vides the means to show continuous improvement. Depending on the quality of
performance of your current supplier
base, you can start with an initial goal of
85 for a satisfactory supplier and raise
the bar by 2–4% each year. Remember,
the objective is to have your supplier
show continuous improvement. This
wider scale makes that goal more achiev-
a Db M thele eet.teShrcomodrion elcionagg ryd:O?Wbjhec otCivoempletes
Once the rating scale is designed, you
need to determine the surveying technique you will use, and who will complete the survey. Today, there are many
web-based companies that can assist you
in designing your survey, but the best
advice is to KEEP IT SIMPLE. A brief,
clearly articulated survey with a limited
number of questions and a simple rating
system will be most successful. In this
day and age when we just “don’t have
time,” making a simple, easy-to-use
scorecard is a smart move.
It’s also important to understand the
mentality of the individuals completing
the survey—in other words, walk in their
shoes. Are they completing the survey at
work or at home, by themselves or with
the input of co-workers, via the internet
or on paper by mail? Again, think about
what is the most convenient, what will
be the most efficient and, therefore, the
most effective methodology for getting
the survey completed.
Some basic recommendations include the following. The most convenient approach is an internet-based survey
that utilizes a “point and click” system.
The number of questions and rating
scale need to be considered. Does the
survey take 10 minutes or less to complete? Five closed-ended questions take
approximately one minute, and two
open-ended questions take approximately one minute. For the average busy
individual who is completing a survey at
work, a maximum of 20 questions with a
rating scale of 5 choices is ideal.
As for who completes the scorecard,
ideally both the customer and the supplier would. It is always interesting to see
how one rates one’s own performance.
DECEMBER 2008 JANUARY 2009
Some are harder on themselves, while other may “perceive” their products and services to be superior to what their customers are actually experiencing. Suppliers may
not be aware of their undesirable performance, or they may not understand the expectations. One supplier said, “My performance is only as good as my customer’s perception.” As stated before, the regularly scheduled business review between the supplier
and the customer is essential to developing realistic expectations, to setting goals and
t Eonen susurinnggcPonrtoinguroeussi:mIpmropvelmemenet.nting the Scorecard
Sometimes expectations are not clearly defined before the scorecard process is initi-
(continued on page 51)
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