Supplier performance matters because procurement does not create value simply by selecting the right supplier and signing a contract. The expected result must also be delivered after the contract is awarded.
Was the material delivered when promised? Did it meet the agreed quality requirements? Are invoices correct? Does the supplier respond when problems occur? Are agreed improvement actions completed?
A supplier scorecard provides a structured way to answer these questions.
But a useful supplier scorecard is more than a collection of KPIs. It should help procurement understand performance, identify problems, prioritize management attention and agree improvement actions with the supplier.
The challenge is not to measure everything that can be measured.
The challenge is to measure the right things, using reliable data, for suppliers where formal measurement creates value—and then act on the result.
This article explains how a tactical buyer can build and use a supplier scorecard in six practical steps.
LHTS Procurement Framework
Primary role: Tactical Procurement
Supporting role: Operative Procurement
Procurement process: Supplier Management / Supplier Performance Management
Learning level: Basic
Related course: Supplier Management.
Quick answer: What is a supplier scorecard?
A supplier scorecard is a structured tool used to measure and communicate supplier performance against agreed expectations.
It normally combines a limited number of relevant KPIs covering areas such as delivery, quality, commercial performance, responsiveness and improvement.
A good supplier scorecard should answer four questions:
- What performance did we expect?
- What performance did the supplier actually deliver?
- Where are the important gaps?
- What action should follow?
The scorecard itself does not improve supplier performance.
Improvement happens when reliable performance information is discussed, understood and converted into corrective actions or development activities.
What is a supplier scorecard?
A supplier scorecard combines several supplier performance measures into one structured view.
For example, a procurement organization might measure:
- On-time delivery
- Quality performance
- Invoice accuracy
- Responsiveness
- Contract compliance
- Corrective-action completion
Each individual measure is a KPI.
The collection of relevant KPIs, targets and results becomes the supplier scorecard.
That distinction is useful:
KPIs are the individual measurements.
The scorecard brings the measurements together.
The supplier review turns the information into decisions and actions.
A scorecard should therefore not be created simply because the procurement organization wants another dashboard.
Its purpose is to support better supplier-management decisions.
Why procurement uses supplier scorecards
Supplier scorecards have both an internal and an external purpose.
Internal purpose: understand where procurement attention is required
Internally, the scorecard helps procurement identify performance patterns.
For example:
- Is delivery performance deteriorating?
- Is one supplier generating a disproportionate number of quality deviations?
- Are invoice errors creating unnecessary administrative work?
- Are corrective actions repeatedly late?
- Is supplier performance improving or getting worse?
This information can help procurement prioritize management effort.
However, poor performance does not automatically mean that procurement should invest more resources in the supplier.
The correct response depends on several factors:
- Supplier importance
- Supply risk
- Business impact
- Availability of alternative suppliers
- Switching cost
- Severity of the performance problem
- Potential for improvement
A poorly performing strategic or bottleneck supplier may justify significant management and supplier-development resources.
A poorly performing routine supplier in a competitive market may instead be a candidate for replacement.
The scorecard provides information.
Procurement judgment determines the response.
External purpose: create a fact-based supplier dialogue
The supplier scorecard can also provide suppliers with structured feedback.
Instead of saying:
“Your delivery performance needs to improve.”
the buyer can say:
“Our agreed OTD target is 98%. During the last quarter, measured according to the agreed definition, performance was 91%. Twelve deliveries were late, and eight of those affected production planning. We need to understand the root cause and agree corrective action.”
The second discussion is more useful because it is based on facts.
A shared scorecard can create a common understanding of:
- expectations;
- current performance;
- performance gaps;
- priorities;
- responsibilities;
- actions;
- follow-up.
That is where the scorecard starts becoming a supplier-management tool rather than simply a report.
Supplier scorecard, supplier KPIs and SRM are not the same thing
These concepts are related, but they have different purposes.
Supplier KPIs measure specific performance
Supplier performance KPIs measure individual aspects of supplier execution.
Examples include:
- On-Time Delivery;
- order acknowledgement performance;
- quality deviations;
- invoice accuracy;
- responsiveness;
- adherence to capacity commitments.
The LHTS article Supplier Performance KPIs – Supporting the Operative Buyer’s KPIs explains these operational measures in more detail and connects them to the daily work of the operative buyer.
