A) Supplier selection strategies and criteria
Internally developed rating programs, external certification standards or models, and their affect on an organization’s overall strategy

B) Techniques for communicating requirements to suppliers
Planned, regular meetings; reporting procedures (routine and emergency); stated expectations and potential consequences (awareness of criticality)

C) Techniques for assessment and feedback of supplier performance
Key measures of supplier performance (e.g., quality, price, and delivery/level of service) and metrics (e.g., defect rates, functional performance, timeliness, responsiveness, availability of technical support)

D) Measurement of Supplier Performance: Assessment and Metrics
Statistical analysis
Apply basic statistical techniques (e.g., measures of central tendency, range, variance, types of distribution, check sheet output) to data sets, charts, and other statistical summaries in order to make decisions and monitor projects and processes
Trend analysis
Identify and interpret trends in tabular data sets, graphs, charts, etc., and distinguish different kinds of trends (e.g., cyclical, seasonal, shift, environmental)
Process capability
Read charts and interpret data to determine whether a process is in statistical control and capable as measured by Cp and Cpk indices
Qualitative assessment
Subjective measures (e.g., verbatim comments from customers, observation data, focus group output) and how they differ from objective measures; when measurements should be made in categories rather than in terms of numeric averages
Supplier Purchasing System Reviews
Benchmarking to industry and world-class standards
Tools and techniques

E) Supplier improvement strategies
Audits (e.g., surveillance) and corrective and preventive action plans

F) Supplier certification programs
Steps in the certification process, ongoing review, and measures of performance

G) Partnerships and alliances with suppliers
Steps to developing partnerships and alliances

H) Logistics and supply chain management
How purchased products and services impact final product assembly or total service package, including ship-to-stock, just-in-time, etc.

I) Quality Models/Specifications
Malcolm Baldrige National Quality Award (MBNQA) Criteria for Performance Excellence
How companies use the principles of the MBNQA criteria for performance excellence as a supplier requirement.     
How companies use ISO 9000 as a supplier requirement.
Federal Government Quality Specifications (MIL-I and MIL-Q)
How companies use MIL-I and MIL-Q as a supplier requirement.
6 Sigma     
How companies use 6 Sigma as a supplier requirement

J）. Major industry and other international standards
QS (automotive), TL (Telecommunications), NCQA (National Committee for Quality Assurance), etc.; how these standards must be considered in the development of an organization’s quality system, plans, and programs

K) Develop Systems for Managing Supplier Performance
Develop and implement an overall supplier management program, including supplier assessments and monitoring follow-up actions.
Use supplier performance information to continuously improve effectiveness of the value chain, including audits, performance data, JIT, dock-to-stock, etc.
Partner with suppliers, including information-sharing, involving suppliers in design, providing training, collaborating, etc.