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Vendor Scorecards

Vendor Scorecards. Overview, Elements, and Implementation. “ Scorecards are About the Business Processes, Not Technology ”. Basic Scorecard Ideas. SC’s link two unique trading partners They can differ across customers and across suppliers for the same company Poorly implementations

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Vendor Scorecards

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  1. Vendor Scorecards Overview, Elements, and Implementation SCLC Marco Island April 2006

  2. “Scorecards are About the Business Processes, Not Technology” SCLC Marco Island April 2006

  3. Basic Scorecard Ideas • SC’s link two unique trading partners • They can differ across customers and across suppliers for the same company • Poorly implementations • are labor intensive • have low ROI’s • are not scalable or extensible • lead to conflict vs collaboration SCLC Marco Island April 2006

  4. Scorecarding Benefits? Name a few for me. SCLC Marco Island April 2006

  5. Scorecarding Process Overview • Strategic Business Assessment • Planning • Management Planning • Customer Relations Management Planning • Business and CRM Operations • Initiate Improvement Cycles - a la Lean, Six Sigma, or TQM SCLC Marco Island April 2006

  6. Strategic Business Assessment • Identify key customers and/or vendors • Determine performance metrics of key customers/accounts • Locate processes key to downstream quality delivery • Establish Key Result Indicators (KRI’s) • Locate process “owners” • Understand internal process capabilities SCLC Marco Island April 2006

  7. Scorecard Planning Guidelines IManagement Planning • Build metrics pertinent to customers • Build meaningful metrics - actionable by management • Create manager information demands - change management process • Delegate responsibility for scorecard to management SCLC Marco Island April 2006

  8. Scorecard Planning Guidelines IICRM Planning • Create account team demand for the information • build program around key accounts • heavily publicize benefits internally • Require account teams participation in scorecard metric development • Get development feedback from accounts • Align all improvement projects • link to specific scorecard metrics • set target performance levels SCLC Marco Island April 2006

  9. Scorecard Implementation Guidelines IIIBusiness & CRM Operations • Review scorecard and the improvement projects • with account teams • with process owners • Train account teams to convey reviews to accounts • Anchor retailer/vendor meetings to the scorecard and improvement projects SCLC Marco Island April 2006

  10. Initiate Improvement Cycles • Scale • Add additional accounts • Seek technology Improvement • Extend - increasing levels of collaboration • Leverage every success – tell the story • Acknowledge every mistake (4Q’s-RWKD) • Reward problem finders and solvers • Focus on small wins • Celebrate with accounts and vendors SCLC Marco Island April 2006

  11. Business Models and Process Tools • QRLC Apparel Business Model • Vendors • System Integrators with Scorecard App’s • Standalone Scorecard Developers Customers and/or suppliers Global Scorecard Project at GCI Entry Level, Intermediate, Global VICS CPFR – member access area SCLC Marco Island April 2006

  12. What’s Next ? SCLC Marco Island April 2006

  13. Protect Turtles, of Course SCLC Marco Island April 2006

  14. April 26,2006 11:00 Mile 17Matagorda Island, ANWR SCLC Marco Island April 2006

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