Quality System Audit Confidentiality: Internal
Document Code: Proc/Supplier/Quality_T01
8/29/2025 Conserved Time of the Record: Permanent Huawei Confidential Page 1 of 9
Information and Instructions通知和说明书
PURPOSE目的This document is developed as an audit tool to assess a supplier's delivery business capabilities against Huawei's delivery HUAWEI
Delivery System Audit (DSA) is developed based on good practices in the industry, but with additional HUAWEI specific requirements included, which is a
part of the supplier qualification system.
本文件是根据华为的交付业务能力要求开发的稽核工具，用于评估供应商的交付体系。华为的交付体系稽核(DSA)是建立在业界优秀实践基础上，但是增加
了华为的特殊要求；作为供应商认证体系的一部分；
SCOPE范围
The DSA is not product-specific, therefore it may be used to assess the Delivery System deployed by a supplier/manufacturer irrespective of the product.
华为的交付体系稽核不是针对产品的，因此DSA用于评估供应商的交付体系而不考虑产品。
AUDIT BY SELF ASSESSMENT自我评估稽核
A supplier's facility is required to complete a self-assessment using this tool in advance of the HUAWEI Audit. (One DSA is required per facility.)
By doing this, a facility will be able to prepare for the audit and seek advance help and guidance from HUAWEI qualification team to be best positioned to
succeed.
It is expected that during the self-assessment process, that the supplier will use this opportunity to ask questions for either clarification or to better
understand intent of the audit criteria. Waiting for the formal HUAWEI audit to ask these types of questions is too late. It is also expected that based on
self audit results, a supplier will inform the HUAWEI team of their readiness for a formal HUAWEI audit.
A self assessment is completed by scoring the relevant column in each worksheet.
供应商的工厂需要在华为稽核之前用该工具进行自我评估。（每一个工厂都需要进行DSA自我评估）。为了做好自我评估，进而取得成效，工厂需要为稽核
做好准备、从华为的认证团队那里寻求帮助和指导。希望在自我评估的过程中，供应商应抓住机会向华为认证团队提出疑问，无论是为了澄清问题还是为了
更好的理解该稽核标准。等到华为来正式稽核时再提问就太晚了。同时也期望供应商基于自我评估的结果，在准备就绪后通知华为进行正式的稽核。自我评
估结果应在每一个工作表中对应的栏目完成评分。
AUDIT BY HUAWEI华为稽核
During the audit process, the HUAWEI qualified audit personnel may review every question/criterion listed on the audit document, or alternatively they
may choose to focus only on those questions for which the supplier awarded themselves a score of 2 by self-assessment. The path taken is right to audit
personnel's discretion.
The score awarded by the audit personnel will be entered in the 'Score' column on each worksheet.
在稽核过程中，华为认证稽核人员可能会评审稽核文件里面的每一个问题，也可能选择关注供应商自评是2分条款.华为审核员在每一个工作表中的HW Score
进行打分。
AUDIT RESULTS稽核结果
The audit personnel must complete ALL sections before an Audit Result can be declared. Any questions that are scored as N/A are deducted
automatically in the score denominator.
1. Calculate the scores of key items based on double or triple weight.
2. Based on the above rules, the passing criteria for suppliers are as follows:
Criteria Type A:
The 'Pass' score for the Audit is 85% and above, a 'Passed' result will be awarded.
If an Audit Score is equal to or greater than 75% but less than 84%, a 'Conditionally Passed' result will be awarded.
If an Audit Score is less than 75%, a 'Fail' or 'Not Pass' result will be awarded.
Criteria Type B:
The 'Pass' score for the Audit is 80% and above, a 'Passed' result will be awarded.
If an Audit Score is equal to or greater than 70% but less than 79%, a 'Conditionally Passed' result will be awarded.
If an Audit Score is less than 70%, a 'Fail' or 'Not Pass' result will be awarded.
Criteria Type C:
The 'Pass' score for the Audit is 70% and above, a 'Passed' result will be awarded.
If an Audit Score is equal to or greater than 60% but less than 69%, a 'Conditionally Passed' result will be awarded.
If an Audit Score is less than 60%, a 'Fail' or 'Not Pass' result will be awarded.
