Reference:R3-69-C

Use the TAB key to navigate through form Released: 23/03/2017

Please send completed form to: @example.co.uk

Your Contact Details Contract Details

Name: Contract Ref:
or
Organisation: Supplier Name:
Job Title:
e-mail:
Contact Number:

Scoring Score 1, 2, 3 or 4 Comments specifically relating to KPI:

Quality
Fit for Purpose

Returns

Continual Improvement/Innovation

Change Management
Cost
Pricing Stability

Invoice Accuracy

Cost Reduction Initiatives

Sustainability
Corporate Social Responsibility

XXX

XXX

XXX
Service
Responsiveness

Complaints

Management Information

Communication

Education/Training

Lead Time/Delivery Time

On Time delivery against Objectives

Accuracy

Ownership/Involvement
Overall comments: 1
2
3
4

689269973.xlsx/Scorecard Feedback Form

 Key
(Optional) Performance 1 2 3 4
Performance
Criteria Considerations Major Concerns Minor Concerns Meeting Expectations Exceeding Expectations
Area
Fit for purpose products
SLA/KPI:
- Supplying specifies products The supplier frequently fails to The supplier usually supplies The supplier consistently The supplier consistently
- Providing specified service supply goods and provide a goods and provides a service supplies goods and provides a exceeds the specification in
levels service which meets the which is compliant with the service which is compliant with terms of the goods and the
specification. specification. the specification. service provided.

Returns
Returns or service is
KPI:
inadequate due to a failure by
- 100% reasons for returns Goods frequently have to be Goods occasionally have to be
Returns or service is the supplier are rare and
provided returned or service is returned or service is
inadequate due to a failure by supplier actively works with
inadequate due to a failure by inadequate due to a failure by
the supplier are infrequent. customer to understand if there
the supplier. the supplier.
are other issues resulting in the
return.
Quality
Continual
Improvement/Innovation
Such as: Innovation is embedded as part
The supplier does not identify or The supplier and buyer work
- Identifying alternative products of the business culture, the
Balanced Scorecard work with the buyer in There are some attempts by the together in identifying
more suited to the users supplier works with the buyer in
identifying opportunities to supplier at identifying opportunities for continual
requirements actively seeking opportunities
introduce or implement opportunities for continue improvement or innovation
- Product rationalisation to for continual improvement and
improvements in the delivery of improvement and innovation. during the contract performance
expedite same function innovation, and share the
the contract review process.
products benefits.

Change Management
Such as: Responds effectively to change Proactively considers change
- Reactive or proactive Does not respond to, or requests when prompted, but Responds effectively to change which could impact users,
approach to change manage change effectively the response can be slower requests when prompted responds accordingly and
management than required communicates promptly

689269973.xlsx/Quality
 Key
(Optional) Performance 1 2 3 4
Performance
Criteria Considerations Major Concerns Minor Concerns Meeting Expectations Exceeding Expectations
Area
Pricing Stability
(outwith agreed 12 monthly Prices remain stable for the Prices remain stable after the
pricing reviews) Infrequent changes to prices but agreed period of time. Any price review. Supplier actively
Prices are unstable, frequent
not as a result of the agreed changes have been previously manages pricing - passes on
changes to prices
price review. communicated as a result of savings/extends time period for
formal price reviews fixed pricing

Invoice Accuracy
Such as:
- Promoting opportunities to
improve invoice accuracy Invoices provide detailed, The supplier is proactive in
Invoices are frequently Occasional problems with the
SLA/KPI: accurate cost information, identifying opportunities to
incorrect, invoices are unclear accuracy of invoices, generally
- Invoice queries resolved queries seldom occur but are improve the invoice process to
and queries are seldom invoice queries are resolved
withing 24 hours always resolved on the day they reduce error (cxml invoicing,
resolved within 24 hours within 24 hours
are raised. pcards, punchout)

Cost
Cost Reduction Intiatives
Such as:
Balanced Scorecard - Promoting with organisations,
the use of conrtracted products
which offer better value
- Promoting the use of
consolidated invoicing The supplier is proactive in
The supplier fully co-operates
- Promoting the use of The supplier does not identify The supplier responds to cost identifying cost reduction
with the buyers in suggesting
consolidated ordering initiatives which could result in reduction initiatives which are initiatives and promoting best
and responding to cost
Promoting and supporting the cost reductions being achieved. suggested by the buyer. reduction initiatives.
practice in order that they are
use ofe-Procurement solution realised.
(eg ePS, supplier ordering
portals etc)

689269973.xlsx/Cost
 (Optional) Performance Criteria 1 2 3 4
Key Performance Area
Considerations Major Concerns Minor Concerns Meeting Expectations Exceeding Expectations
Corporate Social
Responsibility
Such as: The supplier works with the
The supplier is proactive in
- Promotion of 'Green/Recycled' The supplier does not promote The supplier responds to buyer in identifying
identifying opportunities to
products products or identify process or requests to promote products or opportunities to provide
provide products or improve
Sustainability - Promotion of opportunities to service improvements which identify process or service products or improve process or
process or service
reduce delivery frequency while have a positive contribution to improvements which have a service improvements which
improvements which have a
maintaining service levels CSR positive contribution to CSR have a positive contribution to
positive contribution to CSR
- Promotion of intitiatives to CSR
Balanced Scorecard
support buying organisations
green agenda

