In your company, is Supplier Development separate from Supply Quality? What are the key responsibilities of your Supplier Development teams and Supply Continuity teams? How larger issues do the Supplier Development teams own vs support? Supply Continuity teams? We are currently rebranding our Supplier Development & Supply Continuity portions of our business and part of that is roles & responsibilities - both what we own and how we support other departments. 

Supplier Quality: Is the joint venture of Quality and Procurement. They are simply responsible for every part and component which is being sourced from a OEM or a Tier 1 supplier. They also own the Supplier performance review, Scorecard, NC, SCAR, CAPA and Auditing activities. Requires a tech degree and background in Manufacturing, SPC, MSA, Quality control, Sampling, GD&T, Gage R&R etc. 

Supplier Development: is the JV of Hardware Engineering, Product ops and Sourcing. They enable the supplier to on-board and be the mainstream part of the product development and manufacturing. Main R&R involves around Supplier skill enhancement, Supplier relationship management, contract review and providing regular business to enhance relationship. Non-tech folks are acceptable, but skill with Project and program management, Contract negotiations, stakeholder management, business proposals, commodity management etc.

Is your company that big to have separate teams for these sub-areas?
Those companies I worked with and I support the setup (both organizationally and functionally): all of these have been with the same team or in other words, the supplier related processes were designed end-to-end and we created supplier groups which made sense from both sourcing and procurement point of view, as well as from overall operational & supply chain point of views. When the groups were created, it was a cross-functional design work.

If your company is that big, supplier development and continuity needs to be defined well to allow supplier quality to be separated from them (essentially you are looking at supplier market management vs existing supplier portfolio management, which can be 2 different areas and teams depending on how you define the relevant responsibilities) and information flow between those teams needs to be impeccable to allow correct view of what needs to be done on a continuous basis.