审核员必须在审核结果公布前完成所有部分的审核。任何选择N/A的项目在分母里面会自动除去。
1、对关键项以2倍或者3倍权重计算得分；
2、在上面规则基础上，按不同品类通过标准：
A类：整体得分 >=85 通过；75-85 条件通过；<75 不通过
B类：整体得分 >=80 通过；70-80 条件通过；<70 不通过
C类：整体得分 >=70 通过；60-70 条件通过；<60 不通过
Delivery System Audit交付体系考察
Quality System Audit Confidentiality: Internal
Document Code: Proc/Supplier/Quality_T01
8/29/2025 Conserved Time of the Record: Permanent Huawei Confidential Page 2 of 9
If a "Conditionally Passed" Result is awarded, a Corrective Action Plan is due from the supplier within TWO weeks of the date of audit completion for any
sections of the DSA that are below 80%.
If a "Not Pass" Result is awarded, a Corrective Action Plan is due from the supplier within TWO weeks of the date of audit completion for any sections of
the DSA that are below 70%. On completion of this Corrective Action Plan, a supplier is required to generate a second Corrective Action Plan to bridge to
the 80% 'Approved' Status.
All Corrective Action Plans must contain a timeline to 'bridge' to a 'Conditionally Passed' or 'Passed' status, depending on the initial audit result, and must
specify a target date for a HUAWEI follow-up Audit.
Failure to achieve a 'Conditionally Passed' Result on a follow-up Audit may impact business award decisions.
如果结果是有条件通过，则供应商应在稽核完成后2周内对得分少于80%的部分提交纠正行动计划。
如果结果是不通过，则供应商应在稽核完成后2周内对得分少于70%的部分提交纠正行动计划。在纠正行动计划完成后，供应商应输出第二轮纠正行动计划以
达到80%通过的状态。
所有的纠正行动计划必须依据最初稽核结果，确定提升到有条件通过或通过的状态的截至日期，并给出华为跟踪稽核的建议日期。
跟踪稽核结果如果不能达到有条件通过，可能会影响商务合作的决议。
A PASS RESULT通过结果
Once a supplier's facility has Passed the Audit, the Delivery System is approved for the facility audited, not the supplier's all facilities.
Passing the DSA does not guarantee a business award, but it is the first step towards winning Huawei's recognition.
一旦供应商的工厂通过了该稽核，表示稽核过的工厂的交付体系获得认可，不代表供应商所有的工厂。
通过交付体系稽核并不保证一定会有商务合作，但它是获得承认的第一步。
AUDIT MECHANICS and QUESTIONS
The Audit breaks down the Delivery System into individual sections.
Within each section is contained a series of questions specifically pertaining to the section being examined.
The questions were devised and developed as closed questions with every attempt to avoid ambiguity.
Because of the closed nature of the questions, there can only be one of four answers to any question, . (0), (1), (2), or (N/A).
"0"
Procedures are incorrect or there are no procedures.
Procedures are incorrect or procedures are implemented incorrectly or not implemented.
Procedures are incorrectly defined
Procedures are incorrect or the implementation of procedures fail to meet requirements, with risks.
"1"
Procedures are incorrect or there are no procedures, but perfect actions are conducted.
Procedures are incorrect, but they are partially implemented.
Procedures are incorrect and implemented, but the implementation process is not fully recorded.
Procedures are not totally correct, but they are well implemented.
"2"
Procedures are incorrect and well implemented.
A score of N/A may be awarded if the qualified audit personnel believe that any particular question is truly Not Applicable in the case of the supplier facility
under review.
In any cases the total number of N/A should be kept as minimum as possible.
If there is any doubt as to the score to award for any given Criterion, a score of zero shall be awarded by default.
Any Criterion that scores 2 shall be clearly demonstrated, followed, and be beyond reproach.
In the event that a supplier clearly meets the intent of the audit question, but does not exactly do what the question asks, a score of 2 shall be given.
本稽核把交付体系分成几个单独的部分，每一部分包含一系列的问题均会检查到。每一个问题均会设计成封闭式问题，以避免含糊。因为封闭式问题的性质
，每一个问题只有一个答案，如0、1、2或不适用。
0分：
程序错误或没有程序；
程序错误，错误的执行或没有执行；
程序定义错误；
程序错误，执行不能满足要求，带有风险；
1分：
程序错误或没有程序，但执行的很好；
程序正确，但部分执行；
程序正确，且有执行，但没有充足的记录；
程序不是100%正确，但执行的很好；
2分：
程序和执行都正确。
如果认证稽查人员评估后认为供应商有不适用的部分会填写不适用。无论如何，不适用的项目数应尽可能最少。如果对给出的标准有任何怀疑的话，该项目
将默认为0分。应充分地验证、跟踪任何给2分的项目。如果供应商充分满足稽核问题体现的意图，但并清楚问题所问的是什么，得2分。
TRAINING培训
The DSA is very professional in content with regard to supply chain and delivery. An internal training session will be provided to audit personnel who use
this checklist, and audit personnel who use this tool are considered within HUAWEI as being sufficiently qualified to conduct this audit. Meanwhile, we can
provide a set of work instructions on rectification of non-compliant items for suppliers for reference if they have such a need when making rectifications.
