Supply Chain & Lifecycle Checklist

This checklist is prepared to ensure supply chain reliability, component continuity, and sustainable planning throughout product lifecycle in hardware products. The goal is to maintain production continuity, reduce EOL (End of Life) risks, and take measures against supply disruptions.

Supply Planning and Resource Management​

1. Is supply strategy created for critical components?​

Critical components that can affect production should be identified in advance and a supply strategy should be prepared for each.

For parts with "single source" risk:

• Alternative manufacturers (dual sourcing)
• Long-term supply agreements (LTA)
• Special stock reservation or consignment stock agreements should be planned

Critical parts should be listed in "Critical Component Register" document and synchronized with engineering changes. Risk scoring (supply risk index) should be updated at least once a year.

2. Are Approved Vendor List (AVL) and Approved Manufacturer List (AML) created?​

AVL (Approved Vendor List) and AML (Approved Manufacturer List) documents should be prepared for all components.

While AVL lists approved companies at supplier level according to quality, cost, and delivery performance; AML shows technically equivalent alternative manufacturers for each component.

These lists are under joint control of engineering and procurement teams. AVL–AML relationship should be kept active in ERP/PLM systems; material purchase from unapproved supplier should be prevented. All changes should be revised within ECO process.

3. Are suppliers rated according to quality, delivery, and cost performance (Supplier Rating)?​

Supplier performances should be periodically evaluated with Supplier Rating System.

Main criteria:

• Quality (Q): Defective part rate (PPM)
• Delivery (D): On-time delivery rate (OTD%)
• Cost (C): Price stability and total cost contribution
• Communication & Support (S): Technical response time, problem-solving effectiveness

Evaluation results should be classified with A–B–C grading and shared as "Supplier Scorecard". Corrective action plan (Supplier CAPA) should be prepared for low-scoring suppliers.

4. Are supplier selection criteria (certification, production capacity, delivery time) defined?​

An approval procedure based on objective criteria should be applied in selection of new suppliers.

Basic selection criteria:

• Quality certifications (ISO 9001, IATF 16949, ISO 14001)
• Production capacity and equipment infrastructure
• Lead time
• Financial reliability
• ESD / environmental control conditions
• Customer references

Supplier selection should be documented with "Supplier Approval Checklist" and should not be taken to active status without quality department approval.

5. Is safety stock level planned for critical components?​

Safety stock level for critical parts should be defined according to demand forecast and supply time.

General formula: Safety Stock = (Max. daily demand × Max. lead time) – (Average daily demand × Average lead time)

Automatic purchase suggestion should be created in ERP system when this stock amount falls below minimum level. This strategy prevents production interruptions and increases supply chain stability. Additionally, kanban or VMI (Vendor Managed Inventory) method can be applied for critical components.

6. Are lead times monitored and current in ERP system?​

All supplier lead time data should be regularly updated in ERP system. These times are basic input for production planning, order deadlines, and stock projections.

Lead time changes should be tracked instantly and alerts should be created for related product groups. Systematic lead time reporting enables predicting supply chain delays in advance.

"Committed Lead Time" values received from suppliers should be compared with SLA (Service Level Agreement) targets specified in contract.

Supplier Quality Management​

7. Are Quality Assurance Agreements (QAA) signed with suppliers?​

A QAA (Quality Assurance Agreement) defining quality expectations should be signed with each active supplier.

This agreement includes:

• Quality control standards (AQL, SPC, audit frequency)
• Test and measurement methods
• Nonconformance management (RMA / CAPA)
• Certification and documentation obligations
• Confidentiality and data sharing principles

QAA document should be approved by both supplier and quality department and should be updated annually.

8. Is audit period defined for suppliers (e.g., once a year)?​

Suppliers' production facilities and quality systems should be audited regularly.

Standard audit frequency: at least once a year (or every 6 months for high-risk suppliers).

Audit types:

• System audit: ISO 9001, IATF 16949 compliance
• Process audit: Production, test, packaging, and ESD control processes
• Product audit: Sample and test verification

Audit results should be recorded with "Supplier Audit Report", nonconformances should be tracked through CAPA system. Additional "Follow-Up Audit" should be planned for high-risk suppliers.

9. Are PPAP or First Article Inspection processes applied for new supplier approval?​

New or critical component suppliers should go through PPAP (Production Part Approval Process) or FAI (First Article Inspection) processes before approval.

These processes verify supplier's design and process capability.

Control scope:

• Technical drawing and specification compliance
• Material and dimensional measurement results
• Process capability analysis (Cp/Cpk 1.33 or higher)
• Measurement system analysis (MSA / GR&R)
• Product sample and approval report

Approved PPAP/FAI reports should be kept in "Supplier Qualification File". New supplier should not be added to AVL without PPAP approval.

