HELP ME MAKE MY WRITING SHORT SUMMARISE ALL , AS TOO LONG Dyson manages its Supplier Audit and Evaluation/Appraisal process through their current execution method called “Supplier Evaluation and Selection Process”, which consists of a total of 7 stages: The 7 stages are (Park, B. J., & Chee, W. M., 2025): Stage 1: The organization should identify the necessity of supplier selection Stage 2: Identify the key sourcing requirements Stage 3: Identify potential supply sources Stage 4: Determine the Sourcing Strategy Stage 5: Select a Minimal Number of Suppliers Stage 6: The evaluation criteria should receive an in-depth evaluation Stage 7: Select Supplier and Reach Agreement The audit business had previously investigated ATA IMS Bhd without locating any operational violations. Planned audits from Dyson did not reveal forced labor until an employee complaint showed gaps in the supplier assessment system. Possible Weaknesses in Dyson's Audit Process: The audit procedures focused too heavily on document requirements which made it simple for ATA IMS to produce falsified records. The inability to fully review supplier evaluation criteria at Stage 6 indicates inadequate involvement in on-site inspections instead of depending on documentation (Park, B. J., & Chee, W. M., 2025). Scheduled audits would allow ATA IMS to fix serious issues and hide non-compliant operations. The literature recommends periodically visiting suppliers to learn about their businesses. Interviewees may have been forced to conceal operational conditions. Following Stage 6 best practice, audits must use anonymous interview techniques and open interaction between investigators and personnel. External auditors may have a conflict of interest, poor expertise in recognizing forced labour, and inadequate oversight. Stage 4 requires competent and impartial auditors for essential assessments. Due to high recruitment agency fees, most migrant workers have debt bondage. Since Stage 2 sourcing requirements include vendor-related infractions, Dyson audits' labour supply chain assessments likely missed them (Park, B. J., & Chee, W. M., 2025). Dyson needs to establish a better audit system with unanticipated site examinations and regular ethical training sessions for auditors, along with secure reporting avenues for workers to seek help through confidential channels. Why Dyson's Multiple Prior Audits Did Not Uncover Any Lapses or Non-compliance Issues The auditor from ATA IMS overlooked some labour violations due to some people-related factors. The corporate information as presented at ATA IMS was not trustworthy, and ‘window dressing’ was done merely to pass audits. The foreign workers refrained from reporting abuse due to the risk of losing their jobs and being forcibly deported. The risk management process during Stage 5 supplier evaluations presents a substantial weakness (Park, B. J., & Chee, W. M., 2025). The audit process at Dyson failed to include mandatory surprise inspections and worker confidential interviews, making it impossible to fulfil Stage 6 specifications. Dyson failed to place ethical worker practices at the forefront because its emphasis remained on achieving basic legal requirements. The inadequate enforcement of labor laws in Malaysia made the situation worse because it underscored the necessity of better protection for vulnerable workers. Conclusion Due to labour standard infractions throughout the operation, Dyson's supplier audit method was flawed. Documentation, inspections, and factory cooperation helped the supplier hide its forced labour breaches. Stakeholders now pay more attention to debt bondage and international labour exploitation, prompting corporate engagement. For supply chain integrity, Dyson could use social audits to analyze labor conditions and improve transparency and accountability directly. In Chapter 5 (Supplier Evaluation and Selection Process), Dyson learns how to find and evaluate suppliers and establish a stronger ethical audit method to reduce labor exploitation risks while following global procurement standards (Park, B. J., & Chee, W. M., 2025).
HELP ME MAKE MY WRITING SHORT SUMMARISE ALL , AS TOO LONG
Dyson manages its Supplier Audit and Evaluation/Appraisal process through their current execution method called “Supplier Evaluation and Selection Process”, which consists of a total of 7 stages:
The 7 stages are (Park, B. J., & Chee, W. M., 2025):
- Stage 1: The organization should identify the necessity of supplier selection
- Stage 2: Identify the key sourcing requirements
- Stage 3: Identify potential supply sources
- Stage 4: Determine the Sourcing Strategy
- Stage 5: Select a Minimal Number of Suppliers
- Stage 6: The evaluation criteria should receive an in-depth evaluation
- Stage 7: Select Supplier and Reach Agreement
The audit business had previously investigated ATA IMS Bhd without locating any operational violations. Planned audits from Dyson did not reveal forced labor until an employee complaint showed gaps in the supplier assessment system.
Possible Weaknesses in Dyson's Audit Process:
The audit procedures focused too heavily on document requirements which made it simple for ATA IMS to produce falsified records. The inability to fully review supplier evaluation criteria at Stage 6 indicates inadequate involvement in on-site inspections instead of depending on documentation (Park, B. J., & Chee, W. M., 2025).
Scheduled audits would allow ATA IMS to fix serious issues and hide non-compliant operations. The literature recommends periodically visiting suppliers to learn about their businesses. Interviewees may have been forced to conceal operational conditions. Following Stage 6 best practice, audits must use anonymous interview techniques and open interaction between investigators and personnel.
External auditors may have a conflict of interest, poor expertise in recognizing forced labour, and inadequate oversight. Stage 4 requires competent and impartial auditors for essential assessments. Due to high recruitment agency fees, most migrant workers have debt bondage. Since Stage 2 sourcing requirements include vendor-related infractions, Dyson audits' labour supply chain assessments likely missed them (Park, B. J., & Chee, W. M., 2025). Dyson needs to establish a better audit system with unanticipated site examinations and regular ethical training sessions for auditors, along with secure reporting avenues for workers to seek help through confidential channels.
Why Dyson's Multiple Prior Audits Did Not Uncover Any Lapses or Non-compliance Issues
The auditor from ATA IMS overlooked some labour violations due to some people-related factors. The corporate information as presented at ATA IMS was not trustworthy, and ‘window dressing’ was done merely to pass audits. The foreign workers refrained from reporting abuse due to the risk of losing their jobs and being forcibly deported.
The risk management process during Stage 5 supplier evaluations presents a substantial weakness (Park, B. J., & Chee, W. M., 2025). The audit process at Dyson failed to include mandatory surprise inspections and worker confidential interviews, making it impossible to fulfil Stage 6 specifications.
Dyson failed to place ethical worker practices at the forefront because its emphasis remained on achieving basic legal requirements. The inadequate enforcement of labor laws in Malaysia made the situation worse because it underscored the necessity of better protection for vulnerable workers.
Conclusion
Due to labour standard infractions throughout the operation, Dyson's supplier audit method was flawed. Documentation, inspections, and factory cooperation helped the supplier hide its forced labour breaches. Stakeholders now pay more attention to debt bondage and international labour exploitation, prompting corporate engagement. For supply chain integrity, Dyson could use social audits to analyze labor conditions and improve transparency and accountability directly. In Chapter 5 (Supplier Evaluation and Selection Process), Dyson learns how to find and evaluate suppliers and establish a stronger ethical audit method to reduce labor exploitation risks while following global procurement standards (Park, B. J., & Chee, W. M., 2025).
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