30-Minute Path to Better Supplier Performance

Watch the Video View Transcript

Discover how Time Manufacturing dramatically improved supplier performance, customer on-time delivery, and production goals by partnering with SourceDay to automate their supply chain process. Reduce manual work, gain better visibility, and see how they achieved 98% production attainment.

00:00:09:12 – 00:00:31:01
Colby Young
All right. We’re going to go ahead and get started. Thank you everyone for joining us this afternoon. Welcome to our webinar Path to Better Supplier Performance Improve Customer on time delivery and hit Production goals. Really excited for you all to hear directly from a source. Staying at the core customer. Should be a great 30 minutes and try to keep this on schedule.

00:00:31:02 – 00:00:55:00
Colby Young
Also, if you have questions and you haven’t used this interface before, there’s a Q&A section. So please drop your questions in that inbox. We’ll answer them throughout. We’ll save them for the end as well. We have plenty of time at the end for Q&A. So please drop your questions in there. All right, so as far as introductions, I’m Colby on VP of alliances.

00:00:55:03 – 00:01:28:01
Colby Young
I’ve been with Source Day for about ten years, and over those ten years, I’ve been helping manufacturers and partners really evaluate supply chain automation needs and implement, automation technology to help improve supply chain efficiencies and improve business operations. But I’m most excited to have Time Manufacturing with us today. And Raul Gutierrez, strategic procurement manager, to speak towards their experience, their success, on source day.

00:01:28:02 – 00:01:32:07
Colby Young
So roll please. Quick introduction of yourself. Yeah. I mean, you mentioned.

00:01:32:08 – 00:01:55:13
Raul Gutierrez
Yeah. My name is Gutierrez. I am the procurement manager of one of the commodities I have been with the company since February of last year. So I live, with, one year and then ten months. It has been a very good experience. This is my first time dealing with that before. And this is my first time dealing with sourcing.

00:01:55:14 – 00:02:00:00
Colby Young
Right? My whole career been in supply chain row.

00:02:00:02 – 00:02:24:07
Raul Gutierrez
My supplier, my supply chain has been at least, 30 years, in different and and different areas, master scheduling, even customer service, transportation, logistics and, and, lately more related to, procurement and purchasing.

00:02:24:08 – 00:02:28:01
Colby Young
And tell us a little bit about time. What does time manufacturing do?

00:02:28:02 – 00:02:57:00
Raul Gutierrez
Time a time manufacturing is a, company. And it can be also related to a different company. There’s a list. So we were together, and, time manufacturing, produces what is called at least, truck. And I’m going to show you here. This is a list truck or a bucket truck. We we do the we do the lift that moves the mechanism up or down.

00:02:57:01 – 00:03:17:07
Raul Gutierrez
And this is mainly used by telecommunication companies that want to reach out to, to cables to fix the problems or, series that want to, do some repairs on the, electrical, cover line or cable lines.

00:03:17:08 – 00:03:42:03
Colby Young
Thank you for that role. Welcome. Thank you so much for being here. So quick agenda for everyone. We’re going to first talk about the challenge, that Simon or who was faced with, resource day that they were looking to solve, why they partnered with Source Day. We’re going to talk about MRP and production accuracy. Hopefully many of y’all are excited to to learn about that whole time.

00:03:42:03 – 00:04:07:13
Colby Young
And Rahul figured that out. And you know, many of you looking to to get smarter and more accurate there. The financial impacts on the business and a high level overview of Source day and like I said, plenty of time for Q&A. So please drop those questions in there if you have them throughout today’s webinar. Before we get into the content, I want to make sure you all know that, source date is now an official at the core ISV partner.

00:04:08:00 – 00:04:34:09
Colby Young
We signed our partnership in May of 2025. But we’ve been supporting our core clients for more than six years, and Epic Core has dabbled with some portals here and there, and they ultimately reached out to us after seeing our success with epic for customers like time for the last six years, and wanted to partner with us to be their go to partner for supplier portal.