10. Is Incoming Inspection procedure created?​

Incoming Inspection Procedure should be created for all supplier deliveries.

Procedure defines sampling and test methods:

• Sampling method: ANSI/ASQ Z1.4 or MIL-STD-105E
• AQL (Acceptance Quality Limit) levels (e.g., 1.0 / 2.5 / 4.0)
• Control steps: Visual inspection, dimensional measurement, function test, label/accuracy check

All results should be recorded on "Incoming Inspection Log", MRB (Material Review Board) process should be initiated in case of nonconformance. Accept/reject decisions should be systematically entered into ERP.

11. Are supplier performance indicators (OTD, PPM, DPPM) tracked?​

Supplier performance should be measured regularly on KPI (Key Performance Indicator) basis.

Basic indicators:

• OTD (On-Time Delivery %) – on-time delivery rate
• PPM (Parts Per Million) – defective product rate
• DPPM (Defective Parts Per Million) – verified defect rate

Performance thresholds (e.g., OTD higher than 95%, PPM lower than 5000) should be specified in quality agreement (QAA). Monthly "Supplier Performance Report" should be shared with management, development plan should be created for suppliers outside target.

12. Is CAPA process applied in supplier nonconformances?​

CAPA (Corrective and Preventive Action) process should be initiated for each quality nonconformance originating from suppliers.

Each CAPA should include these steps:

1. Problem definition and root cause analysis (5Why / Ishikawa)
2. Short-term corrective action
3. Permanent preventive action
4. Verification and effectiveness control
5. Closure approval

Action time should be maximum 30 days for critical errors. All CAPA records should be tracked on "Supplier Nonconformance Database".

13. Are RoHS, REACH, Conflict Minerals, and ISO certifications regularly obtained from suppliers?​

Current certificates should be requested from all active suppliers at least once a year:

• RoHS / REACH compliance declarations
• Conflict Minerals Declaration (CMRT)
• ISO 9001 / ISO 14001 / IATF 16949 certificates
• (if any) UL, CE, TÜV product compliance documents

These documents should be archived under "Supplier Compliance File" and validity dates should be tracked in ERP system. Automatic warning system should be activated for missing or expired documents. This step forms the basis of legal and environmental sustainability compliance.

Part Management and Traceability​

14. Is lifecycle status (Active, NRND, EOL) tracked for all components?​

Lifecycle status should be regularly tracked for each component in BOM.

Example classification:

• Active: Part in production
• NRND (Not Recommended for New Design): Part restricted or not recommended for design by manufacturer
• EOL (End of Life): Part with production terminated

This information should be updated through component lifecycle database (e.g., SiliconExpert, IHS, Octopart Pro) or manufacturer announcements. EOL alerts should be routed to design engineers as automatic notification in ERP or PLM system.

15. Are EOL (End of Life) notifications tracked before production?​

EOL notification (Product Discontinuation Notice) announcements from suppliers or manufacturers should be actively monitored.

These announcements should be evaluated and action taken before affecting production planning:

• Identify alternative component
• Increase stock (LTB – Last Time Buy)
• Design revision plan
• Track risky production batches

EOL notifications should be recorded in "Component Obsolescence Tracker" file and periodically reviewed in quality meetings.

16. Are PCN (Product Change Notification) notifications received from suppliers?​

Manufacturers or suppliers should make PCN (Product Change Notification) notification when there's a change in product features or production processes.

PCN types:

• Material / component change
• Production facility change
• Test method or specification change
• Packaging or labeling change

When PCN notification is received, engineering team should perform impact assessment and initiate FAI / Re-qualification process if necessary. PCN records should be archived for at least 10 years (according to JEDEC JESD46 standard).

17. Is there approval procedure for supply chain changes (material, process, manufacturer)?​

When manufacturer, material, or process change is made in supply chain, manufacturing company must submit this change for approval in advance.

Approval procedure should cover:

• Change notification form (Supplier Change Request – SCR)
• Technical evaluation (design impact, compliance analysis)
• Test requirement (ECR / ECO integration)
• Effectivity date of approved change

Unapproved changes are evaluated as supplier nonconformance and CAPA process is initiated.

18. Is supply risk analysis performed for critical components (Risk Class A/B/C)?​

All components should be classified according to supply risk:

• A: Single-sourced, long lead time, high-cost parts (high risk)
• B: Parts with several alternative manufacturers, medium risk
• C: Common, easily available standard components (low risk)

This classification should be visualized on Supply Chain Risk Matrix. Proactive stocking, substitute part plan, or manufacturer contract agreements should be created for Class-A components. Risk analysis should be updated at least once a year jointly with supply chain management and engineering teams.

