Case study 2 ABC Inc. Robert Singh is the newly hired supply chain manager in ABC Inc., at the first management meeting in July, 2018 for discussing the supplier scorecard, the quality manager Emily mentioned: "Supplier scorecard data is provided at each meeting, and for the most part, everything always looks fine. However, I know that we have ongoing quality and delivery problems with some of our suppliers. It is time to evaluate our supplier scorecard and decide if changes are needed." As the business grow rapidly, the CEO of ABC commented: we like you to take a fresh look at our supplier scorecard and give us your feedback and recommendations regarding potential changes at the new meeting in Nov. Table1: Current scorecard-supplier record from June to Aug Robert described how the supplier data was collected and how the scorecard was used: "The supplier score-card measures are mainly subjective with the exception of 'compliance to specification' in the quality section. Scorecard data was not communicated to suppliers, and the quality department determined if there was reasonable cause to initiate a meeting with a supplier based on poor performance." The new supplier scorecard developed by Robert would measure two areas, delivery performance, and conformance to specifications, split equally. Robert proposed that any supplier with a delivery score under 60 percent would be required to provide a root cause and corrective action report at a meeting with the buyer. Issues related to quality performance would be addressed by the quality department, including providing corrective action reports. Meetings with suppliers to address quality issues would be held at the discretion of the quality control manager and would involve purchasing as required. Robert felt that the new scorecard would hold both the suppliers and buyers accountable. He also liked that the new system would measure the performance of all suppliers. Q4: What are the differences between the current scorecard and the proposed scorecard