title supplier rating system procedure 文件名称供应商级别评 …

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文件名称

Supplier Rating System Procedure

供应商级别评估程序

Doc. No.

文件编号 FS-MATP-012

Revision

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Confidential Information & Property of Flextronics Electronics Technology (Shenzhen) Co., Ltd. This Document is controlled. All

printed copies (electronic or printed) are uncontrolled copies. Verify revision and approvals in the E-Form system on App-center.

Form No.:FS-QAP-009-F1.04

The Summarization of Change

修订内容概述

Rev

版本

Change Description (Section, Content revised)

修订描述 (章节、修订的内容)

Change Reason

修订原因

Originated by

编制人

Effective Date

生效日期

15 1. Update 6.1 &6.2 score revised from 4 points to 100 points

2. Update 6.2.1, revised yellow status range and selected standard

3. Update 6.3.1, 6.3.2, 6.3.3, 6.3.4, 6.3.5, 6.3.6, 6.3.7, 6.3.8, revise rating table

standard of OTD supplier promise date、OTD Flextronics Requested Date、

PO automation、SMI/CRP、Quality performance、Terms of payment for

evaluation、price competitiveness、Quotation Responses time

4. Update 6.4.1.4, revise yellow supplier selected score to 59.9 points

5. Update 6.5.7, revise quality score points to initiate disqualify process

6. Update supplier rating system process flow chart

Revise SRS score range

from 0~4 points to

0~100 points

Danny Wen

Arnold Jin

2021-Jun-25

16 Update 6.3.1,6.3.2,6.3.3 revise rating table standard of OTD supplier promise

date、OTD Flextronics Requested Date、PO automation

Revise score rating

table definition to

follow Global SRS

policy (FMS-QMS-2-

005-00)

Danny Wen 2021-Aug-11

17 1. Revise 6.2 score weight

2. Revise 6.3.1,6.3.2,6.3.5 OTD,Quality performance rating table

3. Revise 6.4.1.1 supplier selection, add critical supplier

4. Revise 6.3.5.2 supplier improvement process for customer controlled supplier

5. Cancel 6.6 yearly supplier selection

Revise score weight &

score standard on

OTD,quality

performance

Danny Wen

Seven Huang

2021-Sep-30

Approval (Editor marks “V” to indicate which departments are required for approval of this document. ）

审批 (编写人员用 “V”标记出需哪些部门审批该文件)

App.

审批

Dept. /Rock

部门

Mgr./Leader Signature

签名

App.

审批

Dept. /Rock

部门

Mgr./Leader Signature

签名

GM Hill Zhang Business Introduction Tiger Fan

V Quality GC Khiu Agility BU Suzy Wong

ME Hyman Liang Reliability BU Leo Zhang

TE Peter Peng V GSS BU Isaac Song

Operations Hunter Wang Facility/ EHS Richard Hu

V Materials Leo Zhang Finance Leon Qin

HR Sally Liu Security Jie Li

Logistics Jiang Li IE Peter Tu

Admin Sally Liu BE Viven Gan

IT Vincent Huang V QA-QS Peach Rao

IP Weifang Wu

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1.0 Purpose

目的

To establish a procedure on covering SRS implementation in Flextronics Electronics Technology

(Shenzhen) Co., Ltd and Flex IoT Technology (Shenzhen) Co., Ltd, so as to promote continuous

improvement in the performance of Flextronics’ supply base, and to enable overall supply chain solutions

that provide a competitive advantage to Flextronics customers. The SRS is a tool to facilitate constructive

discussion in the context of regular business reviews the Flextronics Procurement team holds with its

suppliers.

为了促进伟创力供应链基础不断进步及提供伟创力客户完整的供应链解决方案的竞争优势，特建

立此程序以指引伟创力电子设备（深圳）有限公司和伟创力物联网科技（深圳）有限公司 SRS 执

行。同时 SRS 将助于推动伟创力采购部与供应商之间定期商业回顾提供发展性讨论基础。

2.0 Scope

范围

The requirements defined in this document are applicable to:

该文件中定义的需求可适用于以下方面：

2.1 Flextronics Electronics Technology (Shenzhen) Co., Ltd and Flex IoT Technology (Shenzhen) Co.,

Ltd

伟创力电子设备（深圳）有限公司和伟创力物联网科技（深圳）有限公司

2.2 Suppliers of products and services used in the manufacture, assembly, test, integration and service of

products for Flextronics customers.

