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The supplier management handbook 6th ed Edition
Bossert Digital Instant Download
Author(s): Bossert, James L
ISBN(s): 9782252272428, 2252272422
Edition: 6th ed
File Details: PDF, 2.67 MB
Year: 2004
Language: english
The Supplier
Management
Handbook
Sixth Edition

James L. Bossert, Editor

Customer–Supplier Division, ASQ

ASQ Quality Press

Milwaukee, Wisconsin
American Society for Quality, Quality Press, Milwaukee 53203
© 2004 by ASQ
All rights reserved. Published 2004
Printed in the United States of America
12 11 10 09 08 07 06 05 04 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
The supplier management handbook / James L. Bossert, editor.—6th ed.
p. cm.
Includes bibliographical references and index.
ISBN 0-87389-629-7 (hard cover, case bound : alk. paper)
1. Industrial procurement—United States—Quality control—Handbooks,
manuals, etc. 2. Quality control—United States—Handbooks, manuals, etc.
I. Bossert, James L., 1951–
HD39.5.S87 2004
658.7'2—dc22 2004009629
Copyright Protection Notice for the ANSI/ISO 9000 Series Standards: These
materials are subject to copyright claims of ISO, ANSI, and ASQ. Not for resale.
No part of this publication may be reproduced in any form, including an electronic
retrieval system, without the prior written permission of ASQ. All requests
pertaining to the ANSI/ISO 9000 Series Standards should be submitted to ASQ.
ISBN 0-87389-629-7
No part of this book may be reproduced in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher.
Publisher: William A. Tony
Acquisitions Editor: Annemieke Hytinen
Project Editor: Paul O’Mara
Production Administrator: Randall Benson
Special Marketing Representative: Matt Meinholz
ASQ Mission: The American Society for Quality advances individual,
organizational, and community excellence worldwide through learning,
quality improvement, and knowledge exchange.
Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality
Press books, videotapes, audiotapes, and software are available at quantity
discounts with bulk purchases for business, educational, or instructional use.
For information, please contact ASQ Quality Press at 800-248-1946, or write to
ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 53201-3005.
To place orders or to request a free copy of the ASQ Quality Press Publications
Catalog, including ASQ membership information, call 800-248-1946. Visit our
Web site at www.asq.org or http://qualitypress.asq.org.
Printed on acid-free paper
 Foreword

T
here has never been a more important time for you to refer to our
sixth edition of The Supplier Management Handbook. Why, you ask?
It’s quite simple.
In past editions, we have focused on the business service/manufacturing
base primarily within the United States. Our orientation was that of enhanc-
ing the quality support mechanisms that provided for improved products,
services, and customer satisfaction.
That has all changed. The American economy is now a global one. It
has become more and more focused on price due to overseas competition.
The hard question is, where does quality now fit in with all of this? It is
obvious that quality will have to adapt to these changes, and, more impor-
tantly, for the right reasons.
We, as quality professionals, can either evolve and continue to lead with
commitment or become a secondary participant, due to factors or forces
that will end up leading the global corporate community. We must be com-
mitted to leading such change. If we are going to lead, we must do this with
global thinking. We are no longer an island.
In the old days, the sales rep would argue features and benefits over
price. He got the sale this way. We may find ourselves discovering that we
will have to justify, more than ever, what it is that quality will deliver, both
today and in the future. The key is, like the old-time sales rep, the argument
can be made!
It is for this reason, and many others, that our membership is kept
informed of this ongoing evolution in quality. In reading our sixth edition
of the Supplier Management Handbook, you are participating in this ongo-
ing migration toward business excellence. As always, your feedback and
participation makes all of this possible. Together, we will make history for
the Customer–Supplier Division learning community.
Much success to all of you in your personal and business lives.

