderReviewbaseduponresourcesavailability:RM(RawMaterial)Finishedgoods,productioncapacity2/inrealtime.Score=5:CustomerOrderreviewusingMRP/ERPsystemandstructuredinternalreviewdaily应用MRP/ERP进行订单评审，每天对于订单完成情 Checkif rhavetheorderreviewprocess s,thentocheckif dotheorderreviewaccordingtotheprocedure.MTO,MTSorderreviewprocessisSchneider CustomerOrderManagement:客户订单管Schneider

KeyItem此项为关键CheckPoints考查 rgivesfeedbackonorderacknowledgementandorderacceptance?mitsystematic供应商是否就订单接收和订单接受给出回复，是否有流程和体系保证回复二次交期Howlongwillorderacknowledgement+orderacceptance从供应商收到订单至供应商接受订单这一过程历时多久1/Orderreceptionacknowledgedinrealtime2/butorderacceptance(deliverydateconfirmation)morethan5workingdays；Ororderacknowledgmentnotrequiredbythe供应商就订单接收实时回复，订单交货日期确认在一周内给出回复Most rsgivefeedbackwithin2days, rscanfeedbackwithin1大多数施耐德的供应商都能够做到两日内回复，更好的可以做到当天回复 –CustomerOrderAcknowledgement评分标Score=1:Orderacknowledgementprocessbutnoorderacceptance没有订单确认流程但是与实际操作不一Score=2:1/Orderreceptionacknowledgedinrealtime2/butorderacceptance(deliverydateconfirmation)inmorethan5workingdays供应商就订单接收实时回复，订单交货日期确认大于5个工作日Score=3:1/N/Aifjustintimemanagement(kanbanorVMImode..)2/Ororderacknowlegmentnotrequiredbythecustomers供应商没有被要求订单确认于看板和VMI的订单不适Score=3:1/Orderreceptionacknowledgmentinrealtime2/andorderacceptanceinlessthan5workingdays系统的订单接收和确认，并且回复时间小于5个工作日Score=5:CustomerOrderreviewusingMRP/ERPsystemanddailyperformance客户订单MRP/ERP管理，并每天进行考核 ntsuseWebportaltoprocessthePOto rcanusethissystemtodothePOacknowledgement..Schneider CustomerOrderManagement:客户订单管 rmonitorsorderprocess&follow-up?Proactivelyoratcustomerrequest?Howearlier rinformcustomeronlatePOlines?DoesrhaveeffectiverecoverynforlatePO对于拖欠的订单，供应商是否制定了有效的恢复计划，并主动告知客户MinimumRequirement最低要1/Fortnightlytrackingoforderstatus2/andbi-WeeklynotificationoflateorderstoSchneider –CustomerOrderStatusandFollow-评分标Score=1:NoOrderstatus&follow-没有订单状态追Score=2:Orderstatus&follow-upuponcustomerrequest根据客户要求进行订Score=3:1/Fortnightlytrackingoforderstatus2/andbi-WeeklynotificationoflateorderstoScore=4:1/Weeklyfeedbackoforderdelivery¬ificationoflateorderstocustomervsstandardLead-time2/Seconddeliverydatesystematicallycommittedforlateorderswithcorrectiveactionn.Score=5:1/FormalizedrecoverynsharedwiththecustomersthruShortIntervalmanagement2/Evidenceofcontinuousimprovementinreducingnumberoflatedeliveries与客户通过SIM的形式反馈交货计划，并且可以看到持续改善 Focusonlatedeliverynotificationtocustomer,ifrhavetherelatedprocedureandhowtheyfollowed.Schneider CustomerOrderManagement:客户订单管WhetherrhasproactiveOTDstatistics,delayysis,improvementnandfollow-供应商是否主动地做交货及时率的衡量，并在统计基础上进行迟交分析、制定整改计划、开展后DoesrmeasureOTDforallcustomers?Adoptthesamestatisticsmethodologywith Basedonrequestdeliverydateorcommitteddeliverydate,or统计是针对客户要求的交期、供应商自己承诺的交期还是两者都统计Fortheabnormalcasesisthereanyfollowupactionn对于及时交货率不正常的案例，是否有跟进措施以及文档 