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Auditing Supply Chain

The aim of supply chain audit is to estimate the company's supply chain organization, systems and processes, quantity-related industry best results. Of course, such audit is based on extensive analytical research and in-depth analysis of company information. The client receives the set of documents which includes the comprehensive report. It consists of specific guidance that can improve the efficiency of the company's supply chain. It can help to increase value to the customers and positively influence the company's bottom line.

Supply Chain Audit - Methods and Demands

Among the acceptable methods of supply chain auditing we can distinguish the rapid turnaround time, complex analysis, general research and comparison. Of course, it is understood that quick review supposes the proximate advice within four weeks for one-site cooperation. Comprehensive or general analysis can mean the two-day local attendance with all the supply and support facilities and functions. Comparison means the assessment and advice based on the industry best practices comparison. Complex or in-depth research is obviously understood.

Versatile and reliable foundation is the main feature to be present in effective supply chain audit program. The base has to be comprised of process definition, data systems, universalization, and strong team structure. Only if all of these aspects are maintained, the result can be successful. Such component as a team structure should include the inter-operation and management resources. The widespread supply chain audit program can't and mustn't comprise of supplier quality engineers because their audit is a part-time job and this is not efficient in this case. Such specialists' work can be quite appropriate for “for cause” audits.

Audit’s Efficiency Achieving

The separate dedicated resources for documentation control, planning, program tools, total management, supplier and results monitoring, and aligning action follow-up should be included in the audit program. Not all of mentioned roles require the expertise of a high level. Assessors have to be local to the base of supply. Or even though, they have to be regional. The remote audits are ineffective because of language and cultural difference and travel time. It is highly recommended that a local contact follows the foreign supply chain auditor.

For maximizing the efficiency, the supply chain audit process has to be conjoint, relevant and rated as for the organization. This is available for the different tools applied in the procedure besides the audit checklist. Typical items such as auditor training, supplier letters, balancing actions and sample audits as well as frequently asked questions and contact information must be given to all the stakeholders.

For excluding the wasted time it is necessary to provide the fast access to the best supplier data. In extreme case the supply chain audit has to be based on the special data system that supports its own status and makes it available to all the stakeholders. Actually the program has to integrate with supplier enterprise resource planning data, which is used to manage company resources.