Supplier name
Sample Supplier 1
Category
Automotive
Assessment #
1
Assessment date
6/8/2016
Score by Competency Area
StratMgmt
Vision and strategic goals
Business plan
Competitive USP / SWOT
Customer and supplier portfolio
Product portfolio
Location
Strategic collaboration
Score
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Assessor name
Final score
1.0
Capability level
D
4.0
3.0
2.0
1.0
<= A rating
<= B rating
<= C rating
<= D rating*
Score by Capability Area
StratMgmt
Proc_supply
Premises
Distrib_transp
Product_Quality
Interaction_w_customers
Finance
Leadership
HR
IT
Total
Weighting
Max Score per Question
Capability Areas
No. of Questions
StratMgmt
Proc_supply
Premises
Distrib_transp
Product_Quality
Interaction_w_customers
Finance
Leadership
HR
IT
Total
Capability Areas
Min Score
StratMgmt
Proc_supply
Premises
Distrib_transp
Product_Quality
Interaction_w_customers
Finance
Leadership
HR
IT
No. of Questions
StratMgmt
Vision and strategic goals
Business plan
Competitive USP / SWOT
Customer and supplier portfolio
Product portfolio
Location
Strategic collaboration
Proc_supply
Supply chain levels and transparency
Efficient procurement processes
Positive, equal and sustainable supplier relationships
Capacity
Premises
Production and processing quality and efficiency
Storage quality
Capacity
Distrib_transp
Transportation quality and efficiency
On-time delivery
Capacity
Product_Quality
Quality mindset and communications
Perishable handling expertise
Quality in the supply chain
Quality checks and verification of quality requirements
Interaction_w_customers
Pricing
Branding, Marketing and Promotions
Customer Relationship Management
Management of incidents and <insert customer> led processes
Loyalty to <insert customer>
Finance
Current financial strength
Financial planning, finance and investment
1.0
1.0
1.0
1.0
1.0
Premises
Production and processing quality and efficiency
Storage quality
Capacity
1.0
1.0
1.0
1.0
Distrib_transp
Transportation quality and efficiency
On-time delivery
Capacity
1.0
1.0
1.0
1.0
Product_Quality
Quality mindset and communications
Perishable handling expertise
Quality in the supply chain
Quality checks and verification of quality requirements
1.0
1.0
1.0
1.0
1.0
Interaction_w_customers
Pricing
Branding, Marketing and Promotions
Customer Relationship Management
Management of incidents and <insert customer> led processes
Loyalty to <insert customer>
1.0
1.0
1.0
1.0
1.0
1.0
Finance
Current financial strength
Financial planning, finance and investment
Accounting
Insurance
1.0
1.0
1.0
1.0
1.0
Leadership
Legal and organisational structure
Integrity and acumen
Succession planning
1.0
1.0
1.0
1.0
HR
Salary and labour law compliance
Working conditions and benefits
Talent and performance management
Opportunities for women
Documentation
1.0
1.0
1.0
1.0
1.0
1.0
IT
Ownership of IT tools
Use of IT for non-transactional processes
Use of IT for transactional processes
1.0
1.0
1.0
1.0
1.0
Total
Competency Areas
Score
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
1.0
Proc_supply
Supply chain levels and transparency
Efficient procurement processes
Positive, equal and sustainable supplier relationships
Capacity
Accounting
Insurance
Leadership
Legal and organisational structure
Integrity and acumen
Succession planning
HR
Salary and labour law compliance
Working conditions and benefits
Talent and performance management
Opportunities for women
Documentation
IT
Ownership of IT tools
Use of IT for non-transactional processes
Use of IT for transactional processes
Introduction
How to use this tool
NEW! Editing scoring
information
<insert customer>
When to edit
This tab provides an overview of how to use the Capability Assessment Tool to conduct and record data for a supplier assessment. It should be used in conjunction with the detailed definitions available for some questions, and the handover presentation which
contains the scoring and assessment methdology, along with advice on how to prepare suppliers for an assessment.
There are currently placeholders throughout the tool for you to insert your client's name. It is crucial that this is done properly across all tabs, as if it is not - the automatic scoring will not work properly. To do this, start by updating the Capability and Competency
Areas within the 'Evaluation tool' (columns F - J) and then replicate these change on the Results dashboard. If you make changes to the questions themselves, these should be updated on both the Assessment tool and the Evaluation tool, but they will not affect the
scoring in any way.
This Capability Assessment tool contains questions to assess suppliers on their capability to deliver two goals. One is commercial; grow the business and improve brand image. The second is social; benefit low income groups and reduce harmful
malpractice.
Adjustments to Commercial Goals
The questions which relate to achieving the commercial goals (1) were decided upon based on the requirements of an individual retailer and its perishable value chain within Bangladesh. The specifics relate to either previous or current challenges (such as
suppliers often delivering produce late), or strategic goals (such as the goal to grow the number of stores by 800%). When delivering this project to another retailer, it is understandable that the client will have different requirements. Therefore the tool should
be edited to take these into account.
Adjustments to Social Goals
Secondly, the questions relating to the social goal (2) consider aspects such as sustainable their sourcing practices and their ablility to create opportunities for low income groups. Given this is a BIF tool, these questions should remain in the assessment
and therefore have not been marked to be edited. If these are not the goals of your client, this tool should not be used to assess the supply chain capabilities.
Questions have been marked based on whether they are specific to the retailer and therefore should be considered and potentially changed. Those that are based on the best practice of perishable supply chain or common sense have not been marked.
Current themes
What to edit
How to edit
Some specific themes that the assessment tool is based on are:
1. Perishable items only
2. Significant focus on quality given the values of the retailer (middle class target consumer)
3. Places importance on on time delivery due to previous issues
4. Understanding customer's values
5. Testing the effectiveness of dedicated training programmes that the retailer has been conducting for its suppliers
6. Participation in promotions
There are several ways to edit the tool based on your client's requirements. These are listed below. For more information you should refer to the 'Sections' overview from row 45 and within the assessment / evaluation tool itself.
1. Capabilities - Add or remove entire Capabilities
2. Competencies - Add or remove Competencies within a Capability Area
3. Question - Add / remove or adjust a question
4. Score - Change the way that a question is scored so that there are different criteria which constitute a good or a bad score
5. Weighting - Change how important a question is for the overall score a supplier will receive (Note - It is suggested that ALL questions are reviewed for their weighting as this is the best way to tailor the assessment for your client's priorities)
Capability
1. Delete the Capability from the 'Evaluation' tab by filtering column F, G and H by the Capability Area you want to delete
2. If a question relates to more than one Capability Area - simply delete the title of the Capability Area from the column (F, G or H) and it will no longer relate to that area
3. If you want to remove a question completely, delete it by selecting the entire row and pressing delete
4. Repeat this process until all questions which relate to the Capability Area you want to delete have been updated or removed
5. Make sure that you also delete the same questions from the 'Assessment tool' tab
6. Go to the 'Results' tab and unhide colums E - H
7. Go to the bottom of the sheet - you should see that the 'count' of the questions for the Capability Area you are interested in have turned to 0 (columns E, F and G)
8. You may now delete the areas you have removed, from the Results dashboard
Competency
1. Repeat the steps above, but instead of filtering on the Capability columns - filter on the Competency columns (I and J)
2. In the 'Results' tab, this time refer to rows 113 onwards (the blue sections) to check your question count
3. Then delete the areas you have removed from the Results dashboard at the top of the page
Question
1. To add a question, insert the row in the relevant section of the evaluation tool first (remember that the tool is organised based on how the assessment will be conducted, rather than by Capability Area)
2. Write the question into the 'Question' column
3. Decide on which Capability area your question relates to (refer to the Results dashboard for a full list)
4. Enter the Capability into the appropriate column, depending on how important it is to the overall score of your Capability Area (see the 'Columns' description below for more information)
5. Now decide on the primary (most important) Competency Area the question relates to, and enter this into column I. If it also relates to a secondary Competency Area (which is less imoprtant than the first) you can enter this into column J
6. Now enter the scoring requirements and multiple choice questions to aid the supplier assessor in completing the interview
7. Repeat this process on the 'Assessment tool' tab
8. Now go to the 'Results dashboard' tab, and check at the bottom of the sheet (as long as the columns are unhidden) that the question 'count' has increased
Score
General guidlines
Overview of the tool
There are two versions of this assessment tool. The first, 'Assessment tool' is designed to be printed and taken to the supplier visit. The second version 'Evaluation tool' is for transfering your findings into a digital format. It is strongly advised that this is done on the
same day, and details are cross referenced by at least one other person who attended the visit.
Assessment objectives
The objective of this assessment is to understand the current level of capability a perishable SME supplier has across 10 capability areas. At the end of the assessment, you should have a clear understanding of the supplier's business and their main development
areas. These 'gaps' can be used as inputs for a supplier's development roadmap, which will contain a combination of classroom training, individual coaching and consulting and ongoing support for their development journey.
Interview success factors
The assessment will take approximately 3 hours so it is important to be somewhere you will not be distracted and can sit comfortably. Ensure you take time to build a rapport with the supplier and explain the purpose of the assessment. It is key to establish trust,
respect and put the supplier at ease. It is also not advisable to take excessive materials such as a laptop to the interview, as it increases barriers between the assessor and the supplier. However a digital camera is strongly advisable if not essential. You can find
more detail on the interview success factors throughout this tab as well as in the handover presentation.
Before attending an interview, you should familiarise yourself with the entire tool as it is not easy to read through detailed requirements during the assessment.
Explanation of the tool
The tabs
Cover sheet
To be used for version and document control
Results dashboard
Stores key assessment information e.g date, assessor name. Illustrates the overall results for supplier assessment by capability area (10) and competency area (41).
Assessment tool
To be printed and taken to assessment visits and intermediate scoring
Evaluation tool
To be used to digitally record assessment visits, final scoring and follow up notes. (The results dashboard will populate using the final scores from this tab)
Lists
Stores the data used in all drop down lists throughout this tool
The columns
Assessment
tool
Question
x
Evaluation
tool
x
Supplier Cap Area Prio 1
No tab: Works in the Guidelines
background
The 'Question' column contains all questions which should be asked during the supplier assessment visit or follow up sessions. They
are organised to enable you to conduct the assessment in the easiest way. Whilst sections are similar to capability areas, they are not
identical.
Questions should be asked in Bengali and expressed in language that the supplier understands. Where necessary use examples to
illustrate your point. Remain objective throughout the assessment and listen to the answer given, rather than prompting the supplier
with what you think is the right answer.
This column identifies which capability area that a question is associated with. If the capability area is written in this column, it is a top
priority and is therefore multiplied by 4 points. This column works in the background and is used to provide the overall scoring which
x
is visible on the 'Results dashboard' tab These columns are hidden and protected under the 'Scoring data' column.
Supplier Cap Area Prio 2
x
This column identifies which capability area that a question is associated with. If the capability area is written in this column, it is a
medium priority and is therefore multiplied by 2 points. This column works in the background and is used to provide the overall
scoring which is visible on the 'Results dashboard' tab. These columns are hidden and protected under the 'Scoring data' column.
Supplier Cap Area Prio 3
x
This column identifies which capability area that a question is associated with. If the capability area is written in this column, it is a
low priority and is therefore multiplied by .5 points. This column works in the background and is used to provide the overall scoring
which is visible on the 'Results dashboard' tab. These columns are hidden and protected under the 'Scoring data' column.
Supplier Competency Area
A
x
This column identifies the primary competency area which relates to the capability area illustrated in column 'Supplier Cap Area Prio
1, 2 or 3'. This column works in the background and is used to provide the overall scoring which is visible on the 'Results dashboard'
tab. These columns are hidden and protected under the 'Scoring data' column.
Supplier Competency Area
B
x
This column identifies the secondary competency area which relates to the capability area illustrated in column 'Supplier Cap Area
Prio 2 or 3'. This column works in the background and is used to provide the overall scoring which is visible on the 'Results
dashboard' tab. These columns are hidden and protected under the 'Scoring data' column.
x
Final score
Initial score
x
x
(but optional)
x
UPDATED! Pre-filled
information
x
x
Multiple choice options
x
x
Scoring Guidelines
The 'Final score' column is used in the 'Evaluation tool' tab to document the final score a supplier gets for each question. Note that
this is prepopulated with a "1". Assessors should use the written notes, answers and scoring guidelines to agree on this score.
Scores should be reviewed by at least 2 people to ensure the most objective scores are achieved. This is a very important column as
it is used to populate the 'Results dashboard' tab so must be completed with care.
These 5 columns (1 - 5) are used to record the assessors initial thoughts on scoring whilst conducting the assessment. It forms part
of the 'Assessment tool' tab only, to be printed out. You can circle / cross the relevant number during your visit. The 'Results
dashboard' does not work from these columns.
Scoring guidelines should be used to support the assessor in identifying the correct final score to give a supplier for each question. A
score of 1 illustrates a poor or non existent capability. A score of 3 illustrates a moderate capability, whilst 5 illustrates that the
supplier demonstrates best practice in this area for the Bangladesh market. In some cases, a supplier may not give an exact answer
which matches the guidelines. In this case, the assessor should either follow up with the supplier, or select the option which best fits
the answer given.