00:04:34:10 – 00:04:54:03
Colby Young
So that partnership signed in May. We went to insights and it’s been six months of really great success supporting epic core clients adopt Source day. One of the main reasons that Epic Core wanted to partner with us is our ability to really have figured out supplier adoption. I’ll talk more about that at the end of the webinar.

00:04:54:06 – 00:05:13:09
Colby Young
Who’s going to hit on that a little bit, too, but I wanted to make sure you all know if you have questions about our partnership, drop them in the Q&A. I can answer those. But now let’s get into the fun part content. So overall, you’ve had 30 years of supply chain and procurement experience. Such a great, you know, tenure in history in that.

00:05:13:11 – 00:05:28:14
Colby Young
Can you talk to us a little bit about kind of that old school way of managing purchase orders from the time they’re cut in the ERP and so the received and the risk that that can put on downstream supply chain operations.

00:05:29:00 – 00:05:55:14
Raul Gutierrez
Yes. Of course. So we would run we used to run, MRP here, twice a week on Saturdays and Wednesdays. So the, the buyers had the have the ability during the week to review all the, all the suggestions coming from some of the MRP, process and, and analyze where was the demand and supply situation for every single part.

00:05:55:14 – 00:06:27:07
Raul Gutierrez
We’re talking about between 5000 and 10, about 10,000 parts, mainly purchased parts. Based on the analysis, the the buyer was was required to create the PR, get a copy of the PR email, the, email the Po to the supplier. We did the of expecting some kind of a confirmation from the supplier about the price, about the quantity and about the due dates.

00:06:27:08 – 00:06:56:06
Raul Gutierrez
Okay. We had we had problems where that answer back from the suppliers and they didn’t arrive, and we didn’t know if the supplier really got the email, confirming our Po or if they never if the the email didn’t reach out to them. So we had to spend a lot of time, chasing suppliers just to make sure that the information got to them.

00:06:56:08 – 00:07:28:04
Raul Gutierrez
Or sometimes we forgot about that and we were expecting a, a PR arriving. And then suddenly we got the news from the supplier saying that they didn’t get the bill, and we needed to wait one more time. Maybe three weeks, maybe six weeks, maybe two weeks. Sorry to get them to get the material. One of, one of the, main Air Force that the company is doing is a three way match from, from an imposing point of view.

00:07:28:05 – 00:07:52:02
Raul Gutierrez
We needed to to know that the invoice matches what we receive, and that the invoice also matches the price on the Po. Since there are many fluctuations on the on the pricing, asset aspect point of view. We had a lot of problems trying to match the, the price. And that created a delay on the payments.

00:07:52:02 – 00:08:37:04
Raul Gutierrez
And that created also, dissatisfaction from the, from the suppliers. If if you don’t have if you don’t have a true, a true, true visibility of the POS and you cannot confirm that those are valid, you are running MRP with false expectations. So we wanted we wanted to make sure if we wanted to improve service that the polls were confirm that we knew what was happening and that we could, confirm to, to the warehouse and to production that things were going to happen, that the material was on the right and that they couldn’t continue, with the with the production schedule.

00:08:37:05 – 00:09:01:08
Colby Young
Yeah. Critical. Right. So it’s just a ton of manual process, a lot of, scrambling around. No real standard operating procedure. So can you talk to us? How that old school method was really modernized and changed when you implemented, sourced and what what are some of the, your favorite capabilities that your team is able to take advantage of?

00:09:01:09 – 00:09:37:08
Raul Gutierrez
So, after implementing, source, they, and having it reflect direct, relationship between, our company and the suppliers. We were all able to reduce all the time that we were spending, chasing bills and chasing suppliers to confirm the receipt of the of the bill. Also, we were making sure that the prices were, were correct, that the due date that we were requesting was something that could be met by the, by the suppliers.

00:09:37:09 – 00:10:08:04
Raul Gutierrez
So if, what what is happening is, at the, at the end of the creation of the bill, within the next 15 minutes, ethical takes that information and sends the information to the supplier to the supply. The supplier can go through a portal or can go through a can look at an email coming from Thursday, look at the look at the Po, look at the main pieces, the price the day and the quantity.