关于交付体系DSA是有很多供应链交付相关的一些专业内容的。我们会给使用该查检表的认证人员提供内部培训。在华为经过充分资格认证的认证成员会被
安排使用该工具进行稽核。同时针对不符合项整改也可以在供应商有需要的时候提供一套不符合项整改操作指导以便供应商可以参考指导书进行整改。
AUDIT SCHEDULE稽核时间表
The Audit may be used as and when the need arises. However, HUAWEI may conduct an official audit annually for key suppliers. The frequency of the re-
audit will be based on the audit result & action closure of the last audit, as well as the supplier delivery performance in the past year period.
Before conducting an audit, the auditor must ensure that the HUAWEI commodity management team responsible for the relationship are advised of the
audit is also intended for suppliers to conduct internal audits by self assessment every quarter so progress may be reported to HUAWEI.
必要时华为会进行该稽核。华为对关键供应商会进行正式的稽核。重新稽核的频率基于稽核结果和上次改善行动的关闭状况，同时供应商过去一年的交付绩
效也是考虑因素。进行稽核之前，审核员应确保相关管理责任人考虑过该稽核时间表。同时也期望供应商每季度进行一次内审并把进程报告给华为。
Quality System Audit Confidentiality: Internal
Document Code: Proc/Supplier/Quality_T01
8/29/2025 Conserved Time of the Record: Permanent Huawei Confidential Page 3 of 9
ADDITIONAL QUESTIONS附加问题
Please contact XXX@ for additional information.请联系 XXX@以获得附加说明。
QSA Audit Checklist Confidentiality: Internal
Document Code: Proc/Supplier/Quality_T01
8/29/2025 Conserved Time of the Record: Permanent
Huawei Confidential Page 4 of 9
Supplier Name供应商名称 Supplier Code供应商编码
Factory Location 工厂地址 Date日期
Auditor 审核员 Criteria Type标准类型 Type B
No. SECTION Self Actual %
HUAWEI
Actual %
Goal
%
Auditor审核员
1 Order delivery management 订单交付管理 #DIV/0! #DIV/0! 80%
2 Plan management 计划管理 #DIV/0! #DIV/0! 80%
4 Purchase management 采购管理 #DIV/0! #DIV/0! 80%
3 Production and logistics management 生产和物流管理 #DIV/0! #DIV/0! 80%
4 IT SystemIT系统 #DIV/0! #DIV/0! 80%
5 Delivery Disaster Recovery managemetn交付容灾管理 #DIV/0! #DIV/0! 80%
DSA Score (%)交付体系审核得分 #DIV/0! #DIV/0!
DSA Result交付体系审核结果 #DIV/0! #DIV/0!
#DIV/0! #DIV/0! %
Criteria: %
Passed 80 ~ 100% % %
Conditionally Passed 70 ~ 79% % %
Not Passed < 70% %
HUAWEI World Wide Procurement, Supplier Quality and Delivery Engineering
Order
deliver
y
managem
ent
订单交
付管理
Plan
managem
ent
计划管
理
Purchas
e
managem
ent
采购管
理
Product
ion and
logisti
cs
managem
ent
生产和
物流管
理
IT
SystemI
T系统
Deliver
y
Disaste
r
Recover
y
managem
etn交付
容灾管
理
Delivery System Audit
交付体系审核
QSA Audit Checklist Confidentiality: Internal
Document Code: Proc/Supplier/Quality_T01
8/29/2025 Conserved Time of the Record: Permanent
Huawei Confidential Page 5 of 9
Overview of Delivery System Audit Result (Developed Based on Review of Documents, Onsite System Audit, and Interview
with Supplier's Executives)审核结果综述(根据文件审核、现场审核、高层访谈等做出）
No 问题描述 Issue Description(请备注上编号）
问题归类 Issue
Classification
问题严重等级
Issue Serious
level
1 ： XXXX。。。。 Planning and
Procurement计
划及采购
Major
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
20
21
22
23
QSA Audit Checklist Confidentiality: Internal
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Huawei Confidential Page 6 of 9
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
Delivery
Self Avg
Score:
#DIV/0!