Before the supplier interview, populate this section from the information that the retailer holds on the supplier. If the retailer has
specific people assigned to each supplier, interview them to understand the background. Remember that this does not mean that you
d
d t have
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li th
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fli prompt
t i i f the supplier
ti it i on
i potential
t t t options
f ll
ith are
b th
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choice answer,ti makingditifeasier
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if they
struggling to give an answer. Please note that suppliers should not be guided towards any individual answer though - the assessors
role is to listen to answers and observe processes and environments. When recording your answers during the interview, you can
circle responses. When recording this on the 'Evaluation tool' tab, you should select the appropriate answer by making it bold.
Answer Information and
Observations
x
x
If there is additional information to the multiple choice, or an option is not available - this column should be used to record information.
It will be fundamental in helping to produce the final score and so every effort should be taken to record as much information as
possible. The column can also be used to record enablers and barriers to a particular capability or competency as well as the
observations the assessor makes during the visit.
Follow up requirements
x
x
This column should be used to record instances where a follow up is required. Reasons for follow up could be missing information
(e.g a question was missed, not asked or understood, the answer was insufficient, a process was not observed in full), there is
conflicting information (e.g the customer's supply chain department provided different information to the supplier either before or after
the visit, there is different information within the assessment provided by the supplier) or the supplier has committed to providing
additional information not available during the last visit e.g financial statements.
The sections
Supplier Profile
Procurement &
Supply
Production &
Processing
Storage, Distribution and
Transportation
The supplier profile section is a way for the assessor to get the basic information about the supplier which will influence other sections of the report. It also provides an overview of the size
and scale of the supplier in terms of revenues and relationship with the customer.
The procurement and supply section focusses on the relationship with between the supplier and its own suppliers / ultimate producers of its products. It requires little observation, apart
from to validate the quality checks that are done for inputs.
Observation is required for this section, and so the assessment should be conducted at the suppliers' production premises. Production and processing should be observed in action in
order gather adequate data to provide a solid score.
Observation is required for this section, and so the assessment should be conducted at the suppliers' production premises. Production and processing should be observed in action in
order gather adequate data to provide a solid score.
This section focusses on the relationship between the supplier and the customer. Specific emphasis should be placed on putting the supplier at ease in this section, and encouraging
Interaction with Customers open and honest responses - as many suppliers will be cautious in providing anything other than positive feedback. Many questions in this section can be used to highlight development
areas for the customer, as well as for the supplier.
This section will give an overall impression of supplier's quality mindset and awareness of product quality & freshness. This section should be conducted in conjunction with observations
Product Quality
from the suppliers' production, processing, storage, distribution and transporation processes.
This section asks what are the major external risk factors potentially impacting suppliers's operations and also the mitigation in place. It can be conducted in the 'back office' and no
Risks & Mitigation
suplementary documentation is required.
This section contains question around supplier's business vision, goals and long-term Planning, leadership and governance. Requirements here should align with the customer's growth
Strategic
goals. This area of the assessment can be conducted in the supplier's 'back office'. Supplementary documentation such as business plans and SWOT analyses are required.
Management
People (HR)
This section will help to understand the socio-demographics of the supplier and employees. It will give an overall impression of employee welfare practices including the number of women
employed and child labour statistics. This section requires observation, as well as at least one additional interview with an employee in private.
Financial Mgmt.
This section will give an idea of overall financial status and the dilligence with current accounting and management practices. This section can be conducted in the supplier's back office,
and may require inputs from the financial team if this exists. Supplmentary documents are required, in the form of financial statements and book keeping.
Backoffice and Supporting
Processes
The final section of the report assesses the supplier in documentation and IT processes. Documentation and adherance to processes should be validated.
Scoring
guidelines
Initial score
Multiple choice options
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
Scoring
Question
1. Supplier Profile
NEW!
Questions
requiring
tailoring
Capability
Competenc
y
Question
Visit details
Name
Contact Person
Date Visited
Address
NA
NA
NA
NA
Region
NA
1
How many products do you supply?
2
3
4
5
1 / 2 - 10 / 11 - 20 / 21 - 30 / Over 30 / Multiple
categories
Product Category & Sub-Categories
NA
What is their shelf life?
1 day / 1 week / 2 weeks / Over 2 weeks /
Other
Customer Relationship
How many of your customer's stores do you supply?
x
1
2
3
4
5
1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10
How long have you been a supplier for your customer?
x
1
2
3
4
5
Under 1 year / 1 - 3 years / 4 - 6 years / 7 - 9
years / 10 years+
Sales volume (BDT) FY10
1
2
3
4
5
NA
Sales volume (BDT) by category
1
2
3
4
5
Sales volume (BDT) by category
1
2
3
4
5
Sales volume (BDT) by category
1
2
3
4
5
1
2
3
4
5
0 / 1 - 5 / 6 - 10 / 11 - 15 / 16 - 20 / over 20
1
2
3
4
5
Under 20% / 20 - 40% / 40 - 60% / 70 - 99% /
100%
1
2
3
4
5
Supermarkets (non competitor / Supermarkets
(competitor) / Wet markets / Restaurants /
General Stores / Bakery / Hotel / Minimall /
Individuals / Other suppliers
1
2
3
4
5
NA
Sales statistics
<product cat>.......................................
%....................................................
<product cat>.......................................
%....................................................
<product cat>.......................................
%....................................................
Is demand / sales seasonal?
Other Customer Relationship
How many other customers do you have?
What % of sales do you make for this customer vs other customers?
x
Which other types of customer do you supply to?
Value added processes
What are your main value-added processes?
x
Sourcing
Product (ready for sale) / Main Ingredient /
Feed / Fertilizer
Input category
Where do you source this input from?
1
2
3
4
5
Imported / Domestic large & established
supplier / Domestic small supplier / Domestic
farmer (non contracted) / Domestic farmer
(contracted) / I farm it myself / Wet market /
Other / Trader or middle man /
1
2
3
4
5
Cost / Convenience / Reliability / Loyalty /
Brand / To give opportunities to low income
farmers / Quality / Direction from <insert
customer> / Profit
1
2
3
4
5
None / 1 / 2 - 5 / 6 - 10 / Over 10
1
2
3
4
5
1
2
3
4
5
Notes / Issues
2. Procurement &
Supply
Supply details
What is the reason you choose to source this from this location?
How many alternative suppliers do you have for this item?
x
x
How important are you for your supplier ?
What % of your supplier's produce goes to you?
Is your supplier ready to scale up volume?
x
x
This question is for assessing perishables
sourcing only.
1 = 80%< or <5%
2 = 60 - 80% or <10%
3 = 40 - 60% or <15%
4 = 30 - 40% or <20%
5 = 20 - 30%
No / Yes partially / Yes fully
Inclusive buying
6
NEW!
Questions
requiring
tailoring
How many levels are in your supply chain?
Leadtime from production / harvesting to you?
x
Would you consider vertical integration and do you know how that
could benefit your business?
Scoring
guidelines
Question
Initial score
Multiple choice options
1
2
3
4
5
0 / 1 / 2 / 3 / 4 / 5 and more / don't know
1
2
3
4
5
1 day / 2-3 days / 4-7 days / more
1
2
3
4
5
Yes / No / don't know what it is
Do you conduct contract farming / Dadon?
x
1
2
3
4
5
Yes / No / No, but consider it
Are you aware of the ultimate producer of this product?
x
1
2
3
4
5
No idea / Some idea / Can name area / Knows
producer farm name / Works with farmer
directly
Are you aware of how much the ultimate producer earns (per sold unit)?
1
2
3
4
5
Yes (and can name the amount) / No idea /
Some idea
Do you support / would you consider supporting your direct/ indirect
suppliers to improve their business?
1
2
3
4
5
Yes / No / Yes and have specific ideas (e.g.
asset, price, skills development, provision of
inputs / information)
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
Quality checking process
What are the quality criteria for this input?
x
x
1
2
3
4
5
Ingredients within their useby date / No harmful
chemicals used / Sustainably farmed / Other /
There are no quality requirements / No
discolouration / Adequate size / Adequate taste
/ Been in complete cool chain / Other
Do you perform any quality checks?
x
x
1
2
3
4
5
No / Own quality checks / Have relevant tools /
3rd party
What is your ordering process with your suppliers?
1
2
3
4
5
None / Provide orders
Do you provide any forecast to your suppliers?
1
2
3
4
5
Yes / No / Yes and with a decent advance
period / only at seasonal times (e.g. Ramadan
and Eid)
How do you deal with price fluctuation for your inputs/ingredients?
1
2
3
4
5
Yes, all the time / Yes, sometimes / No
What kind of an impact does this have on your business?
1
2
3
4
5
Payment terms with your suppliers?
1
2
3
4
5
7 days / 15 days / Over 15 days / Consignment
/ Pay on delivery/receipt / Advance payment
Do you typically pay ontime?
1
2
3
4
5
Y/N
How do you pay your suppliers?
1
2
3
4
5
Cash/ check/ Bank transfer/ other if any / spot
buying / letter of credit
1
2
3
4
5
Adequate lighting / ventilation / clean, free from
pollution / fire extinguisher / No use of harmful
equipment e.g hazardous plastics / Modern
and well maintained machinery / Waist level
production
Ordering and forecasting
Input prices
Supplier payments
Notes / Issues
3. Production &
Processing
Processing set-up & quality
Are the processing and production premises constructed well?
7
NEW!
Questions
requiring
tailoring
Scoring
guidelines
Question
Initial score
Multiple choice options
1
2
3
4
5
Covered / Uncovered / Onfloor / Off floor /
Correct temperature / Protection from animal
entry / No opportunities for x contamination /
Correct packaging & Crating
How automated is the production process?
1
2
3
4
5
Completely automated / Some sections are
automated / No sections are automated but
there is a concrete plan to do so / No sections
are automated and there is no plan to do so
How much of your product is lost through waste during production and
why?
1
2
3
4
5
%
1
2
3
4
5
I am at current capacity / I can expand by
100% / I can expand by 200 - 400% / I can
expand by 500 - 700% / I can expand to 800%
Which hygiene procedures do you currently follow during production
and processing?
1
2
3
4
5
Defined process for handling waste and
damaged products / Clean and healthy
employee / Appropriately covered employee
(all) / Appropriately covered employee (some)
Is the work of your employees dangerous or visibly hazardous during
production and processing?
1
2
3
4
5
Y/N
Storage
Where do you store products (raw, intermediate, final)?
1
2
3
4
5
Are the storage premises constructed well?
1
2
3
4
5
Adequate lighting / ventilation / clean, free from
pollution / fire extinguisher
1
2
3
4
5
Coverage / On/off floor / temperature / Animal
entry / Cross-contamination / Employee
handling
x
1
2
3
4
5
x
1
2
3
4
5
Daily / Twice a day / Weekly / etc.
1
2
3
4
5
Truck / chilled truck / rickshaw / CNG /
richshaw van / small pickup / covered van /
individual /
1
2
3
4
5
Y/N
1
2
3
4
5
%
1
2
3
4
5
Is the product kept in the right conditions during processing? (e.g off
the floor / at right temperature)
What is your current / maximum capacity?
Barriers to increase capacity?
x
x
x
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
Hygiene & safety
Notes / Issues
4. Storage, Distribution and Transportation
Is appropriate crating and temperature maintained during storage?
x
What is the storage capacity?
x
Distribution & transportation
How often do you deliver to your customer?
How do you distribute products to customers?
Appropriate crating / temperature / etc.?
x
What % of your product is lost to waste during transportation?
x
What are your delivery lead times (i.e. time in transport)?
x
x
8
Do you sometimes miss the expected delivery time?
x
What are the costs associated with delivery?
Scoring
guidelines
NEW!
Questions
requiring
tailoring
Question
Initial score
1
2
3
4
5
1
2
3
4
5
Multiple choice options
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
Y/N
I am at current capacity / I can expand by
100% / I can expand by 200 - 400% / I can
expand by 500 - 700% / I can expand to 800%
What is the capacity ?
x
x
1
2
3
4
5
What would be needed for you to supply outside of Dhaka / expand to
800%?
x
x
1
2
3
4
5
Which hygiene procedures do you currently follow during Distribution,
transportation and storage?
1
2
3
4
5
Regular waste disposal / Clean and healthy
employee / Appropriately covered employee
(all) / Appropriately covered employee (some) /
Regular cleaning of vehicles
Is the work of your employees dangerous or visibly hazardous during
distribution, transporation and storage?
1
2
3
4
5
Y/N
1
2
3
4
5
Don/t know / I know my customer has values /
I knowthe number of my customer's values and
can name 1 / Can name 50% of the values /
Can name all values
Hygiene & safety
Notes / Issues
5. Interaction with Customers
x
Relationship with Customers
What are your customer's values?
x
Who do you know / interact with in your customer's organisation
x
x
x
Does your customer in developing you through dedicated training?
x
x
1
2
3
4
5
No (didn't know at all) / Yes (useful) / Yes
(could be improved) / Yes (was not helpful)
Do you have a contract with your customer?
x
x
1
2
3
4
5
Y/N
Ordering and forecasting
How often does your customer place orders with you?
x
1
2
3
4
5
Daily / Twice a week / Weekly / Twice a month
/ Monthly
How do you receive orders?
x
1
2
3
4
5
Written / phone / verbal in meeting /
electronically
Do you sometimes not deliver the ordered quantity (full amount)?
