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Expediting means undertaking any necessary actions to ensure that the Client receives the material ordered in the correct quantity and in accordance with the delivery (or earlier if possible) purpose of expediting is to check and report the progress found in the manufacturing location. The Expediter shall also verify if sub orders have been placed in compliance with planned schedule, in order to assess the impact on the final delivery due to possible delay on sub orders.
Expediting means undertaking any necessary actions to ensure that the Client receives the material ordered in the correct quantity and in accordance with the delivery (or earlier if possible) purpose of expediting is to check and report the progress found in the manufacturing location. The Expediter shall also verify if sub orders have been placed in compliance with planned schedule, in order to assess the impact on the final delivery due to possible delay on sub orders.
Expediting means undertaking any necessary actions to ensure that the Client receives the material ordered in the correct quantity and in accordance with the delivery (or earlier if possible) purpose of expediting is to check and report the progress found in the manufacturing location. The Expediter shall also verify if sub orders have been placed in compliance with planned schedule, in order to assess the impact on the final delivery due to possible delay on sub orders.
Expediting means undertaking any necessary actions to ensure that the Client receives the material ordered in the correct quantity and in accordance with the delivery (or earlier if possible) and other contractual terms specified by the Clients order.
The purpose of expediting is to check and report the progress found in the manufacturing location, including review of manufacturing schedules in order to verify that all activities required to ensure timely and correct completion of the order are being undertaken.
The Expediter shall also verify if sub orders have been placed in compliance with planned schedule, in order to assess the impact on the final delivery due to possible delay on sub orders.
If any problems are encountered or foreseen, it is the duty of the Expediter to attempt actively to resolve these with the manufacturer and report the actions taken, as well as the results of those actions.
In organizing Expediting efforts, a distinction is clear between:
Progress evaluation:
The comparison between the achieved progress versus the planned schedule.
Expediting:
The action taken to maintain or improve the agreed delivery date.
1.1 Forms of Expediting
There are two forms of Expediting: Desk and Field Expediting.
1.1.1 Desk Expediting
Desk Expediting is essentially carried out off site by telephone and e-mail contact with the vendor. This form of expediting can prove to be effective by the very fact that a vendor receives regular telephone/e-mail requests for information and the progress made on a particular order. This demonstrates to the vendor that the Client will take action to ensure that his required delivery shall be met. From the information obtained from the vendor, the Desk Expediter can record progress made against the agreed program and assess whether any unacceptable delays are arising.
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Desk Expediting can also serve to actively chase drawings, documentation and other information required from the Client which, if not delivered in a timely manner, can result in a delay in production at the vendors works. Associated with this may be approval of vendors drawings, design or specification changes, and any request for design concession which may have been made by the vendor etc.
The obvious major weakness of this form of Expediting is that the Desk Expediter must rely on the integrity of information given and the vendors representative may either deliberately or unwittingly impart misleading information. However, an experienced Desk Expediter can, by asking the right questions over a number of telephone calls and/or e- mails often assess whether the information being given is accurate or misleading.
Desk Expediting may also be utilized as in intermediate follow up during scheduled visits to ensure progress and agreed milestones continue.
Desk Expediting activity may also be performed by the assigned MI Office Coordinator if trained as Desk Expediter.
1.1.2 Field Expediting
Field Expediting may be initiated at the start of a Project, periodically as specified by the Client, or maybe called for as a result of an unacceptable situation developing. Field Expediting is undertaken by visits to the manufacturing plant where, not only any detailed face-to-face discussions with the vendor are possible, but the Expediter can make his/her own visual assessment of the current state of progress, the capacity of the plant and the ability of the personnel involved in production.
During the course of the Expediting visit the following general activities will have to be checked:
Order availability and confirmation Availability of Specifications and current revisions Engineering Workshop Documents Procurement of necessary Material Sub-vendor / Sub-order Status Availability of Materials Production Planning / Execution Inspection Requirements Dispatch / Shipping Arrangements
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1.2 General Scope
1.2.1 Structure of the Intertek Expediting Activities
The Expediting Activities is managed by assigned MI Project Coordinators supported by the local General Manager and as applicable, appointed Expediting Clerks.
A network of approved Technical Specialists is available as Expediters when required to conduct Field Expediting, at locations covering most areas of the world.