00:10:08:05 – 00:10:31:08
Raul Gutierrez
Verified those those, three pieces of information and then respond back to us saying, yes, I accept the order or no, you need to you need to apply these changes in NAFTA. And they were showing that confirming the appeal. And we didn’t have to go to we don’t have to go to a court to check the box, confirm it is source.

00:10:31:08 – 00:10:51:06
Raul Gutierrez
They automatically that does that. That’s for us. So that is giving us more time to really do a better job in the planning process. And the MRP process instead of chasing, chasing activities that do not add value to the the overall process.

00:10:51:08 – 00:11:14:12
Colby Young
Amazing, right? Getting you out of that administrative work, getting you into the ability to be proactive. So it sounds like a lot of manual work became automated. A lot of kind of tedious work became automated. Can you talk to us? What your team has been able to do with that time back in their day and their week that that’s, able to drive the business?

00:11:14:13 – 00:11:47:06
Raul Gutierrez
So the so, maybe, maybe since we have a large number of, parts involved, it requires a little more, I mean, a little more time getting into the supply demand situation. So not having to change the Chase bills gave you the opportunity to deep dive, do a dive deep down on the results of MRP. Understand with understand what MRP was telling us.

00:11:47:08 – 00:12:17:04
Raul Gutierrez
Check the information. In time phase and then decide whether or not if we needed more orders, the quantity and the date that those, those orders needed to needed to have. Also, not only is this time was needed for PR, creation, but also PR changes suggested by MRP. So we had the chance to spend a little more time, doing that and move things around mainly.

00:12:17:04 – 00:12:45:10
Raul Gutierrez
Basically, that’s due dates to to try to have the correct material at the at the right time. Before, before these, these new area era, we had done so orders. We have we had a backlog that the when 18 months out. So if we didn’t have one material, the plan or production could go to a different order and then start producing the orders.

00:12:45:11 – 00:13:18:07
Raul Gutierrez
We we decided that we wanted to have a firm frozen the schedule and that we, as a company, we needed to permit to have the materials ready for the production area to follow a specific, sequence of, of production. Because of that, we started that we started having better and better, service. Results and that what that created was for the for the customers to see, you know what, time is improving.

00:13:18:07 – 00:13:54:13
Raul Gutierrez
Time is delivering on time. So these may not be the correct amount. So let me adjust my demand to exactly my need some dates. So that created an adjustment on the on the, order book that we have that reduce our, visibility of demand to the instead of the next 18 months to the next six months. And that forces us to be even more precise on the planning process, on getting the material ready and then production following a specific, production plan.

00:13:54:14 – 00:14:23:07
Colby Young
So able to service your customers better be more accurate, right. Be be a better supplier to your customers, which hopefully right. We’re all striving to be that. Let’s talk about on time delivery. You know, Source Day really prides itself in on time delivery metrics. And all of our customers experiencing improvement. Can you talk to us about how time’s on time delivery with your suppliers improved and what you think, as attributed to that success.

00:14:23:09 – 00:14:54:01
Raul Gutierrez
The, the is having, a more direct relationship with the suppliers has helped us a lot because they know. They know that, we we have their confirmation. They, they know also that we’re expecting material at, the specific point in time. We have tools from, sources. They that alert the alert me in alerting suppliers of anything that is coming within the next 1 or 2 weeks.

00:14:54:01 – 00:15:27:09
Raul Gutierrez
And given the opportunity, if something is needed to adjust our delivery dates and adjust our production, production schedule based on that, so we have a better visibility of what is coming. We have a better visibility of the shipments from the supplier to us. And that that, that is, very good tool for us in front of production to confirm the delivery of our material for them to be sure that they can follow a specific, production, production, plan they have.

00:15:27:09 – 00:15:58:06
Colby Young
And we’re going to talk more about production plans, but absolutely on time delivery, being able to tighten up production plans, give visibility to your customers. And you know, you mentioned, right, reducing customer cycle times down from 18 months to six months. And our on time delivery fits in there. Role last question here is, you know, one of the big reasons that that Evercore wanted to partner with source as I mentioned, is our ability to help with supplier adoption and supplier engagement.