Reaction of customer?
x
x
1
2
3
4
5
Y/N
Is the order volume sufficient?
x
x
1
2
3
4
5
Yes / No / OK, but would like more
Do you get a forecast from your customer?
x
x
1
2
3
4
5
Yes / No
What is the forecast accuracy (under-/over-forecast)?
How do you react?
x
x
1
2
3
4
5
High / low / N/A
How does the forecasting and ordering process compare to other
customers?
x
1
2
3
4
5
Same / Better / Worse
Customer Acceptance
9
Scoring
guidelines
NEW!
Questions
requiring
tailoring
Question
Initial score
Multiple choice options
Are your deliveries ever rejected at the point of delivery?
x
x
x
1
2
3
4
5
No / Yes (order error) / Yes (quality) / Yes
(specifications) / Yes (late)
Are your deliveries ever returned by your customer (once they have
been displayed for sale)?
x
x
x
1
2
3
4
5
No / Yes (expired or unsold - at my cost) / Yes
(expired or unsold - at <insert customer>'s
cost) / Yes (consumer complaints)
Quality of the customer staff in the stores and the receiving area?
x
x
x
1
2
3
4
5
No issue / have some gaps / major gaps
Do your staff support in store shelving / displaying your items?
x
Have you ever received consumer complaints?
x
1
2
3
4
5
Yes / No
What impact do your customer's requirements have on your cost?
x
1
2
3
4
5
x
1
2
3
4
5
Same / Better / Worse
How do you determine your selling price?
x
1
2
3
4
5
Market - (driven by customer) / Cost + (driven
by input prices) / Competitor Analysis / wet
market / Other
What is your gross profit %?
x
1
2
3
4
5
Currently negative / 0-5% / 5-10% / 10-15% /
more than 15%
Do you feel the price is fair?
x
1
2
3
4
5
Y/N
What is your credit facility with your customers?
x
1
2
3
4
5
7 days / 15 days / Over 15 days / Consignment
/ Pay on delivery/receipt / Advance payment
Do you typically get paid ontime and in full?
x
1
2
3
4
5
Yes / No
How do you receive payments from customers?
x
1
2
3
4
5
Cash/ check/ Bank transfer/ other if any / spot
buying / letter of credit
How does your customer's pricing and paying behavior compare to
other customers?
x
1
2
3
4
5
Same / Better / Worse
What are the main advantages of selling to your customers?
x
1
2
3
4
5
If you could change one thing about working with your customer, what
would it be?
x
1
2
3
4
5
1
2
3
4
5
How does your customer's product acceptance compare to other
customers?
Pricing and payments
x
x
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
<insert customer> vs Other Customers
Notes / Issues
6. Product Quality
Product quality & freshness
Does the owner have a strong quality mind-set?
x
x
x
Y/N
10
NEW!
Questions
requiring
tailoring
Scoring
guidelines
Question
Initial score
x
1
2
3
4
5
x
1
2
3
4
5
x
1
2
3
4
5
x
1
2
3
4
5
How is product quality & freshness maintained?
x
Our impression of product quality & freshness
x
Do you use chemicals / preservatives / pesticides / "medicine"/ colours
(to increase freshness / accelerate ripening)?
What do you know about their affect on consumer / employee health?
x
Multiple choice options
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
I do not use products past their expiry date / I
maintain a FIFO process // I use a preservative
or medicine / I do not do anything
Y/N
Customer requirements
x
x
1
2
3
4
5
No pesticides/additives / Size / Smell / Taste /
Look / Texture / Temp / Packaging
x
1
2
3
4
5
<1% / 1 - 5% / 5 - 10% / 11%+
1
2
3
4
5
No / Yes and Reason: Pricing / Side Selling /
Production or delivery standards / Product
quality / Other
1
2
3
4
5
No / Yes and means: Quality Assurance /
Supply Chain Dep. / Audit / Other
1
2
3
4
5
Yes / No
1
2
3
4
5
None / Trade license / Health and safety /
Other
What are the major external risk factors potentially impacting your
operations?
1
2
3
4
5
fuel prices / food prices / legal uncertainty (e.g.
plant & property) / corruption / political unrest /
law & order / import/export regulations / floods /
earthquakes / / fog / electricity outages / labor /
illness / traffic jams / bankruptcy of others /
mobile court
How likely are these?
1
2
3
4
5
can be ruled out / very unlikely / unlikely / likely
What area of your business would be most impacted?
1
2
3
4
5
supply / processing/production / distribution /
demand / costs
What would help you to mitigate these risks?
1
2
3
4
5
Do you currently have any insurance (personal / business)?
1
2
3
4
5
No / Health / Retirement / Car / Other
Do you have a vision?
1
2
3
4
5
Documented & good / Good / Not documented,
but good / Not good / Don't have a vision
What are your strategic goals?
1
2
3
4
5
Organic growth / Product Improvements /
Innovation / More Customers / Location /
Diversification
Do you have a business plan? Covering…
1
2
3
4
5
No / Operations / Marketing / Finance /
Procurement / Legal / ISO 9001 / HR/Talent
Mgmt. / Succession planning
What are the customers' requirements (specifications)?
How often does your product get rejected due to quality?
x
x
Do you ever get penalised by <insert customer> / other customers?
Think it was justified?
x
x
Has <insert customer> made recommendations on how to improve /
meet their requirements better?
Legal requirements
Are your products in the scope of BSTI requirements and if so, what are
the implications of that?
Which licences do you currently hold?
x
Notes / Issues
7. Risks & Mitigation
General
Notes / Issues
8. Strategic
Management
Long-term planning
11
NEW!
Questions
requiring
tailoring
Scoring
guidelines
Question
Initial score
Multiple choice options
What do you consider major strengths / weaknesses / opportunities /
threats to be (and your USP)?
1
2
3
4
5
Our perceived SWOT assessment
1
2
3
4
5
What is the governance / decision making structure?
1
2
3
4
5
Not formalised / One person show / At least
two decision makers / Multiple decision makers
Do you have any deputies / other people to manage the business
operationally / strategically?
1
2
3
4
5
Other family members / Management team /
No one
1
2
3
4
5
Public relationships / promotions /
advertisements in what channels? / sampling/
Discount/ Telemarketing/ Newspaper/ leaflet/
Direct marketing / Market assessment /
Consumer analysis
1
2
3
4
5
Good / gaps / major gaps
1
2
3
4
5
Y/N
Do you get support from any other organizations?
1
2
3
4
5
No / NGO / Midas / Easy Finance
Notes / Issues
9. People (HR)
Socio-Demographics
What is your gender?
What is your age?
1
1
2
2
3
3
4
4
5
5
Male / Female
Highest level of education?
1
2
3
4
5
Below Grade 5 / Grade 5 / Under SSC / HSC /
Diploma / Graduate / Post graduate / Other
Do you have any vocational qualifications?
1
2
3
4
5
No qualification / Health & safety / Perishable
handling / Management & business / Other
1
2
3
4
5
Don't need any / Operations / Marketing /
Finance / Procurement / Legal / ISO 9001 /
HR/Talent Mgmt. / Succession planning /
Weather/Seasonality
Do you have any other source of income? Significant?
1
2
3
4
5
How do you spend/use your income (from the company)?
1
2
3
4
5
How many people do you currently employ (directly) and what are their
roles?
1
2
3
4
5
How many people do you currently employ as temporary labour and
what are their roles?
1
2
3
4
5
Employee records
1
2
3
4
5
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
Leadership and Governance
Marketing
What type of marketing do you currently conduct?
x
Location
How do you rate public infrastructure in your environment (e.g. road,
electricity, telecom)?
Collaboration
Do you have any strategic collaborations (that go beyond operational
buy-sell relationships)?
What kind of information / training would be most useful for you?
x
The business - it is reinvested / Family
dependents / Employees / Low income farmers
/ Other
Employment statistics
Women employment
Payment records / Full personnel File /
Contract / Identification / No records kept / CV
12
What % of your employees are women?
NEW!
Questions
requiring
tailoring
Scoring
guidelines
Question
Initial score
1
2
3
4
5
Multiple choice options
sert customer> pre-filled informa Follow up requirements
0% / <1% / 1 - 5% / 6 - 10% / 11 - 20% / Over
20%
Same as men / Cleaner / Cook / Driver / Other
/ NA
What roles do the women in your organisation do?
1
2
3
4
5
N/A / Different roles / Specific facilities /
Different hours / Different pay / Talent Mgmt. /
Other
Do your employees have a contract?
1
2
3
4
5
Yes / No
What is the average shift length?
1
2
3
4
5
What is the average salary of your employees (and the min and max)
1
2
3
4
5
How frequently are your employees paid?
1
2
3
4
5
Daily / Weekly / Biweekly / Monthly / Less
frequent than monthly / No regular payment
system
Do your employees get salary increases? Based on what?
1
2
3
4
5
No / Experience / Role/Responsibility /
Productivity / Personal favour / Family member
/ They do not get increases
How are women treated differently to men?
Answer Information and
Observations
Working conditions
N/A / Never / Every 6 months / Every year /
Over 1 year / Other
How often are salaries reviewed?
How long do you usually employ people for / how long do people stay
with you on average?
1
2
3
4
5
less than year/ 2-3 years/ 3-4 years/ more than
4 years
How do you discipline your employees?
1
2
3
4
5
How do you terminate employees?
1
2
3
4
5
Notice pay/ Dismissal/ Terminate/Do not
dismiss/Other
What age is your youngest employee?
1
2
3
4
5
Under 16/ 17-30/ 31-50/ 50+
What benefits do your employees get?
1
2
3
4
5
Breaks / Paid holiday / living accomodation /
On the job training / Off the job training /
certifications / <insert customer> training /
leisure activities / paid sickness / healthcare
support
Are employees often ill?
1
2
3
4
5
Y/N
Do specific diseases occur frequently? How is this reported?
Employee Interview
(to be conducted with 1+ employee in the business)
Gender
Age
Marital status
Monthly salary?
Do you have a contract?
1
2
3
4
5
Y/N
1
1
1
1
1
2
2
2
2
2
3
3
3
3
3
4
4
4
4
4
5
5
5
5
5
Male / Female
How long have you worked here?
1
2
3
4
5
Health & safety
Married / single / divorced
Y/N
Less than 6 months / 6 - 1 year / 1 - 2 years /
Over 3 years
13
NEW!
Questions
requiring
tailoring
Initial score
1
1
Do you have any other source of income? Significant?
Are you able to save money?
Scoring
guidelines
Question
2
2
3
3
4
4
Multiple choice options
5
5
Y/N
Y/N
Y/N
Do you have any dependents and if so, do you provide them money?
1
2
3
4
5
Highest level of education
1
2
3
4
5
Under grade 5/Grade 5/under
SSC/HSC/diploma/Graduate/Post graduate
Do you have any vocational qualifications?
1
2
3
4
5
Y/N
Are you interested in developing your qualifications / getting training?
1
2
3
4
5
Overall impression of employee welfare
1
2
3
4
5
1
2
3
4
5
Answer Information and
Observations
sert customer> pre-filled informa Follow up requirements
Notes / Issues
10. Financial Mgmt.
Financial Mgmt.
How do you calculate your financials?
Not at all / notebook / keep bank statements /
only calculate revenues / only calculate costs /
calculate margin (i.e. revenue & costs)
What are your profits / losses?
1
2
3
4
5
Who owns this company (equity)?
1
2
3
4
5
Do you clearly separate between private and business money?
If so, salary / pay-out scheme for the owners?
1
2
3
4
5
1
2
3
4
5
Land (rented) / Land (owned) / Property
(rented) / Property (owned) / Machinery
(rented) / Machinery (owned) / Office
equipment (rented) / Office equipment (owned)
/ Transport (rented) / Transport (owned)
Do you have any debts/credit? With who?
1
2
3
4
5
Y/N
In your opinion is your debt manageable?
1
2
3
4
5
Y / N / N/A
Do you need more liquidity / credit? For what?
1
2
3
4
5
Y/N
1
2
3
4
5
Company profit / Loan (Bank / <insert
customer> guaranteed / Govt.) / NGO / Family
/ Relatives
Do you use a computer?
1
2
3
4
5
Yes / No
Do you use email & internet?
1
2
3
4
5
Yes / No
1
2
3
4
5
Y/N
Assets
What are your long-term assets? Estimated total value?
Financing
What sources of finance do you currently have?
Possibilities for the future? Lacking information?
x
x
Notes / Issues
11. Backoffice and Supporting
Processes
IT
Process Documentation
Do you have any process documentation? For what areas?
Do you check adherence to processes / compliance?
1
2
3
4
5
Y/N
Are you ISO9001 certified?
1
2
3
4
5
Yes / No / I've heard of it
Do you have BSTI standards documented (if applicable)?
1
2
3
4
5
Yes / No / Not applicable
14
Supplier Cap Area
Prio 2
Supplier Cap Area
Prio 3
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
Supplier Cap Area
Prio 1
Scoring
data
NEW!
Questions
requiring
tailoring
No scoring
No scoring
No scoring
No scoring
Location assessment in relation to the location of and access to supply
and demand markets
1 = Very unsuitable location
2 = Inconvenient location
3 = Average location
4 = Good location
5 = Excellent location
1 = Very limited variety of one category
2 = Average variety of one category
3 = Good variety of one category
4 = Full range of one category
5 = Full range of 2+ categories
(-1 for lack of strategic focus in line with core competencies)
NA
NA
NA
NA
Product Category & Sub-Categories
No scoring
NA
What is their shelf life?