The objective is to coordinate the activities of field based Expediters, controlling and supporting their efforts as and when required.
The Expediters responsibility is to facilitate the delivery of materials to site in accordance with the contractual delivery date, and to ensure that all documentation is submitted in line with purchase order and other procurement requirements.
1.2.2 Method to determine the various Expediting Levels
The principle will be that a Client determines various levels/categories for the material/equipment being subject for delivery, which are then used to determine the extent of expediting required.
Such a System will normally entail 5 levels where: Level 1: Off-the-shelf items, no expediting required.
Level 2: Less critical items, progress reporting only by Supplier or Inspector (if we are engaged for inspection services).
Level 3; Important items, could impact project completion, Desk Expediting and some field Expediting visits to verify frequency to be agreed.
Level 4: Critical items which could impact completion, regular shop expediting visits by dedicated Expediters required at pre-agreed times.
Level 5: Highly critical, long lead items, vital to project completion which requires Full Time Resident Expediters at Suppliers.
These levels will usually be developed in conjunction with the Client and will entail calculating the potential risk to the overall project schedule if items were not delivered on schedule and include a weighting factor based upon the anticipated experience/history with the selected Supplier.
1.2.3 Overview of the Expediting activities
The Expediters work in close communication with the MI Project Coordinators. Normally one Expediter is assigned to each order, but there may be cases on multiple orders that more than one Expediter are appointed. Page 4 of 18 SOP-1218 Rev. 5
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The Coordinator together with the appointed Expediter(s) are responsible for the defined delivery through the execution of the following tasks:
Receiving and reviewing copies of new orders Making initial contact with suppliers Generating assignment instructions Updating computer data in accordance with field reports Communicating with suppliers during the period between Field Expediting visits Escalating action as dictated by slippage and/or site requirements Attending project/supplier meetings issuing reports on material progress Ensuring expediting guidelines are followed Assist in resolution of technical questions Authorizing/organizing subcontract expediting Controlling expediting actions and costs Monitoring of Expediters assignment loading Maintaining contract agreements Compiling information on supplier performance Interviewing/approving new Expediters Quality auditing of expediting activities Resolution of policy or contractual queries Ensuring orders are "closed-out" when complete
2.0 Expediting Procedure
Client will provide Intertek with an Expediting Assignment where documents such as a copy of un- priced Purchase Order(s) issued to vendor(s), relevant material requisitions as well as any other relevant documents necessary to perform the required service will be attached. If applicable at this stage, the client will also indicate of there are any additional services required from Intertek.
Upon receipt of the Assignment the Project Coordinator will forward all relevant documents to the appointed Expediter.
A review will be done on the criticality of the expediting assignment in view of the order delivery dates, and if no level of expediting has been advised by the client, the MI Expeditor and Co- ordinator shall inform the client of our recommended expediting frequency.
Intertek will make first contact with the vendor within one week from date of receipt of the Expediting Assignment.
2.1. Order Availability and Confirmation
At the first Expediting visit, the Expediter must verify that the vendor is in possession of the Clients Purchase Order. The Expediter must also verify that the order confirmation has been sent to the Client, with the order confirmation the vendor confirms in writing the acceptance of the Terms and Conditions of the order with or without exceptions (refer above).
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The following points of the Order Confirmation must be checked and reported:
Submittal Date of Order Confirmation to Client Confirmed Delivery Date Delivery / Transportation terms
If the vendor does not confirm the order the Expediter has to discuss and report following points:
Why the Order Confirmation is delayed When will Order Confirmation be sent Which delivery date can be confirmed by the vendor
The Expediter must also compare the Clients Purchase Order with the copy issued with the assignment; any deviations / exceptions must be discussed and reported to the Client by both the Expediter and the Vendor. The Expediter must clearly state how and when the deviations / exceptions will be reported to the Client.
2.2 Availability of Specification
The Client will provide the vendor with all the necessary Specifications, unless otherwise agreed for the order, and if possible a full second copy of all documentation to the Expeditor.
The Expediter must check and report whether the vendor has received them all.
If any specifications are not available then the vendor must officially request these to be provided. The Expediter shall report details of any discrepancies. This procedure may also apply to standards and codes used by vendors in the fabrication of equipment e.g. ASME, BS, API etc.
The Expediter should make it clear to the vendor that he must immediately inform the Client of any exceptions to the specifications.
