{"id":15761,"date":"2022-02-15T07:06:01","date_gmt":"2022-02-15T11:06:01","guid":{"rendered":"https:\/\/www.certitrek.com\/nlpa\/?p=15761"},"modified":"2025-06-24T09:53:47","modified_gmt":"2025-06-24T13:53:47","slug":"how-to-correct-poor-supplier-performance","status":"publish","type":"post","link":"https:\/\/www.certitrek.com\/nlpa\/blog\/how-to-correct-poor-supplier-performance\/","title":{"rendered":"How to Correct Poor Supplier Performance"},"content":{"rendered":"

Correcting poor supplier performance is the other side of rewarding good supplier performance. When it is evident through your rating methodology that a supplier\u2019s performance is inadequate, you need to meet with that supplier to improve performance. Companies such as have integrated this approach effectively into their supplier performance programs.<\/p>\n

Some things to keep in mind when taking corrective action include:<\/strong><\/h3>\n
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  1. Schedule your meeting as close as possible to the time that the inferior performance has started.\u00a0<\/em><\/strong>Taking immediate corrective steps. This will minimize the damage from your supplier\u2019s poor performance.<\/span><\/li>\n
  2. Do not create an atmosphere of hostility during your meeting with the supplier.\u00a0<\/em><\/strong>Kick off the meeting by telling the supplier you are there to collaborate and arrive at mutually-beneficial gains.<\/span><\/li>\n
  3. Indicate to the supplier that you will be asking why the poor performance has occurred<\/em><\/strong>.\u00a0<\/em>It is impossible to correct a problem unless the root cause is known. If the supplier does not begin thinking about finding the root cause until after your meeting, corrective action also is delayed. Setting this expectation increases the chance of getting a probe started as soon as possible.<\/span><\/li>\n
  4. Do not allow the meeting to end without agreeing with the supplier on an action plan to resolve the performance problem<\/span><\/em><\/strong>.\u00a0<\/span>Set a timeline for resolving the issue and ensure that you and the supplier agree on how to measure how effective the resolution is.<\/span><\/li>\n<\/ol>\n

    Resolution Setting<\/strong><\/h3>\n

    An example of the formalization of these three points in the resolution of a quality problem may include:<\/p>\n