William (Bill) Mizak

Customer–Supplier Division Chairman

ix
 Table of Contents

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . x
Chapter 1 Why Procurement Quality?
James L. Bossert and Janet R. Raddatz . . . . . . . . . . . . . . . 1
The Changing/Transitional Role of Purchasing . . . . . . . . 2
Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Chapter 2 How Do You Appear to Your Suppliers?
Michael Zimmer . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Chapter 3 Basic Issues: Specifications
James L. Bossert and Janet R. Raddatz . . . . . . . . . . . . . . . 25
Quality Management Specifications . . . . . . . . . . . . . . 29
Government Quality Specifications and Standards . . . . . . 30
Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Chapter 4 Basic Issues: Record Keeping
James L. Bossert . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Chapter 5 Basic Issues: Site Inspection
James L. Bossert . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Endnote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Chapter 6 Basic Issues: Measurement Assurance
James L. Bossert and Janet R. Raddatz . . . . . . . . . . . . . . . 47
Analytical Data Accuracy . . . . . . . . . . . . . . . . . . . 47
Routine Testing . . . . . . . . . . . . . . . . . . . . . . . . . 51
Chapter 7 Basic Issues: Supplier Rating
James L. Bossert, Arthur Blank, and Brian Margetson . . . . . . 55
Reasons for Rating . . . . . . . . . . . . . . . . . . . . . . . 55

v
vi Table of Contents

Use of Rating . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Potential Rating Problems . . . . . . . . . . . . . . . . . . . 61
Example of a Supplier Rating Scheme . . . . . . . . . . . . . 62
A Final Word on Supplier Ratings . . . . . . . . . . . . . . . 72
Endnote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Chapter 8 Basic Issues: Communications
James L. Bossert and Janet R. Raddatz . . . . . . . . . . . . . . . 73
Chapter 9 Basic Issues: From Ship-to-Stock to Just-in-Time
Richard J. Laford . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Endnote . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Chapter 10 Basic Issues: Data Evaluation
James L. Bossert and Janet R. Raddatz . . . . . . . . . . . . . . . 83
Chapter 11 Supplier Certification
James L. Bossert and John O. Brown . . . . . . . . . . . . . . . . 91
Step 1. Document the Process . . . . . . . . . . . . . . . . . 93
Step 2. Select Suppliers for the Process . . . . . . . . . . . . 93
Step 3. Establish Partnership for Improvement . . . . . . . . 94
Step 4. Perform Initial Quality Systems Validation . . . . . . 94
Step 5. Establish Approved Suppliers . . . . . . . . . . . . . 95
Step 6. Establish Preferred Suppliers . . . . . . . . . . . . . 95
Step 7. Review for Certification . . . . . . . . . . . . . . . . 96
Step 8. Certify Suppliers . . . . . . . . . . . . . . . . . . . . 96
Step 9. Recognize Suppliers . . . . . . . . . . . . . . . . . . 96
Step 10. Maintain Certification . . . . . . . . . . . . . . . . 97
Business Sector Applicability . . . . . . . . . . . . . . . . . 97
Chapter 12 How to Conduct a Supplier Survey
Vendor-Vendee Technical Committee . . . . . . . . . . . . . . . 101
Goals of a Survey . . . . . . . . . . . . . . . . . . . . . . . 102
Preparation for the Survey . . . . . . . . . . . . . . . . . . . 103
Team Organization . . . . . . . . . . . . . . . . . . . . . . . 104
The Use of Quantification in the Evaluation Format . . . . . 106
Opening Conference . . . . . . . . . . . . . . . . . . . . . . 107
How to Gain the Most from a Plant Tour . . . . . . . . . . . 111
Evaluation of a Record System . . . . . . . . . . . . . . . . 112
Closing Conference . . . . . . . . . . . . . . . . . . . . . . 114
Final Report . . . . . . . . . . . . . . . . . . . . . . . . . . 115
Follow-Up to Supplier Qualification Surveys . . . . . . . . . 116
Post-Survey Team Critique . . . . . . . . . . . . . . . . . . . 117
 Table of Contents vii