No scoring
1 day / 1 week / 2 weeks / Over 2 weeks /
Other
1. Supplier Profile
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
Scoring
Multiple choice options
Question
Scoring Guidelines and Requirements
Capability
Competenc
y
Question
Visit details
Name
Contact Person
Date Visited
Address
Region
StratMgmt
How many products do you supply?
StratMgmt
Location
1
Product portfolio
1
NA
1 / 2 - 10 / 11 - 20 / 21 - 30 / Over 30 / Multiple
categories
Customer Relationship
How many of your customer's stores do you supply?
x
Distrib_transp
How long have you been a supplier for your customer?
x
Interaction_w_custo
mers
Interaction_w_custo
mers
Capacity
Customer
Relationship
Management
Loyalty to <insert
customer>
1
1
1=
2=
3=
4=
5=
1=
2=
3=
4=
5=
1 - 2 store
3 - 5 stores
6 - 8 stores
9 stores
10 stores
Under 1 year
1-3
4-6
7-9
10
1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10
Under 1 year / 1 - 3 years / 4 - 6 years / 7 - 9
years / 10 years+
Sales statistics
Sales volume (BDT) FY10
Current financial
strength
Finance
1
1 = Supplier is unable to provide accurate sales volume / <0.5m BDT /
unsustainable business
2 = <2m BDT
3 = <10m BDT
4 = >10m
5 = > 200m
(+/- 2 based on accurate accounting to support volumes. +/- 2 on
sustainable business)
Sales volume (BDT) by category
No scoring
Sales volume (BDT) by category
No scoring
Sales volume (BDT) by category
No scoring
Is demand / sales seasonal?
Other Customer Relationship
No scoring
How many other customers do you have?
StratMgmt
What % of sales do you make for this customer vs other customers?
x
StratMgmt
Which other types of customer do you supply to?
StratMgmt
Product_Quality
Customer and
supplier portfolio
1
Customer and
supplier portfolio
1
Customer and
supplier portfolio
Quality mindset and
communications
1
1 = 0 other big customers
2 = 1 - 2 other big / regular customers
3 = 3 other big / regular customers or owns an arot
4 = 4 other big / regular customers
5 = 5 other big / regular customers
1 = Over 90% / Under 5%
2 = 70 - 90% / Under 10%
3 = 6 - 70% / Under 15%
4 = 40 - 60 / Under 20%
5 = 20 - 40%
Question must only assess customers who are regular
1 = No others
2 = Individuals / general stores / wet markets (less reliable / low quality
demand customers)
3 = Bakery / Hotel / Restaurants / Other formal suppliers (lower quality
demands than <insert customer> and competitors / Arot or other regional
shops
4 = Some competitors / medium quality / formal customers
5 = Competitors / high quality customers / hotels / restaurants / formal and
structured
NA
<product cat>.......................................
%....................................................
<product cat>.......................................
%....................................................
<product cat>.......................................
%....................................................
0 / 1 - 5 / 6 - 10 / 11 - 15 / 16 - 20 / over 20
Under 20% / 20 - 40% / 40 - 60% / 70 - 99% /
100%
Supermarkets (non competitor / Supermarkets
(competitor) / Wet markets / Restaurants /
General Stores / Bakery / Hotel / Minimall /
Individuals / Other suppliers
Value added processes
What are your main value-added processes?
x
Competitive USP /
SWOT
StratMgmt
1
Basic = sorting and grading
Good = Packaging, cutting, processing
Excellent = Innovative or USP
1 = No value added processes
NA
2 = Basic value added processes
3 = Clear value added processes with <insert customer>'s requirements in
mind
4 = 3 + some innovative processes / USP
5 = Distinctive value added processes focused around quality and USP
Sourcing
Input category
No scoring
Product (ready for sale) / Main Ingredient /
Feed / Fertilizer
Where do you source this input from?
This requirement applies to perishable items only
1 = Wet market / multiple locations with no ability to trace
2 = Supplier with no traceability beyond that
3 = Supplier with some traceability
4 = From farmer with some middle men
5 = From farmer with no middle men
Imported / Domestic large & established
supplier / Domestic small supplier / Domestic
farmer (non contracted) / Domestic farmer
(contracted) / I farm it myself / Wet market /
Other / Trader or middle man /
Product_Quality
Quality in the supply
chain
1
Notes / Issues
2. Procurement &
Supply
Supply details
What is the reason you choose to source this from this location?
How many alternative suppliers do you have for this item?
x
x
x
Proc_supply
Product_Quality
Positive, equal and
sustainable supplier
relationships
Quality in the supply
chain
1
StratMgmt
Proc_supply
Customer and
supplier portfolio
Capacity
1
StratMgmt
Customer and
supplier portfolio
Positive, equal and
sustainable supplier
relationships
How important are you for your supplier ?
What % of your supplier's produce goes to you?
Is your supplier ready to scale up volume?
x
Proc_supply
Proc_supply
Capacity
1 = No thought/effort is put into proper sourcing and relationships are ad
hoc
2 = Unstructured relationships based on convience and short term gain
(e.g cost)
3 = Relationships are reasonably sustainable but there is no significant
effort put into making the relationship positive and equal
4 = Relationships are long term, equal and positive - sourcing is based on
loyalty and mutual benefits
5 = Relationships are extremely long term, very equal and positive sourcing is based on loyalty and mutual benefits
(+1 for quality focus)
1 = None
2=1
3=2-5
4 = 6 - 10
5 = Over 10
1
This question is for assessment perishables sourcing only
1 = 80%+ and the relationship is unstable / unequal / supplier has lack of
consideration / <5%
2 = 60 - 80% / <10%
3 = 40 - 60% / <15% considered or a lower percentage but not considered
4 = 30 - 40% / <20%
5 = 20 - 30%
1
1=
2=
3=
4=
5=
No clearly not
Yes but there are significant barriers / risks
Yes to a limited extent and there are moderate barriers
Yes to a considerable extent and low barriers
Yes immediately with no barriers
Cost / Convenience / Reliability / Loyalty /
Brand / To give opportunities to low income
farmers / Quality / Direction from <insert
customer> / Profit
None / 1 / 2 - 5 / 6 - 10 / Over 10
This question is for assessing perishables
sourcing only.
1 = 80%< or <5%
2 = 60 - 80% or <10%
3 = 40 - 60% or <15%
4 = 30 - 40% or <20%
5 = 20 - 30%
No / Yes partially / Yes fully
Inclusive buying
15
How many levels are in your supply chain?
Leadtime from production / harvesting to you?
Supplier Cap Area
Prio 1
Supplier Cap Area
Prio 2
Supplier Cap Area
Prio 3
Supply chain levels
and transparency
Proc_supply
x
Would you consider vertical integration and do you know how that
could benefit your business?
Do you conduct contract farming / Dadon?
x
Are you aware of the ultimate producer of this product?
x
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
NEW!
Questions
requiring
tailoring
Scoring
data
Question
1
Proc_supply
Product_Quality
Supply chain levels
and transparency
Quality in the supply
chain
1
Proc_supply
StratMgmt
Supply chain levels
and transparency
Competitive USP /
SWOT
1
Product_Quality
Positive, equal and
sustainable supplier
relationships
Quality in the supply
chain
1
Product_Quality
Supply chain levels
and transparency
Quality in the supply
chain
1
Proc_supply
Proc_supply
Are you aware of how much the ultimate producer earns (per sold unit)?
Proc_supply
Positive, equal and
sustainable supplier
relationships
1
Do you support / would you consider supporting your direct/ indirect
suppliers to improve their business?
Proc_supply
Positive, equal and
sustainable supplier
relationships
1
Scoring Guidelines and Requirements
1 = I have no idea
2 = Have a vague idea / Many levels 5+
3 = Have some idea / Realise it is important to find out / Less than 5
4 = 4 or less / can provide clear information
5 = 0 - 2 levels / I'm the producer / Understands importance of reducing #
levels / vertical integration
1 = Lead time is taking up (Fruit, Veg & Fresh/Sea fish Over 90% / Meat,
Frozen, Dairy and Bakery Over 60%) of overall life cycle
2 = Lead time is taking up (Fruit, Veg & Fresh/Sea fish 71% - 90% / Meat,
Frozen, Dairy and Bakery 40% - 60%) of overall life cycle
3 = Lead time is taking up (Fruit, Veg & Fresh/Sea fish 61% - 70% / Meat,
Frozen, Dairy and Bakery 20% - 40%) of overall life cycle
4 = Lead time is taking up Fruit, Veg & Fresh/Sea fish 41% - 60% / Meat,
Frozen, Dairy and Bakery 10% - 20%) of overall life cycle
5 = Lead time is taking up (Fruit, Veg & Fresh/Sea fish <40% / Meat,
Frozen, Dairy and Bakery <10%) of overall life cycle
1 = I would not consider it / don't know what it is
2 = Vague idea / Major apprehension
3 = Some idea / Would consider but sees major barriers
4 = Good idea / beginning to plan / already doing some
5 = Forms business plan, very keen to do it, already conducting, aware of
clear benefits, already getting benefits
1 = Unfair treatment of farmers / lack of consideration / no structured
ordering at the detriment of farmer / no desire to improve
2 = No consideration for farmers / poorly structured ordering & forecasting /
no contracting
3 = Some consideration for farming, basic structure of ordering &
forecasting / some informal contracting is in place
4 = More formal contracting with a view to improve, activities take into
account farmer situation
5 = Formal contracting with emphasis on equal relationship, very fair
treatment of supplier/farmer, opportunities to improve farmer situtation
1 = No idea
2 = Some idea
3 = Can name area
4 = Knows producer farm name
5 = Works with farmer directly
1 = No idea
2 = Vague idea
3 = Some idea
4 = Yes, aware
5 = Yes knows exact amount
(fair price + / - 2)
This question is applicable to SME's suppliers only
1 = No / not interested
2 = may consider but see significant barriers / unachievable
3 = Would consider it / do a v. small amount of support
4 = Support in basic ways / some areas / ad hoc basis
5 = Provide significant and sustainable support across following areas:
cap. building. provision of inputs, contracting, fair price
Multiple choice options
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
0 / 1 / 2 / 3 / 4 / 5 and more / don't know
1 day / 2-3 days / 4-7 days / more
Yes / No / don't know what it is
Yes / No / No, but consider it
No idea / Some idea / Can name area / Knows
producer farm name / Works with farmer
directly
Yes (and can name the amount) / No idea /
Some idea
Yes / No / Yes and have specific ideas (e.g.
asset, price, skills development, provision of
inputs / information)
Quality checking process
What are the quality criteria for this input?
Do you perform any quality checks?
x
x
x
x
Product_Quality
Perishable handling
expertise
Quality checks and
verification of quality
requirements
Product_Quality
1
1 = Not aware of quality criteria and does not place importance on
understanding this
2 = Aware of some quality critera but unable to understand impacts on
processes
3 = Basic awareness of quality requirements across most areas
4 = Overall a considerable awareness of quality and requirements. Able to
discuss some components
5 = Quality at the centre of all processes, excellent education - knows all
quality criteria in detail and is able to discuss / communicate to others
1
1 = Unware of quality criteria and never performed quality check
2 = Aware of quality critera but does not perform any quality check or very
few checks
3 = Aware and makes some effort to meet quality criteria but lacking
No / Own quality checks / Have relevant tools /
proper tools / processes
3rd party
4 = Everyone has a good understanding of the quality requirements and
quality checks are done with some basic tools on a regular basis
5 = Developed and maintained quality management process within the
company and quality checks are as per <insert customer>'s QMS guideline
Ingredients within their useby date / No harmful
chemicals used / Sustainably farmed / Other /
There are no quality requirements / No
discolouration / Adequate size / Adequate taste
/ Been in complete cool chain / Other
Ordering and forecasting
What is your ordering process with your suppliers?
Efficient procurement
processes
1
Proc_supply
Efficient procurement
processes
1
Proc_supply
Efficient procurement
processes
1
Proc_supply
Do you provide any forecast to your suppliers?
1 = No ordering process, daily/ad hoc sourcing
2 = Order is placed but without adequate consideration for farmer / Order
is changed at the last minute
3 = Unstructured ordering process which does not disadvantage farmer
4 = Adequate and structured ordering process which is reliable for the
farmer
5 = Best practice ordering process, with plenty of advance notice, no last
minute changes, consideration for farmer, contractual arrangements in
place
1 = No forecasting
2 = Random forecasting
3 = Some regular forecasting but only short notice and not binding
4 = Adequate and structured forecasting process which is reliable for the
farmer
5 = Binding and long-term forecasts
None / Provide orders
Yes / No / Yes and with a decent advance
period / only at seasonal times (e.g. Ramadan
and Eid)
Input prices
How do you deal with price fluctuation for your inputs/ingredients?
Interaction_w_custom Proc_supply
What kind of an impact does this have on your business?
Pricing
Positive, equal and
sustainable supplier
relationships
1
1 = Worse than competition
3 = Like the competition
5 = Better than the competition
1 = Significant risk to business (going out of business)
2 = Reduce margin / losses are incurred
3 = Increase selling prices but has low negotiation power to do so process takes a long time
4 = Increase selling price with moderate negotiation power to do so
5 = Increase selling price immediately / strong negotiation power
Yes, all the time / Yes, sometimes / No
Supplier payments
Payment terms with your suppliers?