HW Avg
Score:
#DIV/0!
Self
Score
Huawei
Score
Key
Item
s
关键
项
Remark
备注
（检查记录）(如果选择N
/A,请说明原因。If you
choose N/A, please
explain reason.)
评分标准及检查
要点（012）
Whe
ther
the
Req
uire
men
t is
App
lica
ble
to
New
Sup
plier
s是
否适
用于
新供
应商
Delivery 交付
Counts: 0 Counts: 0
Subtotal: 0 Subtotals: 0
Order delivery management 订单交付管理 ##### #DIV/0! 分工
The corporate functional architecture has customer-facing delivery management organizations. Position responsibilities
include but are not limited to:1. Provide one-stop services for customer delivery, such as industry analysis, requirement
management, order management, customer response and satisfaction management, and delivery performance
management. 2. Be able to promote the capability improvement of internal delivery activities from the perspective of
meeting customer requirements.
公司职能架构图有面向客户的交付管理的组织，岗位职责包括不限于：1、面向客户交付提供一站式服务，如行业分析、需
求管理、订单管理、客户响应、满意度管理及交付绩效管理等；2、面向内部能够从满足客户需求视角促进内部各交付环节
能力提升；
Y
由销售中心和计划物控
部两部门执行相关职责
（已上传）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
销售 1
Qualification requirements for positions related to delivery management organizations, including but not limited to work
experience, junior college degree, or above.
交付管理组织相关岗位的资质要求，包含但不限于工作经验、大专或大专以上学历等；
体现在销售助理和计划
岗的岗位说明书（已上
传，内容同）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
0
Delivery management organizations and individuals have clear performance appraisal and application management.
Performance appraisals should reflect customer-centricity, including but not limited to: 1. Performance can bear customer
delivery performance appraisal (not limited to requirement fulfillment rate and commitment accuracy) and customer
satisfaction management. 2. Analyze customer requirements to break down and continuously improve the capability for
internal supporting department.
交付管理组织和个人有清晰的绩效评价和应用管理，绩效评价要能体现以客户为中心包括不限于：1、绩效能够承接客户交
付绩效考核（不限于需求满足率、承诺准确率）和客户满意度管理；2、通过分析客户需求，分解并持续提升内部各交付环
节的能力提升。
Y
销售和计划物控部的部
门指标（已上传）
、客户满意度评价（已
上传，内容同）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
1、需要人力提供
公司KPI，与华为
的要求进行融合匹
配
2、需要计划物控
部、制造部提供交
付相关的提升计划
The delivery management team has a backup and work handover mechanism to ensure the continuity of delivery
business, including operations of the delivery system and the delivery response.
有交付管理团队的人员备份及离岗委托机制，确保交付业务不间断，包括交付系统的操作，交付响应等；
1.已经制订《应急响应
与交付管理程序》，5.
条款已经明确定
义；
2.替补人员清单
。
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
2
A mechanism of regular supply collaboration with customers is in place, specifying the frequency, content, roles, and
levels of engagement. Relevant records are provided.
有例行与客户进行供应协同的机制，对频次、内容、参与角色、参与层级等有明确的规定，并有相关记录；
执行《信息交流管理程
序》，
有出差报告和客户沟通
邮件（已上传）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Regularly analyze and improve the customer's delivery performance appraisal results based on the appraisal period,
including delivery performance analysis, continuous improvement measures, and plans. If the delivery performance does
not reach the target or deteriorates significantly, proactively report the analysis and improvement measures to the
customer.
针对客户交付绩效考核结果有例行地按照考核周期进行分析和改善，包含交付绩效分析、持续改善措施及计划等；如果交
付绩效未达成目标或者下滑明显，需要主动向客户通报分析和改进措施;
Y
执行《信息交流管理程
序》，
有交付案例（包含内部
解决和外部沟通）和客
户满意度调查的总结改
善、纠正预防措施记录
表
（已上传，信息交
流同，满意度调查
同，记录表同
）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
需要计划物控部和
制造部针对交付问
题、未及时入库和
发货问题提供分析
和改善计划
Regularly analyze the dynamic information of the industry chain and establish a mechanism for sharing mid- and long-
term risks with strategic customers, including but not limited to the overall supply and demand changes in the industry,
product technology evolution solutions, production capacity of downstream suppliers at all levels, financial status, and
changes of executives.