00:15:58:07 – 00:16:11:12
Colby Young
Can you talk to us, about what that to look like with your with your site, in your organization as far as the percent of suppliers using Source Day and kind of how that support has been with source that.

00:16:11:13 – 00:16:44:00
Raul Gutierrez
I’m very good. So, I will say that, 80% of our suppliers, there will be, I don’t know, maybe about 300, suppliers are connected, to us through Thursday. We have we, we have the initiative of increasing this number more and more. We want to reach at least 90, 95%, because that will translate that into, a more efficiency in our, in our purchasing group.

00:16:44:01 – 00:17:08:07
Raul Gutierrez
There is no cost for the, for the suppliers. So we, they know that if they participate with us, if they want to be part of this, this process, it is not adding any cost to them, but, it is adding the ability to communicate better to us. And I’m glad I give you a very funny example of the level of participation.

00:17:08:08 – 00:17:37:11
Raul Gutierrez
There there have been, suppliers calling me, saying, your warehouse is taking more than 24 hours to put the, to put the inventory in your system, and that is creating a one day delay on the receiving process. And that is that is affecting my, surface level in. So today I want to be hundred percent accurate, on or on time in my delivery.

00:17:37:11 – 00:18:09:00
Raul Gutierrez
So please ask your warehouse to be receiving on that real time basis. So what that tells me is that the suppliers are going into source. They are looking at the orders, are looking at how we are receiving and that are are being are being, are following exactly the service index that source they has in. And for them, it is it is very important for them to reach, to reach some kind of, higher, service.

00:18:09:00 – 00:18:35:11
Colby Young
And that’s great. It’s really a great story. And actually, you write out source, they can help improve relationships with suppliers and giving everyone very clear visibility into performance. That’s that’s great and love that. Right. Suppliers. Suppliers. Right. Want to perform. They want to serve your customers. So we’ll also talk about how, source is able to engage with suppliers in many different ways to help with that adoption.

00:18:35:12 – 00:19:13:05
Raul Gutierrez
These the other the other very quickly. The other example is balances on on bills or balances on power lines. Before you maybe create, an order for 100 pieces, the supplier only delivered 98, and you and you get the two, the balance of the two forever. Now, there is a way in and, the suppliers have following that, and the suppliers are are requesting an adjustment of the quantity from 20 to 90 days so they can close the order from our side and from their side, so they can they can also know more about that.

00:19:13:05 – 00:19:14:14
Raul Gutierrez
Bill.

00:19:15:00 – 00:19:38:04
Colby Young
That’s actually a great shift into this next slide about MRP accuracy and so much change that’s happening. So you mentioned MRP a lot. Hopefully most everyone on here is using MRP or wanting to use it or get better more strategic with it. Can you talk about, how Source Day has really helped with MRP accuracy and manage all of those change like you just mentioned, right.

00:19:38:04 – 00:19:44:00
Colby Young
Getting quantities and dates. Correct. Throughout the years on on our solution.

00:19:44:01 – 00:20:06:05
Raul Gutierrez
So even even though we’re trying to strive to a 60 to 90 day process schedule, there are a lot of changes that happen from week to week, sometimes from day to day. So the ability, the ability for the purchasing team to look at the recommendations from MRP and not from them, drives a lot of work, manual work.

00:20:06:05 – 00:20:37:11
Raul Gutierrez
If we didn’t have. So today contacting the suppliers, can you can you change the dates from the first to the 15th and you change to that? They from the 30th to the 15th, something like that. So the ability the ability to analyze the information, the ability to make those requirements, those requests of changes through those days, that that gave us the ability to react fast and make sure that the information that is in the ERP is correct.

00:20:38:00 – 00:21:04:10
Raul Gutierrez
And we can count on that for, for production, for, production purposes. So we, we follow we follow very closely the past, the appeals. We follow very closely the bills that are due in the, in the next 2 to 4 weeks. So we can confirm them. And if there is any past due PR, we reach out to, through the system or through the, through the software.

00:21:04:11 – 00:21:13:13
Raul Gutierrez
We reach out to the suppliers to make sure that we always have the up to date, they and the in the system.