International Suppliers . . . . . . . . . . . . . . . . . . . . . 120

Supplier Information and Reassurance . . . . . . . . . . . . . 121
Chapter 13 How to Evaluate a Supplier’s Product
Vendor-Vendee Technical Committee . . . . . . . . . . . . . . . 123
Preaward Conference . . . . . . . . . . . . . . . . . . . . . . 124
Initial Production . . . . . . . . . . . . . . . . . . . . . . . . 127
Product Qualification . . . . . . . . . . . . . . . . . . . . . . 128
Process Identification . . . . . . . . . . . . . . . . . . . . . 129
Process Audit . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Qualification by Suppliers . . . . . . . . . . . . . . . . . . . 130
Qualification by Independent Laboratory . . . . . . . . . . . 130
Certification Program . . . . . . . . . . . . . . . . . . . . . 131
Incoming Inspection . . . . . . . . . . . . . . . . . . . . . . 131
Utilizing Supplier Data . . . . . . . . . . . . . . . . . . . . . 138
Nonconforming Product . . . . . . . . . . . . . . . . . . . . 140
Supplier Total Performance Evaluation . . . . . . . . . . . . 141
Chapter 14 How to Establish Effective Quality Control
for the Small Supplier
Bruce Kelsey . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
Quality Control and the Small Supplier . . . . . . . . . . . . 145
Planning for Quality . . . . . . . . . . . . . . . . . . . . . . 149
Organizing for Quality . . . . . . . . . . . . . . . . . . . . . 151
Ensuring Quality . . . . . . . . . . . . . . . . . . . . . . . . 160
Product Certification, Documentation, and Traceability . . . 170
Planning for a Customer Quality Survey . . . . . . . . . . . 174
Chapter 15 Procurement Quality in the Food Industry
Janet R. Raddatz . . . . . . . . . . . . . . . . . . . . . . . . . . 183
Terminology . . . . . . . . . . . . . . . . . . . . . . . . . . 184
Bulk Materials . . . . . . . . . . . . . . . . . . . . . . . . . 185
Destructive Testing . . . . . . . . . . . . . . . . . . . . . . . 187
Qualitative Methods . . . . . . . . . . . . . . . . . . . . . . 189
Limited Shelf Life . . . . . . . . . . . . . . . . . . . . . . . 190
Food Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . 191
Chapter 16 Management of Service Suppliers
Ricardo Fierro . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
Why Pay Attention to Services? . . . . . . . . . . . . . . . . 197
The Service Supplier Management Process . . . . . . . . . . 199
Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
viii Table of Contents

Chapter 17 Software Acquisition and Software Supplier

Management
Bruce Kelsey . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
The Three Phases of Software Supplier Management . . . . . 227
Auditing A Software Supplier . . . . . . . . . . . . . . . . . 242
Appendix A Procurement Quality Definitions . . . . . . . . . . 247
Appendix B Audit Guidelines . . . . . . . . . . . . . . . . . . . 253
Appendix C Food Industry Associations . . . . . . . . . . . . . 261
Appendix D Federal Government Agencies Involved
with Food Safety . . . . . . . . . . . . . . . . . . . . . . . . . 265
Appendix E Prior Contributors . . . . . . . . . . . . . . . . . . 269
Bibliography and Suggested Reading . . . . . . . . . . . . . . . . 273
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
 1
Why Procurement Quality?
James L. Bossert and Janet R. Raddatz

Summary
• The evolution of procurement quality

• The new role of procurement

• The basic requirements of a procurement system

• The consideration of primary business goals

• The development of a supplier strategy

• The benefits attained from a sound supplier system

T
oday the word quality appears on almost every product we come
across—food, appliances, automobiles, and software. No matter
where you turn, you see or hear about quality. In fact, we demand a
certain level of quality in everything that we buy. This is evident in the
increase of consumer complaint features in newspapers and on television.
What is meant by the word quality? The American Society for Quality
(ASQ) defines quality as “the totality of features and characteristics of a
product or service that bear on its ability to satisfy given needs.”1
The features and characteristics of any product are how we as con-
sumers evaluate how good that product or service is. For example, in a
restaurant, the amount we leave as a tip is a direct reflection on the quality

1
2 Chapter One

of the service that we have received. Satisfying given needs can include the
quantity, price, or purity of something. Quality is what we as consumers
have defined as our minimum acceptable standard. If, for example, there is
a need for a chemical with a 99.9 percent purity level, but that level cannot
be obtained unless we pay an exorbitant amount, that need may have to be
redefined to a level that is more cost-effective. So, the need for good spec-
ifications is established. These specifications will give the supplier the per-
formance features that the customer requires.
ASQ states that:
Specifications for the manufacture of a product or the delivery of a
service are a translation of these features and characteristics into
manufacturing or performance terms. The features and characteris-
tics often are considered in relationship to the design and specifi-
cation of the product or service; to the conformance of the product
or service to specifications and to the compliance of the supplier of
the product or service to requirements.2
This approach serves as a reminder of the distinction between the func-
tional and implemented aspects inherent in the design concept and specifi-
cations and in the conformance and compliance aspects of the product and
implementation process.
So, now our definition of quality has expanded beyond the traditional
designing and conformance aspects to the implementation and delivery of
the product. Where does the product fit? How do we perceive it? How can
we buy it? How do we know what we are buying? We need to answer these
questions in the design reviews before manufacturing the product. Then and
only then should we have confidence in the components we are purchasing.

