英语翻译Contributing to the success of IPC was a commitment to s

英语翻译
Contributing to the success of IPC was a commitment to strict quality standards in purchasing.Coordination between the supplier and IPC’s plant was crucial to avoid production slowdowns.Contact was maintained directly between plant personnel and sales representatives.When a problem in the manufacturing plant arose due to the supplier’s product,the appropriate sales representative was immediately notified by fax via a standard form called “Nonconformance Action Report” completed by the plant operator closest to the problem.The sales representative was required to return,by fax,a standard “Feedback Form” to acknowledge the problem and explain how it was to be solved.
Supplier deviations form standard,as reported on the Nonconformance Action Report,were also forwarded to each purchasing manager.The supply assistant compiled these forms,together with information collected on a number of other supplier performance criteria,such as accuracy of the quantity delivered,shipments on time,and accuracy of paperwork (see Exhibit 1).Each quarter,each purchasing manager used the information collected to compute a “supplier Performance Rating.” Suppliers were all rated on the same scoring criteria.
The criteria and scoring system implemented by IPC was developed internally and reflected the key aspects of supplier performance deemed to be important by IPC management.Vendors received a copy of the scoring criteria so that they were fully aware of how they were evaluated.At the end of each quarter,they were advised of their rating.IPC maintained detailed documentation of supplier activity and variance form norms.
The rating criteria three categories:quality,delivery,and continuous performance,with quality accounting for the largest portion—50 percent of the total rating.Within each category there was a list of items.Each item was scored according to the supplier’s provision of that item,on a scale from 0 to 4.Scores were then weighted and totaled.A total performance rating for the quarter was derived by summing categories (see Exhibit 2 for Bronco’s scoring sheet).The supplier’s maximum possible score was 4.An overall rating of 3 was considered the minimum acceptable performance rating.