Supplier Performance KPIs – Supporting the Operative Buyer’s KPIs
A supplier scorecard combines relevant KPIs
The scorecard creates a structured overview of selected performance measures.
Its purpose is not necessarily to contain every supplier KPI available.
Its purpose is to contain the measures needed to manage a particular supplier or supplier group.
Supplier Relationship Management determines how intensively the relationship should be managed
Not every supplier needs the same meetings, governance, performance measures or development activities.
Strategic and high-risk suppliers may justify detailed scorecards, cross-functional reviews and formal development programs.
Routine suppliers may only require a few automated performance indicators and exception management.
For the Advanced / Management perspective, continue with:
How to Build an Effective Supplier Relationship Management Program
The important principle is:
Measure what is relevant to the supplier relationship rather than creating one universal scorecard for every supplier.
Where the supplier scorecard fits in the procurement process
Supplier performance measurement is normally associated with supplier management after contract award.
But a good supplier scorecard actually starts earlier.
Requirements and sourcing define what matters
During sourcing, procurement and stakeholders should identify the supplier capabilities and performance requirements that matter.
These might include:
- delivery reliability;
- quality standards;
- service levels;
- response times;
- reporting;
- capacity;
- compliance;
- sustainability requirements.
The contract establishes the expectation
Important supplier obligations should, where appropriate, be reflected in the commercial agreement.
For example:
- delivery terms;
- quality requirements;
- service levels;
- response times;
- reporting requirements;
- corrective-action expectations;
- improvement commitments.
A supplier scorecard should not unexpectedly invent performance requirements after the contract has been signed.
Ideally, it measures whether the supplier is delivering what the parties agreed.
Operative procurement generates important performance information
The operative buyer works close to supplier execution.
That means operative procurement often sees:
- late deliveries;
- missing acknowledgements;
- repeated rescheduling;
- incorrect quantities;
- quality deviations;
- invoice problems;
- communication delays.
Much of the data feeding a supplier scorecard therefore originates in operative processes.
Tactical procurement manages the scorecard
The tactical buyer normally has the broader responsibility for deciding:
- which suppliers require formal scorecards;
- which measures should be included;
- how performance should be reviewed;
- which actions should follow;
- when supplier development or commercial intervention is required.
This is why the main LHTS role for this article is Tactical Procurement, with Operative Procurement as an important supporting role.
How to build a supplier scorecard in six steps
A practical supplier scorecard can be built through six steps.
Step 1: Define why you need the supplier scorecard
Do not begin by opening Excel and creating columns.
Start with the business purpose.
Ask:
What decisions should this scorecard help us make?
Possible objectives include:
- improving delivery reliability;
- reducing quality problems;
- monitoring contractual performance;
- supporting supplier reviews;
- identifying suppliers requiring development;
- detecting deteriorating performance;
- reducing operative purchasing workload;
- supporting contract renewal decisions;
- identifying supplier risk.
The answer determines which measures are relevant.
A supplier scorecard designed primarily for a logistics provider will probably look different from one designed for an engineering consultancy.
A scorecard for a strategic production supplier may look different again.
Start with purpose.
Then decide what to measure.
Step 2: Decide which suppliers need formal scorecards
Not every supplier requires the same level of measurement.
Formal supplier scorecards consume resources.
Someone must:
- collect data;
- validate the data;
- investigate exceptions;
- prepare reports;
- discuss results;
- manage corrective actions;
- update systems.
That effort should create value.
Possible criteria for deciding whether a supplier needs formal performance management include:
- Annual spend
- Supply risk
- Business criticality
- Supplier dependency
- Switching difficulty
- Quality impact
- Customer impact
- Operational complexity
- Regulatory requirements
- Improvement potential
For routine, low-risk suppliers, basic exception reporting may be sufficient.
For critical suppliers, formal scorecards and regular reviews may be appropriate.
For selected strategic relationships, scorecards may become one element of a much broader Supplier Relationship Management model.
This differentiated approach is also central to the LHTS Supplier Management course.
Supplier Management course at Learn How to Source
Step 3: Select a limited number of relevant KPIs
One of the most common supplier-scorecard mistakes is measuring too much.
A scorecard containing 30 indicators may look sophisticated, but it can make it difficult to see what actually matters.
A better starting point is a limited set of measures directly connected to supplier obligations and business objectives.