THE CHANGING/TRANSITIONAL ROLE

OF PURCHASING
Years ago, before the industrial revolution, products were made by skilled
craftspeople. Only the highest quality was made and sold to those who
could afford those products. The feedback to manufacturers was immediate
because they could see if the quality was unacceptable by the expression on
the consumers’ faces. Only when Eli Whitney developed the concept of
interchangeability of parts did the need for procurement quality begin.
As the complexity of products has increased, so has the need for qual-
ity. With this, purchasing agents have assumed the added responsibility of
quality assurance. Traditionally, the role of the purchasing agent has been
 Why Procurement Quality? 3

one of getting the product at the lowest cost. Potential suppliers were eval-
uated in terms of their ability to provide the following:
1. The desired quality defined as the suitability of product or service
for use as intended
2. The total number of products required, including the schedule by
which the product or service is required
3. Tangible and intangible services that are benefits over and above
quality and price
4. Price, which is a measure of value
Purchasing agents also took into account additional factors that supple-
mented these four requirements. These included such things as geographic
location, labor relations, the supplier’s internal facilities, the supplier’s reserve
or backup facilities, capability of the supplier’s management services, sup-
plier’s service capability, and supplier’s financial status.
After this information was compiled, the purchasing manager might
draw together a team to conduct plant visits for the prospective suppliers.
This would be done only after the number of suppliers had been reduced to
a manageable number. This on-site visitation might be used to appraise fac-
tors such as production control, cost control, morale, and the quality of the
materials management activities.
Purchasing agents also might be asked to evaluate or rate suppliers.
Supplier rating can take many forms, some simple and some complex. In
Chapter 7, supplier rating will be examined more closely.
When analyzing supplier performance, a purchasing agent evaluates
how a supplier measures up to a defined set of performance standards that
the purchasing agent applies to all suppliers. This enables a differentiation
between good and marginal suppliers. A good system has guidelines that
provide assistance in scoring all areas of resource selection. Any past expe-
rience with a supplier’s quality and delivery performance is important
because it is quantifiable data. Any past experience with technical, financial,
and managerial services also can help in making an assessment. Price is not
considered at this time. In fact, any quoted prices must be referred back to
quality and delivery performance to have any validity. We need to know
what to expect to determine the total cost of a purchased product accurately.
Performance standards reflect the cost that purchasing agents must
incur in the satisfying of user requirements. For example, suppliers may be
rated on quality in terms of three categories: cost of defect prevention,
defect detection, and defect prevention. The sum of these costs for each
4 Chapter One

supplier can then be expressed as a percent of the total value of materials

purchased from that supplier.
Delivery performance may be expressed in terms of acquisition and
availability costs. These costs may represent follow-up time, expediting
time, telephone expenses, field surveillance costs, and premium transporta-
tion costs, in addition to manufacturing losses due to late deliveries.
Traditionally, this kind of information is then put into each supplier’s
overall rating. This composite score is made available to all purchasing
agents in the organization. The rating can increase or decrease the amount
of business a supplier receives, so the evaluation must be done carefully.
The purchasing agent has fulfilled this traditional role. The times, however,
are changing and now there is more emphasis on quality. The amount of
technical knowledge needed to assess the adequacy of each manufacturing
operation has caused a move toward the team approach for supplier rating.
This will be discussed further in Chapter 7.
What is procurement quality? There has been a brief discussion of
the traditional role of procurement and the changes occurring in this area.
Is procurement quality a measure of how well the procurement organiza-
tion performs? Is it a measure of the quality of the products purchased?
The true answer lies somewhere between the two extremes.
There is a need to purchase high-quality materials, but there also is a
need for a high-quality organization to purchase the products. Procurement
quality includes any and all aspects that deal with the purchasing of prod-
ucts. It sounds simple, but it really is a complex definition.
The definition assumes that there are well-defined specifications for
the design and manufacture of the product being purchased. This implies
that we have defined what conformance means in the product, that the mea-
surement requirements are identified, that the reliability and maintainabil-
ity of the product have been determined, that the delivery and packaging
requirements are met, and that liability and environmental concerns are
addressed. The communication that takes place among purchasing agents is
critical in maintaining a favorable outcome.
There are a series of required steps to ensure good communication.