The Expediter must check and discuss the Engineering Status with the vendor, timely completion of engineering activities is crucial to achieving the final delivery date.
When the Client requests that the vendor submit Drawings and Data Sheets to them the Expediter must check exactly what is required and report to the Client what documents will be sent on which dates. Any details against required submittal dates are to be discussed, improved and all points reported.
The Expediter should review the following points during each visit:
Check Submittal to Client Check return date required by Vendor Check actual return date from Client Check whether re-submittal required or if final approved. Provide comment highlighting any possible cause of delay on final delivery (i.e. engineering staff overloaded, difficulty on transmittal of documents, client not responded within given time limits etc.)
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Any documents sent to Client for information only, should be marked and reported as such.
2.3 Workshop Documents
Manufacturers use Workshop Drawings, Parts List, QC dossier, Work operation cards, etc. termed workshop documents. The Expediter has to verify that applicable workshop documents are prepared prior to start of production and that they are in fully compliant with documents approved by the Client and the latest revision of approved main drawings and engineering documents.
The Expeditor shall not check the Technical Content and/or transfer of information between client drawings and workshop documentation however must ensure vendor has all client approved documentation available.
2.4 Procurement of necessary Material
In order to avoid impact on final delivery due to delay of issuing sub orders, the Expediter has to verify if the sub orders have been placed in compliance with the planned schedule and client specifications.
Details of all materials status must be included in the report. With regard to sub-ordered materials the Expediter should especially check the following points:
Obtain details of sub-supplier Name and location When was sub-order placed and required delivery date Does required delivery date coincide with Production Planning Has sub-order been confirmed and if so for what date Verify if there is delay on supplying of materials not coming from own stock
Based on the findings from the material status/sub order review, the Expediter must discuss any delays and initiate the necessary action to be taken by the main vendor. Agreed actions and/or otherwise conclusions shall be reported.
The status of sub-orders shall be checked during each visit until delivery of all equipment/materials. Steps to recover lost time due to delays will be part of this activity.
The Expediter must in each report clearly define which materials are available and whether the material available matches the client requirements.
When material is missing for a specifically planned production step, the Expediter must investigate and initiate with the vendor any necessary actions to obtain the material. If no actions can be achieved, then this must be reported. In general, all details and findings must be included in the Expediters report.
Expediter shall also verify how the vendor expedites his sub-suppliers to ensure no delays in sub order deliveries.
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2.5 Engineering
When client requests the submission of drawings and data sheets from Vendor, the Expediter must verify exactly what is required and report exactly which documents will be sent and on which dates; this is to be reported in the Vendors Monthly Production Status Reports or the client supplied template if applicable.
This information is normally contained in the SDI (Suppliers Drawings Index) and the Expediter must expedite the submission of this Document. Once the client has accepted the SDI then the Expediter will use this in all future contacts with the supplier to expedite submissions / resubmissions.
The Expediter must check that the SDI contains all the required data and initial submission dates and that resubmission dates are all in accordance with PO requirements. Any delays against required submittal dates are to be discussed, improved and all points/actions must be reported to the client. Including advising the client about overdue returns from the client to the vendor.
2.6 Production Planning Process / Execution Process
Generally all vendors utilize their own production schedule format. If the supplier does not have his own format then the Expediter should ask the Vendor to draw up a production schedule.
The production schedule shall as a minimum contain the following details:
1. Order processing 2. Engineering / Preparation of Documentation 3. Procurement of materials 4. Receipt / Incoming material check 5. Individual Production Activities (Machining, Welding, H.T., Assembly, Painting, Etc.) 6. Inspection and Testing (Internal, Intermediate and Final) 7. Preparation for Dispatch
During each visit the Expediter has to physically verify progress against the production schedule. Visits should be scheduled to coincide with milestones activities, to ensure the completion is in line with the production plan.
If there are any changes (improvements / delays), these must be noted on the production schedule and a copy of the revised schedule should be attached to the report. If the changes are delays the expediter must immediately investigate cause and discuss possible solutions with the responsible personnel.
Possible solutions can include overtime work, sub-contracting of specific operations, etc. Full details of these activities must be included in the report.
Expediter to also report if expediting visits have to be rescheduled subject to critical fabrication path, and to verify if corrective actions required have been carried out.