MinimumRequirement最低要1/OnTimeDeliverymeasurementforallcustomers2/Yearlyobjectiveconsistentwithcustomers‘requirement3/Rootcausesysisformajorcustomer供应商应针对所有客户做交货及时率的月度统计，对主要客户准时交货率进行原因分析，做出整改计，并实施Schneider –OnTimeDelivery:ServiceRateto评分标Score=1:NomonitoringofOTD没有按时交货率的统Score=2:1/OnTimeDelivery:Manufacturingmeasurementformajorcustomers2/oncommitteddeliverydateonly对于主要客户根据确认交期计算按时交货Score=3:1/OnTimeDeliverymeasurementforallcustomers2/Yearlyobjectiveconsistentwithcustomers‘requirement3/Rootcauses ysisformajorcustomerScore=4:1/OnTimeDeliverymeasurement2/Rootcause ysisforallcustomersonbothrequested,committed&agreeddeliverydate对于所有客户的按时交货率进行统计，并对所有客户的晚交订单进行分Score=5:1/Structuralcontinuous ns2/showingalastingperformanceincrease除了做到前面的要求的同时对于提高按时交货率有持续的改进措 OTDOTDmeasurementmethod,POline?PO=S= rshouldbeSchneider 管InformationItem此项为信息Whetherrhasregularmonitoringontransportationtoallcustomers?Measure3rdlogistics,orownoutbounddelivery?供应商是否对第配送物流或自己的配送做定期衡量，是否覆盖所有的客户交货Doesrhaveysisonthetransportationperformance?Anyimprovementnsand供应商对配送绩效是否有做分析、制定改进计划、开展后续MinimumRequirement最低要 rmonitorsandtrackstransportationperformanceregularlyatleastforkey至少对关键客户，供应商定期对配送绩效做和追踪 Forinformationitemswithoutspecificrequirement,thescorewillnotimpactcolordecisions,althoughitmightimpactthetotalsummarizedscorealittle.Thescoredoesnotfullyrepresentrs’capability.Schneider 管InformationItem此项为信息CheckPoints考查Whetherrhasoverseasbusiness?Withexportlicenses?Anyknowledgeoncustomrequirement,shipmenttoUSA/Europeorotherinternationalareas?供应商是否有海外业务？是否有权？是否了解对欧美、其他地区的出口事宜Doesrmanagecustomclearance,relatedexportservicebyownorbyoutsourced对于申请报关、清关等业务，供应商是自己来管理还是通过外部来管理Nospecificrequirement.=S=iswillingtoerswithmoreandmoreoverseas没有特别要求。施耐德希望供应商越做规模越大，越做海外客户越多Schneider 管InformationItem此项为信息CheckPoints考查Whetherrhasexportexperience?What’sthepick-upfrequencyforfreightforwardingif供应商是否有出口经验？出货频率如何Doesrhaveanypartnershipwith供应商是否和货代、承运商有合作伙伴关系Nospecificrequirement.=S=iswillingtoerswithmoreandmoreoverseas没有特别要求。施耐德希望供应商越做规模越大，越做海外客户越多Schneider 管CheckPoints考查 供应商是否提供发送货信息？主动的还是应客户要求才做的What’sthedeliveryinformation提供了哪些发送货信息（如送货单，提 告知发送货MinimumRequirement最低要Systematicandproactiveinformationaboutdeliverytomajorcustomerswithlegal 能够通过标准文件，提前将发货信息告知到主要客户Schneider 4.Inventory&WarehouseManagement:Internal库存和仓库管理：内部过Whetherrhassufficientawarenessonsafetystock,propernonsafety供应商是否有足够的原材料安全库存意识？是否有适当的安全库存计划Safetystockdeterminedbywhom?Byexperienceorbylogicmathematics?Forkeyorall谁制定安全库存？基于经验还是基于数理逻辑？只覆盖关键原材料还是面向所有原材料Thefrequencyofsafetystockreviewandadjustment.Isthesafetystock安全库存是否定期回顾和调整？回顾周期大约是多久？