在制造,装配,测试,整合和为伟创力客户提供服务过程中提供产品和服务的供应商。

2.3 Sub-contractors that affect the quality of products.

影响产品质量的外发承包商。

2.4 This SRS procedure align with global Procurement SRS implementation guideline; SBM is the lead

for SRS implementation and upload into MWT.

伟创力电子设备（深圳）有限公司和伟创力物联网科技（深圳）有限公司将执行伟创力全球

采购关于 SRS 的执行方针，此程序也依据伟创力全球采购部 SRS 执行方针而定；SBM 伟创力

电子设备（深圳）有限公司和伟创力物联网科技（深圳）有限公司的 SRS 执行，并将相关资

料上载到 MWT。

3.0 Reference Document

参考文件

3.1 Global Flextronics Supplier Quality System Doc No.: GPO-GPO-4-328-00

伟创力全球 SRS 操作程序

3.2 Supplier Rating System Procedure for Flextronics ZhuHai Industrial Park

伟创力珠海工业园的供应商级别评估系统程序 Doc No.: DMP-007

4.0 Definition

定义

4.1 SBM - Supplier Base Management 供应商管理

4.2 DPPM - Defective Parts Per Million 每百万个产品中的不良数

4.3 SMI - Supplier Manage Inventory 供应商管理库存

4.4 CRP - Continue Replenishment Program 持续补充程序

4.5 SQE - Supplier Quality Engineer 供应商品质工程师

4.6 SRS - Supplier Rating System 供应商级别评估系统

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4.7 PDC - Product Distribution Center (usually a supplier Owned location)

产品配送中心（通常供应商拥有场地）

4.8 GCM - Global Commodity Management 全球商品管理

4.9 MWT - Material Web Tools – a website to implement Global SRS & conduct by Global

Commodity Management

全球商品中心操纵的用以上载 SRS 资料的网站系统

4.10 CLIP - Calculated Line Items Performance 用以计算项目指标

4.11 SCM - Supply Chain Management 供应链管理

4.12 3PL - Third Party Logistics Provider 第三方物流提供者

4.13 CAR- Corrective Action Request 改善要求

4.14 CAR-PAR system CAR 管理系统

4.15 PO Automation- Purchase Order Automation PO 自动化

5.0 Responsibility

职责

5.1 SQE 供应商品质工程师

5.1.1 Maintain SRS data continuously on supplier quality performance service performance;

维护供应商品质及服务表现；

5.1.2 Submit SRS data (Supplier quality performance and relative service performance) to SBM

quarterly; and upload the SRS quality performance data into Global SRS System .

每个季度末向 SBM 提交供应商品质及服务表现评分数据（SRS）；同时把供应商品质表

现评分上载到 Flex 总部的 SRS 系统。

5.1.3 Support SBM on SRS implementation and push supplier to improve quality performance.

协助 SBM 执行 SRS 以推动供应商品质能力提高。

5.2 Procurement 采购

5.2.1 Maintain SRS data continuously on supplier delivery and service performance evaluation;

不断维护供应商交货及服务表现

5.2.2 Submit SRS data (Supplier delivery & some service performance) to SBM quarterly;

提交供应商交货及服务表现资料给 SBM 每个季度；

5.2.3 Support SBM on SRS implementation and push supplier to improve delivery performance

支持 SBM 执行 SRS 以推动供应商提高交货表现。

5.3 SMI specialist SMI 专员

5.3.1 Maintain SMI/CRP based on components spending to measure and evaluate SMI/CRP

performance;

SMI 专员需要根据零部件的消费量来评估是否需要做 SMI/CRP，并不断维护供应商

SMI/CRP 服务表现;

5.3.2 Maintain and submit SRS data (SMI/CRP) to SBM quarterly;

提交供应商 SMI/CRP 表现资料给 SBM 每个季度；

5.3.3 Support SBM on SRS implementation and push supplier to improve SMI/CRP performance

支持 SBM 执行 SRS 以推动供应商提高 SMI/CRP 表现.

