In brief
A supplier’s products can sell well while its fulfilment creates hidden work. Performance reviews should separate customer demand from the supplier’s operational contribution.
A supplier’s products can sell well while its fulfilment creates hidden work. Performance reviews should separate customer demand from the supplier’s operational contribution.
A supplier’s products can sell well while its fulfilment creates hidden work. Performance reviews should separate customer demand from the supplier’s operational contribution.
Choose measures that support decisions about quality, continuity, and cost. Define each numerator, denominator, and reporting period so the same event is counted consistently. Separate missing data from a good result and show the effect of small sample sizes. Use the underlying events to investigate a change rather than assuming that a higher or lower score explains its cause.
A review should end with a small number of actions, each linked to a recurring issue and an owner. Recheck whether the action changed the outcome in the next period. Keep commercial discussions connected to this evidence instead of relying on general impressions.
Consider this hypothetical example.
A product range sells strongly, but the supplier regularly changes descriptions and variants without notice. Separate sales performance from operational reliability. Track information errors, returns, and the work needed to correct listings. Discuss the change-notification process rather than treating demand as evidence that the supply relationship is working well. A popular product can remain worth buying while still requiring a better information and replenishment arrangement.
Use the results to adjust assortment and ordering decisions without confusing popularity with supply reliability.