原材料安全计划有效么Checktheinventorynning,inventoryturns,targetand检查库存计划，目标，趋势MinimumRequirement最低要1/Inventorynningwithsafetystockbasedonexperiencesforkeymaterials+reviewyearly2/KPItofollowinventoryturnspermonthoryear3/TrendingdataSchneider 4.1–MaterialInventory评分标Score=1:Noawarenessofinventory没有物料库存计Score=2:1/Awarenessofinventory nningusingcyclecount2/Partialdeployment3/Nocalculatedsafetystock 了解库存计划但没有安全库存的制Score=3:1/Inventorynningwithsafetystockbasedonexperiencesforkeymaterials+reviewyearly2/KPItofollowinventoryturnspermonthoryear3/Trendingdata.Score=4:3YES（belowationforinventoryprocess是否有制定库存参数的流程Calculationmethodforsafetystock?YesifOrderforOrder是否有安全库存计算方法Doesspecificsupplyhavesafetystockagreementwithcustomer?(Longleadtime/mono对于特殊物料是否有与客户签订相关的协议DoessupplyusetheA,B,Cand/orFMRontheinventoryreviewedquaterly?是否用ABC/FMR的方Score=5:4Yes+Materialmanagementand4yes物料管理方Schneider ComparisonofOfferandProcurementlead-Firstcase:Offer>Secondcase:Offer<Schneider ClassificationbyValue:80/20Schneider ClassificationbyValue:Schneider ABCClassification:HowtoSchneider ClassificationbyMovement:Schneider FMRClassification:HowtoSchneider ABC/FMRABC/FMR&StockingSchneider SummaryoftheLocalStockLead-timescomparisonbetweenOfferandReplenishmentOfferLT>ProcurementLT:DONOTSTOCKOfferLT<ProcurementLT:STOCK Rareandexpensiveproducts:AVOIDTOSTOCK,ifpossiblebyreducingprocurementlead-timeorincreasingofferone(negotiationwithMarketing).ProductsLifeCycle(Marketing&Salesinformation)Saleswilldecrease:avoidtostockingifpossibleCriticalproducts:STOCKNEEDEDSchneider Riskmanagement:safetyDefinition:thegoalistocorrectlyprocesscustomerordersinordertomeettheexpecteddeliverydate.TwotypesofrisksdifferencebetweenforecastandactualrThesafetystockaggregatesthe2typesof Thefirstriskbetweenforecastandrealdemand(calledSSdemand)isusuallycalculatedfromhistoricalstatisticsusingthevarianceoftheSchneider =10units/dayLeadtime =10units/dayLeadtime=10daysSafetystock=Zero1st1stPOarrivaland2ndPOwillbeproposedimmedia OpeningOpeningStocklevelreachreorderpoint,then1stPOwillbereleasedaccordingtoleadtimeof10daysandLotsize2ndPODemandmoreDemandmorethanRDemandinLeadtimeRDemandinLeadtimeConsumptionorDemandinLeadtimeShortage Shortage Leadtime10

Leadtime10Schneider =10units/dayLeadtime =10units/dayLeadtime=10daysSafetystock=ZeroOpeningStocklevelreachOpeningStocklevelreachreorderpoint,then1stPOwillbereleasedaccordingtoleadtimeof10daysandLotsize2ndPOof1strExpectedarrivalBUTdelayfromActualarrivalof1stPO.And2ndPOwillbeproposedDemandequaltoeorderRDemandRDemandinLeadtime.Shortage SafetyShortage Schneider

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ifPLT<1monthifPLT>1PLT:shortestProcurementLeadaFMRC1-1,5-1,5- aFMRC1-1,5-1,5-A(0,3)-0,8-B0,6111-Note:iftwoshipmentmodesareavailable(airorsea),alwaysusetheshorteroneforsafetystockcalculation.Schneider ZZBigorder&SafetystockcannotStandarddeviationat3.0=Standarddeviationat2.05=