Typical delivery KPIs
Examples include:
- On-Time Delivery (OTD)
- On-Time In-Full (OTIF)
- Confirmed-date adherence
- Order acknowledgement performance
- Lead-time adherence
Typical quality KPIs
Examples include:
- Defect rate
- Non-conformance rate
- Parts per million
- Number of customer-impacting incidents
- Corrective-action response time
Typical commercial KPIs
Examples include:
- Contract price compliance
- Invoice accuracy
- Cost-improvement delivery
- Payment-document accuracy
- Agreed productivity actions
Typical service KPIs
Examples include:
- Response time
- Resolution time
- Service-level achievement
- Escalation frequency
Typical improvement KPIs
Examples include:
- Corrective actions completed on time
- Improvement actions completed
- Agreed savings initiatives
- Innovation proposals
- Sustainability improvements
These are examples—not a universal scorecard.
The correct measures depend on the supplier, category, contract and relationship objective.
For more detail on operational supplier measures, use the dedicated LHTS article:
Supplier Performance KPIs for Effective Operational Buying
Step 4: Define every KPI before measuring it
Choosing the KPI name is not enough.
Consider the apparently simple KPI:
On-Time Delivery.
What exactly does “on time” mean?
Is the supplier measured against:
- requested delivery date?
- supplier-confirmed date?
- contractual delivery date?
- actual dock-arrival date?
- ERP goods-receipt posting date?
Does one day early count as on time?
Does one day late?
What happens if the truck arrives on Monday but the warehouse records the goods receipt on Tuesday?
These details can completely change the reported performance.
If buyer and supplier use different definitions, the scorecard creates arguments instead of improvement.
Create a KPI definition sheet
Each important measure should have a documented definition.
A practical definition can include:
KPI name: What is the measure called?
Purpose: Why do we measure it?
Formula: How is the result calculated?
Data source: Which system or source provides the information?
Measurement point: Which event determines success or failure?
Frequency: Daily, monthly, quarterly?
Target: What performance is expected?
Tolerance: Is there an acceptable range?
Owner: Who is responsible for the data and follow-up?
Supplier influence: Can the supplier actually influence the result?
Exceptions: Are any situations excluded?
Action: What happens when the result falls below target?
This may appear administrative, but it prevents many of the problems that make supplier scorecards unreliable.
A KPI without a shared definition is often an argument waiting to happen.
Step 5: Define targets, weighting and scoring
A supplier scorecard needs to show more than actual performance.
The reader must also understand whether the result is acceptable.
This normally requires targets.
For example:
- OTD target: ≥98%
- Quality target: ≤1% NCR rate
- Invoice accuracy: ≥99%
- Response time: ≤2 working days
Targets should preferably connect to:
- contractual requirements;
- service levels;
- business requirements;
- historical performance;
- realistic improvement plans.
Should KPIs be weighted?
Sometimes.
Weighting can be helpful when procurement wants to create an overall score, but weighting should reflect business importance.
An example might be:
| Performance area | Example KPI | Weight |
|---|---|---|
| Delivery | On-Time Delivery | 35% |
| Quality | Quality performance | 30% |
| Commercial | Contract / invoice compliance | 15% |
| Responsiveness | Response-time performance | 10% |
| Improvement | Agreed actions completed | 10% |
| Total | 100% |
This is only an illustration.
A software provider, logistics company, contract manufacturer and consulting supplier should not automatically receive the same weighting.
Be careful with the total score
Weighted scores can hide important failures.
Imagine a supplier receives:
Overall result: 89/100 — Green
That initially looks good.
But suppose the same supplier achieved only 82% On-Time Delivery against a contractual target of 98% and caused multiple production interruptions.
A high score in other areas should not necessarily compensate for a critical delivery failure.
Some measures therefore need to be treated as:
- mandatory;
- critical;
- pass/fail;
- escalation triggers.
Do not let mathematical averaging replace procurement judgment.
Step 6: Review the result with the supplier and take action
A supplier scorecard has little value if nobody acts on it.
The review process should answer:
- What changed?
- Why did it change?
- Is the problem temporary or recurring?
- What caused the deviation?
- Who owns the corrective action?
- When should the action be completed?
- How will improvement be verified?
Green performance
Green performance normally means the supplier is meeting expectations.
The correct response may simply be to maintain performance.
Positive performance can also be recognized, particularly when the supplier has delivered meaningful improvement.
Amber performance
Amber performance may justify:
- closer monitoring;
- clarification;
- root-cause discussion;
- preventive action.