5.4 SBM 供应商管理

5.4.1 Provide Suppliers List for quarterly SRS rating

列出所有需要评估的供应商;

5.4.2 Send the supplier list to SQE, Procurement Leader and SMI specialist.

把供应商清单发给供应商品质工程师, 采购和 SMI 专员;

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5.4.3 Collect the feedback from SQE, Procurement Leader and SMI specialist, and score the rest

portion, Service and Cost Competitive to complete the SRS;

收集 SRS 资料并给服务和成本竞争力打分完成 SRS;

5.4.4 Review SRS data, upload SRS database in MWT on time and send to GCM if necessary

分析整理 SRS 资料，然后及时上载到 MWT,根据需要报告给 GCM.

5.4.5 Review site AVL in our daily linkage work, it need be approved by SBM，CE and SCM

每天导入系统的物料及厂商需要 SBM, CE 和 SCM 确认。

5.5 SCM 供应链管理

Submit suppliers’ SRS performance to customer if required

SCM 根据需求向客户提交供应商表现

6.0 Procedure

程序

6.1 Content: SRS contains 8 different rating criteria:

SRS 包含 8 个不同的部分及不同的协调者予以协调：

6.1.1 On Time Delivery (OTD) % Supplier Promise Date max. 100 points

采购部负责交期表现----依照供应商承诺的交期最高分 100 分

6.1.2 On Time Delivery (OTD) % Flextronics Requested Date max. 100 points

采购部负责交期表现----依照伟创力要求的交期最高分 100 分

6.1.3 Purchase Order Automation % max. 100 points

System Solution 负责 PO 自动化的表现最高分 100 分

6.1.4 SMI/CRP responsible by SMI Specialist max. 100 points

SMI 专员负责 SMI/CRP 最高分 100 分

6.1.5 Quality performance responsible by SQE max. 100 points

SQE 负责品质表现最高分 100 分

6.1.6 Terms of Payment responsible by SBM max. 100 points

供应商管理负责付款条件评分最高分 100 分

6.1.7 Cost Competitive responsible by SBM max. 100 points

供应商管理负责价格竞争性

6.1.8 Communication performance include quotation response and environmental response By SBM

max. 100 points

供应商管理负责对供应商报价以及环境相关问题回复的时效性评分

最高分 100 分

6.2 Scoring:

得分

SRS is a quarterly event with Maximum score 100 points

SRS 总分 100 分。评估周期：每季度

The overall supplier performance status is determined as follows:

所有供应商表现状况依如下定义执行：

OTD % Supplier Promise Date

依照供应商承诺

的交期的 OTD

OTD % Flextronics

Requested Date

依照供应商承

诺的交期的OTD

PO Automation

PO自动化

SMI/CRP

供应商管理

库存模式

Quality Performance

品质表现评

分

Cost Competitive

价格竞争性

评分

Term of

payment 付款

条款

Communication performance

沟通时效 Total Score

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Score 0 - 100 0 - 100 0 - 100 0 - 100 0 - 100 0 - 100 0 - 100 0 - 100 0 - 100

Weight 10% 5% 5% 10% 30% 20% 5% 15% 100%

6.2.1 Status Yellow: 40 ≤ Rating ≤59.9 average for current quarters.

黄色：季度总得分大于等于 40 分而小于 59.9分

SBM keep tracking & monitoring supplier performance in the next quarter, if their performance

becomes worse in next quarter (Total Rating score is less than last quarter and quality

Performance≤59.9), Supplier should provide a documented action plan.

SBM 跟踪并监视供应商下个季度的表现，如果下个季度表现变差的情况下（季度总得分

低于上个季度且品质表现≤59.9）,供应商被要求提供书面改善报告。

Score 得分 Status 状态 Explanation of ACTIONS to be taken

0 –39

Poor

Suggest Non-

Use

差建议不用

Supplier must provide improvement action within 2 weeks of

receipt of scores. Non-response and/or lack of improvement

may cause order hold or order descrese. If two quarter

continues with red score will caused initate disqualify process.

供应商必须在收到分数后的两周内提供改善行动。如果没有回

复或没有改善将会冻结新的订单或者订单数量减少，如果持续

两个季度没有改善将会进入取消资格的程序。

40 – 59

Need

Improvement

需要改善

SBM drive improvement action, SQE support. SBM keep

tracking & monitoring supplier performance in the next

quarter.