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2.7 Dispatch / shipping arrangements
As part of the expediting assignment, the Expediter shall verify compliance between the vendors shipping procedures and client requirements and ensure the vendor has forwarded the dispatch details to the client. Such dispatch details normally contains the following information:
Estimated cargo volume (required 60 days after vendors date of receipt of clients Purchase Order) Actual confirmed shipping readiness date at vendor Draft of Detail Packing Lists (required 30 days prior to shipment) and pro forma shipping Invoice if an Export Order Receipt of Detail Packing Lists Method of shipment and Route Shipping Agency and Bill of Loading No. Details of Packing: i.e. number of cases/ Weights & Dimensions/ Markings.
2.10 Final Data Books
The Desk Expediter is responsible for making sure the supplier submits the Final Data Books in the agreed number of copies and within agreed time limits.
Throughout the expediting assignment, the Expediter shall monitor the development of this documentation to ensure no issuance delays, as this may cause a negative impact on site activities where the equipment/material shall be installed.
3.0 Inspection Requirements
The Expediter must ensure that the vendor is aware of the inspection requirements and the assigned inspection authority. The Expediter must verify that the vendor notifies the client and/or inspection agency in sufficient time to avoid any delays.
The Expediter is not to become involved in technical discussions or any points relating to inspection activities unless his assignment includes inspection activities. If there are any problems, the vendor must be instructed to contact the client. However, brief details of the problems should be included in the Expediting report.
The Expediter must check results of inspection activities and confirm that all necessary steps are completed as scheduled. In case of deviations / problems the expediter should follow up on these until they are resolved and dispatch can be arranged.
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3.1 Expediting check sheet
Below is a sample of questions to which the Expediter should review in order to obtain satisfactory answers during visits to the supplier's facility. This list is not intended to be exhaustive but will provide a reminder of the information which the client will expect in their report. Questions should be phrased as to ensure the completeness of the suppliers reply. For example, ask: why, what, when, where, who and how to prompt complete response.
Has the supplier received and understood the client's official purchase order? Has the supplier acknowledged receipt? Is the Purchase Order supported by all necessary backup information? Does the supplier clearly understand the client's technical requirements? Highlight any requirements that could affect the delivery date? Are all delivery terms understood? Does the supplier accept the client's required delivery date? Is the supplier required to produce detailed designs/drawings? Do the drawings have to be approved by the client? Has this approval been obtained? Has the supplier prepared any required material lists, data sheets, etc.? Has the supplier prepared any required specifications, welding, test procedures etc Do these procedures have to be approved by the client? Has this approval been obtained? Has the supplier prepared a detailed production program? Has the supplier placed subcontracts for materials/equipment? Do you have the list and details of the sub-contractors Have subcontracts been acknowledged? Should any critical subcontracted material or equipment be subject to expediting? Do subcontractor required delivery dates meet with the program requirements? Does the supplier have sufficient production capacity for the order? Has the supplier allocated sufficient manpower? Does the supplier have any other major order commitments which may conflict? with the requirements of the order? Have you got the manufacturing plan and is it feasible? Have you cross checked the subcontractors delivery dates and manufacturing plan? Have you recorded any potential problem areas? Has the QA plan been submitted and approved? Are the inspection requirements known? Have you got the fabrication plan? Is it maintainable? If not, have you noted any areas of improvement? Has all documentation been received timely delivered and been kept up to date? Have any delays arisen due to changes or inadequacies in design? Have any delays arisen due to faulty workmanship? Can any rectification work be carried out within the program time-scale? Has the supplier made all necessary arrangements for packaging and shipment?
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Are the paint and protection requirements been understood, planned and deliverable? Has packaging been assessed and adequate? Has the transport been arranged and the timescale for delivery been included in the manufacturing plan?
Yes/No
Yes/No Yes/No
Yes/No
4.0 Visit Arrangements
The first visit will generally be arranged by the responsible Office Coordinator unless otherwise advised. All subsequent visits should be arranged in accordance with the relevant assignment instructions. The Expediter should during each visit fix the date for the next expediting visit to be performed. If the Expediter becomes aware of possible problems which may require a higher level of activity than initially required by the client, then the Expediter should provide in the report details of the revised proposal for expediting activities and request comments / approval from the Client.
