BRIEF OF THE PROBLEM

Most of the Organizations are aiming at:

Reducing the cost

Providing the product at competitive price

With best of the quality to their customer

Organization to achieve their goals :

Achieving the Objectives of Organization:

Vendors supply the Raw Material at competitive price and of good

quality

Vendor Evaluation is found to be very crucial

Vendor Evaluation will enable:

To choose the most appropriate vendor for a specific requirement

Continuous monitoring of existing supply relations

Important factor to the success of the companys quality control

function

The high quality of vendors product

On time Deliverys

To achieve the companys goals

Quality

Time commitment of vendors is essential

To issue instructions and procedures for the evaluation, approval

and auditing of incoming-material from Vendor or manufacturers

Buying House-Vendors Relationship

The evaluation of quality and time program is joint vendorbuying house activity, and when properly accomplished, is
mutually beneficial for all parties concerned.

The vendor evaluates his quality program to be sure that

program is accomplishing its intended functions effectively and
economically

Buyers and vendors work closely with each other

The vendor can be better informed about what the actual

preferences of the ultimate customer are

WHY VENDOR EVALUATION?

Customers all over the world

More aware and choosy.

More selective in terms of price and quality.

Necessary to provide products of best quality at required time

and at competitive price

The buying house evaluates his vendors quality program

Vendor is capable of producing the desired quality product.

By establish a ranking system and providing a numerical value.

Vendors are selected on the basis of their performance

Meeting the deadlines

Rapport in the market,

Lead time,

No. Of machines

The man power

The buyer

The financial position

The credit period

Buyer

Buying Office

Vendor

Triburg is a mediator - ensures there is no weak link in the supply chain

By auditing their vendor through year around continual process which includes
Appraisals of various aspects of business including capacity
Financials
Quality assurance
Organizational structure
Processes and performance of all vendors.
After Auditing 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.
Approved Vendors
Triburg ensures that approved vendor is:
Technically sound
Managerially competent
Adequately resourced
Financially stable
Competitive (often in terms of price and availability
Reliable
Provides goods of suitable quality
Environmentally/Ethically sound

 RESEARCH GRID

DATA
RESEARCH RESEARC
SAMPL SAMPLE
COLLECION
OBJECTIVES H DESIGN
E SIZE FRAME
METHODS

To understand Exploratory
the process of
evaluating the
Vendors
To evaluate the
performance of
different Vendor
Descriptive
using Vendors
Rating
methods.

Primary
(Literature
Reading)

Secondary
(Internet,
Articles,
Journals,
company
records)

SAMPLING UNIT

Books,
Internet,
Articles,
Journals

Vendor
Master

1) Jindal Stainless
Steel ,
2) Hi-Fab Mechanical
Seal,
3) Nord Gear Box,
4) Hydrotronic,
5) Flucoon

RESEARCH OBJECTIVES
To understand the process of auditing the Vendors in Triburg
To evaluate the performance of different Vendors using Vendor Rating
method
Choose No of Vendors may be A Class

For evaluating the 5 vendors on the below selected parameters of a

specific buyer (TK &TJ MAXX)
These vendors are ranked on following parameters
Facilities
Quality Control Systems
Incoming Material Inspection
In Process Quality Control
Baby wear product Specific
Communication, Document Control and Work Movement
RECOMMENDATION
Vendor evaluation is important as it can reduce supply chain costs
and improve the quality and timeliness of the delivery of items to
the company
Vendor performance has to be measured occasionally for the
following reasons
To increase performance visibility
To uncover and remove hidden waste and cost drivers in the supply
chain
To leverage the supply base
To align customer and supplier business practices
To mitigate risk
To improve supplier performance

BENEFITS

Reducing the size of vendor matrix for better and long term business
relations

Provides more transparency in supply chain, from customer to

supplier or vice versa.

Reduce workload for Merchant/ QA/ Vendor/ management

Efficient working, less manpower required in Triburg

More business more profits with less no of hands.

Less Rejections/Wastage, more Margins for factory

More Margins , gives an hand to Vendor to offer better price to

customer( in-turn more business)

Depending on the facility capability, styles can be allocated to

vendor.

No unnecessary costing/TNA with each and every Vendor

Depending on facility capacity , no of units can be allocated to a

vendor per product category

Depending on facility quality systems, more complicated style can

be offered

Overbooking/incorrect allocation only leads to late deliveries and

quality rejection and in-turn affect business

REFERENCES
Ainamo, D. a. (1999). The Coevolution of New Organizational forms
in the Fashion Industry. Retrieved April 2, 2013, from academia.edu:
http://www.academia.edu.
Alberto De Toni and Guido Nassimbeni (2001), 'A method for the
evaluation of suppliers co-design effort', International Journal of
Production Economics, 72, 169-180
An Investigation on the relationship for supplier performance
metrics and supply chain strategies". Singapore Institute of
Manufacturing Technology. Retrieved 2011-03-21.
Bohlinger, M. S. (2001). Merchandise Buying. Fairchild Publication,
inc.
Debra L. Stubbings. (1999). Supplier Evaluation Matrix. Retrieved
April 4, 2013, from Institute For Supply Management:
www.instituteforsupplymanagement.com

 Doyle, Moore, & Morgan. (2006). Fashion Marketing and

Management. Fast Fashion .
Enrick, N. L. (1992). Quality Control For Profit. Marcel Dekker
Incorporated.
Feigenbaum, A. V. Total Quality Control (Third Edition ed.).
Franks. (2000). Supplier Management in Fast moving Fashion
Retailing. Fast Fashion .
Gordon, S. R. (2008). Supplier Evaluation & Performance Excellence.
J. Ross Publishing.
kothari, c. (1985). research methodology, method & techniques
(second edition ed.). new age international pvt ltd
Robert M. Monczka, Robert B. Handfield, Larry
Giunipero (2008). Purchasing and Supply Chain
Management. Cengage Learning. p. 810. ISBN 978-0-324-38134-4.
Sahay, B. S. (1999). Supply Chain Management. New Delhi: Rajiv Beri
for Macmillan India Ltd.
Stanley, L.L. (1994). An Empirical Study of the Link Between BuyerSupplier Relationships and Purchasing Performance. Tempe: Arizona
State University
Summit. (2001). The Supply Chain Yearbook. McGraw-Hill.
Triburg. (n.d.). Apparel Buying Agents. Retrieved March 29, 2013,
from http://www.triburg.com/
Weber. (1966). The Impact of selected Cultural Dimensions on
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Wheelwright, & Clark. (1992). Managing Buyer- Supplier Relations. In R.
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Fraocis Group

Supply chain management (SCM) 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 market demand. Meanwhile, supplier
selection and evaluation plays an important role in establishing an effective supply

chain. Traditional supplier selection and evaluation methods focus on the

requirements of single enterprises, and fail to consider the entire supply chain.
Therefore, this study proposes a structured methodology for supplier selection and
evaluation based on the supply chain integration architecture.
In developing the methodology for supplier selection and evaluation in a supply
chain, enterprise competitive strategy is first identified using strengths weaknesses
opportunities threats (SWOT) analysis. Based on the competitive strategy, the
criteria and indicators of supplier selection are chosen to establish the supplier
selection framework. Subsequently, potential suppliers are screened through data
envelopment analysis (DEA). Technique for order preference by similarity to ideal
solution (TOPSIS), a multi-attribute decision-making (MADA) method is adapted to
rank potential suppliers. Finally, the Taiwanese textile 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 quality, reduce product lifecycle time and cost, and thus increase product
marketability.