Proc_supply
Efficient procurement
processes
1
Do you typically pay ontime?
Proc_supply
Efficient procurement
processes
1
How do you pay your suppliers?
Proc_supply
Efficient procurement
processes
1
1 = Very little structure / often results in conflicts
2 = Little structure but no significant issues
3 = Pay on receipt
4 = Agreed credit
5 = Pay in advance
1 = Substantial issues with payment to own suppliers
2 = Often payment is delayed and it creates tension
3 = Sometimes late but does not appear to be an issue (agreement)
4 = Hardly ever late
5 = Never late and ontime payment is clearly a key objective
(combine scoring with above question)
1 = Very inefficient + very costly method of payment
2 = Inefficient or costly method of payment
3 = Cash payments
4 = Good payment method
5 = Efficient / low cost payment method
7 days / 15 days / Over 15 days / Consignment
/ Pay on delivery/receipt / Advance payment
Y/N
Cash/ check/ Bank transfer/ other if any / spot
buying / letter of credit
Notes / Issues
3. Production &
Processing
Processing set-up & quality
Are the processing and production premises constructed well?
Premises
Production and
processing quality
and efficiency
1
1 = Very poorly constructed / no formal premises (at least three significant
issues and risks for expansion / employee safety / food safety)
2 = Very basic premises which do not meet <insert customer> standards
3 = Good premises but still with some issues and potential risks for
expansion / food quality
4 = Good premises, room to expand, well structured, meets majority of
<insert customer>'s standards, minimal issues
5 = Very well structured premises, no issues, safe, hygenic, room for
expansion, appropriate employee health and safety measures in place
(overall question taking into account a number of the below)
Adequate lighting / ventilation / clean, free from
pollution / fire extinguisher / No use of harmful
equipment e.g hazardous plastics / Modern
and well maintained machinery / Waist level
production
16
Is the product kept in the right conditions during processing? (e.g off
the floor / at right temperature)
x
Supplier Cap Area
Prio 1
Product_Quality
How automated is the production process?
Supplier Cap Area
Prio 2
x
Scoring Guidelines and Requirements
Multiple choice options
1
1 = Products are not kept in the right conditions with significant risk to
quality / hygiene and safety and frequent issues arising from this
2 = Basic measures taken to keep adequate conditions during processing
but these are not adequate to ensure safety, hygiene and quality
3 = Products are processed in reasonable conditions and there is no
significant risk / issue however it could be improved
4 = Products are processed in good conditions with no serious risks to
hygiene, quality, safety
5 = Supplier strives for the best processing facilities at all times which is
evident in correct temperature & cold chain, product coverage, waist level
processing, employee safety and hygiene, cooking temperatures, no risk of
animal entry, appropriate cooling,
Covered / Uncovered / Onfloor / Off floor /
Correct temperature / Protection from animal
entry / No opportunities for x contamination /
Correct packaging & Crating
1
1=
2=
3=
4=
5=
Production and
processing quality
and efficiency
1
1 = Over 20% (of product that could actually be used) due to avoidable
reasons e.g inefficient processing, poorly trained staff, poorly kept stock,
lack of hygiene,
2 = Over 15% (of product that could actually be used) due to avoidable
reasons e.g inefficient processing, poorly trained staff, poorly kept stock,
lack of hygiene,
3 = ~10% (of product that could actually be used) due to avoidable
reasons e.g inefficient processing, poorly trained staff, poorly kept stock,
lack of hygiene,
4 = negligible amount of waste due to a small number of issues which are
not significant
5 = No wastage other than for unavoidable reasons or for unusable stock
%
Capacity
1
1 = At current capacity and does not see opportunities to increase
2 = At current capacity and would require significant changes to increase
3 = Can expand by 100% but there are other requirements for this to be
successful
4 = Can expand by 200% to 400%
5 = Can expand to 400% to 800%
I am at current capacity / I can expand by
100% / I can expand by 200 - 400% / I can
expand by 500 - 700% / I can expand to 800%
Perishable handling
expertise
Premises
Production and
processing quality
and efficiency
Premises
x
Supplier
Supplier
Competency Area
Competency Area A
B
Premises
How much of your product is lost through waste during production and
why?
What is your current / maximum capacity?
Barriers to increase capacity?
Supplier Cap Area
Prio 3
Premises
Final
score
NEW!
Questions
requiring
tailoring
Scoring
data
Question
Production and
processing quality
and efficiency
Everything is manual
Almost everything is manual (some basic tools are used)
Some basic machinery in use
Standard machinery in use
All key value added processes are automated
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
Completely automated / Some sections are
automated / No sections are automated but
there is a concrete plan to do so / No sections
are automated and there is no plan to do so
Hygiene & safety
Which hygiene procedures do you currently follow during production
and processing?
Product_Quality
Is the work of your employees dangerous or visibly hazardous during
production and processing?
HR
Premises
Perishable handling
expertise
Production and
processing quality
and efficiency
1
Premises
Working conditions
and benefits
Production and
processing quality
and efficiency
1
1 = Very poor / no hygiene procedures followed significant issues and risks
for employee / food safety)
2 = Very basic hygiene procedures which do not meet <insert customer>
standards
3 = Good hygiene procedures but still with some issues and potential risks
for food quality/safety
4 = Hygiene procedures meet the majority of <insert customer> / legal
standards
5 = Hygiene procedures exceed <insert customer> / legal standards - at
the centre of processing / production
1 = Visible dangers and regular incidents
2 = High risk
3 = Low risk
4 = No visible risk
5 = Enhanced equipment, training and processes to ensure employee
safety
Defined process for handling waste and
damaged products / Clean and healthy
employee / Appropriately covered employee
(all) / Appropriately covered employee (some)
Y/N
Notes / Issues
4. Storage, Distribution and Transportation
Storage
Where do you store products (raw, intermediate, final)?
Are the storage premises constructed well?
Premises
Is appropriate crating and temperature maintained during storage?
x
What is the storage capacity?
x
Product_Quality
Product_Quality
x
Premises
Storage quality
Perishable handling
expertise
1
Perishable handling
expertise
1
Capacity
1
No scoring
1 = No adequate storage (products at high risk quality issues, poses
health and safety risks )
2 = No adequate storage (supplier unable to keep buffer stock for <insert
customer>, risk for expansion)
3 = Average storage facilities but with some issues (e.g wrong
temperature, lack of capacity to grow, improper stacking resulting in
wastage, some hygiene issues)
4 = Good storage facilities - minimal issues
5 = Excellent storage facilities - no issues and potential for increased
capacity, proper temperature, stacking facilities, processes (FIFO)
(used in conjunction with the other questions in this section)
1 = No - not at all
2 = No - some basic methods applied to maintain temperature, very basic
crating
3 = Yes - average storage facilities but with some issues
4 = Good storage and perishable handling facilities - minimal issues
5 = Excellent facilities and tools are available and applied on a regular
basis to ensure high quality, proper temperature, stacking facilities,
processes (FIFO)
Adequate lighting / ventilation / clean, free from
pollution / fire extinguisher
Coverage / On/off floor / temperature / Animal
entry / Cross-contamination / Employee
handling
1 = Current business volume significantly exceeds current storage capacity
(products at high risk, quality issues, poses health and safety risk)
2 = Current business volume occasionally exceeds current storage
capacity
3 = Current capacity always meets current business volume
4 = Good excess storage capacity
5 = Considerable excess storage capacity
Distribution & transportation
How often do you deliver to your customer?
x
How do you distribute products to customers?
Distrib_transp
Appropriate crating / temperature / etc.?
x
What % of your product is lost to waste during transportation?
x
What are your delivery lead times (i.e. time in transport)?
Distrib_transp
x
Product_Quality
Distrib_transp
Distrib_transp
x
Distrib_transp
Transportation
quality and efficiency
1
Transportation
Perishable handling
quality and efficiency expertise
1
Product_Quality
Transportation
Perishable handling
quality and efficiency expertise
1
Product_Quality
Transportation
Perishable handling
quality and efficiency expertise
1
Transportation
quality and efficiency
1
Economic delivery quantity (profit of the delivery quantity exceeds the
variable and fixed costs of delivery)
Information from question "What are your costs associated with delivery"
can be used to inform scoring on this question
1 = As and when required and profit of the delivery quantity does not
exceed the variable costs of delivery
2 = Once or twice a week and profit of the delivery quantity sometimes
does not exceed the variable costs of delivery
3 = Every other day and profit of the delivery quantity exceed the variable
costs of delivery
4 = Structured and agreed days daily
5 = Economic order / delivery quantity is always well exceed
1 = By foot
2 = Rickshaw van
3 = CNG
4 = Covered van
5 = Appropriate temperature controlled van
(+1 for local fruit / vegetables which are not delicate)
Daily / Twice a day / Weekly / etc.
Truck / chilled truck / rickshaw / CNG /
richshaw van / small pickup / covered van /
individual /
Category best practice Fruit veg: Plastic crate and cover + ventilation / fan
Meat, fresh fish & frozen items: Thermo crate + freezer van (0 - 4deg)
Bakery: Plastic tray + appropriate stacking (18deg)
Dairy: Freezer van (8-11deg)
1 = No appropriate crating is used / the supplier is unaware of appropriate
perishable handling practices causing significant risk to quality
Y/N
2 = Very basic crating is used / supplier is not concerned with upgrading
crating - some risk to quality
3 = Reasonable crating is used / some basic temperature controls
4 = Good crating is used / temperature is mostly controlled - some
perishable handling expertise
5 = Complete cool chain for relevant products / best practice crating with
excellent quality focus and perishable expertise
Waste is defined as any product not accepted by <insert customer>
1 = 30% and over
2 = 20 - 30%
3 = 10 - 20%
4 = 1 - 10%
5 = 0%
1 = More than 2 hours
3 = 1 - 2 hours
5 = Less than one hour
%
17
Supplier Cap Area
Prio 2
Supplier Cap Area
Prio 3
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
Supplier Cap Area
Prio 1
Scoring
data
NEW!
Questions
requiring
tailoring
Question
Scoring Guidelines and Requirements
Multiple choice options
1 = Mostly misses delivery time due to avoidable circumstances and no
adequate communication / notification
2 = Regularly misses delivery time due to avoidable circumstances
3 = Sometimes misses delivery time due to unforeseeable circumstances
4 = Rarely misses delivery time and provides adequate communication
5 = Never misses delivery time
(if this is perceived as an issue by the customer = +/- 2)
(this question must be cross referenced with supply chain records)
Y/N
On-time delivery
1
Transportation
Current financial
quality and efficiency strength
1
Capacity
1
Distrib_transp
Capacity
1
Which hygiene procedures do you currently follow during Distribution,
transportation and storage?
Product_Quality
Perishable handling
expertise
1
Is the work of your employees dangerous or visibly hazardous during
distribution, transporation and storage?
HR
Working conditions
and benefits
1
Integrity and acumen
1
1=
2=
3=
4=
5=
Customer
Relationship
Management
1
1 = I don't know anyone
2 = I have a vague idea but rarely communicate
3 = I have a relationship with 1 - 2 departments
4 = I have a relationship with multiple departments andleadership team
5 = I am aware of the escalation routes within my customer's organisation,
have relationships with multiple deparments/leadership and I'm confident
in communicating issues / concerns
(+/- 1 for very close / trusted relationship)
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
Do you sometimes miss the expected delivery time?
x
Distrib_transp
What are the costs associated with delivery?
Distrib_transp
What is the capacity ?
x
x
What would be needed for you to supply outside of Dhaka / expand to
800%?
x
x
Finance
Distrib_transp
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
1 = Supplier does not know / no concept of total costs
2 = Supplier is aware of approximate costs and these are much higher than
average
3 = Supplier is aware of costs and these are average
4 = Supplier takes specific action to manage transportation costs
5 = Transportation costs are very well managed and/or below average for
the capacity / distance required
1 = 1 to 3 superstores
2 = 4 to 6 superstores
I am at current capacity / I can expand by
3 = 7 to 10 superstores
100% / I can expand by 200 - 400% / I can
4 = 11 to 20 superstores
expand by 500 - 700% / I can expand to 800%
5 = 20+ superstores
1 = Doesn't think it is feasible / significant additional assets
2 = Has vague idea, but unrealistic / some additional assets
3 = Has vague idea of how it could work / some additional assets / making
plans
4 = Has clear view of what additional assets / resources required / some in
place
5 = Already suppliers outside of Dhaka
Hygiene & safety
1 = Supplier has significant gaps in hygiene processes resulting in high
risk for employee and consumer safety
2 = Supplier has major gaps in hygiene processes and does not currently
meet <insert customer>'s standard
3 = Supplier follows some hygiene procedures but needs to improve
4 = Supplier follows key hygiene procedures
5 = Supplier has hygiene at the centre of all processes and invests in
correct tools / education / equipment to ensure that this takes place
1 = Visible dangers and regular incidents
2 = High risk
3 = Low risk
4 = No visible risk
5 = Enhanced equipment, training and processes to ensure employee
safety
Regular waste disposal / Clean and healthy
employee / Appropriately covered employee
(all) / Appropriately covered employee (some) /
Regular cleaning of vehicles
Y/N
Notes / Issues
5. Interaction with Customers
x
Relationship with Customers
What are your customer's values?
x
x
Who do you know / interact with in your customer's organisation
x
Does your customer in developing you through dedicated training?
x
x
Do you have a contract with your customer?
x
x
Leadership
x
Interaction_w_custom
ers
I do not know
I know my customer has values
I knowthe number of my customer's values and can name 1
Can name 50% of the values
Can name all values
Don/t know / I know my customer has values /
I knowthe number of my customer's values and
can name 1 / Can name 50% of the values /
Can name all values
No scoring
No (didn't know at all) / Yes (useful) / Yes
(could be improved) / Yes (was not helpful)
1 = No
5 = Yes
Y/N
Ordering and forecasting
How often does your customer place orders with you?
x
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
How do you receive orders?
x
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
Do you sometimes not deliver the ordered quantity (full amount)?