5. 0 General Ethics
Execution of Expediting is a complex task requiring perseverance and tact. It is crucial that the Expediter remembers at all times that he/she is representing the interests of the Client. If at any time problems occur that cannot be resolved with the day to day contact personnel, the Expediter should make contact with the management to resolve the situation.
An Expediter shall always remember they are the Clients representative.
If there are problems / delays which cannot be resolved during the visit, direct contact, if possible, should be made with the Client from the manufacturers premises.
Whilst it is the role of the Expediter to ensure timely delivery, this should not be done in such a manner as to affect quality. The technical requirements of the order remain the absolute top priority unless changed by the Client.
5.1 The ROI ( Return on Investment ) of Expediting
The Expediter should be aware of all probable areas of delay that might occur during the course of an order. Besides the lack of action from supplier or client, delays can result from a range of factors:
Impact on specification requirements Current production loading of suppliers Likely impact of other orders The levels of knowledge or experience of proper design to build or manufacturing methods Material group knowledge of individual suppliers and subcontractors performance
The clients primary expectation in recognizing the benefits of having their equipment expedited includes the following:
Ensuring the supplier understands and follows agreed procedures for documentation and drawing supply Page 11 of 18 SOP-1218 Rev. 5
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6.0 Organisational Responsibilities
6.1 Intertek Project Coordinator
The principle responsibilities of the Intertek Coordinator engaged in expediting assignments will be:
To coordinate the work of nominated Expediters To make the initial contact with the supplier Ascertain sufficient information has been received from the client to allow the order to be assigned to the selected Expediter To control and monitor the cost of the expediting effort and provide a cost-effective service to the client To coordinate the activity and act as a link between Suppliers, Expediter, Clients on all matters relating to the progress of purchase orders
Upon receipt of the expediting report, the Project Coordinator shall also review the content, with specific attention to:
The conclusions section of page one of the report which contains an overview of the report and would, where applicable cover problem areas The recommended action section of page one to determine if the Project Coordinator has been asked to take any action It is essential that the Project Coordinator advises the Expediter of any actions they have taken and when the problem should be resolved and by whom
6.2 Technical Specialist The Expediter
To monitor progress at suppliers' facility and to ensure that the material and equipment ordered is delivered on time. To take the appropriate action with the supplier in the event of slippages. To liaise closely with the Project Coordinator to ensure the most cost-effective use of their time. To act as the clients primary representative at the suppliers' facility on all aspects of order expediting. To produce accurate records on the physical progress at suppliers' facility. To monitor the performance of the suppliers subcontractors, and advise on any need to assist the supplier to expedite primary subcontractors or those providing critical items.
6.3 The responsibility of clients and appointed Client representative
The Client is fully responsible for the content and conditions of the order. The Client recommends where to place an order and whether it requires expediting. The order must be fully detailed and contractually sound. Page 12 of 18 SOP-1218 Rev. 5
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The Client will in most cases appoint an Expediting Coordinator or contact who normally will be responsible for the following:
Engineering documents are issued correctly and on time. Supplier drawings are approved within the agreed time schedule. Specifying to the Expediter, the items which will require field expediting. Ensuring corrective actions for engineering functions, as identified by the Expediter, are taken or initiated to maintain the agreed delivery time. Ensuring slippages and/or other critical issues are brought to the attention of the parties involved, and in consultation with the Expediter propose corrective actions if required.
6.4 Vendor Responsibility
The Vendor is responsible for a timely and correct delivery of the ordered material/equipment.
Included is the responsibility for fully detailing the requirements for all subcontracted materials, manufactured items and services in purchasing requisitions, as well as the approval of subcontractor drawings within the agreed timescales and confirming the acceptability or not of any concessions that subcontractors may request.
The Vendor will also be responsible for drawings and non conformances requiring client review being submitted in accordance with the suppliers approved plan, as well as the implementation and execution of agreed actions during the cause of the project.
7 .0 The Expediting Report
Each and every Expediting Report must contain detail in every box and it is essential that each section of the Report Front Page must be completed with the appropriate information.
Based on what the client will be expecting from an Expediting report, it is of key importance that the report is not written to reflect only the actual status of the order after expediting activities have been completed.
It is essential that the report must reflect the status on arrival, actions taken to resolve / improve any problems / delays and status when leaving the works.
The Expediter must always remember that the Client in most cases only has the report to judge the activities of the vendor and the expediting performance of Moody.
