沃尔玛（Walmart）的5堂关于使供应商记分卡为您工作

沃尔玛（纽约证券交易所：WMT）继续以其可持续发展计划的精致和规模为100,000多个供应商，超越了有机奶酪和鸡蛋的供应商，延伸到搅拌机，杂草和运动衫的制造商中，这些供应商超越了货架的制造商竞彩足球app怎么下载世界各地。现在，许多公司都拥有供应商的可持续性计划，但是很少有人使该竞彩足球app怎么下载计划成为运营中不可或缺的一部分。沃尔玛可持续发展总监杰夫·赖斯（Jeff Rice）与格林比斯（G竞彩足球app怎么下载reenbiz）讨论了沃尔玛（Walmart）如何运营其计划。该公司的经验教训（下面概述）适用于各种规模的公司的供应商计划。

一些供应商记分卡计划未与企业集成

Supplier scorecard programs at some companies are simply not integrated with operations. They are often run as silo programs from the sustainability office with little involvement from essential internal groups, such as buyers at retailers or product designers and supply chain managers at manufacturers. These less-effective programs typically have poor internal and external buy-in and adoption.

在这些计划中，供应商意识到不使用供应商调查提供的数据。一家财富500强制造商正在为其顶级客户完成碳披露项目供应链调查，但找不到可以回答基本问题的客户，例如如何使用数据。沮丧的制造商对此表示遗憾，这是“一座半建的桥梁”。

Even after data are collected, internal stakeholders often do not understand the benefits of the program or have the training or incentives to drive improvement. Sustainability is viewed as “yet another thing to do.”

The Walmart program for supplier sustainability

From the initial rollout of its supplier sustainability program, Walmart has aimed for broad scale, impact, and organizational buy-in. The program started with 15 basic questions for all its suppliers and is expanding to供应链记分卡上的100个针对特定类别的问题今年。

Unlike many other programs, Walmart suppliers receive specific feedback. Suppliers’ submittals are scored (the scale ranges from 1 to 100), and suppliers are ranked within a category (a rank of, say, 2 out of 7), but a supplier can’t see the ranking of competing suppliers.

重要的是，该计划确定了改进领域，因为沃尔玛（Walmart）了解到，分数或排名本身是无用的，而没有改进步骤。通过特定类别的指标和类别可持续性概况确定改进竞彩足球app怎么下载可持续性竞彩足球app怎么下载财团。对于笔记本电脑制造商，度量标准可能是符合最高能源明星建议的供应商产品的百分比。例如，计算机供应商可能会了解到，竞争供应商为90％，但为45％。其他示例包括用于食品或个人护理产品的责任采购棕榈油的百分比以及洗衣粉产品收入的百分比，其中包括有关在冷水中洗涤的环境益处的教育信息。

Five keys to make supplier scorecards a part of core business

赖斯（Rice）和沃尔玛（Walmart）多年来都完善了他们的计划，并在他们的顶级课程下方分享了确保与操作的紧密计划的融合。

关键水平的管理买入

在首席执行官和高级管理层中，买入显然至关重要，但同样至关重要的是管理层高于买家一两个级别的支持，，，，例如高级和部门的经理。这是可以在数百个买家和类别中引导程序执行的管理级别。部门和业务部门经理必须具有可持续性，作为其小组目标的一部分。竞彩足球app怎么下载

激励措施

财务奖励和认可向组织发出有关可持续性重要性的明确信号。竞彩足球app怎么下载沃尔玛（Walmart）正在采用两管齐下的方法来获得激励措施：认可领导者（买家和供应商），并确保每个人，甚至落后者都在做某事。

Buyers will have sustainability goals as part of their performance objectives and yearly review in 2013 (few retailers have gone this far), and Walmart awards a “Sustainable Buyer of the Year” in each business unit. Buyers will receive both recognition and financial incentives.

Supplier incentives will include external and internal acknowledgments, additional access to Walmart executives, and other items like special placement on e-commerce sites focused on sustainability leadership. Underachieving suppliers find themselves in a Walmart “family meeting” to work on specific improvements.

Right training, tools, and support

Awareness and motivation are only part of the mix needed for success. The correct type and level of training, tools, and support are vital. For buyers, Walmart is adding training about the sustainability program to existing buyer development and is rolling out “Buyer Tool Kits.” Buyers can access online tools, reports, and resources to help, all of which aim to make the program extremely relevant and simple for the buyer.

供应商将可以使用支持材料，培训和免费指南寻求帮助。

计划的目标是增强买方和供应商的关系，以推动供应商运营和产品可持续性的改善。竞彩足球app怎么下载鉴于沃尔玛的大量买家和供应商，只有在所有买家和供应商都可以轻松访问工具和支持的情况下，才能实现此目标。

Make the scorecard program a part of existing business processes

沃尔玛不想开发“另一个业务流程”来支持可持续性。竞彩足球app怎么下载供应商的可持续性计划正在与竞彩足球app怎么下载现有的业务流程（例如联合业务计划和年度供应商评论以及核心商品销售流程，例如类别战略开发和线条审查）集成。从买方和供应商的角度来看，可持续性是现有业务流程的扩展，而不是单独的流程。竞彩足球app怎么下载这种微妙但重要的区别将沃尔玛计划与大多数其他计划区分开来。

Celebrate, celebrate, celebrate

Informally and repeatedly celebrating success is critical throughout the organization. Managers and buyers share short success stories in meetings, during internal town hall gatherings, and on company blogs.

Lessons for everyone

The scale and sophistication of the Walmart program is a competitive advantage, as it will take some rival retailers one to three years to gain internal management and process alignment to replicate this level of success.

Any firm with a sustainability supplier program, however, can use these lessons, even if a program is several questions for a handful of tier-one suppliers.