1. Learn as much as you can about sources.

2. Use site inspections.

3. Develop a process that ensures an objective supplier

evaluation system.

4. Make the selection based on all the factors—not just cost.

 Why Procurement Quality? 5

First, purchasing agents need to develop good sources of information.

There are many ways to obtain information: purchase directories in maga-
zines, industrial journals, catalogs, books, advertisements, handbooks, and
bibliographies. These show the purchasing agent what is out there and what
suppliers are trying to sell. Another way is to interview sales personnel.
Sales personnel can tell you what the competition is doing and can supply
leads to other potential suppliers. Some sales personnel may have examples
of comparative studies that have been conducted by their company or other
independent concerns.
It also is time to look at establishing productive relationships with sup-
pliers. Through site visits and design reviews, the purchasing agent can
obtain information on the acceptability and capability of potential suppli-
ers. As the process progresses, the purchasing agent will be able to develop
a relationship with the supplier in which both the customer and the supplier
work together to solve problems.
Second, site inspections allow the purchasing agent to determine the
capability of the supplier to provide the material and to convey the seri-
ousness of the potential of doing business with the supplier. The site visit
also serves as a means to impress on the supplier that the customer expects
the supplier to provide exactly what the customer wants.
Third, the purchasing agent needs to evaluate the supplier in an objec-
tive manner. The intent of any evaluation system is to examine all suppli-
ers according to criteria important to the customers. The purchasing agent
will then take the top three or four suppliers to evaluate more closely. This
is intended to determine the strengths and weaknesses of each candidate. It
allows the purchasing agent and the customer to decide which supplier
shows the most promise for providing the required product.
The fourth step is the selection of the best candidate to provide the
product. This involves more than determining the lowest bidder. All the infor-
mation collected must be reexamined. All references must be contacted
to obtain other viewpoints: technical competence, delivery performance,
goodwill practices, statistical process control implementation, laboratory/
measurement capabilities, financial outlook, service availability, and capac-
ity. The intent is to obtain a supplier that will provide the specified quality,
at the prescribed time, at a reasonable price. The supplier will provide good
service when changes are necessary, take the initiative for technical innova-
tions, provide advance notice for process changes, and work for the mutual
customer–supplier benefit.
This is a lot of work for the purchasing agent to do alone. The purchas-
ing agent’s new role is to be a facilitator who obtains the necessary experts
to help evaluate and decide as a group which supplier has the best potential.
6 Chapter One

There are a number of combinations of people that can comprise this team.
It can include people from the development community who have developed
product from an idea; it can include people from the manufacturing area
who have to use the product as it comes in the door; it can include people
from laboratories who have developed testing methods and need to deter-
mine the capability of the supplier; and it can include a person from the qual-
ity profession to evaluate the level of process control in a supplier.
This team is pulled together when the product is ready to go from the
design phase to manufacturing. In the initial meeting, the team will cover
what the product is, its intended use, and the time frame within which they
have to work. At subsequent meetings, the team can examine the prelimi-
nary list of potential suppliers and the initial quantities needed for scale-up.
After the evaluations have been made and the supplier is selected, the
team must document the reason for the selection in a report kept on file for
future reference. This team will continue to meet for up to one year to
review the supplier’s performance. If any problems arise, it is up to the team
to work with and assist the supplier in providing the product. At the end of
the year, the team will either disband or continue to audit the supplier semi-
annually. Copies of any reports written at this time should be given to the
supplier to keep the supplier informed. Where possible, the supplier should
participate in these meetings either through conference calls or by visits to
the user.
Use of the team format is encouraged due to the success that has been
attained by companies that have tried it. A team can be as small as two
people, so any size company should consider this format. There are cir-
cumstances where a company does not deal directly with a manufacturer,
but with a distributor. This issue requires a slightly different supplier man-
agement approach.