需要提供改善对策，由 SBM 发出并跟踪，SQE 支持，并由

SBM 继续加入下个季度评分表并跟踪供应商在下个季度的得

分表现。

60– 79 Acceptable

可接受的

Supplier is performing on an average level with room for

improvement

供应商的表现在一般水平，仍有空间改善。

80 – 100 World Class

顶级的

Supplier has potential to become a preferred supplier and to

receive additional quote opportunities and/or business

供应商有可能成为优选供应商病得到更多的报价和新项目的机

会。

6.3 Operating Method of 8 different Criteria

SRS 8 个部分操作流程

6.3.1 On Time Delivery (OTD) % Supplier Promise Date

交期表现----依照供应商承诺的交期

Intended to improve on time delivery to achieve 80% which will ultimately increase manufacturing

efficiency Based on the receipt transaction tables in MDSS. If the receipt data is not earlier than 3

days prior to the confirmed delivery date and not later than 2 days past the confirmed delivery

date, it’s considered On-time. Note: The calculation is based in Working Days .

为了提高准时交货率达到80%以上，提高生产的效率。基于MDSS收货数据，如果收货期不

早于3天或不晚于2天，被视为OTD,否则被视为晚交货。注意，这个计算是基于工作日。

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Rating Table: 评估标准：

Note: If the day difference between Receipt Date and Change and/or Confirmed Delivery Date in

PO Receipts falls in -3 and 0 then 1, else 0. The total 1’s and 0’s are used to calculate the delivery

percentage based on total count of PO sequence (line) numbers.

注意：如果接收日期和经改变已确认的交货日期在PO 到期的提前3天到0天内则得1~19分

否则为0分。合计的1分和0分被用于基于按PO编码顺序的总和的基础上计算交货百分比。

In addition: we need consider if supplier have extra freight cost happen for the product which is

under IATF16949 control.

另外:针对IATF16949认证的产品还需要考虑是否有额外运费的产生。

6.3.2 On Time Delivery (OTD) % Flextronics Requested Date

交期表现----依照伟创力要求的交期

Intended to improve on time delivery to achieve 80% which will ultimately increase manufacturing

efficiency. Based on the receipt transaction tables in MDSS. If the receipt date is not later than 2

days past the Planned Delivery Date or the Change Delivery Date, it’s considered On-time. Note:

The calculation is based in Working Days .

为了提高准时交货率达到80%以上，提高生产的效率。基于MDSS收货数据，如果收货日期

不晚于计划交货或修改后交货时间2天，被视为OTD,否则被视为晚交货。注意，这个计算

是基于工作日。


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6.3.3 Purchase Order Automation %

PO 自动化

According to global report based the receipt transaction tables in MDSS, it will show the PO

automation details. If field named “PO_FILE_EXC_FLG “ (Purchase Order File Exchange) is

greater than zero it means that it is not Manual or Tactical PO。

根据Global基于MDSS的收货数据，详细体现出PO 文件交换大于0的为自动PO, 反之为非自

动PO.

Rating Table: 评估标准

6.3.4 SMI/CRP

SMI–CRP Spend % (Supplier Managed Inventory and Continuous Replenishment Program)

供应商库存管理及可持续性

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Intended to increase SMI,JIT and CRP spend, decreasing direct spend and costs associated with

logistics, as well as increasing time to line and reducing warehouse costs

为了增加SMI,JIT和CRP并减少直接相关物流成本，以及减少仓库成本及缩短上线时间

Based on the PO Source type and overall spend for a supplier. The percentage of SMI, JIT and

CRP spend compared to overall spend (for a specific time frame) dictates the score.

根据一个供应商的PO类型和交易额，来定义SMI/JIT/CRP交易额所占该供应商总交易额百

分比来评分。

Logic: Calculate spend for PO Source types SMI, JIT and CRP Spend and then divided by total

supplier spend.

逻辑:SMI/JIT/CRP的金额除以该供应商总交易额

SMI-CRP Scoring Table


➢ Please refer to Corporate SMI documents for complete definitions of above.

请参考公司 SMI 文件获得上述术语的详细解释。

➢ Definitions: 定义

SMI = Local inventory + 24~48 hours replenishment cycle + 90 days freshness (can either be a

3PL/HUB or PDC as long as the 24~48 hour replenishment cycle is met).

SMI＝（供应商管理库存）＝当地库存＋24~48 小时补充循环＋90 天库存更新（接收第三

方物流/HUB 或者产品配送中心，只要满足 24~48 小时循环补充系统是吻合的。）

CRP = Regional (not local) inventory +5~10 days replenishment cycle (can be either 3PL/HUB

or PDC as long as the 5-10 days replenishment cycle is met).