00:21:14:00 – 00:21:45:08
Colby Young
And, you know, specifically calling out the 90,000 Po changes over 2023 and 2024, talking about that old school method, right, of managing orders, you know, the risk that that puts on MRP accuracy when you have dates wrong and quantities wrong and the inability to hit those production schedules. So let’s talk about production. Right. Certainly for you, anyone in supply chain and procurement hitting production goals, production capacity is probably the number one job, right?

00:21:45:08 – 00:21:55:07
Colby Young
Number one priority. So you mentioned this a lot. What are your production targets and how is Source Day. You know, help help those keep on track.

00:21:55:08 – 00:22:44:02
Raul Gutierrez
Yeah. So, the, the company, invested a lot of time in putting together processes around production and within production in such a way that we could level out the production day by day, week by week. So back in, October of last year, we we set a target, month by month, to have a specific number of machines being built on a daily basis in order to guarantee that the, the, the inventory piece was very critical because if we had a shortage or we had a lack of inventory that was going to be affecting not only that day of production, but the following days.

00:22:44:03 – 00:23:15:03
Raul Gutierrez
So we we as a, as a company, we decided that we needed to be very strict. We we had a lot of effort within our purchasing team to do a better job planning, requesting, new pods, changing existing pods and get that communication going between our company and the suppliers. We were able to start a started like, maybe at, 85%, production attainment.

00:23:15:03 – 00:23:47:06
Raul Gutierrez
And in the last six months, we are, up to 98, 98%. What that means is that if we if we are setting a goal to to produce ten machines every day, we’re reaching the machines every day in 90, 98% of the of the cases. If we do not if we do not reach that 98%, there is a there is a root cause analysis that takes place.

00:23:47:07 – 00:24:01:06
Raul Gutierrez
And and if there is something about suppliers, we analyze if the supplier is within a source, they are not. And if it is not, we pull towards getting the suppliers in in sourcing.

00:24:01:07 – 00:24:26:03
Colby Young
That’s amazing right? 98% production attainment ten machines a day. So impressive. Let me ask you in regards to business impacts, right. Having that 98% monthly attainment, what is that that meant to your business. Right. What how is that KPIs really affected your organization from a financial or monetary standpoint?

00:24:26:05 – 00:24:54:03
Raul Gutierrez
The the main the I would say that the the main driver is sales or earnings because we can be if, if we have a fully, backlog where we can select, from any supplier, any sorry, any customer, any time, and produce something, we, we may be producing a lot for inventory and we may not be producing things that are needed right now.

00:24:54:07 – 00:25:27:05
Raul Gutierrez
So our, our target is that what we are producing? At least more than 95% of the production leaves during that specific month. So in order for us to do that, we need to make sure that the material is on time so production can produce and shipments can be done on that on a timely basis. So it is basically the earning KPI, the one that drives all these synchronicity between, purchasing and production.

00:25:27:06 – 00:25:53:05
Colby Young
It’s amazing. Right? All about reducing risk to your customer orders. Right. Maintaining customers, hitting those sales targets. One thing we had talked about is, you know, catching up on the weekends, paying overtime. Is there also eliminated expense that you all been able to see as well? Bye bye. Have you seen one time delivery in these production lines running more efficiently?

00:25:53:06 – 00:26:19:03
Raul Gutierrez
Yeah. I think that, studying, like, in February of this year, we complete almost completely eliminated, eliminated, production side of this. We have never produced on on Sundays, but on Saturdays, we used to produce almost every, every week where at least three weeks of the of the month, in this case, we the, the, the shop floor is closed, Friday evening.

00:26:19:03 – 00:26:24:00
Raul Gutierrez
And we do not start operations until Monday morning.

00:26:24:01 – 00:26:58:03
Colby Young
That’s amazing. Well, huge congratulations on the successful supply chain. Huge congratulations on your ability to keep these production lines up. And I know we’re we just have a couple minutes left. So I’m going to quickly review just a little bit about the flows and how Sauce Day works. So the problem that you all are managing that role has been talking about, right, is a disconnect between your entire direct spin supplier network and Apple core, and you having to use emails, spreadsheets and phone calls to manage all these open orders and changes.

