Design a supplier improvement plan that uses commercial leverage and clear evidence thresholds.
The supplier is strategically useful but underperforming on sustainability expectations. Procurement wants improvement, not indefinite tolerance. A strong improvement plan ties each gap to leverage, evidence, timing, and consequence so the supplier knows what continuation depends on. “We will keep engaging the supplier” often means there is no real threshold for success or failure. Meetings multiply while performance barely moves. Define the gap precisely Name the specific misses: no product carbon methodology, no take-back path, excessive virgin resin share, or no worker-grievance evidence. Vague underperformance produces vague improvement plans. Match a lever to each gap Use renewal timing, future volume,…
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