19. Is traceability (lot/serial number) of each component linked to production record?​

Lot or serial number of each supplied component should be associated with production record (batch record).

This relationship is critically important for:

• Recall management
• Quality control and supplier evaluation
• Warranty and RMA analyses

1:1 traceability should be provided between component lot numbers and production lot number in ERP or MES system. These records should be kept for at least product warranty period + 5 years.

20. Is component longevity forecast performed for critical components?​

Manufacturer-specified supply life (lifecycle forecast) of critical components used in design phase should be considered.

This forecast should be obtained from:

• Manufacturer technical notes and PCN records
• Market analysis reports (IHS, Octopart, Z2Data, etc.)
• Historical EOL trends

Parts with short lifecycle (e.g., active products with less than 2 years remaining) should be replaced with alternatives in design phase. This approach plays a critical role in part continuity and maintenance planning throughout product life.

Logistics and Storage Management​

21. Are storage conditions (humidity, temperature, ESD) appropriately defined?​

Appropriate storage conditions should be clearly defined for all materials and components.

Basic parameters:

• Temperature: 15–27 °C
• Humidity: 30–60% RH (non-condensing)
• ESD protection: Grounded shelf system, antistatic floor, ESD markings

Special environment is required for components in MSL (Moisture Sensitivity Level) class:

• MSL 3 and above materials: Should be stored in humidity-controlled cabinets or dry boxes (dry cabinet, lower than 10% RH)
• When MSL packages are opened, re-baking time should be tracked according to J-STD-033 standard

These conditions should be recorded with regular sensor monitoring system and tracked through SAP/ERP.

22. Are ESD Protected Areas (EPA) created?​

EPA (ESD Protected Area) zones should be created in warehouse and production areas for ESD protection.

In these zones:

• Antistatic floor coating
• Grounding wristbands and cables
• Conductive shelf and table surfaces
• ESD warning signs
• Periodic grounding resistance measurement (max. 1 MΩ) should be applied

All personnel should receive ESD training and ESD equipment should be tested regularly.

23. Is warehouse shelf labeling system (part no, lot, date code, MSL) applied?​

All materials in warehouses should be identified with standard labeling system for traceability.

Information that should be on labels:

• Part Number (Part No)
• Lot or Batch number
• Production date (Date Code)
• MSL level (if any)
• Warehouse entry date

Labels should be in both barcode and readable text format; should be associated with "Location Code" (e.g., RACK-A3-SHELF2) in ERP system. Material with incorrect or incomplete label should not be taken to shipment.

24. Is FIFO (First In – First Out) or FEFO (First Expired – First Out) system active?​

FIFO or FEFO principle should be actively applied in material management.

• FIFO: Material that enters stock first is used first
• FEFO: In materials with shelf life, priority is given to those approaching expiration date

Date tracking should be done on batch/lot basis in ERP system; operator directions should be created according to automatic warehouse exit order. This practice prevents stock aging and maintains quality. All system should be verified through stock rotation report.

25. Is material tracking system (barcode/QR or ERP integration) used in supply chain?​

Movement of each material throughout supply chain should be tracked with digital traceability system.

Systems that can be used:

• Barcode / QR code-based tracking
• RFID tagging
• ERP or WMS (Warehouse Management System) integration

Thanks to these systems; material entry/exit, batch number, usage location, and dates are automatically recorded. Manual data entry should be minimized.

26. Is use of temperature/humidity data logger evaluated during transportation?​

Data logger use should be evaluated during shipment for products with high temperature or humidity sensitivity (e.g., batteries, sensor modules, polymer materials).

Data loggers should:

• Measure temperature (°C), humidity (%RH), and shock (g)
• Provide report to quality control team after shipment

"Threshold Alert" or "Color Indicator" type indicators can be used in critical transports. Records should be integrated into ERP system or "Shipment QC Report" file.

27. Is material handling and packaging procedure (packing spec) created?​

Packaging types, handling equipment, and stacking conditions to be used throughout supply chain process should be defined in Packing Specification Document.

This document should include:

• Packaging type (cardboard, plastic box, antistatic bag)
• Layer and stacking limits
• Pallet type and transport direction
• Labeling and barcode placement
• Protection material type (EPE, PE, anti-shock, anti-static)

There should be no risk of impact, crushing, moisture, or ESD during material handling. Packing spec document should be shared with both suppliers and logistics companies as reference.