689269973.xlsx/Sustainability
Key Performance (Optional) Performance Criteria 1 2 3 4
Area Considerations Major Concerns Minor Concerns Meeting Expectations Exceeding Expectations

Responsiveness
Such as:
- Effective account management - queries dealt
with/improvement suggestions made where
appropriate Generally responses to enquiries
- Effective customer service - queries dealt with The supplier does not readily respond or requests are dealt with timely, Anticipates and responds to emerging
promptly/appropriate information supplied to enquiries or requests. The buyer is however there are occasions when Consistently good response to enquiries requirements. Responses provide
- Notification of backorders (alternatives offered required to repeat requests. these have to be repeated. and requests. Buyer and supplier have suggestions for improvement. Supplier
where appropriate) Communication between the supplier Communication channels between effective communication channels. is pro-active in ensuring effective
- Effective communication - supplier ensures and buyer is virtually non-existant the buyer and supplier are not as communication channels.
there is regular contact and advises of any new effective as they could be
products or additional service benefits

Complaints
A large number of complaints are
Such as:
received from end-users and the
- Resolved by first point of contact
supplier does not readily respond or
take corrective action. Disputes have
to be escalated, with no recognition by
the supplier of the need to improve
performance
Management Information The supplier does not provide the
To be provided in the agreed format and within required Management Information in
the agreed timeline with the specific organisation the agreed format and within the
agreed timeline
There are only a small number of
complaints or disputes, the
response is usually positive and
corrective action is taken if
required, without the need to
escalate.
Generally provides the required
Management Information in the
agreed format and within the
agreed timeline
Complaints or disputes are minimal, but
are always dealt with effectively without
the need to escalate and corrective
action is taken if required.
Consistently provides the required
Management Information in the agreed
format and within the agreed timeline
The supplier is proactive in identifying
potential areas where complaints or
disputes may occur and works with the
buyer in taking measures to mitigate
against them.
Anticipates and responds to ad-hoc
Management Information whilst
providing the required Management
Information in the agreed format and
within the agreed timeline

Communication The supplier does not communicate Communication is generally Communication is generally instigated The supplier is proactive in establishing
How effectively does the supplier manage effectively and issues raised by the instigated by the customer, and by the customer, but the supplier communication and immediately
communication and respond to enquiries? customer are not responded to, or the suppliers response is slow and promptly responds to issues or enquiries responds to  issues as & when they
managed effectively / or needs pursued for a response arise
Service
Lead Time/Delivery Time
SLA/KPI:
- 97% Next day delivery (3 day H&I) for orders Identified target levels are not usually Sometimes failure to meet the Routinely exceeds the identified target
Meets the identified target levels
Balanced Scorecard before 3pm or 4pm if electronic procurement met. dentified target levels levels
system
On time Delivery Against Objectives
SLA/KPI:
- 97% line fulfillment
- 97% order fulfillment Sometimes failure to comply with Routinely exceeds compliance with
- 98% returns uplifted next scheduled delivery Deliveries and Returns do not usually Complies with delivery and returns
delivery and return schedule and delivery and returns schedule and
- 98% out of stock lines fulfilled within 2 working meet the identified target levels. identified target levels
schedule and identified target levels
target levels
days

Accuracy
- 98% of achieved deliveries are accurate against Deliveries or service provision are Occasionally deliveries or service Deliveries or service provision are Deliveries or service provision are
the corresponding Purchase Order provision are inaccurate - wrong always accurate - with delivery notes always accurate, however the supplier
frequently inaccurate - wrong products,
- Substitutions only occur where prior agreement short delivery, delivery note does not products, short delivery, delivery accurately reflecting what has been is also proactive in identifying future
has been made note does not match what was delivered and matching the purchase problems and works with the buyer to
match what was delivered.
delivered. order. mitigate against problems occuring.

689269973.xlsx/Service
Ownership/Involvement
Does the suppliers’ management structure
interface effectively with the customers
organisational structure? i.e. does the supplier
demonstrate involvement / ownership at the
appropriate level e.g. Account Manager when
many touch points within supplier, MD for
supplier for key strategic suppliers owning
relationship?
The suppliers management
structure is partially aligned to the
The suppliers’ management structure customers organisational
and how it interfaces with the customer structure, but there are gaps
is not clearly defined or understood by meaning that it’s not always easy
the customer for the customer to communicate
effectively with his equivalent at
the supplier
The suppliers management structure is
The suppliers management structure is
generally aligned to the customers
fully aligned to the customers
organisational structure , but internal
organisational structure . The customer
personnel changes within the suppliers
can easily and effectively communicate
organisational structure and / or holiday
with their supplier equivalent
cover can cause occasional gaps
689269973.xlsx/Service