Red performance
Red or repeated poor performance may require:
- structured root-cause analysis;
- corrective-action plans;
- formal escalation;
- supplier-development support;
- commercial remedies;
- increased contingency planning;
- alternative sourcing.
The correct response again depends on supplier importance and supply risk.
A low-risk supplier with persistent poor performance in a competitive market might be replaced.
A critical supplier with unique technology may require intensive joint improvement.
Performance determines the problem. Supplier strategy helps determine the response.
From scorecard to corrective action
A useful scorecard should connect performance directly to action.
For example:
| Issue | Target | Result | Status | Required action | Owner | Due date |
|---|---|---|---|---|---|---|
| On-Time Delivery | 98% | 91% | Red | Root-cause analysis and recovery plan | Supplier Logistics Manager | Agreed date |
| Invoice accuracy | 99% | 97% | Amber | Review PO/invoice matching process | Supplier Finance | Agreed date |
| Quality | ≤1% NCR | 0.5% | Green | Maintain performance | — | — |
The purpose is not to create more administration.
The purpose is to make ownership visible.
Every significant red result should eventually answer:
What are we doing about it?
A scorecard that repeatedly shows the same red KPI without action is not a supplier-performance system.
It is only reporting.
Start small with reliable data
Data quality is one of the most important supplier-scorecard principles.
A simple scorecard using four reliable KPIs is normally more useful than a sophisticated scorecard containing twenty questionable metrics.
Start with information you trust.
Then expand.
Important data-quality questions
Before publishing a KPI, ask:
- Is the source reliable?
- Is the same methodology used every month?
- Is the timestamp measuring the correct event?
- Are duplicates removed?
- Can internal process errors distort supplier performance?
- Can the supplier verify the result?
- Is the calculation reproducible?
- Are exceptions handled consistently?
Consider an OTD example.
The supplier delivers at 14:00 on the contractual delivery date.
The warehouse does not enter the goods receipt until 08:00 the next morning.
If the scorecard uses the ERP posting date rather than the physical arrival, the supplier may incorrectly be recorded as late.
That produces a data-quality problem—not a supplier-performance problem.
Procurement should understand the distinction.
Automate mature scorecards—not immature processes
Automation can significantly improve supplier-performance management.
Data may come from:
- ERP systems;
- quality systems;
- purchase-order data;
- goods receipts;
- invoice systems;
- logistics data;
- supplier portals;
- business-intelligence tools;
- supplier-management platforms.
Automation can reduce manual effort and create more timely reporting.
But automation should not be the first objective.
If the KPI definition is unclear, automating it simply creates bad information faster.
A practical maturity path is:
Stage 1: Define
Agree the purpose, measures, formulas, targets and responsibilities.
Stage 2: Validate
Run the measures and verify that the results correctly represent supplier performance.
Stage 3: Stabilize
Make sure data collection, review and corrective-action processes work consistently.
Stage 4: Automate
Once the process is mature, automate data collection and reporting where the benefit justifies the investment.
An Excel-based supplier scorecard may therefore be perfectly suitable when an organization is starting.
The long-term ambition may be automation, but:
process maturity should come before technology complexity.
A practical supplier scorecard example
Imagine a tactical buyer responsible for an important component supplier.
The supplier is not strategic enough to justify intensive executive SRM governance, but operational failures can interrupt production.
Procurement decides that a monthly scorecard is appropriate.
The scorecard contains five measures:
| KPI | Weight | Target | Current result | Status |
|---|---|---|---|---|
| On-Time Delivery | 35% | ≥98% | 94% | Red |
| Quality | 30% | ≥99% accepted | 99.4% | Green |
| Invoice accuracy | 15% | ≥99% | 98.5% | Amber |
| Responsiveness | 10% | ≤2 working days | 1.4 days | Green |
| Corrective actions on time | 10% | 100% | 80% | Red |
The scorecard immediately provides structure.
Quality and responsiveness are good.
Delivery is below target.
Corrective actions are not being completed reliably.
The tactical buyer should therefore avoid spending the entire supplier review discussing every green KPI.
The review should focus on the gaps:
Why is delivery performance below target?
Why are corrective actions late?
If investigation shows that delivery performance is caused by unstable production scheduling at the supplier, procurement might agree:
- root-cause analysis;
- capacity review;
- production-planning action;
- weekly delivery monitoring for a limited period;
- clear recovery target.