Lifecycle Management​

28. Are product lifecycle phases defined (NPI → Production → Service → EOL)?​

Lifecycle phases of each product should be clearly defined and documented.

Typical phases:

1. NPI (New Product Introduction): Design, prototype, and initial production
2. Production: Mass production and market launch
3. Service: After-sales support and maintenance
4. EOL (End of Life): End of production, post-service support process

This structure should be managed through PLM system or "Product Lifecycle Matrix". Entry–exit criteria (entry/exit criteria) should be determined for each phase and associated with quality approvals (QA Gate).

29. Are responsibilities, criteria, and approval mechanisms defined for each phase?​

Responsibilities, performance criteria, and approval mechanisms should be defined at each lifecycle stage.

Example:

• NPI: Engineering lead / prototype validation approval
• Production: Operations manager / quality compliance approval
• Service: After-sales support / maintenance procedure approval
• EOL: Product management / stock liquidation and return plan approval

This structure should be clarified with "RACI Matrix" (Responsible, Accountable, Consulted, Informed) model. Approval mechanism should be traceable with electronic signature (e-signature) in ERP or PLM system.

30. Is change management (ECO/ECR) procedure applied for product variants and revisions?​

ECO (Engineering Change Order) or ECR (Engineering Change Request) processes should be actively applied for all product variants and revisions.

Each change should:

• Be defined (what changed, why)
• Have impact analysis performed
• Be evaluated by approval authorities
• Have effectivity date determined

ECO/ECR processes should cover product, production, test, documentation, and supply chain. Each change should be recorded on "Change Control Register".

31. Are revision changes notified to supply and production chain?​

Revision updates should not remain only at engineering level; should be notified timely to supply, production, quality, and service teams.

These notifications should:

• Be published as automatic "change notification" in ERP/PLM system
• Be communicated to suppliers in PCN (Product Change Notification) format
• Be immediately reflected in production drawing and document sets

"Document release control" mechanism should be used to prevent production with wrong revision. Each notification should be tracked through "Revision Implementation Log".

32. Is stock and service part policy defined for EOL (End of Life) process?​

When product moves to EOL phase, service and spare part support policy should be defined.

Policy content:

• Minimum service period (e.g., 5 years after production)
• Service stock calculation method (estimated demand × average usage rate)
• LTB (Last Time Buy) plan
• Return processes (disassembly, recycling)

EOL decisions should be taken with joint approval of engineering, supply, and quality teams. Post-EOL service periods should be compatible with customer contracts.

33. Is service support period (e.g., 5 years) documented for EOL products?​

How long service support will be provided after product's transition to EOL should be defined in writing.

Example: "Product Support: 5 years after production end date."

During this period:

• Spare part access
• Technical support
• Firmware updates

should be provided. Products with expired service period should be listed in "Obsolete Product Register" file and official announcement should be made to customers. This information should also be clearly stated in sales and warranty documents.

34. Is product retirement and recall procedure defined?​

Written procedure should exist for product retirement from market or recall in case of possible quality issues.

Procedure covers the following in compliance with ISO 22301 and ISO 9001 requirements:

• Recall criteria (safety, legal nonconformance, customer complaints)
• Affected serial/lot identification
• Recall communication plan (official announcement, customer notification, press release)
• Logistics and reverse shipment management
• Analysis and CAPA process of returned products

This procedure is critically important for product safety and brand reputation. All recall reports should be kept under "Recall Action File" and should be regularly reviewed in management reviews.

Sustainable Supply and Ethical Standards​

35. Is supply chain ethics policy (Code of Conduct) created?​

Written Code of Conduct (Supplier Code of Conduct) covering all suppliers should be created.

This policy should clearly include following principles:

• Compliance with laws and human rights
• Employee rights and safety
• Environmental responsibility
• Prohibition of corruption, bribery, and conflict of interest
• Data privacy and information security

Ethics policy should be shared as an appendix to supply contracts and should be signed by all suppliers. This document should be compatible with RBA (Responsible Business Alliance) or UN Global Compact principles.

36. Are declarations obtained on issues such as child labor, forced labor, environmental responsibility?​

Compliance declaration with ethical working principles should be obtained from suppliers.

This declaration covers following items:

• Prohibition of child labor, forced labor, and discrimination
• Safe and decent working conditions
• Fair wage policy
• Environmental protection and waste management practices

"Supplier Social Responsibility Declaration" form should be obtained from suppliers and should be updated at least once a year.