Reaction of customer?
x
Distrib_transp
Loyalty to <insert
customer>
x
Is the order volume sufficient?
x
x
Do you get a forecast from your customer?
x
x
What is the forecast accuracy (under-/over-forecast)?
How do you react?
x
x
How does the forecasting and ordering process compare to other
customers?
x
Interaction_w_custo
mers
On-time delivery
1
Customer and
supplier portfolio
1
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
StratMgmt
1=
2=
3=
4=
5=
1=
2=
3=
4=
5=
Daily / unstructured
Daily / night before
Biweekly - often changes
Weekly
Weekly bulk orders
verbal only or verbal adjustments overrule written order
verbal only, written documentation after delivery (e.g. GRN)
Written and no verbal adjustment
Written reliable and consistent process
Written and digital, reliable and consistent process
Daily / Twice a week / Weekly / Twice a month
/ Monthly
Written / phone / verbal in meeting /
electronically
1 = Often misses and it is supplier's fault
3 = Sometimes misses
5 = Never misses
Y/N
(+/- 2 if quality is sacrificed for meeting <insert customer>'s demand. +/- 1
if economic delivery is sacrificed for meeting <insert customer>'s demand)
(+1 if order quantity is adjusted due to incorrect forecasting from customer)
1 = I do not have enough orders to stay in business (and the supplier is
not proactive in discussing this with <insert customer> / finding other
customers / other ways to reduce costs / increase profit / increase
revenue)
2 = No, and the low orders from <insert customer> put me at a
disadvantage but I am not about to go out of business
3 = The volume order could be higher but I am not at a disadvantage / no
significant risk to my business (supplier is not overly proactive in getting
Yes / No / OK, but would like more
more business) / Yes the order is sufficient
4 = Yes the order is sufficient but supplier is taking steps to grow with
<insert customer> / other customers. Demand and growth could be slightly
out of sync.
5 =BP yes order is sufficient but I would always like more orders to grow
my business with <insert customer>, increase overall revenues and profits
to reinvest in my business - but I am stable and secure and have other
customers / good cost management
1 = No forecast
2 = Forecast given 2 - 5 days before and is not binding, low accuracy
3 = Weekly forecast with good accuracy
Yes / No
4 = Weekly forecast with high accuracy
5 = Short term, mid and long term forecast. At least short term forecast is
binding
1 = 51%+ inaccuracy
2 = 31 - 50% inaccuracy
3 = 11 - 30% inaccuracy
High / low / N/A
4 = 1 - 10% inaccuracy
5 = Accurate
1 = Has no idea
2 = Has basic idea
3 = Has good idea
4 = Can critically evaluate differences and understands impact on
business. Considering making changes
5 = Is able to compare pricing behaviour and derive appropriate actions
Same / Better / Worse
Customer Acceptance
18
Are your deliveries ever rejected at the point of delivery?
x
x
Supplier Cap Area
Prio 2
x
Supplier Cap Area
Prio 3
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
Supplier Cap Area
Prio 1
Scoring
data
NEW!
Questions
requiring
tailoring
Question
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
1
Scoring Guidelines and Requirements
1 =Deliveries are often returned (50% +)
2 = Deliveries are sometimes returned (30%+)
3 = Deliveries are rarely returned (up to10%) / Do not challenge /
document returns due to <insert customer>
4 = Deliveries are hardly ever returned due to supplier reasons (up to 5%)
and I challenge <insert customer> rejections at the store
5 = Deliveries are never returned due to supplier reasons. If a product is
rejected for another reason, it is properly documented by the supplier and
escalated through a defined route in <insert customer> head office.
Are your deliveries ever returned by your customer (once they have
been displayed for sale)?
x
x
x
Interaction_w_custo
mers
Quality of the customer staff in the stores and the receiving area?
x
x
x
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
1 = No opinion
2 = Has comments on gaps but no further action
3 = Has good ideas on strengths / weaknesses
4 = Has good ideas on strengths / weaknesses as well as some
suggestions to improve
5 = Realistic view of strengths and weaknesses. Takes action to educate
Do your staff support in store shelving / displaying your items?
x
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
1 = No - no effort made to support / considerable risk to quality of the
product / proper merchandising within <insert customer>
2 = No - no effort made to support - some risk to quality and merchandising
3 = No but there is no risk to quality / merchanding
4 = No because there is no requirement, however supplier is proactive in
educating/advising <insert customer> staff
5 = Yes - because there is a need for support within the <insert customer>
store & supplier is proactive in educating / advising
x
What impact do your customer's requirements have on your cost?
x
How does your customer's product acceptance compare to other
customers?
Pricing and payments
x
x
1 = Yes on multiple occasions due to significant malpractice e.g foreign
object / out of date products / chemical use /
2 = Yes on one occasion / very rarely due to significant malpractice
3 = Yes / rarely due to less significant issues / due to <insert customer>
responsibility and I do not challenge/document
4 = Hardly ever / Never due to supplier reasons (and reasons are very
insignificant), sometimes due to <insert customer> responsibility and I
challenge this
5 = Orders are never rejected due to my own responsibility (no disputes
around this) and if a customer complains which is due to an <insert
customer> reason, this is properly investigated and documented by me
1
Interaction_w_custo
mers
Pricing
1
1= Supplier has no idea of impacts
3 = Supplier has some idea but has not implemented adequate pricing
mechanisms
5 = Supplier has critically evaluated the impacts that customer
requirements have on costs and applies adequate pricing to manage
these impacts
1 = No internal cost calculation to validate price that is being imposed by
the customer. No negotiation power
2 = Some validation takes place but very little negotiation power
3 = Costs understood and price agreed to give basic margin
Market - (driven by customer) / Cost + (driven
4 = All costs understood, price agreed and sometimes negotiated to give by input prices) / Competitor Analysis / wet
good margin
market / Other
5 = Selling price proper accounting principles, taking into account all costs
(fixed and variable), plus a sufficient cross profit percentage.
No scoring
x
Interaction_w_custom
Finance
ers
Pricing
Accounting
1
What is your gross profit %?
x
Interaction_w_custom
Finance
ers
Pricing
Accounting
1
Do you feel the price is fair?
x
Interaction_w_custo
mers
Pricing
1
1
Follow up requirements
No issue / have some gaps / major gaps
Quality mindset and
communications
How do you determine your selling price?
<insert customer> pre-filled
information
No / Yes (expired or unsold - at my cost) / Yes
(expired or unsold - at <insert customer>'s
cost) / Yes (consumer complaints)
Product_Quality
x
Answer Information and
Observations
(rejection based on supplier's own actions)
1 = Deliveries are often rejected
2 = Deliveries are sometimes rejected 30%+
3 = Deliveries are rarely rejected ~10% / deliveries rejected due to <insert
customer> receiving staff education gaps / corruption do not challenge /
document
No / Yes (order error) / Yes (quality) / Yes
4 = Deliveries are rarely rejected due to the reasons - I challenge <insert (specifications) / Yes (late)
customer> rejections at the store
5 = Deliveries are never rejected due to the reasons above. If a product is
rejected for another reason, it is properly documented by the supplier and
escalated through a defined route in <insert customer> head office (e.g to
supply chain team).
Management of
incidents and <insert
customer> led
processes
Have you ever received consumer complaints?
Multiple choice options
1 = Negative or 0
2 = Up to 5%
3 = 5 - 10%
4 = 10 - 20%
5 = 20% +
(certainty based on proper accounting = +/- 1)
1 = No
5 = Yes
(+ / - 2 I have / will take action to change it)
1 = There is no defined credit facility - my customer pays when it wants / I
often do not get paid on time
2 =3 weeks or more
3 = 2 - 3 weeks
4 = 7 - 14 days
5 = Immediate payment or <7 days
1 = No never / rarely
2 = Payments regularly late and I do not challenge
3 = There are occasionally late payments and I ask for the reason
4 = There are hardly ever late payments and I always challenge
5 = Payments are never late and I have a defined credit agreement with my
supplier. If there is ever an issue I document it and follow up with the
relevant <insert customer> department.
Yes / No
Same / Better / Worse
Currently negative / 0-5% / 5-10% / 10-15% /
more than 15%
Y/N
What is your credit facility with your customers?
x
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
Do you typically get paid ontime and in full?
x
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
How do you receive payments from customers?
x
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
1
1=
2=
3=
4=
5=
Very inefficient + very costly method of payment
Inefficient or costly method of payment
Average payment method where cost / efficiency could be improved
Good payment method
Efficient / low cost paymnet method
Cash/ check/ Bank transfer/ other if any / spot
buying / letter of credit
How does your customer's pricing and paying behavior compare to
other customers?
x
Interaction_w_custo
mers
Pricing
1
1=
2=
3=
4=
5=
Has no idea
Has vague idea
Has some idea
Has good idea and some suggested actions to improve behaviour
Is able to compare pricing behaviour and derive appropriate actions
Same / Better / Worse
What are the main advantages of selling to your customers?
x
Interaction_w_custo
mers
Customer
Relationship
Management
1
1=
2=
3=
4=
5=
Has no idea
Has vague idea
Has some idea
Has good idea and some suggested actions to improve behaviour
Is able to compare pricing behaviour and derive appropriate actions
If you could change one thing about working with your customer, what
would it be?
x
Interaction_w_custo
mers
Customer
Relationship
Management
1
1=
2=
3=
4=
5=
Has no idea
Has vague idea
Has some idea
Has good idea and some suggested actions to improve behaviour
Is able to critically evaluate and derive appropriate actions
1
1 = No, and processes place a significant risk on safety/hygiene, other
attributes such as cost, meeting demand of <insert customer>,
convenience are placed well before quality
2 = A token effort is made to maintain quality however it could be taken
more seriously - there are still major gaps
3 = Quality practices form part of processes and staff education however
there are gaps which risk overall quality
4 = Quality forms a large part of the supplier's mind set and this is evident
in processes, equipment, training, business goals and results from <insert
customer>
5 = Quality is at the forefront of all business decisions and processes,
special care and dedication is made throughout operations to ensure that
quality is adhered to at all levels and there are no quality issues with this
supplier
7 days / 15 days / Over 15 days / Consignment
/ Pay on delivery/receipt / Advance payment
Yes / No
<insert customer> vs Other Customers
Notes / Issues
6. Product Quality
Product quality & freshness
Does the owner have a strong quality mind-set?
x
x
x
Product_Quality
Quality mindset and
communications
Y/N
19
How is product quality & freshness maintained?
x
Our impression of product quality & freshness
x
Do you use chemicals / preservatives / pesticides / "medicine"/ colours
(to increase freshness / accelerate ripening)?
x
What do you know about their affect on consumer / employee health?
Supplier Cap Area
Prio 1
x
x
Supplier Cap Area
Prio 2
Supplier Cap Area
Prio 3
Product_Quality
x
Product_Quality
Product_Quality
x
Product_Quality
HR
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
NEW!
Questions
requiring
tailoring
Scoring
data
Question
Scoring Guidelines and Requirements
Multiple choice options
I do not use products past their expiry date / I
maintain a FIFO process // I use a preservative
or medicine / I do not do anything
Perishable handling
expertise
1
1 = Has no processes / actions / consideration for product quality and
freshness
5 = Takes appropriate action to maintain
Perishable handling
expertise
1
1 = The majority of the product has significant and visible quality/freshness
issues which pose risks to health and safety
5 = Fresh and high quality
Quality checks and
verification of quality
requirements
1
1=
2=
3=
4=
5=
Yes and they are harmful
Yes but most likely not harmful
No
No and takes some action to ensure food safety in the supply chain
No ensures food safety in the whole supply chain
1
1=
2=
3=
4=
5=
Incorrect information / employees / consumer at significant risk
Little information / some employee / consumer risk
Knows basic information / little risk
Knows all information
Aware of all potential risks and implements mitigation
1
1 = Trial and error - see what <insert customer> accepts, no effort made
3 = Aware of requirements, makes some effort to implement
5 = Knowing, implementing and educating customer requirements across
the business
Perishable handling
expertise
Working conditions
and benefits
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
Y/N
Customer requirements
What are the customers' requirements (specifications)?
x
How often does your product get rejected due to quality?
x
x
Do you ever get penalised by <insert customer> / other customers?
Think it was justified?
x
x
Management of
incidents and <insert
customer> led
processes
Interaction_w_custo
mers
x
x
Product_Quality
Interaction_w_custo
mers
Perishable handling
expertise
Interaction_w_custo
mers
Management of
incidents and <insert
customer> led
processes
Management of
incidents and <insert
customer> led
processes
1
1
Has <insert customer> made recommendations on how to improve /
meet their requirements better?
Legal requirements
Are your products in the scope of BSTI requirements and if so, what are
the implications of that?
