Do Unto Your Suppliers As You Would Have Your Customers Do Unto You | My ISO Consultants
- My ISO Jay
- Nov 5
- 2 min read
Do Unto Your Suppliers As You Would Have Your Customers Do Unto You
In the world of quality management and compliance, much attention is rightly placed on customer satisfaction. Standards like ISO 9001 or AS9100, emphasize meeting customer requirements and enhancing customer experience. But what if we flipped the lens and asked: Are we treating our suppliers with the same respect, transparency, and diligence we expect from our customers?
This isn’t just a philosophical question—it’s a strategic one. This is why, as an ISO certified organization, you should "Do unto your suppliers as you would have your customers do unto you!"
The Golden Rule of Supply Chain Relationships
The phrase “Do unto others as you would have them do unto you” is often reserved for interpersonal ethics, but it’s surprisingly powerful when applied to business relationships. In the context of supply chain management, this means:
Communicating clearly and consistently
Paying on time and honoring commitments
Providing constructive feedback, not just criticism
Collaborating on continuous improvement
Respecting contractual boundaries and scope
When organizations treat suppliers as true partners rather than transactional vendors, they foster trust, reliability, and innovation—qualities that directly benefit the end customer.
Why Supplier Treatment Matters in ISO and DFARS Contexts
From an ISO 9001 perspective, suppliers are part of your extended quality system. Clause 8.4 requires organizations to control externally provided processes, products, and services. But control doesn’t mean command—it means engagement, oversight, and mutual accountability.
In DFARS and other defense-related contracts, supplier relationships are even more critical. Flowdown clauses, cybersecurity requirements, and compliance obligations must be communicated and understood. If suppliers are left in the dark or treated as disposable, the risk of non-compliance skyrockets.
The Business Case for Supplier Respect
Treating suppliers well isn’t just ethical—it’s profitable. Here’s why:
Reduced risk: Suppliers who feel valued are more likely to flag issues early and collaborate on solutions.
Improved quality: A supplier who understands your expectations and feels supported is more likely to deliver consistent, high-quality outputs.
Resilience: In times of disruption, trusted suppliers prioritize loyal customers.
Innovation: Suppliers often have insights into process improvements or product enhancements. A respectful relationship encourages sharing those ideas.
Practical Steps to Apply the Golden Rule
Audit your supplier communications: Are your expectations clear? Are you responsive to their inquiries?
Review your payment practices: Are you paying on time? Are you transparent about delays?
Include suppliers in improvement initiatives: Invite them to participate in corrective actions, root cause analysis, and process reviews.
Provide feedback constructively: Don’t just send a nonconformance report—offer context, support, and a path forward.
Recognize excellence: Celebrate suppliers who go above and beyond. Recognition fosters loyalty.
Final Thoughts
Your suppliers are an extension of your brand and your quality system. If you expect your customers to be loyal, satisfied, and engaged, then your suppliers deserve the same treatment. By applying the Golden Rule to supplier relationships, you build a stronger, more resilient, and more compliant organization.