CRP＝区域性（非当地）库存＋5～10 天循环补充系统。

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6.3.5 Quality Performance 品质表现

Supplier Quality Performance is based on scores from below three measures. DPPM, SCAR ,

LAR, Collaboration&Service.

供应商品质表现基于下述三个量化指标: DPPM, SCAR ,LAR，Collaboration&Service

供应商品质分数计算如下：

Quality Score=(DPPM*30%+ SCAR*30%+LAR*20%+Collaboration&Service*20%)

Note:

➢ In DPPM logic, Defective Parts means all defective parts which detected at Flex and is

confirmed as supplier liability. If IQA or store return all batch due to material quality issue,

then calculate the failed qty out of this batch and add in the defective qty and calculate the

DPPM.

在 DPPM 计算公式中，不良品指伟创力厂内发现的并确认是供应商责任的所有不良

品，如果 IQA 或者仓库有批量批退的，参照 IQA 检验不良率或产线使用时的不良率统

计本批次的不良数量, 并计入总的不良数计算 DPPM。

➢ In DPPM logic , used parts only means these parts which is issued to production line and was

used. If have lot rejected ,add the total reject qty in the used qty.

在 DPPM 计算公式中, 使用过的物料仅指发放到产线并使用过的，如有仓库或者 IQA

批量批退的, 则将批量批退的数量增加到使用总数中.

➢ Quality events Qty is the number of SCAR’s created during one Quarter occurrences of

nonconforming product, that was unable to be used without intervention.

品质事件的数量是指在一个季度内因品质事件触发的 SCAR 的个数。

SCAR is considered as closed if CA plan is accepted by SQE, the time for verifying

evidences and validation is not included in this calculation.

当改善措施计划被 SQE 认可时，可以考虑 SCAR 关闭，验证时间可以不考虑到

SCAR 未结案时间。

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6.3.6 Terms of payment 付款条款

Calculation based on the SITE terms in the Business Partners’ table in MDSS (not the Global

Terms table).

根据SITE维护的供应商付款条款。

6.3.7 Price Competitiveness % 价格竞争性

Intended to reduce the cost quarter by quarter within specific item and commodity groups which

ultimately increase profitability

为了逐季降低成本在特定的物品和商品组并最终提高盈利能力

CR% = (Score Quarter price – Last Quarter price ) * Score Quarter Received Q’ty / (Last Quarter

price * Score Quarter Received Q’ty )。

降价%=（评分季的单价-上季的单价）*评分季收货数量 /（上季的单价*评分季的收货数

量）


NOTE: Negative numbers means cost savings

6.3.8 Quotation Responses Time 报价反应时间

Intend to decreased the time of the Supplier’s responses ， so that site can set up supply chain

quickly. On time response time should be within 3 working days.

目的是减少供应商的报价反应时间，以便区域能更快地建立供应链信息。及时反馈时间为3

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个工日.

The Logic is :Number of On Time Responses divided by Number of Quoted parts from Supplier .

计算公式：及时回复的料号总数除以总报价的料号总数


6.4 Supplier Selection

供应商选择

6.4.1 All suppliers selected based on following standards:

供应商基于如下标准选择:

6.4.1.1 Sort all suppliers with quarterly spending equal/greater USD 50k, any special supplier

requested by different accounts and supplier have quality issue and 8D released to

supplier.

选出季度金额过5万美金的供应商且由不同项目提出特殊的供应商以及出现品质问

题有要求回复8D的供应商

6.4.1.2 Another supplier selection criterion is to base on relative depts. request specially, like

safety part supplier.

另外一种供应商选择是根据各相关部门的特别要求, 如安规物料供应商。

6.4.1.3 Last quarter score in yellow range with quality score below 59.9, need add in this quarter

SRS list.

上季评分为黄色且其品质分数低于59.9分的供应商，要将其加入到当季评分表。

6.4.1.4 Any new coming supplier, which will be requested to be rated AT LEAST 3 quarters, to

assurance continuously support Flex on good quality, price, service etc.

所有进入伟创力新的供应商要求至少3季度的评估以保证持续提供良好的质量、价

格、服务等。

6.4.2 All selected by site suppliers list will be announced at the first week of new quarter so as to

support Global SRS Coordinator to score the ‘Local supplier List’.