(rejection based on lack of quality consideration)
1 = Deliveries are often rejected
2 = Deliveries are sometimes rejected 30%+
3 = Deliveries are rarely rejected ~10% / deliveries rejected due to <insert
customer> receiving staff education gaps / corruption do not challenge /
document
4 = Deliveries are rarely rejected due to the reasons - I challenge <insert
customer> rejections at the store
5 = Deliveries are never rejected If a product is rejected for an <insert
customer> reason, it is properly documented by the supplier and escalated
through a defined route in <insert customer> head office (e.g to supply
chain team).
1 = Yes, more than 2 times
2 = Yes, 1 to 2 times
3 = Yes, once only
4 = Yes, once only but due <insert customer> processs mistake
5 = No
No scoring
x
Which licences do you currently hold?
Product_Quality
Quality checks and
verification of quality
requirements
Leadership
Legal and
organisational
structure
No pesticides/additives / Size / Smell / Taste /
Look / Texture / Temp / Packaging
<1% / 1 - 5% / 5 - 10% / 11%+
No / Yes and Reason: Pricing / Side Selling /
Production or delivery standards / Product
quality / Other
No / Yes and means: Quality Assurance /
Supply Chain Dep. / Audit / Other
1
(if the products are not in scope - supplier should score 3)
1 = They are not in scope (and supplier has provided incorrect information)
2 = They are in scope but I am not aware of the requirement
3 = They are in scope and I am aware of the requirements, but I have
Yes / No
barriers to meeting all of them
4 = I'm aware of requirements and work hard to meet all of them however
they still have some implications to the running of my business
5 = BSTI requirements are at the forefront of my processes and I manage
them effectively in my business
1
1 = Does not have adequate licenses to be in business (namely trade
licence
2 = Has some basic licenses (Trade license, TIN certificate)
3 = Has all basic license (Trade license, TIN certicate, VAT registration,
None / Trade license / Health and safety /
BSTI certificate if in the scope)
Other
4 = Has made extra effort to obtain other licences to demonstrate business
credentials
5 = Has got excellent licences demonstrating best practice across a
number of key areas
fuel prices / food prices / legal uncertainty (e.g.
plant & property) / corruption / political unrest /
law & order / import/export regulations / floods /
earthquakes / / fog / electricity outages / labor /
illness / traffic jams / bankruptcy of others /
mobile court
can be ruled out / very unlikely / unlikely / likely
Notes / Issues
7. Risks & Mitigation
General
What are the major external risk factors potentially impacting your
operations?
StratMgmt
Competitive USP /
SWOT
1
1 = Significant and likely external risk factors which impact several key
areas of the business. No mitigation in place
2 = Some less significant but still likely external risk factors which have
less impact on business operations but still inadequate mitigation in place
3 = Few risk factors which are unlikely and do not cause significant issues
to business operations, still inadequate mitigation in place
4 = Adequate mitigation in place to reduce the impact of major risks
5 = Business takes risks seriously and has strong mitigation in place for
each of these, meaning that they have a very low - no impact on business
operations
How likely are these?
StratMgmt
Competitive USP /
SWOT
1
1=
2=
3=
4=
5=
Competitive USP /
SWOT
1
1 = Significant impact to core processes / risk to business stability (e.g
loss of money, loss of assets, long term risk to operations, bankruptcy)
2 = Impact to core processes preventing short term ability to supply / loss
of money (lower amount than score of 1)
supply / processing/production / distribution /
3 = Impact to ability to suppply <insert customer>, increase in costs
demand / costs
4 = Minimal impact to business, manageable although some small negative
impact e.g processing falls behind by one day, small increase in costs /
reduction in margin
5 = Risks are fully mitigated, there is no impact to my business
Competitive USP /
SWOT
1
1 = No awareness of of mitigation
2 = Some awareness
3 = Awareness but no implementation
4 = Awareness and some implementation (e.g. basic generator, gas back
up)
5 = Awareness and full implementation (e.g. full generator back up)
Finance
Insurance
1
1 = No insurance (where insurance is required)
3 = Has considered insurance as a mitigating action
5 = Has appropriate insurance in place to mitigate against identified risks
Do you have a vision?
StratMgmt
IT
Vision and strategic
goals
Use of IT for nontransactional
processes
1
What are your strategic goals?
StratMgmt
IT
Vision and strategic
goals
Use of IT for nontransactional
processes
1
Do you have a business plan? Covering…
StratMgmt
IT
Business plan
Use of IT for nontransactional
processes
1
What area of your business would be most impacted?
StratMgmt
What would help you to mitigate these risks?
Do you currently have any insurance (personal / business)?
StratMgmt
Common / regular
Sometimes happen
Unlikely
Very unlikely
Never happen / extremely rare
No / Health / Retirement / Car / Other
Notes / Issues
8. Strategic
Management
Long-term planning
1 = Supplier has no visions for the business, is not aware of what a vision
is nor is motivated to create one
2 = Supplier has a very basic vision for the business but is not driving this
in his operations
3 = Supplier has a vision
4 = Supplier has an ambitious vision
5 = Supplier has a documented and structured vision. It is ambitiousbut
realistic and the vision is apparent in day to day actions.
(+/-1 for documentation)
1 = Does not have any goals
2 = Can name some basic goals
3 = Can name goals which are reasonably clear and realistic
4 = Clear, realistic and ambitious strategic goals
5 = Clear, realistic and ambitious strategic goals which are well
documented
1 = No, doesn't think he needs it
2 = No, but would like to have one
3 = Yes, with major gaps/ room for interpretation
4 = Yes, with minor gaps/ room for interpretation
5 = Documented annual business plan covering all relevant areas
Documented & good / Good / Not documented,
but good / Not good / Don't have a vision
Organic growth / Product Improvements /
Innovation / More Customers / Location /
Diversification
No / Operations / Marketing / Finance /
Procurement / Legal / ISO 9001 / HR/Talent
Mgmt. / Succession planning
20
Supplier Cap Area
Prio 1
Supplier Cap Area
Prio 2
Supplier Cap Area
Prio 3
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
NEW!
Questions
requiring
tailoring
Scoring
data
Question
What do you consider major strengths / weaknesses / opportunities /
threats to be (and your USP)?
StratMgmt
Competitive USP /
SWOT
1
Our perceived SWOT assessment
StratMgmt
Competitive USP /
SWOT
1
Scoring Guidelines and Requirements
Multiple choice options
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
1 = No self awareness of SWOT
2 = Can list some basic strengths / weaknesses
3 = Is able to provide details across all SWOT areas
4 = Is able to provide details across all SWOT areas which are backed up
by actions within the business
5 = Significant thought has been put into SWOT analysis, including
competitor comparison. For weaknesses, mitigating actions are put in
place. Opportunities are being pursued and are ambitious and creative.
Threats are based on thorough research
1 = Weak SWOT
3 = Average SWOT
5 = Strong SWOT
Leadership and Governance
What is the governance / decision making structure?
Leadership
Do you have any deputies / other people to manage the business
operationally / strategically?
Leadership
Interaction_w_custo
mers
Legal and
organisational
structure
1
Customer
Succession planning Relationship
Management
1
1 = There is no clear decision making structure which causes issues in the
efficient/effective running of the business
2 = One person show - there is a single owner with no management
support
3 = There are at least two key decision makers
4 = There is a solid leadership structure in place
5 = There is a very good leadership structure in place with good corporate
governance
1 = There are no other people who can take over the business
2 = There is a family member but this person is not currently suitable
3 = There is a suitable family member / basic management team
4 = There is a good management team / succession plan
5 = There is a strong management team / documented succession plan
and dedicated <insert customer> management team
Not formalised / One person show / At least
two decision makers / Multiple decision makers
Other family members / Management team /
No one
Marketing
What type of marketing do you currently conduct?
x
Interaction_w_custom
ers
1
1 = No marketing is conducted, there is no understanding/motivation on
the importance of this
2 = Very little marketing is conducted however the supplier understands
that this is something important
3 = Some basic marketing is conducted / <insert customer> promotions
are conducted and the supplier is put at a disadvantage
4 = Marketing is conducted and there is a plan to increase this / maintain.
Where <insert customer> promotions are conducted, this makes business
sense to the supplier
5 = Extensive marketing is conducted and effective (balanced with the
supplier's overall business costs), Where <insert customer> promotions
are conducted, this makes business sense to the supplier
Location
1
combine with the risk section / location / proximity
1 = supplier is located in an area which puts him at a significant
disadvantage due to infrastructure. No mitigating actions are in place to
reduce the impact of poor infrastructure
2 = Supplier's location / processes do not mitigate against issues with
infrastructure
3 = Infrastructure is an issue to the supplier however some action has
Good / gaps / major gaps
been taken to reduce the impacts
4 = The supplier has taken several measures to reduce the impact of
infrastructure / has planned these for the near future
5 = Infrastructure is not a problem to the supplier because they have put in
place considerable mitigating actions in their processes / assets/
appropriate location to mitigate this
Strategic
collaboration
1
3 = No
5 = Yes
Y/N
1
1 = No and supplier is against of taking support from other organization
2 = No as of now but sees substantial barrier to receive support
3 = Supplier is willing to get support from other organizations and/ or
received already some support
4 = Supplier is willing and working to receive support from other
organizations
5 = The supplier has developed strategies/ goals to work with other
organizations
No / NGO / Midas / Easy Finance
Branding, Marketing
and Promotions
Public relationships / promotions /
advertisements in what channels? / sampling/
Discount/ Telemarketing/ Newspaper/ leaflet/
Direct marketing / Market assessment /
Consumer analysis
Location
How do you rate public infrastructure in your environment (e.g. road,
electricity, telecom)?
StratMgmt
Collaboration
Do you have any strategic collaborations (that go beyond operational
buy-sell relationships)?
StratMgmt
Do you get support from any other organizations?
StratMgmt
Strategic
collaboration
Notes / Issues
9. People (HR)
Socio-Demographics
What is your gender?
What is your age?
Highest level of education?
Leadership
Integrity and acumen
1
Do you have any vocational qualifications?
Leadership
Integrity and acumen
1
What kind of information / training would be most useful for you?
Interaction_w_custo
mers
x
Do you have any other source of income? Significant?
Leadership
How do you spend/use your income (from the company)?
Finance
Leadership
Loyalty to <insert
customer>
Integrity and acumen
1
Integrity and acumen
Financial planning,
finance and
investment
Leadership
1
Integrity and acumen
1
No scoring
No scoring
1 = Below Grade 5
2 = Grade 5 to SSC
3 = HSC / Diploma
4 = Graduate
5 = Post Graduate
1 = No relevant qualifications
5 = All relevant qualiificants
(+ / - 2 for length of industry experience)
Relevant = cap. Sections
Training in this sense means any consulting/1:1 coaching/classroom
sessions/offline coaching
1 = The supplier seems to be against training / education, does not feel
that they need any
2 = The supplier is indifferent to education / training, has had bad
experiences with <insert customer> in the past
3 = The supplier is open to training but is not clear on which areas / they
do not align with supplier's needs
4 = The supplier has some ideas on training that they would like- there is
some lack of structure / alignment with actual supplier needs
5 = The supplier is self aware and open / seeks training / development
opportunities. The requirements align with the suppliers development areas
(as identified on this assessment)
1 = Sole income and this poses a risk to the business
3 = Some other income
5 = Significant other income
(-2 where other source of income detracts from core perishable supply
focus)
(combine with financial management structure q / separate together
income)
1 = No structure / planning around expenditure. Spending is mainly
personal, business not invested in, not enough profit to reinvest
2 = Some knowledge / awareness of income but not invested in the right
way
3 = Income is reinvested in the business but needs more structure / is not
separated from personal income
4 = Income is reinvested in the business and is separated from personal
income
5 = Income is documented properly and clearly invested in the business in
a structured way. The supplier has separate bank accounts from personal
accounts.
Male / Female
Below Grade 5 / Grade 5 / Under SSC / HSC /
Diploma / Graduate / Post graduate / Other
No qualification / Health & safety / Perishable
handling / Management & business / Other
Don't need any / Operations / Marketing /
Finance / Procurement / Legal / ISO 9001 /
HR/Talent Mgmt. / Succession planning /
Weather/Seasonality
The business - it is reinvested / Family
dependents / Employees / Low income farmers
/ Other
Employment statistics
How many people do you currently employ (directly) and what are their
roles?
How many people do you currently employ as temporary labour and
what are their roles?
Employee records
HR
HR
HR
Talent and
performance
management
1
Talent and
performance
management
1
Documentation
1
1 = <5
2 = 5 - 10
3 = 11 - 30
4 = >30
5 = >50
(+2 where there is a good team, hierarchy and org structure allowing for
people development)
1 = 40% temp labour
2 = 30% temp labour
3 = 20% temp labour
4 = 10% temp labour
5 = No temp labour
(-1 if temp labour exists in fast food / bakery industry)
1=
2=
3=
4=
5=
No records are kept
Minimal employee records are kept
Basic employee records: attendance list, names, ages, ID, payment
Employee personnel file, payment records, ID, CV
Employee has fully documented records including a contract
Payment records / Full personnel File /
Contract / Identification / No records kept / CV
Women employment
21
Supplier Cap Area
Prio 1
Supplier Cap Area
Prio 2
What % of your employees are women?
Supplier Cap Area
Prio 3
HR
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
NEW!