有例行分析产业链动态信息并与战略客户建立中长期风险的分享机制，包括但不限于：行业整体供需变化、产品技术演进
方案、下游各级供应商产能、财务状况、高层变动情况等异常情况；
执行《信息交流管理程
序》，有每月度行业分
析报表
（已上传，信息交
流同）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
There are clear management regulations on the delivery capability and progress feedback of customers'
orders/forecasts/goods preparation agreements, such as PO delivery date confirmation, PO delivery date change review,
and routinely send backlogs to customers for verification.
针对客户订单/预测/备货协议等的交付能力及进度的反馈，有明确的管理规定，如PO交期确认，PO交期变更审视，例行发
送Backlog与客户核对。
Y
执行《计划管理规定》
交期管理条款，以
及《订单/合同评审管
理程序》的条款
，
有交期回复的邮件
（已上传，订单管
理规定附件同）
a、不满足
0分；则该项问
题为critical
b、部分满足
1分；
c、全部满足要
求 2分；
1
The last time buy (LTB) and last time shipment (LTS) are provided at least half a year in advance for components whose
production will be ended; consensus is reached with the customer and fulfilled accordingly.
针对有停产计划的器件提前半年以上提供最后接单时间（LTB）和最后发货时间（LTS），与客户达成共识并按此执行；
Y
执行《订单合同评审管
理程序》条款，实
际无此现象
（已上传，内容同1.
14）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
There is a hierarchical process mechanism for delivery exceptions and urgent order response (such as material shortage
warning, delivery time skip, and quality issues), and records of routine summary analysis and closed-loop improvement.
有交付异常和急单响应的分层分级流程机制（如欠料预警、交期跳票、质量问题等），并有例行总结分析、闭环改善的记
录；
Y
《计划管理规定》
交期管理条款已经对交
付异常和急单响应的各
种情况进行了详细的定
义，有10月份交付指标
未完成说明及改善措施
、异常问题解决的会议
记录、纠正预防措施记
录表
（已上传，文件同
，记录表同）
a、不满足
0分；则该项问
题为critical
b、部分满足
1分；
c、全部满足要
求 2分；
0
需要计划物控部、
制造部、质量部分
别就材料跳票、计
划未达成、质量停
线的案例提供分析
和改善报告，要求
验证闭环
通过纠正措施表
In terms of capacity allocation and urgent order response strategies, customer classification and resource allocation
priority are provided. Huawei is the priority customer.
在产能分配和急单响应策略上，有客户分类和资源分配优先级，且华为是优先级客户。
Y
执行《销售部工作流程
管理规定》中的客户分
类条款
（上传）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
There are clear management regulations on the handling period of defective products that have been delivered to the
client (re-provisioning of documents, on-site handling labels or packaging, return, replacement, and repair).
针对已交付至客户端产生的不良品的处理（重新提供单据、现场处理标签或包装，退换货、维修等）周期，有明确的管理
规定；
《售后服务管理规定》
明确定义了交付到客户
端的不良品的处理周期
等相关内容。
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
2
Be able to cooperate with customers to sign delivery contracts/agreements, including but not limited to MPA, production
capacity agreement, VMI agreement, three-level stocking, LTA/MOU, and time window of delay/cancellation.
能配合客户签订交付相关合同协议，包括但不限于MPA、产能协议、VMI协议、三级备货、LTA/MOU、推迟/取消窗等；
有和其他客户签订的协
议
已上传
a、不能够配合
0分；
b、能够配合和
签署 2分；
0
If there is a PCN change, notify the customer's delivery team according to the PCN agreement, evaluate
supply risks and develop solutions with the customer.
若有PCN变更，按照PCN协议通知客户的交付团队，并与客户一起评估供应风险和制定解决方案；
Y
执行变动管理程序
有经客户确认通过的PC
N
（已上传）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
0
Plan management 计划管理 ##### #DIV/0! 45%
An independent procurement organization is included in the corporate functional structure chart and related job
responsibilities and regulations are defined. The responsibilities include at least requirement management, production
scheduling, material planning.
公司职能架构图有独立的计划组织，并有明确的岗位职责规范；职责至少包含客户需求计划、生产计划、物料计划；
Y
需求计划的职责在销售
部，生产计划和物料计
划的职责在计划物控部
，分别有部门架构和岗
位职责
0109：插入两部门架构
、及计划物控部的岗位
说明书；岗位说明书填
写完整、标点、部门；
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
计划
科王
新燕
1
Have specified requirements on professional skills specific to planning positions,including but not limited to work
experience,junior college degree, or above.
