Context & Strategic Need
In a complex, multi-supplier environment, supplier management had become largely reactive—focused on issue resolution rather than structured performance improvement. Discussions were often subjective and disconnected from sourcing decisions, limiting Procurement's ability to drive long-term value.
The Shift
From Reactive Escalations ("Why is this late?") To Proactive Leadership ("How do we optimize joint value?").
Supplier Scorecard Design
At the core of the framework was a standardized, objective scorecard aligned with business objectives. Key dimensions included:
Quality
Defect rates, rejections, and rework. Compliance with technical specifications.
Delivery
On-time delivery (OTD), lead time adherence, and flexibility during demand spikes.
Cost & Commercials
Price competitiveness, TCO reduction initiatives (VAVE), and payment term adherence.
Service & Risk
Responsiveness, financial stability, ESG compliance, and capacity planning.
The SBR Operating Model
Measure
Data collection & scorecard preparation.
Review
Transparent discussion with supplier.
Act
Corrective actions & improvement plans.
Evolve
Update targets & strategic allocation.
"SBRs were positioned not as a policing tool, but as a collaboration framework."
Strategic Impact
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Performance Governance:
Improved SLA adherence and service consistency across categories.
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Vendor Consolidation:
Supported ~30% vendor consolidation by identifying and exiting underperformers.
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Resilience:
Early identification of capacity risks and single-point-of-failure suppliers.
Strategic Value
"This initiative demonstrates my ability to institutionalize supplier performance management. By embedding scorecards into SBRs, I helped transform procurement into a performance governance function and a strategic decision partner."