Since the autumn, a new “upstream flow management” program has led to greater standardization of relations with Markem-Imaje’s 80 strategic suppliers. The objective? To work with them to anticipate product developments and changes, promote services tailored to the group’s needs, prevent crises and improve operational performance.
This is a three-step program. First phase: assess the global performance of these strategic suppliers at least once a year using the same reference framework. To do this, a specific instrument, known as the “Supplier Performance Scorecard” has been developed. This is based on seven main criteria (see box) and is used to identify strengths and areas for improvement. Second phase: definition of avenues for improvement, to which suppliers make a commitment, and sharing of strategic information. Last phase: monitoring of avenues for improvement via regular progress updates.
Based on the organization of major international groups, this consolidated vision of working with suppliers fits squarely with the Dover Group’s values and makes it possible to guarantee customers a reliable service, followed by a broader range of products within a shorter period of time.
The “Supplier Performance Scorecard” lists seven assessment criteria: cost, sustainability, technology, delivery, quality, responsiveness and business. These indicators are themselves divided into 35 sub-criteria. The objective of this tool is to detect performance differences between suppliers as early as possible. Subcontractors whose scores are not in line with Markem-Imaje’s standards must correct their weaknesses and make a commitment to a continuous improvement process.
LIONEL JACQUEMET…… Director Global Supplier Performance“A strategic relationship to improve our performance”
WE HAVE ALWAYS HAD A RESULTS CULTURE and long-term relationships with our subcontractors. But, until now, this collaboration has been relatively informal, not guided by such comprehensive tools. For example, for around ten years, we have had a strategic relationship with our main thermal ribbon supplier formalized around an annual meeting and a “performance review”. This special relationship proved to be very beneficial in 2011, when we had to deal with a world ribbon shortage due to problems related to the supply of a specific plastic material. Thanks to the quality of the relationship developed with this supplier over the years, we were able to deliver to all our customers on time.
A WELL-DEFINED RELATIONSHIP WITH STRATEGIC SUPPLIERS is the assurance of being able to offer an efficient service to end customers in terms of quantity and quality. It is this type of relationship that the upstream flow management process allows us to systematize with the 80 strategic suppliers we have identified.
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