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1、GENERAL BUSINESS（总体营运）Organization and Management (组织与管理)Support Questions:1. Provide updated organization chart for your business 提供贵司的最新组织流程图2. Identify key staff members and responsibilities 确定关键成员和职责3. Outline responsibilities of key staff relative to operation objectives 概括关键成员的职责Scoring:1. Lim
2、ited organization with roles of key players not clearly defined. Company would have difficulty supporting a new program start-up without significant staffing and/or plant and equipment expenditures.有限的组织架构，关键人员未能清晰定义。企业在关键员工、场地、设备资金方面将不能充分支持一个新项目的启动。3. Organization appropriate for scope of current b
3、usiness. Roles are clearly defined and key players have ability to lead company to current objectives. Company has ability to grow, but would have to expand staff and facilities to accommodate. 企业组织架构能支持现有业务范围，角色清晰定义，关键人员有能力引领企业现有经营目标，企业有扩展空间，但需要扩充人员及设备能力。5. Organization is currently staffed to hand
4、le additional business. Roles are clearly defined and top positions are staffed with leaders capable of successfully growing the company. Company is capable and willing to make expenditures to grow business. 组织现有员工架构能满足业务增长，角色清晰定义且企业高层有能力成功引领企业成长，企业有能力及意愿促进企业发展。Comments/Deficiencies:_(Suggested Cate
5、gory Weight _4_) (Supplier Grade _)Operational Goals （营运目标）Support Questions:1. What is your company mission? Key measurements? 贵司的使命？关键措施？2. What are your current year business objectives? 今年的业务目标？3. Compare current year objectives to historical performance. 今年和以往历史成绩的比较4. Discuss business reinvest
6、ment. Give examples of domestic and international reinvestment.讨论商务再投资。举例国内和国外的投资5. Discuss your long-term business strategy. 长期公司发展策略6. Are there any outstanding legal issues facing your company that could potentially hamper your ability to supply product under quoted circumstances?是否有突出的政策针对贵司，从而能
7、潜在妨碍贵司提供产品的能力Does your company have a legal and policies compliance program?企业是否有遵守法律法规的相关程序？Is there any outstanding regulatory or safety complaints still pending? 是否有仍未解决的法规或安全投诉Scoring:1. Key measurements are neither defined nor communicated beyond staff level. Individual roles and responsibiliti
8、es not defined to include accountability for meeting objectives. Goals are limited to short term with little long term planning evident.关键的绩效指标未在各层员工中进行定义或传递，个人角色和责任未能在目标责任状中清楚定义。目标仅限于短期目标，基本没有长期计划的证据。3. Key measurements are defined and communicated to all levels, and there is clear accountability f
9、or all key measurements. Long and short term strategic planning is part of total business plan.关键绩效指标在各层员工中定义且传递，所以绩效指标有清晰的责任定义。长期及短期的战略计划是企业整个经营计划的一部分。5. Key measurements are defined in detail and communicated and integrated into the work plan of each employee. Progress to goals is updated on regul
10、ar basis to entire business. Strategic long term growth is an important part of business plan.关键绩效指标被详细定义和传递，并整合到每位员工的工作计划中。定期更新整体业务的进展。长期战略发展是企业经营计划的重要部分。Comments/Deficiencies:_(Suggested Category Weight _5_) (Supplier Grade _)Industry （行业背景）Support Questions:1. Describe your major competencies. 描述
11、主要能力2. Are offshore suppliers a factor in current or future sales?后续业务发展方向。3. Where are your growth opportunities? 哪里有增长机会4. What are your plans to capitalize on these opportunities? 如何利用这些机会5. Market share, average annual growth rates over the past 5 years for your major products?市场分额，过去5年来主要产品的平均年
12、增长率Scoring:1. Business positioned to maintain small share of total market or niche business, with little funding for planning for future growth or acquisition. Current product offerings provide limited growth potential.业务定义为保持整体市场小份额或利基业务，仅有小部分小资金用作未来业务发展。当前产品提供的发展潜力有限。2. Business is positioned well relative to others in industry, although they may not be one of the key suppliers within the industry. Product line offerings could provide opportunities for future growth potential.企业定位与行业其他企业良好的关联，虽然不是行业中关键供应商之一。现有产品可以为企业发展潜力提供机会。5. Company is clearly an industry leader and accounts for an above
