¿Cómo se pueden estructurar los contratos de los proveedores para cumplir con los requisitos de entrega y plazo de entrega?

Delivery time refers to the period between placing an order and receiving the goods or services. It is a crucial metric for managing inventory, logistics, and supply chains effectively. Lead time, on the other hand, encompasses the entire procurement cycle, including the time from order placement to product delivery to the end consumer. It involves adding the number of days for procuring materials, manufacturing goods, and delivering finished products. Understanding these terms is essential for structuring vendor contracts and ensuring timely deliveries, optimizing inventory levels, and enhancing overall supply chain performance.

Defining delivery and lead time terms is a key to ensure on time delivery. I always believe if it is a critical element of the contract it should be negotiated, agreed and put in writing. I also would add that in the term both parties’ obligations impacting the performance should be called out for example if delivery was to happen before business hours, who and how the supplier would access to delivery bay? Would there security requirements etc.

Improving efficiency and the productivity of operations is a goal of most businesses. To stay on top of it, it is vital to set a lead time for the vendors. The agreement must state the lead time from the date of the Purchase order and the respective incoterms.

In addition to specifying the expected dates, quantities, locations, and transportation modes, it's crucial to ensure clarity on what constitutes a working day or business hour. This clarity can prevent misunderstandings regarding delivery and lead time calculations, especially when dealing with international vendors operating in different time zones. Furthermore, including provisions for force majeure events, such as natural disasters or political unrest, can help manage expectations and responsibilities in unforeseen circumstances.

In my experience delivery refers to the act of transporting goods or services from a seller to a buyer. It encompasses the entire process from order placement to receipt by the customer. Lead time is the duration between order placement and delivery, indicating the time needed to fulfill an order. Both terms are critical in supply chain management for ensuring timely and efficient delivery of products or services to customers.

have a on-site visit before release the PO, check the capacity and plant managerment, including the human turn over rate, ensure make the right decision. regually performance review with vendor after PO released, ensure everything is on the track.

Being clear about your terms is essential, and from my experience, you have to account for the un-accountable. You should always budget a buffer of a little extra time if you can so you can account for delays within the schedule. Stuff happens, and structuring that factor into your terms will save you a lot of explaining in the long run.

Establishing delivery and lead time performance indicators is crucial for measuring vendor performance and ensuring contractual obligations are met. Delivery performance indicators may include on-time delivery rates, delivery accuracy, and delivery lead time. Lead time performance indicators may include procurement lead time, production lead time, and delivery lead time. These indicators help organizations track vendor performance, identify areas for improvement, and ensure timely deliveries. By establishing clear performance indicators, organizations can hold vendors accountable and maintain a high level of supply chain efficiency.

The greatest thing for a defined KPI is the ability to capture data. And a lot of businesses stops there. One question we need also to factor in is what to do with it afterwards. I often find myself speaking to my SRM partner about suppliers performance and the conversation usually ended with, yeah they tick all the box. Hurray! However, this isn’t exactly helpful. The idea of KPI for me is a tool allows me to improve with my suppliers. On top of defining KPI I would usually set up a mechanism to review the abnormality with them. Understand how it happened and what we can learn from it as well.

OTD - On-time delivery is essential to track the vendor's performance. Be it early delivery or late delivery, everything must be tracked as both these affect the company's cash flow and the production line. Be specific with the KPIs, and there must be no ifs and buts.

While defining performance indicators, it's essential to align them with the overarching goals of the partnership. For instance, if sustainability is a priority, metrics like carbon emissions per delivery or use of eco-friendly packaging materials could be included. Moreover, transparency regarding the data sources and calculation methods can foster trust and accountability between both parties, facilitating smoother collaboration and problem-solving in case of performance deviations.

KPI'S are essential for tracking performance, and there are a lot of measurables you can take into account (How many days does each order take, how many days early on average, how much does our fulfillment/logistics cost), there are so many valuable metrics that can tell you lots about how you are operating, and they are worth tracking.

Negotiating delivery and lead time incentives and penalties is a critical aspect of vendor contract management. By incorporating incentives for early or on-time deliveries and penalties for delays, organizations can incentivize vendors to meet or exceed agreed-upon timelines. Incentives such as discounts, priority status, or extended contracts can motivate vendors to prioritize timely deliveries, while penalties like financial deductions or contract termination clauses serve as deterrents for non-compliance. This approach not only ensures accountability and performance improvement but also strengthens the partnership between organizations and vendors, fostering a culture of reliability and efficiency in the supply chain.