The next scorecard then measures whether the intervention works.
That creates a performance cycle:
Measure → Understand → Act → Follow up → Improve
This is the real purpose of a supplier scorecard.
How often should supplier scorecards be reviewed?
There is no universal frequency.
The review cycle should reflect the supplier relationship and performance risk.
Examples might include:
Monthly
Suitable when:
- operational performance changes quickly;
- supply continuity is important;
- significant volumes are involved;
- active improvement is required.
Quarterly
Suitable for many important supplier relationships where monthly formal meetings would add little additional value.
Exception based
Suitable for routine or lower-risk suppliers where procurement primarily needs to know when performance falls outside agreed limits.
More meetings do not automatically create better supplier management.
The appropriate management intensity should depend on value, risk and relationship needs.
The Advanced LHTS SRM article develops this differentiated approach further:
Supplier Relationship Management: A Practical SRM Model
Common supplier scorecard mistakes
Several mistakes repeatedly reduce the value of supplier scorecards.
Measuring too many KPIs
More metrics do not necessarily create more insight.
Measure the performance factors that help procurement make decisions.
Giving every supplier the same scorecard
Different suppliers create different value and risks.
KPIs should reflect the category, contract and relationship.
Measuring something the supplier cannot influence
A supplier should not be penalized for performance failures caused by the buyer’s own processes.
Understand accountability before assigning a KPI.
Using unclear KPI definitions
If buyer and supplier disagree about what “on-time” means, the scorecard will produce disputes rather than improvement.
Document the formula and measurement point.
Creating the scorecard after the contract without considering agreed requirements
Important performance expectations should preferably be established during requirements definition, sourcing and contracting.
Do not surprise suppliers with new obligations after award.
Trusting poor-quality data
A dashboard does not make inaccurate data correct.
Validate the underlying information.
Changing targets whenever performance is inconvenient
Targets should have a business reason.
If they change, the reason and effective date should be clear.
Focusing too much on the overall score
An overall green result can hide a critical red KPI.
Review critical measures individually.
Using scorecards primarily to punish suppliers
The objective is performance management.
Scorecards should create transparency, accountability and improvement—not a contest to find fault.
Reporting problems without defining action
Red numbers that appear every month without corrective action create no value.
Performance gaps should lead to decisions.
Automating an unclear process
Technology cannot fix weak KPI definitions or unclear ownership.
Define, validate and stabilize before automating.
What should happen when a supplier repeatedly underperforms?
Persistent poor performance requires judgment.
Procurement should consider:
- How important is the supplier?
- What is the business impact?
- Is the failure temporary or structural?
- Does the supplier understand the root cause?
- Is management committed to improvement?
- Are effective corrective actions possible?
- What alternatives exist?
- What would switching supplier cost?
- How quickly could an alternative be qualified?
Possible responses include:
- normal corrective action;
- formal improvement plan;
- supplier development;
- executive escalation;
- contractual remedies;
- reduced business allocation;
- dual sourcing;
- re-sourcing;
- supplier exit.
The scorecard helps identify the need for a decision.
It does not make the strategic decision automatically.
How the supplier scorecard connects to Supplier Management
A supplier scorecard is one tool inside the broader Supplier Management process.
Supplier Management can include:
- supplier onboarding;
- contract implementation;
- performance measurement;
- risk monitoring;
- supplier meetings;
- corrective actions;
- improvement;
- supplier development;
- renewal;
- re-sourcing;
- supplier exit.
Performance measurement provides evidence that supports these activities.
This is why the Supplier Management course is the primary LHTS knowledge foundation for this article.
The course introduces how procurement can differentiate supplier relationships and choose an appropriate level of engagement.
Learn How to Source – Supplier Management course
For readers who specifically want to develop their understanding of KPIs, measurement and follow-up, LHTS also provides the Sourcing KPI course.
Learn How to Source – Sourcing KPI course
From Basic supplier scorecards to Advanced SRM
At Basic level, the tactical buyer should be able to:
- explain the purpose of a supplier scorecard;
- select relevant KPIs;
- define measures correctly;
- establish targets;
- understand weighting;
- validate the data;
- review results with suppliers;
- convert performance gaps into actions.
At Advanced and Management level, the question becomes broader:
Which suppliers deserve different relationship models, scorecards, governance structures and management resources?
This is where Supplier Relationship Management becomes important.