有计划岗位的专业技能要求，包含但不限于工作经验、大专或大专以上学历等；
计划岗的岗位说明书
（已上传，同
）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
0
A performance management and appraisal mechanism is available for planned positions. The appraisal levels include
departments and individuals. The performance appraisal covers supply, inventory, and professional capabilities of
positions, such as customer requirement satisfaction rate, material completeness, inventory turnover rate, low-endowed
inventory, and product supply cycle.
有计划岗位的绩效管理及评价机制，评价层级包含部门及个人；且绩效评价包含供应、存货、岗位专业能力等方面，如客
户需求满足率、物料齐套性、存货周转率、低呆库存、产品供货周期等；
有部门和个人绩效指标
（已上传，同
）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
0
Customer demand planning: Weekly/Monthly develops executable demand plans through collaboration with customers
on their demand information to guide production scheduling, material preparation, and production capacity planning.
客户需求计划：通过与客户的需求信息的协同，例行周/月输出可执行的需求计划，指导生产排产、物料准备、产能规划；
Y
执行月度入库计划
，根据入库计划输出生
产排产计划等
举例05-001/2/3/4/5
（已上传）
2023年2月份开始此项
工作转到ERP中操作执
行
a、不满足
0分；则该项问
题为critical
b、部分满足
1分；
c、全部满足要
求 2分；
2
Develop a process/mechanism which allows early involvement of planning positions in product planning(hardware,
software, and equipment); formulate cutover plans for new products, new versions, or ECs, and work with customers to
ensure the implementation of the cutover plans, and whether if check the risk on supply gap and overstock.
有计划岗位参与产品早期介入（包含硬件、软件、装备的开发）的流程机制，针对新产品、新版本、EC输出切换计划，并
与客户协同确保导入/切换计划执行，是否有审视呆滞和供应不足的风险。
Y
从小批阶段开始参与；
0116：插入计划部门参
与的附件
项目小组成员明确计划
岗位职责；插入小批试
制管理规定有关计划科
的职责
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
0
The classification models and strategies for finished products, semi-finished products, and raw materials are defined and
incorporated into process documents. Routine closed-loop management of strategy execution;
有明确的成品、半成品、原材料分类模型及策略，并固化到流程文件；以及对策略执行有例行闭环管理；
Y
1.执行《技术文件管理
规定》中的编码规
则、有命名规则
的分类界面，已上传8.
20
3.执行《计划管理规定
》（已上传，同8.
8）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
0107：更新PLM
截图
There are long-term, medium-term, and short-term production capacity planning processes, clear production capacity
baselines and flexible planning for key supply points, and closed-loop management of production capacity planning
execution with statistics and analysis.
有长期、中期、短期的产能规划运作流程，对关键供应节点有清晰的产能基线和柔性规划，并对产能规划执行有统计和分
析的闭环管理；
Y
《年度产能规划与实施
流程》月度/季度的预
测和产能规划、年度订
单预测、原材料备料单
（已上传）
0109：产能规划文件由
哪个部门归口，哪些部
门参与？
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
A clear product lead time monitoring mechanism is in place, and the actual product lead time fulfillment is monitored on a
monthly basis.
有明确产品货期监管机制，并例行月度监控产品货期实际履行情况；
Y
在金碟云星空模块，可
以实现产品货期的管理
；目前有记录日发货计
划的完成情况
（已上传）
-0109：上系统后补充
证据
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Information about item speciality (the proportion of customer requirements' usage on suppliers) is updated and shared
with customers.
有刷新ITEM专用度（客户需求在供应商端的用量占比）信息并共享给客户；
Y
有月度客户订单量占比
（已上传）
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
N/A
2
Have the capability of regularly updating KSPs, including categories and items, and could update to Huawei.
有例行刷新KSP（关键制程）能力，包含类别和编码，并能够传递给华为；
Y
每月刷新KSP（关键制
成）能力，包含产品类
别和产品编号，并能够
给客户分享。
产能效率明细表每月整
理发布
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Regularly match KSP capabilities and requirement forecasts, warn KSP risks, develop solutions in a timely manner, and
track the implementation of the solutions.
有例行匹配KSP能力和需求预测，预警KSP风险，及时制定解决方案并跟踪落地；
Y
有季度产能规划，针对
需求和厂内制成能力的
矛盾，预警风险及时制
定解决方案并跟踪落地
，人员能力，预警并制
定有效措施跟踪落地
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
0
Purchase management 采购供应管理 ##### #DIV/0! 58%
The corporate functional architecture has an independent procurement and supply organization, with clear job
responsibilities and regulations (PO lifecycle management, supply assurance management, and supplier management).
