ABSTRACT
In the last chapter, we addressed the issue of segmentation and we offered some benefits for both the customer and supplier. In this chapter, we focus on supplier development.
ISO 9001:2008 contains two subclauses-7.4.1, Purchasing Process, and 7.4.2, Purchasing Information-that make an organization responsible for ensuring that its suppliers are capable of meeting the organization’s (and its customer’s) specifications, but they do not require the organization to develop its suppliers so products and services purchased from those suppliers are improving. ISO 9001:2008 also requires the organization to continually improve the effectiveness of its quality management system (QMS), so any competitive company should include supplier efficiency and effectiveness as improvement goals. (Note: By the end of 2015, a new revision of the ISO 9001 is expected and the anticipated changes will follow a structure that makes it easier to use in conjunction with other management system standards, with increased importance given to risk.)
ISO/TS 16949:2009 (ISO/TS 2009) goes farther than ISO 9001:2008 and specifically requires your organization to pursue supplier development, which means ensuring any supplier that affects your product has an effective QMS and is improving its processes to meet your customers’ needs. Of course, the ISO/TS 16949 is an automotive-specific requirement but similar industry international standards have the same or very similar requirements such as medical device ISO 13485, aerospace AS 9100, and many others.