What Is a Distributor?
A distributor is a nonmanufacturing source of product. In some industries,
distributors are called brokers. Generally, the distributor does not change the
product itself. The distributor may change the packaging to meet the cus-
tomer’s needs, but only in rare cases does the product change. The chemical
industry is one example where some distributors may mix chemicals together
to form a new product. Basically, the three types of distributors are:
1. A surrogate sales force for a manufacturer
2. A repackager
3. A surrogate sales force and a manufacturer/distributor
 Why Procurement Quality? 7

A surrogate sales force for the manufacturer serves as the marketing

function for the manufacturer. It takes a product from the manufacturer as
is. The manufacturer has the responsibility for product quality because the
user receives the package in the original condition from the manufacturer.
When necessary, the distributor is trained by the manufacturer in the proper
handling and storage needed to maintain the quality of the product while it
is in the distributor’s possession.
The repackager and surrogate sales force receive the product in large
quantities and repackage the product to sell in the customer’s desired quanti-
ties. Here the distributor and manufacturer work together to ensure that noth-
ing compromises product quality in the repackaging phase. The manufacturer/
distributor performs a function similar to that of the repackager, however,
the manufacturer/distributor also produces a new product by the addition
of other ingredients.
Supplier programs with a distributor tend to be more difficult to set up
because the distributor has no control of the manufacturing process. The
most common way to set up a supplier program is to have distributors work
only with certified manufacturers for the products they handle. This can be
accomplished in the following two ways:
1. Distributors can get their manufacturers together and work with
users to certify the manufacturers.
2. Users can recommend suppliers that already have been certified
so distributors can establish contracts with those manufacturers.
A distributor supplier program has five basic components:
1. A manufacturer audit system
2. A shipping/packaging control system
3. A storage control system
4. A specification program
5. A quality information system
The manufacturer audit system is a systematic way of assessing the
quality program at the manufacturer. The purpose of this is to evaluate, doc-
ument, and ensure that the product produced is of the quality level the cus-
tomer desires. The shipping/packaging control system is a way of ensuring
traceability and lot integrity from various suppliers and that quality is not
compromised in the repackaging operation. Storage control ensures that the
product maintains the quality while in the distributor’s possession. The
specification program is the maintenance of up-to-date specifications for
8 Chapter One

all the distributor’s customers and, when necessary, documentation of

who at the manufacturer’s facility has a copy of the specification. The
quality information system maintains information from the supplier on
the user’s most requested quality characteristics. This would be sent with
every shipment containing that lot/batch of materials.
In addition, distributors may be evaluated on the technical support and
service they provide. There are times when distributors will be contacted
about quality problems that occur in the products they supplied. The tech-
nical expertise that distributors possess or have access to can be critical in
the resolution of the problem. The level of satisfaction with a distributor is
directly related to the quality of the response and the time taken to respond.

Strategic Considerations
When trying to decide how to work with suppliers, it is imperative that
company directions and goals be taken into account. The bottom line is
simple—the main goal of any business is to make money. The way to get
there can take many forms. The best way for long-term stability and prof-
itability is to produce the highest quality product at the lowest possible cost.
The procurement organization is given the task of developing a supplier
base that allows this to happen.
There is a trend in many companies to strive for what is known as
world-class quality. World-class quality is defined as the ability to buy and
sell products of such conformity to specification as to enable both the sup-
plier and the customer to compete successfully with the quality of anyone
in the world marketing a similar product or service.
The first step in this journey is the recognition that you are a supplier to
your customer. What are the things that you must do to meet your customer’s
needs? Is your management committed? Do you perform the necessary steps
to produce the highest quality product at the lowest possible cost? If some-
one was considering you, how would you measure up as a supplier? Would
someone want to do business with you, or would they look elsewhere?

