Supplier Reliability: Ingrid shows data for total deliveries per year and on-time deliveries per year. What is an actionable metric that Ingrid could develop from these two pieces of data? That is, what is a metric that could be measured on a periodic basis (monthly, quarterly, annually) to show if the supplier is improving or not?
Supplier Manageability: Ingrid is using distance from headquarters as a metric for supplier manageability. Do you think that distance from headquarters is a good metric for supplier manageability? In other words, does distance from headquarters measure what is important to FarmCo in a way that shows whether the supplier is improving or not? How might suppliers respond to orders (manage lead times) even though they are located a far distance?
Supplier Importance: Ingrid is measuring supplier importance based on the number of product variants using parts from a supplier. Is this really a scorecard measure (ie, a measure of the supplier’s performance) or is this more like a dimension that could be used in the Supplier Segmentation Matrix (Kraljic Matrix)? In other words, as currently measured, is supplier importance something suppliers can actually do well at? Or improve on? Explain why or why not?
Supplier Dispensability: We will discuss a similar metric (recovery time) when we discuss supply chain risk. If a supplier has a low supplier dispensability rating, would this be something that a supplier would need to take action on? Or would it make more sense that FarmCo would take action here? Again, the question here is – should supplier dispensability actually be on a performance scorecard? Or should it be part of a broader discussion about how FarmCo manages risk in its supply chain?
Describe the main issue that FarmCo is having in this case.