37. Do suppliers have ISO 9001, ISO 14001, or equivalent quality certifications?​

Quality and environmental management system certificates of active suppliers should be checked:

• ISO 9001: Quality management system
• ISO 14001: Environmental management system
• (if any) ISO 45001: Occupational health and safety
• (if any) IATF 16949: Automotive sector-specific quality management

Certificate validity dates should be tracked in ERP system; warning mechanism should be active for expired documents. New suppliers should be kept in temporary status (Conditional Approval) if they don't have at least one of these systems.

38. Is environmental impact (carbon footprint) tracked or reported?​

Total environmental impact of supply chain should be measured with carbon footprint analysis.

This analysis covers:

• Production and transportation-based emissions (Scope 1 & 2)
• Indirect emissions including supplier activities and logistics (Scope 3)
• Energy consumption intensity (kWh/product)

Results should be shared in annual sustainability reports and reduction targets should be determined. Data should be calculated according to GHG Protocol or ISO 14064-1 standard. Improvement plan should be created for carbon neutral target (Net Zero).

39. Is local supply priority or low-carbon logistics strategy created?​

Company's sustainable supply policy should include local resource use goal and low-carbon logistics target when possible.

Example strategies:

• Prioritization of regional suppliers
• Use of fuel-efficient or electric transport vehicles
• Carbon emission reduction through intermodal solutions
• Use of recyclable packaging and transport equipment

This strategy should be integrated into annual supply plan in compliance with ISO 20400 (Sustainable Procurement) standard. Performance indicators (e.g., CO₂/product, local supply rate %) should be tracked in sustainability reports.

Continuous Improvement and Performance Tracking​

40. Is supply chain risk assessment updated at least once a year?​

Risk assessment for all suppliers and logistics operations should be done periodically and updated at least once a year.

Risk categories:

• Financial risk: Supplier's economic stability
• Operational risk: Capacity, delivery, quality history
• Geopolitical risk: Country/region-based supply security
• Natural disaster / crisis risk: Earthquake, flood, pandemic effects
• Technological risk: Component EOL, production dependency

Evaluation results should be kept in "Supplier Risk Register" file; preventive action plan should be created for high-risk suppliers.

41. Are Key Performance Indicators (KPI) defined (Cost, Quality, Delivery, Risk)?​

KPI (Key Performance Indicator) set should be defined to track supply chain performance and should be regularly reported.

Basic indicators:

• Cost: Supply unit cost, total cost of ownership (TCO)
• Quality: PPM, CAPA closure time, audit scores
• Delivery: OTD %, shipment error rate
• Risk (Continuity): EOL rate, PCN frequency, alternative source count

KPI targets should be compatible with annual strategic plan and should be reviewed in QBR meetings. Performance Improvement Plan (PIP) should be prepared when performance is outside target.

42. Is Business Continuity Plan available against supply chain disruptions?​

Business Continuity Plan (BCP) should be created against supply chain disruptions.

BCP activates in emergencies such as production stoppage, logistics delay, or supplier bankruptcy.

Plan content:

• Alternative source list (dual sourcing)
• Emergency stock levels and critical component list
• Logistics route alternatives
• Communication chain and decision mechanism
• Disaster Recovery scenarios

BCP should be tested with exercise at least once a year and should be updated with each supply chain change.

43. Are regular review meetings (QBR – Quarterly Business Review) held with suppliers?​

QBR (Quarterly Business Review) meetings should be held with critical suppliers at least four times a year.

Following topics are reviewed in these meetings:

• Performance results (KPI reports)
• Quality and delivery history
• New projects and capacity plans
• EOL / PCN notifications
• CAPA and improvement status

Meeting outputs should be recorded under "Supplier Review Report" and responsibilities and action dates should be defined. QBR meetings strengthen strategic partnership culture with suppliers.

44. Is supply chain database (Supplier Master Data) kept current?​

Information about all suppliers should be stored in a central Supplier Master Data database.

Scope:

• Company name, address, contact persons
• Tax / registration information
• Certification status (ISO, RoHS, REACH, etc.)
• Performance notes, audit dates
• Risk level and classification (A/B/C)

Database should be integrated into ERP / PLM system and should be updated at least once a year with supplier approval. Incorrect or incomplete information can cause inconsistency in order and quality records.

45. Are supplier changes integrated into project management system?​

Changes made to suppliers (adding new supplier, performance status, quality score, risk level, etc.) should be integrated into project management system.

Thanks to this integration:

• Project risk assessment (Supplier Risk → Project Risk)
• BOM update and supply continuity
• ECO/ECR impacts

can be managed automatically. Project team should be immediately informed of active supplier changes. This integration should be provided with PLM – SCM data synchronization and changes should be tracked on "Change Impact Log".