公司职能架构图有独立的采购供应组织，并有明确的岗位职责规范（PO全生命周期管理、供应保障管理，供应商管理）；
公司组织架构有独立的
采购部门，包含供应商
管理部和执行采购科，
并有对应的岗位职责-
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Have professional skills requirements for procurement positions, including but not limited to work experience, junior
college degree, or above.
有采购供应岗位的专业技能要求，包含但不限于工作经验、大专或大专以上学历；
《执行采购岗位说明书
》
0109：插入部门架构
根据部门架构，编制各
岗位说明书，一一对应
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
2
There is a performance management and appraisal mechanism for procurement positions, and the appraisal level
includes departments and individuals. The performance appraisal covers supply, inventory, and professional capabilities
of positions, such as material requirement fulfillment rate, material shortage times, and material supply period.
有采购供应岗位的绩效管理及评价机制，评价层级包含部门及个人；且绩效评价包含供应、存货、岗位专业能力等方面，
如物料需求满足率、欠料项次、物料供货周期等；
建立部门及个人绩效管
理并考核
0106与新燕的统一
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Key raw material supply capabilities are accurate and internal systems are visible to support plan supply-demand
matching and production scheduling.
关键原材料供应能力准确和内部系统可视，支撑计划供需匹配和生产排产。
ERP系统计划管理模块
有物料缺料分析、订单
进度跟踪供计划排产
OK
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Supplier classification rules/definitions and corresponding management strategies are available. Supplier delivery
performance appraisal regulations and performance application rules are available. Delivery performance includes but is
not limited to the requirement fulfillment rate. Records of routine supplier appraisal and communication are available.
有供应商分类规则/定义及对应的管理策略，有供应商交付绩效考核规范和绩效应用规则，交付绩效包含但不限于需求满足
率；有供应商例行考核记录及沟通记录；
Y
《供应商管理程序》对
供应商有分类管理定义
，按照月度对供应商进
行考核，会议沟通有会
议纪要
OK
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Production and logistics management 生产和物流管理 ##### #DIV/0! 50%
There is a warehousing management operation guide to ensure consistency between physical goods and warehousing
accounts and FIFO. In addition, the inventory data must be consistent with the inventory data uploaded to Huawei.
有仓储管理操作指导书，做到实物、仓储账务一致，及先进先出；同时要和上传华为系统的库存数据一致。
Y
1、《仓库管理规定》4
.6条款对账物一致有要
求，条款要材料及
成品按照先进先出作业
。
2系统卡控先进先出用P
DA扫码实现，物料及
成品出库是按照批次号
卡控，有先入库的批次
后入库的批次无法出库
a、无仓储、进
出库指导书（包
含先进先出要求
） 且稽查 账实
不一致 0分
b、有指导书，
现场抽查3-5
item，存在账实
不一致；或无指
导书但现场抽查
3-5item 账实一
致 1分；
c、有指导书、
现场抽查3-5
item 账实一致
2分。
新供
应商
不涉
及华
为上
载
uploa
d to
Hua
wei is
not
invol
ved
for
new
suppl
iers.
1
There is a logistics dispatch operation guide that adapts to the customer's delivery requirements, and the logistics
dispatch node is visible.
有适配客户送货要求的物流派送操作指导书，且物流派送节点可视；
Y
按照《成品发货操作规
定》要求跟踪物流进度
，跨越物流可查询具体
物流节点，系统后续根
据华为要求执行
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
1
Be familiar with Huawei's receiving systems, SCS, ASN system, and relevant systems and has back-up personnel;
熟练使用华为收货SCS-ASN等系统，并有人员备份；
暂无华为SCS-ASN系
统，后期按照华为要求
执行
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
N/A
新供
应商
不涉
及
N/
A
IT System IT系统 ##### #DIV/0! 67%
There is an IT system to receive customer orders/requirements forecasts, and support the order delivery time
commitment/requirement forecast supply capability commitment reply functions. For Huawei B2B suppliers, check
whether the B2B PO module interconnection is completed.