SafetyStandarddeviationat1.04=Avg.Schneider SafetySafetystockSafetystockformulaisstandarddeviation(Sd)ofdailyvariancewithinleadtimeVariancewithinleadtime=Sd2xLeadStandarddeviation=SquarerootofStandarddeviation=Squareroot(Sd2xLead=SdxSquareroot(LeadApplyZfactorforexpectedserviceSafetySafety=ZxSdxSqrt =Zfactorforexpectedservicelevel =Standarddeviationofdailydemand =ProcurementleadtimeSchneider Safetystockcalculation(SimplifiedZxOriginal xZxSimplifiedSimplified=VxADUxSqrt(L)xUsuallyit’sverydifficulttocalculatedeviation(Sd)byitem,andnormallySdcanbecalculatedfromaveragedailyusage(ADU)by1.5–2.0 orasYTosimplifyt tocombineZfactorwithedfcohstfrltafetyaccordingtoexperienceofstockcontrollerorspecificreason(StartwithADU.Wecallthisheformula,ADU.Wecallthisheformula,wemendYfactorSPOSScalculation(StatisticSSSS=Coeff.AxNetDeviationxSQRT(LT)xCoeff.=coefficientwhichdependsonrequiredservicelevel.SeeinnextNet=StandardDeviationcalculatedusingnethistoricalvalues.SPOusesanettinglimitequalto:Nettinglimit=ADU+Netting_Coeff*StandardDeviationStandardDeviationiscalculatedonhistoricalvalues,notNetting_Coeffdependsonyoursettings(2-3of=FinetuneoradjustedcoefficientthatdependonrealsituationorexperienceofstockcontrollerSchneider CoefficientCoefficientA(ZServiceWAVeforthestatisticalForthefinishgoods:n=2,05(targetedservicelevel:98%•Fortherawmaterial&components:n=1,04 (targetedservicelevel:85%)85%duetotheimpactofthelotsizeandthewaitingSchneider SafetySafetystockfineInSAP,useMC48InSAP,useMC48T-codetogetyourstocklevelprofileandfinetuneyoursafetystockFineSafetySafetystockfineFineFineSpecialcausessuchasaccidental,strike,crisisetc.whichnotcomefrompoorinventoryparametermanagement.WeSpecialcausessuchasaccidental,strike,crisisetc.whichnotcomefrompoorinventoryparametermanagement.WeshalltakeitoutofSafetySafetystockfineFineFineSchneider 4.Inventory&WarehouseManagement:Internal库存和仓库管理：内部过CheckPoints考查Whetherrdoesphysicalcountingregularly?What’sthetypeand供应商是否定期做库存盘点，盘点规模和周期如何Howaccuraydoesrcontrolitsinventory?How’stheaccuracyafterauditors’sampling供应商库存准确度控制如何？审核员经随机抽样后，发现准确度如何Howdoesrmanagethephysicalcounting?Anystatistics,ysis,action供应商对库存盘点是否做进一步的分析（盘盈、盘亏），制定相应改进计划并开展后续MinimumRequirement最低要1/KPIfortheitemstobemeasured:cyclecountdata,inventoryturnspermonthoryear…2/Trendingdatavsmonthly,quarterlyoryearlyobjectives供应商定期开展库存盘点，至少一年一次，并有相应文档可供。并且有趋势分析和目标Schneider 4.2–MaterialInventoryControl&Stock评分标Score=1:Noproperinventoryrecord&control没有库存记Score=2:1/Inventorycontrolusingcyclecount2/Trending循环盘点，有记录和数Score=3:1/KPIfortheitemstobemeasured:cyclecountdata,inventoryturnspermonthor…2/Trendingdatavsmonthly,quarterlyoryearlyScore=4:1/Correctiveactiontofixtheinventoryandstockitemsbeingmeasured2/Accuracymeasurementandformalizedrootcauseysis3/ationandprocedures.Score=5:1/EvidencesofContinuousImprovementnsimplemented2/Outstandingaccuracyresult(gaps<2%oftheoverallinventory)持续改善计划，盘点精度：差异 Inventorycheckrecord,target,measurementmethod,improvementSchneider 4.Inventory&WarehouseManagement:Internal库存和仓库管理：内部过Schneider

