Professional Documents
Culture Documents
Techniques of Vendor Rating:: 8 Major Rating Plans Are Utilized For Vendor Rating
Techniques of Vendor Rating:: 8 Major Rating Plans Are Utilized For Vendor Rating
In other words, the basic responsibility of the materials manager is not only to locate the
sources but also to preserve them through continuous rating. A vendor’s performance in
meeting the quality, delivery and price standards set by the buyer has to be assessed in
a systematic manner.
Techniques of Vendor Rating:
The purchase organizations watch his enlisted suppliers continuously and take requisite
corrective action. Following rating plans are utilized for vendor rating:
ADVERTISEMENTS:
On the basis of experience and periodical meetings, a list of factors can be established
on the suppliers’ performance in each area and each factor is given a grading as
‘never’, ‘seldom’, ‘usual’, ‘always’, etc. This system, though non-quantitative, provides a
means of systematic record keeping on performance criteria.
Quality — 60%
Delivery — 25%
Price — 15%
The quality rating (Table 15.1), delivery (service) rating (Table 15.2), price rating (Table
15.3) and composite rating (Table 15.4) are calculated.
The weighted point plan technique enables a purchaser to evaluate a supplier on
quantitative basis. This plan is more objective than categorical plan and the only way
the subjectivity can enter is while assigning the weights. Proper records have to be kept.
If services of a computer are available, then this plan can be used very successfully.
Under this plan, the supplier can be classified as excellent, acceptable, average and
unacceptable if their composite rating is over 90%, between 75% and 90%, between
60% to 75% and below 60%.
The respective cost ratios are suitably combined with the vendors’ quoted price, to
determine the net cost. Here, the vendor performance is reviewed periodically by an
evaluation committee comprising of representatives from all departments involved with
purchasing.
The quality is compared with each of the remaining factors and the relative weightages
are recorded in the form of a table or matrix. Similarly, each factor is compared in turn
with each of the others and their relative weightages are recorded. Weightages given to
the different attributes are added up for each attribute and divided by the total number of
comparisons to give the attribute weightage co-efficient for each attribute.
After this, the next step is to compare the suppliers in pairs in respect of each attribute,
giving the superior supplier a weightage of one and the other. These results are
tabulated and the supplier weightage co-efficient is thus obtained.
The above two types of coefficients are combined by multiplying for each attribute and
for each supplier. These are then added up to give the total weightage and this is
ranked to take the appropriate decisions on the vendors. The weightage can be varied
and the matrix can be suitably built for a large number of suppliers and evaluators.
(i) Listing the service factors like R&D, Labour stability, financial stability, flexibility in
production for rush orders, etc.
(ii) Assigning weights to each factor according to its importance to the purchaser.
(iii) Setting an acceptable norm e.g., out of a total of a 100 service points 70 may be an
acceptable norm.
(iv) Rating suppliers for each service factor.
(v) Determining the percentage by which the supplier is over or under the acceptable
norm.
(vi) Multiplying the percentage obtained in (v) by value of package percent. For
sophisticated items the value of package percent may be 10% and for common Bazzar
items it may be just 1%.
(vii) The percentage figure arrived at in (vi) is minus if the percentage in (v) is over the
acceptable norm and is plus if it is below the acceptable norm.
The sample procedure of calculating the service cost ratio is shown in table 15.5.
(g) Bell Quality Rating System:
The bell helicopter company developed a Lot Quality Index (LQI), which give an
assessment of all lots received against lots rejected, by disposition and category, as the
company attaches greater importance to quality. The LQI is given by: LQ 1 – X/L, where
L = total number of lots received during the period, x = (L 1 x 1.00) + (L2 x 2.10) + (L3 x
2.90) + (L4 x 3.10)
+ (L5 x 3.90)
L1 = Number of lots acceptable as received
L2 = Number of lots rejected by sampling inspection but labelled.
L3 = Number of lots rejected and dispositioned, rework at supplier’s end.
L4 = Number of lots rejected and dispositioned, returned not usable and
L5 = Number of lots rejected and dispositioned rework at Bell helicopter company.
The weights 1.00, 2.10 etc. were determined at the company after a careful study of the
complexity and number of operations required to have a usable lot from a particular
dispositioned lot. It is clear from the above equation, that the best lot quality index figure
rates is 1.0, the worst is 3.90. The formula can be modified easily to suit the needs of a
particular firm. The quality rating can be combined with rating for other parameters, to
develop suitable vendor rating schemes.
The cost incurred in inspecting acceptable material is the desired cost, the cost of
inspecting rejected material being excluded from it. The actual cost of inspection
includes cost incurred in inspecting acceptable as well as rejected material plus cost
associated with extra handling of rejected material.
Inspection cost is obtained by multiplying the actual time spent on inspection by the
standard rate. The material handling cost is found by multiplying the number of
documents to process the rejected material by a standard cost.
Advantages:
The IBM quality rating system the following advantages:
The IBM system on quality rating is useful, when there are a large number of suppliers
vending several products. The inspection information is fed directly into the computer
(or accounting machine), which computes the ratings and summarizes the information in
various ways, like type of defects, part number, supplier code, final product etc. for
further analysis