Not every supplier should receive the same scorecard or the same management attention.
Continue the learning journey here:
How to Build an Effective Supplier Relationship Management Program
The progression can therefore be understood as:
Operative level: Measure supplier execution.
Tactical level: Build scorecards and manage supplier performance.
Management / Advanced level: Differentiate supplier relationships and governance through SRM.
Frequently asked questions about supplier scorecards
What is a supplier scorecard?
A supplier scorecard is a structured tool for measuring supplier performance against agreed expectations. It normally combines selected KPIs covering relevant areas such as delivery, quality, commercial performance and service.
What KPIs should be included in a supplier scorecard?
The KPIs should depend on the supplier, category, contract and business objectives.
Typical examples include On-Time Delivery, quality performance, invoice accuracy, response time and corrective-action completion.
There is no universal set of supplier KPIs suitable for every supplier.
How many KPIs should a supplier scorecard contain?
There is no fixed number, but starting with a small number of meaningful and reliable KPIs is usually more effective than measuring everything available.
Each KPI should have a clear purpose.
Should every supplier have a scorecard?
Not necessarily.
Formal scorecards require management resources. The level of measurement should reflect supplier importance, risk and business impact.
Routine suppliers may be managed through basic performance monitoring and exceptions, while critical suppliers may require formal scorecards and regular reviews.
Who owns the supplier scorecard?
Ownership depends on the organization.
In the LHTS framework, the tactical buyer is a natural primary owner because supplier performance management is closely connected to the ongoing commercial supplier relationship.
Operative buyers provide important performance information, while stakeholders such as Quality, Logistics, Finance and Engineering may own or contribute individual measures.
What is the difference between a supplier KPI and a supplier scorecard?
A KPI measures one specific aspect of supplier performance.
A supplier scorecard combines several relevant KPIs into a structured performance view.
The supplier review then uses the scorecard to make decisions and agree actions.
Should supplier scorecards be automated?
Automation is useful once KPI definitions, data sources, ownership and review processes are mature.
Organizations can start with a simpler manually maintained scorecard if necessary.
The priority is reliable information—not sophisticated technology.
Should supplier scorecards be shared with suppliers?
Usually, performance information becomes more useful when suppliers understand how they are measured and have the opportunity to discuss the results.
Shared definitions and transparent data can support more productive performance discussions.
How should supplier scorecard KPIs be weighted?
Weighting should reflect business importance.
For one supplier, delivery may be the dominant factor. For another, quality, innovation, regulatory compliance or service availability may be more important.
Weighting should therefore support the supplier and category strategy rather than follow one universal template.
What happens when a supplier fails its scorecard?
Poor performance should trigger an appropriate response based on severity, supplier importance and risk.
Possible actions include root-cause analysis, corrective actions, supplier development, escalation, contractual remedies, alternative sourcing or supplier replacement.
Conclusion: A supplier scorecard should lead to action
A supplier scorecard can be one of procurement’s most useful supplier-management tools.
But only if it is designed with a clear purpose.
A professional supplier scorecard should:
- Have a defined business purpose.
- Be used for suppliers where formal measurement creates value.
- Contain a limited number of relevant KPIs.
- Use clearly defined formulas, targets and reliable data.
- Apply weighting carefully without hiding critical performance gaps.
- Convert poor performance into decisions and corrective actions.
The most important principle is simple:
Start small, start correctly and grow from there.
Do not begin by measuring everything.
Do not automate an unclear process.
Do not create scorecards that nobody acts upon.
Begin with a few performance measures that matter, make sure everyone understands how they are calculated, review the results with the supplier and use the information to improve performance.
That turns the supplier scorecard from a reporting exercise into a procurement-management tool.
Your next step
Choose one supplier where structured performance management would create value.
Ask:
- What do we expect this supplier to deliver?
- Which three to five measures best demonstrate whether that is happening?
- Are those measures clearly defined?
- Can we trust the data?
- Does the supplier understand the expectations?
- What happens when performance misses the target?
If those questions cannot be answered, that is the place to start.
Develop the broader supplier-management foundation with:
Supplier Management – Basic level, Tactical buyer role
Then deepen your operational KPI knowledge with:
Supplier Performance KPIs – Supporting the Operative Buyer’s KPIs
And when you are ready to move from individual performance measurement to differentiated supplier governance:
Supplier Relationship Management: A Practical SRM Model