KeyItemCheckPointsForfinishedgoods,whetherrhassufficientawarenessonsafetystock,propernonsafetystock,ifitisnecessarytokeepthesafetystock.Safetystockdeterminedbywhom?Byexperienceorbylogicmathematics?ForkeyorallThefrequencyofsafetystockreviewandadjustment.Isthesafetystock rconvinces=S=thatithasapropersafetystockn,whichiseffectiveandbeneficial.1/Inventorynningwithsafetystockbasedonexperiencesforkeyproductionmaterials2/ParametersreviewedonayearasaIfrconvinces=S=ofthattokeepsafetystockisunnecessary,=S=auditorwillscore4.Inventory&WarehouseManagement:Internal库存和仓库管理：内部过Forfinishedgoods,whetherrdoesphysicalcountingregularlyifitisnecessarytokeepthesafetystock?What’sthetypeandfrequency?如需备成品安全库存，供应商是否定期做库存盘点，盘点规模和周期如何Howaccuraydoesrcontrolitsinventory?How’stheaccuracyafterauditors’sampling供应商库存准确度控制如何？审核员经随机抽样后，发现准确度如何Howdoesrmanagethephysicalcounting?Anystatistics,ysis,action供应商对库存盘点是否做进一步的分析（盘盈、盘亏），制定相应改进计划并开展后续MinimumRequirement最低要 rshoulddoregularphysicalcounting,atleastonceperyear.Establishedrules(ABCforinstance)withstockaccuracyobjective供应商定期开展库存盘点，至少一年一次，并有相应文档可供。制定盘点精度指标和盘点方法Ifrconvinces=S=ofthattokeepsafetystockisunnecessary,=S=auditorwillscore若施耐德确信供应商并不需要备成品安全库存，对这一项，施耐德审核员会给予“3”分，并予以注明Schneider 4.Inventory&WarehouseManagement:Internal库存和仓库管理：内部过InformationItem此项为信息CheckPoints考查 rclearlyidentifiesspecificareasforreceiving,inspection,usable,rejected,obsoletematerials,etc.Does rmonitorstorageconditions? rhasproperfacilitieslikepallets,racks,forklifts,etc.Howis 供应商是否有适当的搬运 工具，如拍子、货架、叉车等。现场5S管理如何，库务管理如MinimumRequirement最低要Thereareclearareasidentifiedinthewarehouse,withproperstorageconditions,facilities,and 现场区域区分清晰 条件良好，相应设备齐全，现场管理较好Schneider 5.Production生产工单的计划、发布以及控制：内部过Whetherrhasfullawarenessofproductionscheduling?Howtodetermineproductionorder供应商对生产排单是否有充足的意识？如何决定生产订单的优先级Whichaspectsdoesrconsiderduringproductionscheduling?Rawmaterials,labors,machines,shifts,overwork,customerorders,deliverytime,etc?Frequency?供应商在排单时都考虑哪些因素（如原材料可用性、人力、机器、班次、加班、客户订单数量、交期）？排单周期（日排单，单，等Schedulingtool?Verbal,manual,Excel,Blackboardinworkshop,MRP,MinimumRequirement最低要1/Manualproductionschedulingtakingintoaccount:customers’ordersorfinishgoodavailability,rawmaterialavailability.2/ReviewedweeklyorN/AifLaborsubcontractingmanagedbySEnt.手工制单排单，充分考虑客户订单和原材料可用性。至少每周检查一次。