Comment pouvez-vous communiquer efficacement les résultats de l’évaluation des performances des fournisseurs ?

The key objective of performance evaluation of supplier is to highlight the strengths and improvise the development areas. Upfront agree on the mechanism as how the performance shall be evaluated e.g KPI calculations. Share the draft version for alignment. Publish it formally. Stay consistent in measurement and inform when any change is done to the criterion.

If the evaluation is routine and aligned in terms of format and frequency an automated reporting might not be bad idea. Idea should be to manage supplier performance by exception and take cognizance of good service in business reviews

Some KPIs: -Timeline-based: time to initiate a program/trial or other key goal/objective -Deliverables or Milestone-based: Number of sites opened, study/trial started/completed, enrollment #, regulatory submission, # of doses/devices released/distributed -Technical specifications: Next generation of the product/2.0, Deviations/CC/CAPAs start to finish turnaround, new product specification, new test validation, or SAE management cycle time, equipment qualification. -Financial: Budget adherence = no scope creep; variance analysis -Resource management: Consistent/dedicated skill set of vendor staff (no bate and switch), transition plans, training/standards adherence Excellent PM includes all to ensure great performance.

It is critical to appreciate that the vendor is also represented by individuals. Where ever individuals are involved, it becomes important to understand and account for human behaviour and psychology. Hence, when determining the method and contents of evaluation, the human element of the audience should also be considered. Having said this, the relationship of an organisation with the vendor is a legal one, therefore, at all times the documentation for such feedback is required to be carefully reviewed. In some cases, mere oral communication of weaknesses will not sufficiently protect legal and contractual rights of the organisation.

If there are multiple stakeholders utilizing the same services from one specific vendor, it is critical that you obtain performance evaluations by each of the stakeholders as well as communicate the results to each. There may be something that one stakeholder is doing differently from another and it is affecting the vendor’s ability to provide services because there is a lack of consistency. Additionally, there may be something that works effectively for one stakeholder (I.e. method of communication) that another could benefit from knowing but unless you have that open dialogue, the information doesn’t get shared.

Businesses are built on relationships and trust. Large vendors who are imperative to your company's success and profits should be met in person. Relationships are important. Vendors who don't meet the schedule should be documented. Contracts or Purchase orders need to be clear on expectations. Items with long lead times need to have expected tentative dates in purchase orders. Field PMs need to be on top of scheduling as well and can't always blame vendors especially when long lead times are known.

One should focus on facts, evidence, and outcomes. One should also acknowledge the vendor's achievements, efforts, and contributions, and express , appreciation and recognition. Moreover, should provide constructive feedback that helps the vendor improve their performance and meet the expectations. Establish clear expectations . The first step is to monitor and evaluate vendor performance and set clear and measurable expectations with them. This means defining the scope, quality, timeline, and budget of the project or service, and agreeing on how to communicate and report progress. A well designed contract with mutual consent can lead to a well controlled vendor consumer relationship with a resolving attitude towards each other .