A T T A C H M E N T 1 4

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VENDOR EVALUATION

PROCESS

Several things need to be said about vendors. First, they are very important to

a lot of businesses. Perhaps they are important to your business as well. Second,

you should have a broad and deep supply of vendors you can rely upon to

provide products for your projects. Third, a central file should be kept on all

vendors who deal with your company. The central file should contain performance

histories of each vendor and, hopefully, a quality process to quantify the

vendor’s performance. Fourth, you should have an evaluation process to evaluate

and reevaluate each vendor for each procurement for each project. It is the

fourth item that this process is all about.

For each procurement, establish an evaluation scheme before the Request for

Proposal (RFP) or Request for Quotation (RFQ) is released. Decide on what is

most important: cost, schedule, technical, etc. Then weight the evaluation

scheme so that it will evaluate each vendor’s response fairly and equally. Create

an evaluation team with specialists in each of the areas to be evaluated (management,

engineering, materials, quality, etc.). When the vendor’s proposals are

received, begin the evaluation process.

Each specialty area—management, engineering, materials, quality, etc.—

should have a sheet for each similar to the Vendor Evaluation Sheet shown in

Figure A14-1 on page 260. The factors in each sheet will change with the specialty

area and will be consistent with the overall evaluation scheme devised

before the RFP/RFQ was issued and documented by the materials or subcontracts

manager in a cover letter to all evaluators.

The materials or subcontracts manager will order and stack the Vendor Evaluation

Forms as they come in and enter the results for each vendor in the

Vendor Evaluation Summary Form as shown in Figure A14-2 on page 261.

Finally, the results from the Vendor Evaluation Summary Form will be transferred

to the appropriate lines on the Vendor Selection Summary Score Sheet

as in Figure A14-3 on page 262. The winner is determined from the Vendor

Selection Summary Score Sheet.

F i g u r e A 1 4 - 1 — V e n d o r E v a l u a t i o n S h e e t

VENDOR EVALUATION

Date 4-Jul-02

Program High-Flyer

Subcontractor/Vendor National Software

Equipment/Software Analog Selction Algorithm

Evaluator G. Smith

Scale Factor 0-5

Item Consideration Rating*

1 Organization 3

2 Management 4

3 Manpower 5

4 Access to Management 5

5 Processes 3

6 Procedures 2

7

8

9

10

Subtotal** 22

No. of items rated** 6

Average of ratings (Subtotal/No of items)** 3.7

*An evaluated number within the Scale Factor.

**Calculated number.

M-M Form

V E N D O R E V A L U AT I O N P R O C E S S 261

F i g u r e A 1 4 - 2 — V e n d o r E v a l u a t i o n S u m m a r y

VENDOR EVALUATION SUMMARY

Date

Program

Subcontractor/Vendor

Equipment/Software

Item Consideration Scale Rating*

1 Technical 0–25 10

2 Management 0–5 2

3 Quality 0–15 7

4 Procurement 0–5 3

5 Financial 0–10 5

6 Delivery 0–20 10

7 Cost 0–20 10

8

9

10

Subtotal 47

No. of items rated 7

Average of ratings (Subtotal/No of items) 6.7

Current Quality Vendor survey on file? Yes

D&B on file? Yes

*From Vendor Evaluation Sheets

F i g u r e A 1 4 - 3 — V e n d o r S e l e c t i o n S u m m a r y S c o r e S h e e t

VENDOR SELECTION SUMMARY SCORE SHEET

SCORE SHEET FOR: *

Date Item

EVALUATION CONSIDERATIONS (POINT ALLOCATION _ 100)

Vendor Name Score

1.

2.

3.

4.

5.

Total (Sum of Points Given)

Score (Total/No. of Entries)

Comments:

Comments:

You should have a Vendor Evaluation Summary Score Sheet for each of the operating elements of the team

(Engineering, Management, QA, etc.) and each of the factors of the procurement (cost, delivery, etc.). This

form is the summary, by evaluator, of all the previous forms.

This form can be modified and used to evaluate subcontractor and vendor proposals. In that case, establish

a ‘‘weighting’’ for each of the factors based on your program (e.g., Is technical more important than cost?)

*Operating element or factor, such as: Technical, Management, QA, Procurement, Cost, Delivery, etc.

M-M Form F-06013A