Corrective action request (CAR)
A corrective action request is a formal document requiring a supplier to investigate a quality or performance failure, identify root cause, implement corrective actions, and verify effectiveness. CARs create accountability for problem resolution and drive systematic improvement rather than just addressing symptoms.
Examples
Quality-driven CAR: Incoming inspection finds dimensional nonconformances on 8% of units in a shipment. The buyer issues a CAR requiring the supplier to determine why dimensions drifted, implement process corrections, and provide evidence of effectiveness before resuming shipments.
Delivery CAR: A supplier misses committed delivery dates on three consecutive orders. A CAR requires analysis of the scheduling breakdown, implementation of planning improvements, and demonstration that future commitments will be reliable.
Recurring defect CAR: The same defect type reappears after a previous correction. An escalated CAR requires deeper investigation into why the original corrective action wasn't effective and implementation of more robust countermeasures.
Definition
The CAR process follows a standard structure: problem description with objective evidence, root cause analysis (often using methods like 5-Why or fishbone diagrams), corrective action plan, implementation timeline, and effectiveness verification.
Effective CARs require clarity about what went wrong, insistence on true root cause analysis (not just surface explanations), actionable corrective measures, and follow-up to verify that corrections actually worked. CARs that accept superficial responses fail to drive real improvement.
CAR tracking provides visibility into supplier quality trends. Suppliers with frequent CARs warrant attention. CAR closure rates indicate supplier responsiveness. Analysis of CAR patterns may reveal systemic issues requiring broader intervention.
The CAR relationship matters. CARs should be firm about requirements while maintaining constructive partnership. The goal is improvement, not punishment. Suppliers who view CARs as collaborative improvement opportunities respond better than those who see them as accusations.
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