# Supplier Development Plan Structure

## 90-day plan

| Day | Step | Output |
|-----|------|--------|
| 0 | Kick-off with supplier management | Agreed data, targets, team, meeting rhythm |
| 14 | Joint on-site assessment of gap areas | Findings with evidence; root causes agreed |
| 21 | Signed action plan | Action, owner, date, evidence of completion |
| 30-60 | Execute levers per gap (one every 2 weeks) | Implemented controls, trained people, studies done |
| 75 | On-site verification | Actions seen working; scorecard trend |
| 90 | Close-out review | Targets met -> monitor; not met -> escalate or resource |

## Levers by gap

| Gap | Lever |
|-----|-------|
| Process control | Control plan review, SPC with reaction plans, LPA at the supplier |
| MSA | Gage R&R on key gauges, calibration system review |
| Capability | Capability studies, variation reduction project to Cpk >= 1.33 |
| Problem solving | 8D / 5 Why coaching on a live case |
| Delivery / planning | Capacity and S&OP review, frozen window, safety stock, SMED |
| APQP / PPAP | Coaching for the next launch, joint gate reviews |
| Quality system | Gap analysis and certification roadmap |
| Special processes | Validation, parameter monitoring, CQI / NADCAP assessment |
| Sub-tier control | Sub-supplier approval and flow-down audit |

## Targets

Set targets from the scorecard: halve PPM in 90 days (then reach the commodity target), OTD to the target, score
back to B (>= 80). Track weekly during the plan, then return the supplier to normal scorecard monitoring.

## Governance

Weekly call (supplier owner + SQE), monthly steering with both managements, written minutes with open actions.
Record the plan and its results; they are evidence for ISO 9001 8.4 and IATF 8.4.2.5 (supplier development).