1.0 PURPOSE 目的
1.1 To completely know and understand all requirements from customers, and ensure that we can
supply good parts to customers per contracts, so a contract review process is required before the contract being signed, which is applied for all RFQs, Purchase Orders, or Frame Agreement etc.
对公司产品的每一份销售合同在签订前都必须进行合同评审，以充分了解和理解顾客的所有要
求，确保按合同规定的要求向顾客提供满意的产品。
2.0 SCOPE 范围
2.1 For all RFQs that we attended.
适用于公司参与的所有询价项目；
2.2 For all contracts, PO for samples& batch production parts, PO changed or cancelled etc.
适用于公司产品的销售合同、样品订单及量产订单，订单的修改/取消的评审。
3.0 DEFINITIONS定义
3.1 RFQ program: means all RFQs that Cheersson.
询价：所有公司参与的客户的询价项目。
3.2 Purchase Order/ frame agreement/Nomination Letter (including PO for samples & tooling etc.)
采购订单/框架合同/项目定点授权书：客户通知并授权公司启动项目开发的正式合同文件，包括样品订单、模具订单等。
3.3 Rolling Release: once a part in batch production phase, customer usually issue their rolling
release via web and also the forcast for future 2~4 weeks.
滚动订单：产品进入批量生产阶段后，由客户直接在网络上每周更新并下达的需求指令以及未来
2~4周的需求预测等。
4.0 RECORDS 记录
FN-AQ-003 Contract Review Record form《合同评审记录表》
5.0 Responsibility职责
5.1 AQP are responsible for information collecting and transmission to internal team. Sales shall
follow up the contract review process on time, and coordinate the team to settle the open issues found during the review process. Sales shall have good and smooth communication with
customers during the whole phase.
项目部负责收集并准确传达信息至公司内部，并以客户要求为导向，按时跟进合同评审的情况，
并协调整个团队解决产生的问题。整个过程中，销售应和客户保持良好通畅的沟通。
5.2 AQP is responsible for review techniques, cost, Productivity, process capability and so on.
项目部负责对工艺、技术、成本、产能、过程能力及材料等进行评估。
5.3 Logistics is responsible for review and confirming delivery requirements.
物流部负责评估并确认客户的交货需求。
6.0 PROCESS 流程
6.1 Review customer’s RFQ program parts客户询价项目评审
6.1.1 Once get customer’s RFQ, Program Manager should collect information about due date,
trade term, and other program information, such as planning annual volume, lifetime etc.,
and then forward to Program Manager in NA.
项目经理接到客户询价信息后，收集客户要求报价的日期及贸易条款、相关项目信息，如计
划年用量、项目周期等，，并转至北美的项目经理。
6.1.2 If the development is accepted, Program Manager In NA run cost analysis
如开发可行，北美项目经理核算价格.
6.1.3 Program Manager In NA provides cost sheet to their boss to approve, if ok Send to
sales ,sales send the approved price to customer,
北美项目经理在规定期限内提交价格表给提交报价单和其他必要的资料给上级领导批准，项
目经理将批准的价格按时提交给客户。
6.1.4 Program Manager should follow up customer until the program is kicked off.
项目经理在报价后要继续跟进客户，直至项目定案。
Program manager needs to keep the tracking number.
6.2 Review new kicked-off program新项目立项评审
6.2.1 Once new program is kicked off, Program Manager transfer all of the correlation
information to APQP Team
项目立项后，项目经理将所有的相关信息，并转交至厂内的APQP team.
6.3 Review PO for sample PO样品订单的评审
6.3.1 The sample PO before batch production should be reviewed by the APQP team. Program
Manager shall analysis the PO and define the detailed making plan ,in order to deliver the
samples on time 项目批量生产前的样品订单，由项目经理组织APQP小组进行评估。项目
经理需要对PO进行评审并制定制作计划，并按时交付给客户。
6.4 量产订单或滚动订单的评审
6.4.1 Mass production or rolling order ,Logistic dept. to review and arrange the production
based on the order
量产或者客户的滚动订单，物流部负责评审并按照计划安排生产