对于施耐德管理的代加工产品Schneider 5.1– nning(Short 评分标Score=1:NoawarenessofProduction没有生产计Score=2:Basicproductionschedulingwithoutformalizedguidelines.Highlevelofrescheduledandlatefabricatingorders(>25%)Score=3:1/Manualproductionschedulingtakingintoaccount:customers’ordersorfinishgoodavailability,rawmaterialavailability.2/ReviewedweeklyorN/AifLaborsubcontractingmanagedbySEnt.手工制单排单，充分考虑客户订单和原材料可用性。至少每周检查一次于施耐德Score=4:1/Semi-automatedproductionschedulingtakingintoaccountcustomers’orders,resourcenning,maintenancenningifrelevant,andotherdowntime.2/Revieweddaily根据客户订单，原材料的情况以及产能，维修计划系统计算出生产计划，每天检Score=5:1/Fullyautomated,ERPdriven,productionschedulingtakingintoaccountcustomers’forecast,resourcenning,maintenancenningifrelevantandotherdowntime.2/RevieweddailyERP排单：根据客户预测原材料，设备，人力产能情况安排生产计划并每天检Schneider 5.Production生产工单的计划、发布以及控制：内部过InformationItem此项为关键CheckPoints考查 rmonitorsproductionorderstatus?Anyfeedbackonexceptions,and供应商对工单是否进行追踪？出现异常有否回复？如何回复针对大客户、所有客户？主动回复还 回复MinimumRequirement最低要1/Asystemisin ceallowingthe rtointernallytracktheproductionorders’status.2/Manualorautomaticrefreshdaily供应商对工单状态都进行追踪，每日更新Schneider 5.Production生产工单的计划、发布以及控制：内部过Schneider

KeyItem此项为关键CheckPoints考查MTOorMTS?Howdoesrlaunchproductionty?MTO或MTS？供应商下达工单时，如何确定Themodecouldbe:1.Productionty=tymissingtoreplenishonetargetstocklevel.2.Equalstocustomerorderty.3.Equalstoonefixedeconomicty,fittorinternalproduction.4.Equalstoonefixedeconomicty,andwithonespecificadvancetime.供应商可以依据以下任意式：为补足库存水平而下单；完全遵照客户订单数量；依据供应商内部的济生产批量；以经济生产批量下单，并提前一定的时间。IfMTOcustomerorderqtyABF类别的物料，面对订单生产=客户订单数IfMTSreplenishmentstockqty面对库存生产=补足库存水平的数IfETOcustomerorderqty面对订单生产=客户订单数Itdoesnotmatterradoptswhichmode,but=S=mendstohaveonelead-施耐德并无特别要求供应商采取何种模式，但建议供应商在订单交期基础上再提前一些时间备好成品5.3–ProductionOrder评分标Score= Norulesdefinedtooptimizetheproductionorder生产订单的下达数量没有规Score=Score=Score=Score=

MTO-ETO:Productionlaunchingqty=fixedreconomicalqty.MTS:Productionlaunchingtiesaredefined对于MTO-ETO：生产订单数量=固定经济批量；对于MTS：定义生产数MTO:Productionlaunchingqty=customerneedforAB/Fcategories.MTS:Productionlaunchingqtyaremanagedwithamin/maxlimitETO:Productionlaunchingqty=customerrequiredordertyEvidencesofsomebatchsizereductionthankstoleanimplementation(ex:SMEDkaizenevent)可看到生产下单数量的减少；通过SMED的应（SingleMinuteExchangeofDie）快速1/Continuousimprovementofbatchsizesoptimization.2/Batchsizesfullymeetinglean生产订单数量的持续改进：根据EPEI原Schneider 5.OrdersLaunching,nning&Control:Internal生产工单的计划、发布以及控制：内部过Whetherrhasfullawarenessofproductionandprocess供应商对生产和过程控制是否有充足的意识Whetherrmonitorsdown-time,cycle-time,yield,etc?Anystatistics,ysis,actionnsand供应商对停机时间、生产节拍时间、产出数量是否有做？有统计、分析、改进计划和后续么MinimumRequirement最低要1/Measuretheyield*,downtime**andactualcycletime(vsquotedcycletime)foreachstepoftheprocess.2/Datareadilyavailable.3/Partialcollectionoftheresultswithoutformalimprovementactions.(Noissuelibrary)Cycletime:HowoftenapartorproductiscompletedbyaprocessastimedbyCycletime是指对于一个生产流程所计算的单位产出所用的时间Schneider –ProductionandProcess评分标Score= Noorpartialproductionprocesscontrolsystem 没有生产过程的控Score=Score=Score=

