Purchasing professionals, supplier evaluation and quality management they face the daily challenge of finding suppliers that guarantee levels of quality and response that do not harm their production processes, costs or the company's competitiveness.

For this purpose, the standard ISO 9001 serves as a reference within supplier and process management. This standard provides the keys to the implementation and monitoring of vendors, as well as the documentation needed to draft a quality manual.

Quality management, a challenge for today's industrial companies

In an increasingly globalized and dynamic environment, ensuring the quality of industrial processes and suppliers involved in the supply chain is a challenge. The following challenges arise here:

• Often, the distance between purchasing decision centers and suppliers is an important limit.
• In relation to this point, cultural or language differences can affect communication.
• La supplier risk management is gaining increasing prominence among buyers.
• El up-to-date knowledge of all regulations or local regulations, as well as those of the different industrial sectors at the global level.
• La production Just In Time or increasingly limited delivery times, without affecting pre-established quality standards.
• Each supplier's own internal supplier and quality management processes.

Keys to the buying process: looking for the ideal supplier

To begin with, the requirements related to the purchasing process are already specified in the section 7.4 Shopping of the international standard ISO 9001:2008. Here we can highlight the following elements:

1. Vendor selection

All companies have a list of suppliers capable of satisfying the company's purchasing requirements. Transparently displaying this data provides security for any potential customer. In this regard, the company decides to establish criteria that include the parameters or characteristics that suppliers must meet to join the list. A range of possibilities opens up here:

• Require certifications or reference accreditations.
• Define the supplier as an official supplier.
• Maintain a history with the vendor.
• Consider that the supplier meets the requirements of our quality manual or supplier management.
• Economic issues or costs.
• quality and technological offer.

2. Order request

With regard to requests for services, equipment or components, it is essential to define a methodology or level of responsibilities to discuss purchasing needs with each supplier. The orders include: identifying details of the products ordered, exact number of units, dates or deadlines, prices and any comments deemed necessary, such as delivery instructions or special conditions.

3. Receipt of orders

Before introducing purchases into industrialization or manufacturing processes, an exhaustive review of the order is essential, documenting this analysis and extracting possible errors through packing slip information.

4. Evaluation and reevaluation of suppliers

A key task in the business objective of maintaining competitiveness and betting on suppliers that add value to the process. Only through a periodic evaluation of results can the comprehensive supplier management. For this work, we use the history of receiving orders from the previous point and any documented incidents.

Towards the new ISO 9001:2015 standard

This standard deepens and complements the 2008 version. Released on September 23, 2015, the standard ISO 9001:2015 It brings quite a few changes, especially when it comes to the risk management In the SGC Quality Management Systems.

For their introduction into organizations, there is a period of 3 years.

In summary, this review delves into these areas of quality management:

1. Scope
2. Regulatory references
3. Terms and definitions
4. Context of the organization and its quality management system
5. Leadership: politics and roles or responsibilities
6. Planning: actions to address risks and opportunities; as well as quality objectives
7. Support: resources and competencies
8. Operations: operational and process control
9. Performance Evaluation or internal audits
10. Continuous Improvement. One of the key processes in 21st century industry

CLR: Experience and quality at the service of any company

CLR is fully committed to the safety and quality of its production and supplier management processes. Recently, the company has surpassed the auditing Bureau Veritas.

CLR also has the Innovative SME Seal under the General Directorate of Innovation and Competitiveness of the Ministry of Economy and Competitiveness of the Government of Spain.

On the other hand, the company has a Quality Department And a Life Cycle Testing Laboratory. Both carry out the necessary tests and monitoring of the gearmotors and mechanical components manufactured in our facilities.

A guarantee that all the products we provide to our customers meet each of their needs with the maximum guarantee and reliability.