• Reducing the cost
• With best of the quality to their customer
• Organization to achieve their goals :
• Vendors supply the Raw Material at competitive price and of good
quality
• Vendor Evaluation is found to be very crucial
• !en"or Eval#ation $ill enable:
•  To choose the most appropriate vendor for a specic requirement
• !ontinuous monitoring of e"isting supply relations
• Im%ortant factor to the s#ccess of the com%an&'s (#alit& control
f#nction 
• $n time %elivery#s
• &uality
•  Time commitment of vendors is essential
• To iss#e instr#ctions an" %roce"#res for the eval#ation) a%%roval
 
• B#&ing Ho#se*!en"or's Relationshi%
• The eval#ation of (#alit& an" time %rogram is oint ven"or*
b#&ing ho#se activit&) an" $hen %ro%erl& accom%lishe") is
m#t#all& bene+cial for all %arties concerne",
• The ven"or eval#ates his (#alit& %rogram to be s#re that
%rogram is accom%lishing its inten"e" f#nctions e-ectivel& an"
economicall&
• B#&ers an" ven"ors $or. closel& $ith each other
• The ven"or can be better informe" abo#t $hat the act#al
%references of the #ltimate c#stomer are
/H0 !E12OR E!AL3ATIO14
• More a$are an" choos&,
• More selective in terms of %rice an" (#alit&,
• 1ecessar& to %rovi"e %ro"#cts of best (#alit& at re(#ire" time
an" at com%etitive %rice
• The b#&ing ho#se eval#ates his ven"or's (#alit& %rogram
• !en"or is ca%able of %ro"#cing the "esire" (#alit& %ro"#ct,
• B& establish a ran.ing s&stem an" %rovi"ing a n#merical val#e,
• !en"ors are selecte" on the basis of their %erformance
• Meeting the "ea"lines
• Lea" time)
• Vendor
 Triburg is a mediator ) ensures there is no wea* lin* in the supply chain
'y auditing their vendor through year around continual process which includes
+ppraisals of various aspects of business including capacity
,inancials
Processes and performance of all vendors.
+fter +uditing vendor is either approved or not approved as one from whom to
procure materials or services.
 The process of auditing performance can motivate vendors to improve their
performance.
Technicall& so#n"
  Manageriall& com%etent
  Reliable
  Environmentall&7Ethicall& so#n"
Vendors
)
Rating methods.
2 Vendor Master
91 i),ab Mechanical 7eal3
RE8EAR5H OBE5TI!E8
To #n"erstan" the %rocess of a#"iting the !en"ors in Trib#rg
To eval#ate the %erformance of "i-erent !en"ors #sing !en"or Rating
metho"
 
For eval#ating the < ven"ors on the belo$ selecte" %arameters of a
s%eci+c b#&er 6T= >T MA??@
These ven"ors are ran.e" on follo$ing %arameters
  Facilities
5omm#nication) 2oc#ment 5ontrol an" /or. Movement
RE5OMME12ATIO1
!en"or eval#ation is im%ortant as it can re"#ce s#%%l& chain costs
an" im%rove the (#alit& an" timeliness of the "eliver& of items to
the com%an&
!en"or %erformance has to be meas#re" occasionall& for the
follo$ing reasons
  To increase %erformance visibilit&
  To #ncover an" remove hi""en $aste an" cost "rivers in the s#%%l&
chain
  To align c#stomer an" s#%%lier b#siness %ractices
  To mitigate ris. 
BE1EFIT8
• Re"#cing the size of ven"or matri for better an" long term b#siness
relations
 
• Provi"es more trans%arenc& in s#%%l& chain) from c#stomer to
s#%%lier or vice versa,
• Re"#ce $or.loa" for Merchant7 A7 !en"or7 management
• ECcient $or.ing) less man%o$er re(#ire" in Trib#rg
• More b#siness more %ro+ts $ith less no of han"s,
• Less Reections7/astage) more Margins for factor&
• More Margins ) gives an han" to !en"or to o-er better %rice to
c#stomer6 in*t#rn more b#siness@
• 2e%en"ing on the facilit& ca%abilit&) st&les can be allocate" to
ven"or,
• 1o #nnecessar& costing7T1A $ith each an" ever& !en"or
• 2e%en"ing on facilit& ca%acit& ) no of #nits can be allocate" to a
ven"or %er %ro"#ct categor&
• 2e%en"ing on facilit& (#alit& s&stems) more com%licate" st&le can
be o-ere"
(#alit& reection an" in*t#rn a-ect b#siness
REFERE15E8
  Ainamo) 2, a, 6D@, The Coevolution of New Organizational forms
in the Fashion Industry , Retrieve" A%ril ) GD) from aca"emia,e"#:
htt%:77$$$,aca"emia,e"#,
Alberto 2e Toni an" 9#i"o 1assimbeni 6GGD@) A metho" for the
eval#ation of s#%%liers co*"esign e-ort) International o#rnal of
Pro"#ction Economics) J) DK*DG
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metrics an" s#%%l& chain strategies, Singapore Institute of
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8tanle&) L,L, 6DN@, )n !mpirical Study of the *in+ Between Buyer,
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8tate 3niversit&
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Trib#rg, 6n,",@, )pparel Buying )gents, Retrieve" March ) GD)
from htt%:77$$$,trib#rg,com7
/eber, 6DKK@, The Impact of selected Cultural 0imensions on
International Services 1enor 3nite" 8tates: 3MI Microform,
/heel$right) > 5lar., 6D@, Managing B#&er* 8#%%lier Relations, In R,
1ellore) Managing Buyer, Supplier -elations Ro#tle"ge Ta&lor an"
Fraocis 9ro#%
7upply chain management /7!M1 is one of the most important competitive
strategies used by modern enterprises. The main aim of supply chain management
is to integrate various suppliers to satisfy mar*et demand. Meanwhile3 supplier
 
chain. Traditional supplier selection and evaluation methods focus on the
requirements of single enterprises3 and fail to consider the entire supply chain.
 Therefore3 this study proposes a structured methodology for supplier selection and
evaluation based on the supply chain integration architecture.
4n developing the methodology for supplier selection and evaluation in a supply
chain3 enterprise competitive strategy is rst identied using strengths wea*nesses
opportunities threats /7W$T1 analysis. 'ased on the competitive strategy3 the
criteria and indicators of supplier selection are chosen to establish the supplier
selection framewor*. 7ubsequently3 potential suppliers are screened through data
envelopment analysis /%E+1. Technique for order preference by similarity to ideal
solution /T$P74713 a multi)attribute decision)ma*ing /M+%+1 method is adapted to
ran* potential suppliers. ,inally3 the Taiwanese te"tile industry is used to illustrate
the application and feasibility of the proposed methodology.
 This study facilitates the improvement of collaborator relationships and the
management of potential suppliers to help increase product development capability
and quality3 reduce product lifecycle time and cost3 and thus increase product
mar*etability.