The day-to-day performance evaluation of suppliers has been taking on more importance in supply management, not only because within the management systems there is an urgent need to close the cycle by measuring it, but because it becomes an input. where suppliers who have had previous commercial relationships with the company have information that allows them to make decisions regarding future invitations .

Within the policies of many organizations, in addition to the performance evaluation of the execution of each of the contracts, it has been determined to carry out evaluations of strategic suppliers used during a period of time, which is normally one year. In this evaluation, the idea is to carry out a 360 analysis in which different areas of the organization can measure the supplier according to its specialty, in order to obtain a more objective result of its performance.

However, an aspect that is highly relevant is allowing the supplier to be part of the 360 ​​evaluation where, in addition to measuring its performance and points of improvement, it gives us information about relevant topics regarding the administration/supervision of its own contracts. of the organization and that have interfered positively or negatively in the execution of their contracts. The above is because the execution has two main actors, the supplier and our administrator/supervisor who, through his technical and administrative monitoring, is a direct part of the execution and is definitive in the work of the supplier since in addition to the contract and its specifications, He is the one in charge of communicating, monitoring, giving guidelines, approving aspects of execution and measuring them, having a direct impact on the results of the contract.

In this way, the evaluation of supplier performance becomes a powerful source of information where we not only know if a supplier does a good job, but it also gives us the opportunity to provide feedback with an external view of how the organization works. We execute our contracts, allowing us to make decisions for continuous improvement at this stage of the supply process.