Reports must be submitted to the Coordinating Office within 24 hours of the visit being performed. If for any reason this is not possible, then the responsible Coordinator must be contacted without delay in order to inform the Client accordingly.
7.1 Completion of the report
This instruction is designed to assure that all Intertek Expediting Reports, form Intertek- 1221-01 are completed properly.
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This document is considered approved by the Corporate Quality Representative by it being placed on the server. All hard copies of this document are uncontrolled. Attached is a sample Expediting Report. The numbers in (brackets) relate to the numbers in the report and describe the spaces to be completed. All spaces must be completed. If there should be blank spaces left by the Expediter, the Intertek Office Coordinator must ensure relevant information is included before the report is submitted to the Client.
Block No. Enter: (1) Sequential number for the report for the assignment / supplier beginning with 01 for this first report (2) Date this report is generated. (DD-MMM-YY) Example : 29 J an 95 (3) Total Number of pages included in this report
Customer Data (4) Current name (company) as shown in the customer purchase order, contract or other assignment documents (5) Address that the report must be forwarded to when complete (6) Name of the individual of which the report must be forwarded (7) Phone number of the customer contact (8) E-mail address of the customer contact
MI Data (9) Intertek Project / Assignment Number (10) Customer P.O./I.O. number to Intertek (11) Name of the Intertek Contract Coordinator (Coordinator who holds the contract for this customer)
Supplier Data / Expediting Information (12) Check the box identifying whether the expediting was performed at the supplier (vendor) or sub-suppliers facility. Double click in applicable box. This will bring the dialog screen up. In the Default Value box, click on Checked (13) Purchase order number from the customer to the supplier (14) Current change order number, if applicable (15) Customer requisition number to the supplier (16) Date or dates of the visits relative to this report. (DD-MMM-YY) (17) Date of last visit (DD-MMM-YY) (18) Date of next planned or scheduled visit. (DD-MMM-YY) (19) Most of the items which we expedite are assigned to specific projects. Enter the name of the project if referenced in purchase documents, drawings, etc. (20) Supplier name and primary address (21) Location where the expediting activity has taken place (22) People met during the visit (23) Contacts phone numbers (24) Supplier job number (25) Primary contact person at supplier facility (26) Contacts e-mail (27) Give a brief description of the items expedited on this visit. If more room is needed for specific item references or details, enter the words see below or see page(s) XXX as applicable (28) Purchase Order delivery date (s) i.e. the contractual delivery date(s) (29) Previous or last promise delivery date(s) (30) Current delivery date (s) i.e. the best delivery date (s) established during the visit (31) Detail purpose of visit
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This document is considered approved by the Corporate Quality Representative by it being placed on the server. All hard copies of this document are uncontrolled. (32) Highlights These are significant events that can be either positive or negative or both, i.e. if negative it could be something that is a major problem stopping progress on part or all of the Order or if positive it could be something that has been resolved which will allow progress to proceed and the Order delivered on time. In other words highlights will be either good news or bad news or both (33) Open issues are any outstanding (or open) issues either commercial or Technical, which need resolving quickly to allow smooth progress of the Order (34) Actions - Put the names of the people responsible for taking the actions to resolve the open issues both at the supplier and at the clients office +dates by when the actions have to be taken (35) Details of current engineering status (36) State the delivery term i.e. ex works or FOB or DDP or any other this will be in the PO
Expediting Time (37) Tick box to show if the assignment is a day rate or hourly rate Double click in applicable box. This will bring the dialog screen up. In the Default Value box, click on Checked (38) List the number of working hours / or number of days incurred for this visit
Travel Hours (39) List the number of travel hours rounded to the next one-half hour for all hours incurred travelling to and from the assignment
Distance (40) Show the total chargeable automobile distance and check whether it is in miles or kilometres. Double click in applicable box. This will bring the dialog screen up. In the Default Value box, click on Checked
Note: Items (37) through (40) must concur with that information also provided in your time and expense sheet.