1/Measuretheyield*,downtime**andactualcycletime(vsquotedcycletime)foreachstepoftheprocess.2/Manualdatacollection 1/Measuretheyield*,downtime**andactualcycletime(vsquotedcycletime)foreachstepoftheprocess.2/Datareadilyavailable.3/Partialcollectionoftheresultswithoutformalimprovementactions.(Noissuelibrary) 1/Regularpublicationoftheresults;barrierlog,lineefficiencytrackingsystem.2/Partialactiontakentoactonyieldimprovement3/Someprovenexampleofimprovement；并Score= Trendshowingacontinuousyieldimprovementinthelast9Schneider CycleSchneider NEE-NetEquipment设备效率 NEE=Usefultime ntOperatingOEE–OverallEquipment设备运行效率：它是一种能发现设备状况的方法，是由3个参数相乘得出的

QualityQ

X=XSchneider N.E.E.>>><<<CalendarCalendarTime:CT24hoursaday,7daysaweek,365daysa设备ntntOperatingTime:计划停机时计划停机时设备效NEE=UT/NEE=AAOEE=OEE=Q*P*停机率AScheduledproductiontime 计划生产运行时提前安排的生产新产品试速率:P

*设备维UptimeUPT使UptimeUPT使用P=RunningRunningtimeRTQ=Usefultime:UT增值时标准Usefultime:UT增值时标准时间*好的产Schneider 5.Production生产工单的计划、发布以及控制：内部过供应商是否了解机器设备产能？供应商是否定义了瓶颈工序Forbottleneck,Ifthesubcontractorisactivated?Howtoincreasethecapacityandhowlongistheimplementationtime?Whetherrbalancecapacitybetweensites?Iftheyhaveevidencetoprovethecapacityincreasewithproperaction?供应商是否平衡了各工位的产能？能否举例说明供应商通过一些措施提高了产能MinimumRequirement最低要 1/Theresourcesaturationrateisanticipated.2/Capacityincreasemodesandimplementationtimeareidentified.3/Subcontractorsmaybeactivatedwithinthecustomer'sstandarddeliverytime.供应商对于自己产能饱和度有所预估，并且能够在一定时间内提高自己的产能Schneider – nt评分标Score=1: 1/Machinecapacityisknownbyproducttype.2/Operatingtimespermachineandformajorproductareknown.(A/F)供应商了解机器设备产能，主要设备的作业时间Score=Score=Score=Score=

1/Machineavailabilityratesareknown.2/Bottlenecksareidentified3/Forbottlenecks,subcontractorsareidentifiedandhavealreadybeenactivated1/Theresourcesaturationrateisanticipated.2/Capacityincreasemodesandimplementationtimeareidentified.3/Subcontractorsmaybeactivatedwithinthecustomer'sstandarddeliverytime.供应商对于自己产能饱和度有所预估，并且能够在一定时间内提高自己的产能1/Workloadbalancingbetweensitesisanticipatedtooptimizecapacity.2/Evidenceofrecentsignificantinvestmentincapacitywithinanappropriatetime.供应商平衡了各工位的产能，并能举例说明供应商通过一些措施（投资，提高效率等）提高了产能1/Systematicresearchonimplementedprocessesandtechnologyiscarriedoutandsharedwithcustomers.2/Intheframeworkofindustrialstrategy,"makeorbuy"ysesarecarriedout.供应商对于产能进行了系统研究，并与客户共享。根据“做或买”分析制定工业计划Schneider OrdersLaunching,nning&Control:Internal生产工单的计划、发布以及控制：内部过InformationItem此项为关键CheckPoints考查WhetherrhasestablishedrelatedKPIa