00:26:58:05 – 00:27:22:05
Colby Young
And that is the risk, right? That old school method, that Raul was talking about and the reason why Evercore partnered with us was to bridge that gap, bring suppliers into the fold, and ensure that every line and every release is managed from creation and at the core until goods receipt and Apple core. And I want to make sure you all know that there’s no change in the way you use that record.

00:27:22:06 – 00:27:49:07
Colby Young
You use MRP for suggestions, change suggestions. No change there. We’re picking up our app, of course, stops with automation to ensure that those manual processes are automated to focus on all the strategic work that role was talking about. And lastly, right, that supplier adoption piece and engagement we talked about, we don’t make suppliers use a portal. As you can see over on the right, we give them any engagement option.

00:27:49:07 – 00:28:16:06
Colby Young
They want to work with you on your orders. It can be a portal, it can be email, it can be API, it can be EDI. We’re about to release document Ingestions. We can read PDFs coming from suppliers. The point is we meet them where they’re at in their technology journey to ensure that they use the solution. And this is a big reason why epic partnered with us and why our clients, like time, are extremely successful.

00:28:16:07 – 00:28:41:12
Colby Young
So I know we’re right at time here. I know there have been a few questions coming in that Lisa has been answering. There is one in here, that we have about Itar. So we do have AI to our customers and for AI to our customers. We have them use, any sort of secure method for sharing their documents outside of Source Day.

00:28:41:14 – 00:29:10:00
Colby Young
So we’re not hosted on gov Cloud. However, you’re sharing your drawings or schematics, things like that, we recommend sharing those drawings. Next, how you are today and Source Day is your solution to manage dates, quantity, price and all of those orders. So happy to talk to you more about how our clients are doing that today. That right, are we have a question here about is it a native integration with Apple Core.

00:29:10:01 – 00:29:32:09
Colby Young
So we have a validated integration with Apple Core. It is validated by Apple Court. As an official ISV partner of Apple Core. Our API integration has been validated by then tested by them, and we have a certification. So we’ve been doing this for more than six years with that before clients, we have a tried and true validated by Apple core integration.

00:29:32:10 – 00:29:52:00
Colby Young
And again happy to to talk to you more about how that integration works. But just you know, from an IT perspective, it’s about a nine week job from start to finish. So we’re not talking about, you know, six month project start to finish. We have you up and running in nine weeks.

00:29:52:01 – 00:30:13:01
Colby Young
Any other questions that anyone has. Drop them in I know we’re a minute over. So I want to be respectful of everyone’s day. So if anyone has any additional questions please drop them in roll and I will hang on for a couple more minutes. Let’s see here.

00:30:13:02 – 00:30:30:10
Colby Young
Roll question for you here around support. Can you just talk about, how it’s been working with Source Day just in regards to support when when things do come up, when you need help or your suppliers need help. How supports band from source that.

00:30:30:11 – 00:30:59:02
Raul Gutierrez
So, I have a, support manager from, source Pay that is available for me, every single day. Every single time. I have a problem. So when, when, somebody from my purchasing team has some kind of question or some kind of, an issue, the report that to me and I reach out to the to the support manager, and I get an answer within maybe half an hour.

00:30:59:03 – 00:31:37:04
Raul Gutierrez
If if the if it is a technical or very technical, matter the the support manager contacts somebody within the technical group in source. They communicate with me of that communication and that person will contact me. We will go and do some testing or changes up until the, the, the request is hundred percent. So my, I’m very happy with the service because every time, every time that I reach out, I receive, an answer within less than one hour.

00:31:37:05 – 00:31:46:12
Raul Gutierrez
And all my questions, all my issues are resolved within the next, maybe 2 or 3 days of the most perfect.

00:31:46:13 – 00:32:07:00
Colby Young
Thank you for that rule. We had a question, and it works well with Apple Core Cloud. Absolutely. We support epic for cloud as well as every on prem version back through nine. So no issues there. We have the experience with all of those versions cloud and on prem. Back through nine. You will also receive a recap of this webinar.