Questions
requiring
tailoring
Scoring
data
Question
Opportunities for
women
1
What roles do the women in your organisation do?
HR
Opportunities for
women
1
How are women treated differently to men?
HR
Opportunities for
women
1
Scoring Guidelines and Requirements
1 = 0%
2 = 10%
3 = 20%
4 = 30%
5 = Over 30%
(+1 for bazaars where it is deemed unsafe/inappropriate for women to
work)
1 = No women are employed
2 = Women are employed but treated very differently to men
3 = Mostly the same treatment as men, but some different roles given to
women than men
4 = Same treatment as men
5 = Women are given specific leadership opportunities / development
1 = No women are employed
2 = Women are employed but treated very differently to men
3 = Mostly the same treatment as men, but some different roles given to
women than men
4 = Same treatment as men
5 = Women are given specific leadership opportunities / development
Multiple choice options
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
0% / <1% / 1 - 5% / 6 - 10% / 11 - 20% / Over
20%
Same as men / Cleaner / Cook / Driver / Other
/ NA
N/A / Different roles / Specific facilities /
Different hours / Different pay / Talent Mgmt. /
Other
Working conditions
Do your employees have a contract?
HR
Documentation
1
1 = No agreement
3 = Yes but very basic information
5 = Documented contract signed by both parties emphasising equal rights
and protecting both parties
(-1 if discrepancy in contract question for individual employee interview)
What is the average shift length?
HR
Working conditions
and benefits
1
1 = Significant under or over employment (less than 4 or more than 12
hours per day)
2 = Some under or over employment (less than 6 hours or more than 10)
3 = 8 hours / No more than 5 hours for under 18
4 = Legal and compliant working hours for all employees
5 = Legal and compliant working hours for all employees. Paid overtime is
an option based on mutual agreement
What is the average salary of your employees (and the min and max)
HR
Salary and labour law
compliance
1
How frequently are your employees paid?
HR
Salary and labour law
compliance
1
Do your employees get salary increases? Based on what?
HR
Talent and
performance
management
1
How often are salaries reviewed?
HR
Talent and
performance
management
1
How long do you usually employ people for / how long do people stay
with you on average?
Working conditions
and benefits
HR
How do you discipline your employees?
HR
How do you terminate employees?
HR
What age is your youngest employee?
What benefits do your employees get?
HR
Working conditions
and benefits
1
1 = High turnover of permanent employees
2 = Regular turnover of permanent employees (less than 6 months)
3 = Employees stay with the SME for up to 1 year (average for all
employees)
4 = Employees stay with the SME for 1 - 2 years (average for all
employees)
5 = Employees stay with the SME for over 2 years and are clearly loyal to
the SME. Reasons for staying with the employer relate to employment
opportunities, adequate welfare and salary
(-1 if discrepancy in employment length question from individual interview)
1
1 = Employees are disciplined through violence / threats / intimidation /
loss of pay / food terminated immediately without warning / notice
2 = Employees are disciplined on the spot by shouting / reduction of hours
3 = Employees are disciplined immediately through discussion /
explanation and some actions put in place to resolve the issue.
4 = Employees are given verbal warnings /
5 = Employees are given a documented warning after proper investigation
and opportunity for discussion, employees are coached / motivated to
change, role rotation / other methods.
Working conditions
and benefits
1
Salary and labour law
compliance
1
Working conditions
and benefits
HR
1 = Significantly under paid, not enough to make a living
2 = Not adhering to minimum wage laws
3 = Minimum wage
4 = On par with competiton / reasonable total income
5 = Better than competiton / good total income
(- 1 for large discrepancies with individual interviews)
(+ 1 if able to save in individual employee interview)
(-1 if employees are very well educated / highly skilled and do not get
appropriate pay)
1 = No structure
2 = Daily
3 = Fortnightly
5 = Monthly
(+/- 1 for reliability)
1 = Employees are paid based on personal preference / bribery / there are
no salary increases
2 = Salaries are increased very infrequently. There is no structure /
consistency for salary increases
3 = Salaries are sometimes increased (ad hoc), this is based on time with
the SME / little structure
4 = Salaries are increased based on role / responsibility / productivity /
time with SME. Yearly
5 = Salaries are increased based on a combination of factors. This is
structured and regular. Employees get feedback and review of their
performance (approximately 6 months - 1 year)
1 = Never
2 = Rarely - no structure
3 = Sometimes - 2 yearly
4 = Regularly - 1 yearly
5 = Fully structured, transparent and regular 6 month to 1 year
1
Yes / No
Daily / Weekly / Biweekly / Monthly / Less
frequent than monthly / No regular payment
system
No / Experience / Role/Responsibility /
Productivity / Personal favour / Family member
/ They do not get increases
N/A / Never / Every 6 months / Every year /
Over 1 year / Other
less than year/ 2-3 years/ 3-4 years/ more than
4 years
1 = No notice period. Using illegal methods
2 = No notice period. Verbal dismissal
3 = Employees are terminated after a notice period however this is not
structured or consistent
Notice pay/ Dismissal/ Terminate/Do not
4 = Employees are given a notice for likely termination and given a chance
dismiss/Other
to change. The notice period is paid
5 = If an employee has cause to be terminated, this is consistent
throughout all employees, documented and follows Bangladesh labour law.
The notice period is paid
1 = 50% or more are not compliant with bangladesh labour law
2 = 25%
3 = 10% of the staff are compliant with labour laws
Under 16/ 17-30/ 31-50/ 50+
4 = All are compliant
5 = All are compliant and supplier is proactively championing child labour
laws
1 = Several basic needs are significantly unmet
2= Some basic needs are not met
3 = Employees basic needs are met, plus some basic benefits to improve
employee welfare
4 = Employees have extensive benefits (support for healthcare included)
5 = Time and money is invested in employee welfare and development.
There are structured training / leadership development programmes / living
accomodation is a high standard / breaks and holiday are seen as an
employee right, support for health care
Breaks / Paid holiday / living accomodation /
On the job training / Off the job training /
certifications / <insert customer> training /
leisure activities / paid sickness / healthcare
support
Health & safety
1 = Employees are often ill and the supplier does not take action to
support employee / protect against health and safety within organisation
2 = Employees are often ill and the supplier takes action to support
employee / protect against health / safety
3 = Employees are rarely ill and supplier takes action
4 = Employees are never ill / specific action is taken to ensure employee
health within organisation
5 = The SME ensures that employees are supported when ill and illness
occurs very infrequently. The SME provides a healthcare package to the
employee.
Y/N
Do specific diseases occur frequently? How is this reported?
Employee Interview
(to be conducted with 1+ employee in the business)
Gender
Age
Marital status
Monthly salary?
Do you have a contract?
No scoring
Y/N
No scoring
No scoring
No scoring
No scoring
(-1 if discrepancy in contract question)
Male / Female
How long have you worked here?
(-1 if discrepancy in employment length question)
Are employees often ill?
HR
Working conditions
and benefits
1
Married / single / divorced
Y/N
Less than 6 months / 6 - 1 year / 1 - 2 years /
Over 3 years
22
Supplier Cap Area
Prio 1
Supplier Cap Area
Prio 2
Supplier Cap Area
Prio 3
Supplier
Supplier
Competency Area
Competency Area A
B
Final
score
NEW!
Questions
requiring
tailoring
Scoring
data
Question
Do you have any other source of income? Significant?
Are you able to save money?
Scoring Guidelines and Requirements
Multiple choice options
No scoring
+ 1 if yes in salary question
Y/N
Y/N
Y/N
Do you have any dependents and if so, do you provide them money?
+ 1 if yes in salary question
Highest level of education
(-1 on minimum wage question if significantly highly educated / skilled)
Under grade 5/Grade 5/under
SSC/HSC/diploma/Graduate/Post graduate
Do you have any vocational qualifications?
(-1 on minimum wage question if significantly highly educated / skilled)
Y/N
Are you interested in developing your qualifications / getting training?
Answer Information and
Observations
<insert customer> pre-filled
information
Follow up requirements
No scoring
Overall impression of employee welfare
Working conditions
and benefits
HR
1
1 = Very poor
3 = Reasonable / acceptable
5 = Very good welfare
Notes / Issues
10. Financial Mgmt.
Financial Mgmt.
1 = No concept / records of finances are kept
2 = Daily records are kept for revenues - notebook
3 = Monthly revenues / costs are kept in notebook form but these are not
Not at all / notebook / keep bank statements /
reconciled
only calculate revenues / only calculate costs /
4 = Profits / losses are calculated
calculate margin (i.e. revenue & costs)
5 = P&L is calculated along with a strong concept of assets & depreciation.
Financials are managed by qualified/dedicated individuals using
appropriate software and backed up
No scoring
1 = Sole propriotorship
3 = Partnership / multiple shareholders
5 = Limited company
Finance
IT
Accounting
Use of IT for
transactional
processes
1
Who owns this company (equity)?
Leadership
Finance
Legal and
organisational
structure
Current financial
strength
1
Do you clearly separate between private and business money?
If so, salary / pay-out scheme for the owners?
Finance
Accounting
1
1 = There is no separation. Business money is used for private purchases
2 = No separation but business money not used for private purchases
3 = Some separation
4 = Good separation
5 = Clear accounting and different bank accounts / planning for diffeent
sources of finance. Salary pay out scheme in place
Finance
Current financial
strength
1
1 = Supplier does not have any assets
2 = Supplier has unsufficient assets which pose a risk to the security of his
business
3 = Supplier has sufficient basic assets to ensure security of his business
4 = Supplier has good ownership of assets
5 = Supplier has very strong assets and asset utilisation
Land (rented) / Land (owned) / Property
(rented) / Property (owned) / Machinery
(rented) / Machinery (owned) / Office
equipment (rented) / Office equipment (owned)
/ Transport (rented) / Transport (owned)
Finance
Current financial
strength
1
1 = Yes major
3= Yes minor
5 = No
Y/N
1 = Supplier relies heavily on credit and is not managing this well. Costs
are high and significantly impacting margins. The business is at risk
2 = Supplier relies heavily on credit and is not managing this well
3 = Supplier has some debts / credit but these are being managed
4 = Supplier does not have any credit / debt
5 = Supplier does not have any credit / debt but has systems in place for
securing this if needed / understands options available
conditions - interest / lt / st / who with /
Y / N / N/A
How do you calculate your financials?
What are your profits / losses?
Assets
What are your long-term assets? Estimated total value?
Financing
Do you have any debts/credit? With who?
In your opinion is your debt manageable?
Finance
Current financial
strength
1
Do you need more liquidity / credit? For what?
Finance
Financial planning,
finance and
investment
1
Finance
Financial planning,
finance and
investment
1
IT
Ownership of IT tools
1
Use of IT for
transactional
processes
1
What sources of finance do you currently have?
Possibilities for the future? Lacking information?
x
x
1 = Yes - significant risk to business
2 = Yes - poor options considered
3 = Yes - some options available
4 = Yes - supplier has proper savings
5 = No
(-1 if needing more finance is due to improper planning)
1 = Not open to finances although in need
2 = Sees some poor options e.g high interest, poor term loans
3 = Family / bank loans
4 = Understands most options available
5 = Combination of finance options are put into practice - making business
sense e.g healthy company profit, acceptable bank loans with competitve
interest rates, SME finance companies / NGOs.
Y/N
Company profit / Loan (Bank / <insert
customer> guaranteed / Govt.) / NGO / Family
/ Relatives
Notes / Issues
11. Backoffice and Supporting
Processes
IT
Do you use a computer?
Do you use email & internet?
IT
1 = Supplier does not use a computer, has no understand of what a
computer / is / does
2 = Supplier understands benefits of computer but does not have one
3 = Supplier has had computer in the past / has computer but it is not used
Yes / No
/ is aware of the benefits of having one / is open to getting on
4 = Supplier has a computer and uses this for basic tasks
5 = Supplier uses a computer to improve efficiency of his business / back
up of documentation / email and internet etc
1 = Supplier does not use a computer, has no understand of what a
computer / is / does
2 = Supplier understands benefits of computer but does not have one
3 = Supplier has had computer in the past / has computer but it is not used
Yes / No
/ is aware of the benefits of having one / is open to getting on
4 = Supplier has a computer and uses this for basic tasks
5 = Supplier uses a computer to improve efficiency of his business / back
up of documentation / email and internet etc
Process Documentation
Do you have any process documentation? For what areas?
Leadership
Do you check adherence to processes / compliance?
Leadership
Are you ISO9001 certified?
Do you have BSTI standards documented (if applicable)?
IT
Leadership
IT
Leadership
Use of IT for nonIntegrity and acumen transactional
processes
1
Integrity and acumen
1
Legal and
organisational
structure
Use of IT for nontransactional
processes
1
Integrity and acumen
1
1 = No processes documented and no understanding of the reasons for
this / negative concept of documenting processes
2 = Processes are not documented
3 = Some processes are documented but this is not consistent / process
adherance is not checked
4 = Most processes are documented and compliance is sometimes
checked
5 = All processes are documented and adherance is checked in a regular
and structured way
1 = No processes checked
3 = Some processes checked - unstructured
5 = All processes checked on a structured QMS schedule in line with
<insert customer> requirements
3 = No
4 = Supplier is ISO9001 conformed
5 = Yes
1 = No
3 = Not applicable
5 = Yes
Y/N
Y/N
Yes / No / I've heard of it
Yes / No / Not applicable
23