伟创力深圳选择的供应商名单将在新季度的第一个星期宣布,以便支持全球供应商评估系

统的协调者完成本地供应商的评估

6.4.3 Supplier selection is performed quarterly, SBM will identify suppliers list based on business

needs or other customer’s special requirements.

供应商将进行季度选择，SBM将依据商业需要或客户特殊要求来确定供应商。

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6.5 SRS feedback & supplier improvement

SRS 资料回复及供应商能力提高

6.5.1 Upon receive the Supplier List, SRS report should be completed within two weeks by respective

owner as specified in clause 2.5 and the records retention period is 1 year.

在收到评估表后的两周内,相应责任人应完成上季度的评价且保持记录一年以上.

6.5.2 SRS coordinator should publish out the result within the first 3 weeks.

负责SRS的协调者应该在下一个评分周期的前三周内发出对上一个评分周期的结果

6.5.3 For SRS, red suppliers are required by SBM to respond action plan by using Action tracking list.

Regional relative dept need support to let supplier perform action plan. If supplier has no

respond to for action within 2 wks after sending the reporting card , action shall take as follow:

红色供应商要求提供改善/预防报告。两星期内无回复的供应商，我们将采取以下措施：

6.5.3.1 For Flex controlled supplier, business will be diverted for their poor performance

whenever possible

对于伟创力控制的供应商，交易数量将可能被转移。

6.5.3.2 For customer control, SBM shall escalate to SCM . And SCM shall assist customer to

improve the supplier performance. Customer’s response will be shared with SBM and

other relative departments; if no response from customer, we will assume that this

performance is accepted by customer.

对于客户控制的供应商，SBM将上升给SCM,SCM将辅助客户提高供应商的表现,

并把客户的回应反馈给SBM和相关部门.如果客户没有反馈,我们将当作客户接受并

默许这评分.

6.5.4 Red supplier is keeps 2 quarters continues red score, will imitate the disqualify process

红色供应商如果连续两个季度得分为红色，将会进入取消资格的程序。

6.5.5 Yellow suppliers are required by SBM to respond action plan by using action tracking list. And

SBM keep tracking & monitoring supplier performance in the next quarter. If score increased to

the blue portion, then closed, if score continue in the yellow area, and quality will drive

continuously to improve.

黄色供应被要求提供改善报告，而且SBM会追踪该供应商在下个季度的得分表现。如果

下个季度得分为蓝色，则视为关闭，如果得分仍为黄色，将持续跟踪改善。

6.5.6 For the improvement action, if low score is caused by quality issue, SQE will be the owner to

get CAR report, if low score caused by other portion, SBM will be the owner to follow the

action.

对于改善行动，如果低分是由于品质问题所致，由SQE跟踪提供CAR，如果是由于其他

部分所致，由SBM追踪改善措施。

6.5.7 SQE will track the qualify score, for the quality score continued equal or less than 40 in two

quarters., and may initate a disqualify process.

SQE会追踪品质的得分，如果连续两个季度品质的得分都<=40，将启动取消资格的程

序。

6.5.8 For our strategy supplier, SBM shall work with GCM to continuously improve supplier

performance.

对于伟创力战略供应商，SBM与GCM共同持续改善其表现。

6.6 According to AEO and Flex supply Chain Security Operations Manual, supplier should obey the

lowest requirement and flex will regularly review the execute audit status on the supply chain

security. The result will be added in SRS. More details please refer to supply Chain Security

Operations Manual.(DOC# WI-SHP-0001)

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根据 AEO 规定和伟创力供应链安全程序的要求，供应商有责任履行供应链安全的最低要求,伟

创力定期审查供应商供应链安全的执行情况,评估结果将被记录 SRS 评审中。详情请参考供应

链安全操作手册(文件号：WI-SHP-0001).

7.0 Process Flow Chart

过程流程图

Supplier rating system process flow chart

供应商级别评估流图

8.0 Attachments

附件

8.1 SRS 4.0 Form No.:FS-MATP-012-F1

8.2 SRS tracking list Form No.:FS-MATP-012-F2

8.3 Supplier Rating System Process Flow Chart Form No.:FS-MATP-012-F3

title supplier rating system procedure 文件名称 供应商级别评 …

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title supplier rating system procedure 文件名称供应商级别评 …