Technical Specialist (41) Print or type the name of the Technical Specialist that conducted the visit. Paper copies of the report should be stamped with an MI ink stamp
Date (42) Date report is completed and signed. (DD-MMM-YY)
MI Project Coordinator (43) Name of MI Project Coordinator (Coordinator responsible for this assignment)
Drawing and Documents (44) Attach an electronic copy of the Supplier Drawings Index to the report. If they havent got one, prepare one with them during the visit and attach it to the report
Materials / sub-orders (45) Give details of any overdue / critical drawings and actions being taken / required to improve submission dates. Also state which drawings are late returning from client review and the possible impact on schedule Attach an electronic copy of the suppliers Materials / Sub-Ordering list. If they havent got one, prepare one with them during the visit and attach it to the report Give details of any materials or sub orders that are causing a problem and actions being taken / required to resolve the problem
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This document is considered approved by the Corporate Quality Representative by it being placed on the server. All hard copies of this document are uncontrolled. Fabrication (46) Attach an up to date issue of the main suppliers Production Program marked up to show progress achieved against all operations up to and including the date of the visit Also attach the same sort of report (s) from major sub suppliers
Assembly (47) Give details of any matters which are not proceeding to schedule and the actions being taken or are required to be taken to bring matters back on schedule both at the main supplier and any sub supplier(s)
Testing (48) Give details of the arrangements being made or to be made for testing of the materials / Equipment
Painting (49) Give details of the arrangements being made or to be made for painting / coating / lining of the materials / equipment
Packing (50) Give details of the method of packing required for the materials / equipment
Shipment (51) Supply preliminary details of package weights and dimensions
Next visit (52) Recommend the next visit to main supplier and to sub suppliers and state reasons why they are required Page 16 of 18 SOP-1218 Rev. 5
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E X P E D I T I N G R E P O R T Report No: (1) Date of visit (2) Page of (3) CUSTOMER DATA INTERTEK DATA Name: (4) MI Project No. (9) Address: (5) Client P.O./I.O. to Intertek: (10) Attn: (6) Phone: (7) Intertek Contract Coordinator: (11) E-Mail : (8) EXPEDITING INFORMATION SUPPLIER/SUB-SUPPLIER DATA Date of Visit : (16) Expediting Performed: With Customer Supplier With Sub-Supplier (12) Date of Previous Visit: (17) P.O. No: Change No: Requisition No: Date of Next Visit: : (18) (13) (14) (15) Project Name: (19) Supplier: (20) Supplier J ob No. : (24) Location: (21) Primary Contact : (25) Meeting with : (22) Phone: (23) e-mail : (26) Material Description (27) PO Delivery date (28) Last sed Delivery (29) Current Promised Delivery Date (30) Purpose of visit :
(31) Highlights :
(32) Open Issues :
(33) Actions :
(34) Engineering :
(35) DELIVERY POINT : EX WORKS / FOB OTHER :
(36)
EXPEDITING DAYS HOURS (37) (38) TRAVEL HOURS : (39) DISTANCE MI KM (40) Technical Specialist: (41) Date: (42) Intertek Project Coordinator: (43)
Page 17 of 18 SOP-1218 Rev. 5
This document is considered approved by the Corporate Quality Representative by it being placed on the server. All hard copies of this document are uncontrolled. Drawings & Documents attach an up to date copy of the Suppliers Drawings Index, marked up with best promise submission dates for any overdue items (44)
Mat er ials / Sub Or der s (45) Attach an up to date issue of the suppliers materials / sub orders list showing sub supplier delivery promises plus any other relevant information
Material Type Sub Vendor Name Location Availabilit y Matches Requirem ents How does it differ What is missing Date Order placed Date delivery reqd Has order been confirmed For what date
Fabr icat ion (46) attach an up to date issue of the main Suppliers Production Program and the main Sub Suppliers Production Programs all marked up to show the latest progress situation. Plus recovery Programs if relevant
Order processing Engineering prep of docs Material procurement Receipt / incoming material check Individual production activities (machining, welding, assembly painting) Inspection testing (internal, intermediate, final) Preparation for dispatch
Assembly :
(47)
Testing : (Invitations issued)
(48)
Painting :
(49)
Packing :
(50)
Page 18 of 18 SOP-1218 Rev. 5
This document is considered approved by the Corporate Quality Representative by it being placed on the server. All hard copies of this document are uncontrolled. Shipment (Pr eliminar y Wt s & Dims
Shipment method
(51) Route Date Shipping agency details Loading bill number Details of packaging (nb of boxes/cases, weights, dimensions, markings etc) Expected delivery date
Next visit t o main supplier and sub supplier s if necessar y
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