【正文】 Proposed corrective actionSatisfies the requirementsEffectiveness of corrective actionsThe corrective action proposed in failure analysis reports is successful. Recurrent failures do not occur CooperationInterfacesThe interfaces and procedures for the exchange of information on products are clearly definedInformationThe information provided on the products is adequate and satisfactoryEarly warning system(technical)The supplier operates an early warning system which gives the customer early notification at the occurrence of problems in the supplier’s productionMutual improvement programmerOn his own initiative, the supplier takes steps to improve the products the suppliesNotification of changesChanges are notified promptly and in detail so that no queries are necessary5 Deliveries Deliveries logisticsAbility to deliverThe supplier’s ability to deliver is assured even in the event of changes in the requirements due to increased demandFor this purpose, regular disclosures of projected quantitative requirements take place between the supplier and the customer. The supplier is proactive in seeking this dialogueReliability of deliveriesThe reliability of deliveries, expressed in % of deliveries which ply with the agreed delivery date, is above the target valueReject rate(logistics)The reject rate of the deliveries in % due to logistical errors ( incorrect deliveries, incorrect delivery date etc.) is below the target valueContingency stocksThe supplier maintains contingency stocks to assure deliveries in the event of shortterm production breakdownsJIT/STS conceptsThe supplier entirely offers contracts for Just In Time/Ship To Stock deliveriesEarly warning system(logistical)The logistics of the supplier incorporate an early warning system to inform the customer promptly of delivery delays Transport systemTransport, packagingThe method of transport and form of packaging are selected so as to reliably prevent damage to the products in transitLabelingThe labeling conforms to the customer’s requirementsSpecial labeling requirements are taken into accountReuse/waste disposalThe form of packaging (material, construction etc.) permits reuse of suitable materials, appropriately marked, which enable a separationDocuments acpanying goodsThe documents which acpany the goods contain all necessary information, clearly presented Cost managementSales conditions/terms of paymentThe supplier accepts the customer’s purchasing conditions and terms of payment or, alternatively, observes normal market practicePricing practice, disciplineThe supplier gives reliable, longterm price indications and is prepared to sign longterm delivery agreements with firm pricesCost transparencyThe costs of the product are broken down clearly so that the main cost elements(materials, production costs, packaging costs, etc.) can be identified and the potential for cost reductions recognized by both parties CooperationData exchangeThe supplier has the technical facilities required in order to be able to process costeffectively the exchange of data(purchase orders, plaints, data sheets etc) via EDIProcessing of enquiry and ordersThe processing time for orders and enquiry conforms to the agreed timescalesResponse time/flexibilityThe response time and flexibility meet the agreed requirementsJoint cost reduction programmersTogether, the supplier and the customer analyze the costs at regular intervals to identify possibilities of cost reductions and initiate appropriate actionsDiscontinuation of productsThe discontinuation of products is carried out within a suitable timescale to allow the customer to develop alternatives without diminishing his ability to deliver31 / 31。 The initial acknowledgement and同時也引用了汽車行業(yè)的互聯(lián)網(wǎng)信息（鳳凰汽車網(wǎng)、蓋世網(wǎng)等），在此對專著作者和互聯(lián)網(wǎng)工作人員一并表示感謝！參考文獻[1]. [2]. [3]. [4]. [5]. 鄭嵩祥 ISO/TS 16949 國際汽車供應商質(zhì)量管理體系解讀和實施 機械工業(yè)出版社[6]. 肖詩唐 供應商質(zhì)量控制實用統(tǒng)計技術(shù) 中國科學出版社[7]. 劉巍 上海大眾汽車有限公司采購與供應商管理研究 上海交通大學 2006[8]. 馮冉質(zhì) 供應商的選擇與評價研究 江蘇大學 2009[9]. 蔡長術(shù) 基于供應鏈的汽車部件采購管理研究 武漢理工大學 2005[10].蘇志榮 汽車零部件供應商的評價與選擇研究 山東建筑大學 2009[11]. 李再初 汽車部件供應商評價與選擇研究以長沙博世公司為例 2008[12]. GBT 183052003 質(zhì)量管理體系汽車生產(chǎn)件及相關(guān)維修零件組織應用ISO 9001：2000的特別要求附錄1 2013年國際汽車零部件企業(yè)百強榜(前30位)NO企業(yè)名稱1博世（德國）2電裝（日本）3大陸集團（德國）4麥格納（加拿大）5愛信精機（日本）6江森自控（美國）7佛吉亞（法國）8現(xiàn)代摩比斯（韓國）9采埃孚（德國）10美國康明斯11矢崎（日本）12李爾（美國）13德爾福（美國）14天合（美國）15巴斯夫（德國）16法雷奧（法國）17住友電工（日本）18豐田紡織（日本）在此我表示萬分感謝。同時也增強了自己的工作能力。謝辭兩年半的車輛工程函授課程即將結(jié)束，衷心感謝各位老師對我傳授的專業(yè)知識。因本人水平有限，本文僅粗略的介紹了供應商選擇、評估、管理的基本準則和過程。P9生產(chǎn)資源采購編制批量采購計劃，下發(fā)采購訂單。35達產(chǎn)審核（PPAP樣件已經(jīng)合格的）根據(jù)質(zhì)量保證部提交的尺寸、材料、外觀及性能檢測報告，編制零部件達產(chǎn)審核計劃并組織實施。24P6OTS樣件提交（樣件及相關(guān)資料確認）按供應商開發(fā)計劃進行監(jiān)督OTS樣件的到件，按計劃進行OTS確認（尺寸、材料、性能、整車匹配）。19P5檢具驗收（已B發(fā)放）檢具驗收完成并合格20零部件檢驗方案完成檢驗方案編制21零部件開發(fā)進度跟蹤對供應商開發(fā)進度進行跟蹤22樣件提交（OTS件及相關(guān)資料的提供）按供應商開發(fā)計劃進行監(jiān)督OTS樣件的到件，按計劃進行OTS確認。14供應商設計跟蹤供應商APQP管理計劃；按項目進度表和關(guān)鍵節(jié)點要求以及供應商的質(zhì)量計劃與開發(fā)計劃對供應商的設計進行跟蹤；15供應商APQP一階段總結(jié)收集APQP第一階段開發(fā)工作內(nèi)容，要求供應商到奇瑞匯報或者去供應商現(xiàn)場審查，對審查中的問題進行跟蹤、匯報。NO節(jié)點項目主要內(nèi)容1P1關(guān)鍵/主要總成供應商資源分析關(guān)鍵/主要總成供應商資源分析2供應商開發(fā)預算及采購零件的目標成本供應商初步開發(fā)預算；進行采購零件的目標成本分解3潛在供應商選擇選擇潛在新車型零部件供應商4確定重要/關(guān)鍵供應