有IT系统接收客户订单/需求预测等，并支持订单交期承诺/需求预测供应能力承诺回复等功能；如果是华为B2B范围供应商
，是否完成了B2B PO模块对接。
Y
有IT系统显示订单清单，各
部门的审核过程等同于对交
期的初步承诺确认
已上传
a、无IT系统（0
分）
b、有部分IT系
统，只能支持订
单或预测管理（
1分）
c、IT系统可支
撑订单和预测管
理（2分），如
老供应商且要求
B2B对接的，没
有完成对接的1
分，完成对接的
2分
0
Production scheduling: Has specialized production scheduling systems (such as ERP, MRP, and SAP) and issues
production schedules via these systems.
计划排产：有专业的计划排产系统，如ERP/MRP/SAP等，且通过系统下达排产计划；
Y ERP系统中有计划排产
a、无IT系统（0
分）
b、有IT系统，
存在部分排产不
在系统中，或者
在系统但全部是
手工排产（1分
）
c、有IT系统，
排产全部进系统
，且可以自动释
放排产（2分）
2
Warehousing: IT systems are used to manage inventory to support the consistency of inventory accounts and goods
(CIAG). For Huawei B2B suppliers, check whether the B2B inventory module interconnection is completed.
仓储：有应用IT系统管理库存，支撑账实一致。如果是华为B2B范围供应商，是否完成了B2B库存模块对接。
金蝶云星空的库存管理
模块可支撑账实一致。
a、无IT系统（0
分）
b、有IT系统，
但存在系统外管
理物料 1分
c、有IT系统且
全部在系统中管
理 2分。 如老
供应商且要求B
2B对接的，没
有完成对接的1
分，完成对接的
2分
新供
应商
不涉
及B2
B
完成 2
For IT upgrades or switchovers with basic data migration, there is a high risk of interruption in delivery. A management system must
be developed to specify that assurance measures must be provided for such high risks and the customer must be notified three
months in advance.
对有基础数据搬迁的IT升级或切换，在交付中存在中断的高风险，需要有管理制度明确这种高风险要有保障措施和能够提前3个月告
知客户；
在《计算机信息安全管理
规定》中规定： 业
务系统进行重大系统变更
可能带来的数据信息高风
险操作时，需要提前3个
月计划，并告知相关部门
。
2、由相应部门告知客户
。
a、不满足
0分；
b、部分满足
1分；
c、全部满足要
求 2分；
2
Delivery Disaster Recovery managemetn付容灾管理 ##### #DIV/0! 80%
Key processes (including environmental protection processes) and key raw materials are backed up, including backup of
multiple sites, factories, and production lines, material substitution, and supply from multiple suppliers.
有关键工序（含环保等工序）和关键原材料备份，包括多SITE、多工厂、多产线备份等、物料替代或多家供应等
Y
a.无工序和原材
料备份资源 0
分
b.工序或原材料
满足一项 1分
c.工序和原材料
均有备份 2分;
1
A reorganization and consolidation mechanism is in place for the supplier (including downstream suppliers) to report
reorganization & consolidation events immediately to the customer, including the time, location, and event description,
evaluate the impact, and provide emergency response measures.
有关停并转预警机制，供应商（含下游供应商）在发生关闭、停办、合并、转移事件时，第一时间主动向客户报告,包括时
间、地点、事件说明等，评估影响程度并给出应急处理措施；
Y
1.《应急响应与交付管理程序
》条款定义了“在发生
关闭、停办、合并、转移事
件时，第一时间主动向客户
报告,包括时间、地点、事件
说明等，评估影响程度并给
出应急处理措施”的相关内容
；
2.主要材料供应商至少2家，
有备份供应商、应急生产线
（三楼有闲置位置）；
3.制订了客户紧急事项发生时
客户联络人。
a.无文件无通报
0分
b、有文件无通
报或有通报无文
件 1分
c.有文件，有通
报 （含未发生
）2分，
2
Has the mechanisms of reporting supply risks and sending warnings within 24 hours in case of emergencies that make
customer-required products unable to be delivered within the promised date or influence the delivery in the future.
针对造成客户产品不能按承诺交付或对未来交付有影响的突发事件，具备24H内供应风险通报及预警机制文件
1.《应急响应与交付管理程序
》条款定义了“产品不
能按承诺交付或对未来交付
有影响的突发事件，具备24H
内供应风险通报及预警机制“
的要求。
2.《应急响应与交付管理程序
》条款定义了各种突发事
件发生的预案。
3.制订了《业务连续性计划》
。
a.无文件无通报
0分
b、有文件无通
报或有通报无文
件 1分
c.有文件，有通
报 （含未发生
）2分，
2