Incentives and penalties should be designed to promote a mutually beneficial relationship rather than merely enforcing compliance. Consider offering rewards for exceeding expectations, such as extending future contracts or providing referrals, to incentivize continuous improvement. Similarly, penalties should be fair and proportionate, taking into account the vendor's efforts to rectify any issues promptly. By fostering a collaborative rather than adversarial approach, both parties can work towards shared success.

For construction projects and high spend sets of equipment acquisition, it is helpful and motivating to vendor/suppliers to fulfill their obligation commitments on delivery lead time by the inclusion of Liquidated Damages clause on the contract. Depending on the sizeable amount of the project, given that you have the leverage, you can include this as mandatory reference on the terms of reference during the pre-bid requirements.

If a supplier is delaying, it will affect the production line and the customer is answerable to the end customer. Make sure to incorporate the penalties to the suppliers if they do not deliver within the stipulated lead time. To address this, Liquidated damages is a specific clause to determine the late deliveries and their penalties from a customer to the supplier.

I think if there is not a direct cost to an order being late, it's not a great thing to penalize or demand more from clients because you did your job right. I'd take repeat business over maxxing out a margin.

Monitoring with AI or personal is crucial. However on time delivery always comes down to those responsible for undertaking the task and delivering on time. If the team is committed to delivering then delays are avoidable.

There is no "POKAYOKE" in the production line. There was, and there will always go wrong. If some hiccups come up, how would you tackle them? Will the supplier have some safety stock as always? If some quality issues occur, how long does a supplier take time to fix them? Who will pay for it? These questions have to be answered in an agreement.

In addition to outlining responsibilities, contracts should incorporate mechanisms for proactive risk mitigation. Collaboratively developing contingency plans for potential disruptions, such as alternative suppliers or emergency logistics routes, can enhance resilience in the supply chain. Moreover, clear communication channels and escalation procedures ensure swift resolution of issues, preventing delays and minimizing disruptions to operations.

There are different BI tools available to monitor the supplier's performance. In my opinion, these data must be considered while awarding the business to the suppliers, and the supplier with a good track record must be given importance. Have a monthly call with the supplier and discuss the action plans together.

To measure Supplier delivery and lead time performance there are few data visualisation tools available. Using the data visualisation tools we can track the supplier performance, example POWER BI. This tool will give us total insights of supplier performance. Schedule a monthly or quarterly call with suppliers, present the supplier performance dashboard.

Regular performance reviews offer opportunities for constructive feedback and continuous improvement. Consider scheduling periodic meetings or check-ins to discuss performance trends, identify root causes of any deviations, and brainstorm solutions collaboratively. Additionally, leveraging technology solutions, such as supply chain analytics platforms, can provide real-time visibility into performance metrics, enabling proactive decision-making and adaptive planning.

Contract renewal discussions should be viewed as an opportunity to strengthen the partnership and adapt to evolving business needs. Engage in open dialogue to assess the effectiveness of existing terms and identify areas for refinement or enhancement. Furthermore, consider incorporating flexibility clauses that allow for adjustments in response to market fluctuations or technological advancements, ensuring that contracts remain relevant and resilient over time.

I believe contract should be treated as living, breathing documents that can bring more clarity and transparency to business transactions, not as a way to "win" against your supplier. My philosophy is that contracts should be used to bring consistency and predictability to any business and strengthen collaboration between sourcing and the suppliers. Therefor as you go into renewals and renegotiations, this process needs to reflect the current market conditions and align with your business goals. Ultimately your contracts are there to ensure customers are happy.

To structure vendor contracts to meet delivery and lead time requirements, consider the following strategies: 1. Set clear and realistic expectations. 2. Define performance metrics. 3. Include penalties and incentives. 4. Allow for flexibility. 5. Establish effective communication protocols. 6. Foster collaboration and planning. 7. Plan for contingencies. By incorporating these elements into your vendor contracts, you can better ensure that delivery and lead time requirements are clearly defined and effectively managed.