00:32:07:00 – 00:32:31:14
Colby Young
So there’ll be a recording that is sent out to everybody. And if you have any questions or want additional information about Source Day, how we can help your business, please reach out to me. Toby Young at source. Stay calm. Happy to set up. Time to, introduce you to the product in more detail. Learn more about your business.

00:32:32:00 – 00:32:58:05
Colby Young
We had another question. Come in again. We’re happy to hang on here. Is there a clean Po approved approval workflow in Source Day? Great question. So Po approval workflows. We recommend you set up in Epic Court. Right. So as folks create purchase orders, epic has a great approval process in its ERP and source. They picks them up when they’re in an approved status.

00:32:58:06 – 00:33:22:13
Colby Young
Those come into, Source Day and then those workflows. Let’s start by or changes that come in our solution that from suppliers to you. Absolutely. Your buyers are responsible for reviewing and approving those before they we write anything back into epic or to update those purchase order records. But as far as initial Po approval, that should be an epic workflow.

00:33:22:13 – 00:33:53:00
Colby Young
And, you know, someone in in your IT department, or I could hook you up with someone at A to help you set that up. All right. I did see a question in here about, On-time delivery and delays in receiving, you know, a little mentioned that. So in source days, supplier scorecard, you were able to give a buffer for receiving.

00:33:53:00 – 00:34:24:08
Colby Young
So let’s just say it’s standard operating procedure. It takes you 48 hours to receive. You can give suppliers a 48 hour buffer. So if they’re delivering on the date, they said, but you’re receiving late, you’re able to adjust that in the settings of our scorecard to make sure that that scorecard is, is more accurate. And your suppliers aren’t getting dinged for delivering on time, but you have a delay in that actual receipt transaction because we are, reading those receipts for scorecard purposes.

00:34:24:08 – 00:34:34:04
Colby Young
So anyone who might be is a certified that needs that supplier scorecard. We’re going to help you there and give you a, auditable scorecard for that.

00:34:34:05 – 00:34:40:10
Raul Gutierrez
In in our case, we have minus seven days plus three days.

00:34:40:11 – 00:35:00:05
Colby Young
Of it. So what are you saying? There’s anything received seven days early to three days late counts is on time for time. And we’re we’re monitoring that. And so you have the flexibility to set your scorecard however you want with whatever range for on time delivery.

00:35:00:07 – 00:35:21:11
Colby Young
All right. Well, really great questions. Thank you all for being on. I know we’re six minutes over. I want to be respectful of everyone’s busy day. So it looks like we have another question. Again. We’re happy to hang on and answer them. You mentioned different dates you can use. So the arrival date would be what we want, what we would need at.

00:35:21:11 – 00:35:49:14
Colby Young
Sometimes our peers can’t take many days depending on extended. Yeah. So we are monitoring any date that you need to be managing with your supplier. So typically it’s arrival date, right. When did it arrive on your docs as the expectation you have with your supplier? And that is a date that you can make critical with your supplier and what we’re going to be monitoring for on time delivery.

00:35:50:00 – 00:36:13:11
Colby Young
We also can monitor ship dates. So let’s say you have Inco terms of FOB origin and they’re responsible for shipment. But we can monitor advance shipping notice dates. When did it ship and grade them on the ship date as opposed to receipt date. So it’s up to you in the settings by supplier. Highly configurable for the use case that you need for your business.

00:36:13:12 – 00:36:21:06
Colby Young
So, Allison, happy to to talk to you more about that.

00:36:21:08 – 00:36:43:06
Colby Young
All right. Great questions. Thank you all for being on again. Let’s give it maybe another minute to see if any other ones come in. But thank you for for joining us today Rahul. Thank you so much for your time providing everyone with your expertise and your experience. Using APA Core and Source Day, you will get a recording of this.

00:36:43:07 – 00:37:01:10
Colby Young
Please reach out. Colby Dot young at Source Comm. If you want to learn more about our solution, let us learn more about your business. Now we can bring some of these same results to you in 2026 by Rahul. Preciate you. Thank you, thank you. Good 187.

00:37:01:11 – 00:37:02:02
Raul Gutierrez
Thanks.