Used by companies worldwide

Protect your supply chain with quality data you can track and trace.

Improve yield through supply chain accountability.

The GSQA "Software as a Service" solution simplifies your ability to extend your quality assurance processes to your direct suppliers as well as suppliers in a multi-tiered supply chain. By providing an online collaboration tool, your suppliers and supply chain partners quickly and efficiently understand the effects of their material variability on your production yield. GSQA provides you the data to hold them accountable.

GSQA delivers supply chain intelligence using your supply chain partners' data.
It streamlines communication across your supply chain, including your direct material suppliers, their suppliers, your co-manufactures, your feeder plants,
your finished products plants, and your customers.
GSQA gives you the business intelligence you need to identify risk before it
impacts your production.

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Issues solved by SaaS GSQA in supply chain quality

Material variability holding back stellar performance?: Over time identically specified materials and components vary as delivered to plants for the same intended purpose. Even specifications get out of synch from what is ordered to what is delivered. The “same” materials or components from a supplier with sister plants do not arrive as identical material or components 100% of the time. One reason supplier performance varies is due to inconsistent methods for spec distribution and acknowledgement. Another is process variability itself...
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Material specifications unevenly distributed with resulting conflicts?: Enterprises must provide specifications to suppliers if their finished product quality is dependent on the quality/performance of the raw materials or basic components. For some companies commodity materials will suffice, but for others key ingredients or materials or components must meet or exceed specifications for their finished products to be successful. As important as that dependence on material performance may be, spec distribution varies by product, by supplier, by engineering team, and by the spec distribution tools available...
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Scorecarding missing supplier/material performance metrics?: Certainly companies use scorecarding to keep suppliers aligned with procurement objectives. The more data that the procurement specialist has the better is his/her view of supplier quality and performance. Conversely, the harder the effort to retrieve the data, the less likely the data will ever be used. Key performance indicators vary from company to company, but most depend on the availability of the data. If is it not captured, it is not available. Examples might be non-conformance performance and length of time to resolve, material performance in production, material adherence to specifications, certification completion and grading, others. Supply chain quality data is generally not available and if captured, generally has real “no home”. As supply chains evolve and become more tiered and off-shoring puts an enterprise at more risk, supplier quality visibility across the supply chain becomes more valuable...
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Supplier Qualification & Compliance a head-ache?: All companies have documentation requirements that suppliers must adhere to. Submission of the various documents is expected on a complete and timely basis. From a simple copy of a local inspection to a lengthy questionnaire concerning product and food safety, documents are provided by suppliers to various enterprise departments. The challenge is to get timely responses with as little effort as possible, but everyone ends up chasing suppliers for compliance. They must work to keep their supply chain partners in good-standing...
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Managing and Tracking Supplier Non-Conformances and Corrective Actions tedious and time consuming?: When there is a problem with inbound materials, the affected user somehow needs to inform the supplier of the infraction, be it a non-conformance, corrective action or material rejection. If there is any hope of rectifying the situation and minimizing any additional disruption to production, these types of dialogs happen quickly. Today most interactions occur on the phone and in e-mail, and are unsecure, loosely documented and effective cycle time suffers. Time ($) is spent understanding the non-conformance, and often a corrective action notice is required to get the supplier to analyze the problem and to offer a fix. Again, the remedy is discussed or received in e-mail with modest tools-at-hand to manage the exchange and the cycle time for closure...
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Like to compare "good product" test results with "bad product" characteristics for improving yield?: Finished product characteristics vary unfortunately based on a wide number of reasons. Trapping those influencers and reducing their impact is key to consistently high quality products. At some point constant improvements reduce problems so they appear more rarely. The challenge shifts to finding the relevant causes for variations in finished goods and diminishing their impact before problems appear. One method would be to compare the characteristics of a “good” finished product with a “bad” finished product. This comparison will increase yield, and requires a system to track the characteristics of all products so the variations can be compared. Often the “bad” product is discarded, and a suitable replacement is found, with no lessens learned...
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Need to see material/product trend charts and supplier process performance?: As enterprises become more dependent on their supply chain partners, quality assurances must be determined before the material is received. Looking at supplier test methods and documenting compliance with test requirements is required. Additional insight must be gained by looking into the production process variations by supplier plant or production line or time frame (season, post-strike, construction, new equipment, etc.). The receiving-plant quality manager (or corporate global quality assurance director) notes potential concern when an alert directs their attention to charted test results that show a downward trend or an unlikely consistency in test results. Another analysis is the view of process capacity for a supplier plant or production line displayed for process consistency performance compared to specifications...
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COA processing managed manually?: Some companies require the certificate of analysis (or COC for compliance) as a proof that the material was tested, that the test results were captured and the documentation was delivered with the shipment. Some companies do not...
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Is your supply chain now multi-tiered with no upstream quality visibility?: As out-sourcing and off-shoring expand, so does the supply chain for those enterprises deciding to seek alternative sources for materials. The search will take companies to locations where normal standards for quality and IT support are not adhered to. This makes the management of quality difficult if not impossible in an extended supply chain with current technology. The suppliers to your suppliers may or may not be willing to be audited or even made public. This allows the possibility of contaminated or counterfeit materials to enter the supply chain unbeknownst to the final market-facing enterprise. How can a manager minimize the resulting risk associated with lower cost raw materials...
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Risk of counterfeit or contaminated materials unacceptable?: If your company cannot risk the entry of contaminated or counterfeit materials into your supply chain, then some method of specification compliance is absolutely necessary. Along with graded regulatory compliance documentation, easy web-based non-conformance management at each level in your supply chain is required to effectively manage quality. The system would need to allow the tracking of material movements with quality documentation and analysis at each tier for supplier and supply chain quality assurance...
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Is traceability no longer a local problem?: Tracing the product process inside the four-walls of a manufacturing facility from receipt to ship-to location is no longer sufficient in the world of extended supply chains. Even enterprise feeder plants to finishing plants need some sharing of quality data often across disparate ERP systems. The normal solution is to use the same ERP system/instance, but that may not be possible. ERP instances can differ so that a single view of the internal supply chain is still not possible...
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