Supplier Strategy
Strategy means many things to different people. In its simplest form, it is a
way of maximizing the actions you have control over and minimizing those
you do not. This means that for any business, there has to be a set of guide-
lines that dictates where we want to be at a given point and that this is clearly
understood by everyone. For example, if it is stated that the business wants
the highest quality available, then there must be a definition of highest qual-
ity. It could mean that certain physical characteristics are met consistently; it
 Why Procurement Quality? 9

could mean that the product is recognized by others as being the best in the
field; it could mean that the product provides an increase in the market share.
There is another aspect to this that directly impacts the business. If the
supplier consistently provides the highest quality, there will be gains in pro-
ductivity of the manufacturing operation resulting in reduced internal costs.
The business can control the quality of the product entering the plant. The
business can influence the communication between it and the supplier, so
that mutually beneficial policies provide incentive to the supplier to provide
the highest quality. This is the foundation for the development of a supplier
partnership strategy.
Today there is an increased need to develop a consistent supplier strat-
egy. With the increased sophistication in technology, there are many small
shops that provide highly specialized services/products that can answer a
specific need in the marketplace. These shops can be considered the new
guilds. These are the craftspeople of today who provide a high-quality prod-
uct for a select customer. They work hard to maintain their status of being
on the cutting edge of their technology.
Many companies are studying ways to shorten the development cycle to
introduce new products to the marketplace sooner. One way to achieve this
is to bring in the critical suppliers during the development process and enlist
their assistance. A critical supplier is one whose product is necessary for the
production of a new product. Many times suppliers are aware of new tech-
nologies in their field. They also are aware of the capabilities and limitations
of the current products they provide. As they learn what the expectations are
for the product they are providing, they can recommend changes in the
product that will enhance its performance. For example, a certain plastic
part was to go into a copier. The supplier was brought in and found that the
part was to be located near a heating element that could cause the plastic part
to warp over time. The supplier recommended a different composition of
resins with a higher heat resistance. This resulted in an improved product
and a significant savings in potential redesign and service costs.
Many businesses are examining ways to reduce inventories. Tradition-
ally, inventories have been maintained to provide against unforeseen inci-
dents. This gave the customer a constant supply source. A supplier program
can reduce the risk involved because there is routine communication between
the supplier and the customer. Some of the communications can include
revised forecasts covering long- and short-term needs and updates on the pre-
sent performance of the supplier. This allows the supplier to provide the prod-
uct on a just-in-time (JIT) basis if that is how the business is operating.
When suppliers know what is expected of them and how they are eval-
uated, they can focus on reductions of variation and costs. The cost reduc-
tions resulting from the variation reduction will enable suppliers to enter
10 Chapter One

into longer-term contracts without threatening their goal of making money

for their company. At the same time, suppliers are assured of a longer-term
partnership with the customer, a benefit to both parties. Many companies
have reduced costs through the implementation of statistical process control
(SPC) techniques. These techniques are simple to use and place the respon-
sibility for quality on the worker. The purpose of SPC is to prevent poor
quality from occurring by controlling the process. This is different from
the traditional concepts of inspection and sorting to maintain the desired
quality level.
The implementation of SPC is an evolutionary process. The supplier
and the customer must establish a time line to measure the progress of the
SPC implementation. This allows both the supplier and the customer to be
fully aware of each organization’s expectations. It also gives the customer
an opportunity to assist the supplier with resources to accomplish the
agreed-upon goals. As the supplier attains SPC on the processes, the cus-
tomer initially can reduce any incoming inspection with the intent of elim-
inating all inspection when the supplier achieves statistical control.
There are various strategies that have been used by businesses. The
most common is that of giving the supplier increased responsibility in terms
of product. The strategy here is that the supplier is certified, which means
that no incoming inspection is performed on a product or grouping of prod-
ucts. The certified supplier may be entitled to a variety of benefits: increased
opportunities for new business, long-term contracts for products, cost rebates
for consistently meeting requirements, and so forth. There also are some
risks involved: the supplier commits to an SPC program as a way to keep
costs down, the price is fixed for the duration of the contract, and the raw
materials may be required to be purchased from another certified supplier.
These things must be considered because in many cases the supplier will
be held accountable for any loss incurred through the shipment of out-of-
spec products.
Another strategy is where the supplier is made part of the design team
developing new products. Here the supplier is expected to lend expertise to
a new design. It is a mutual commitment because both the customer and
supplier will benefit from the results. The customer gets the latest technol-
ogy in the supplier’s specialized area, and the supplier gets an opportunity
to increase business and improve relations with the customer. Here the sup-
plier is expected to participate in design reviews, specification development,
prototype products, measurement assurance, and life testing. The supplier is
given unique opportunities to have some control over new products.
Another strategy is the practice of improved forecasts for products.
This means that the supplier receives updates of the production schedule.
 Why Procurement Quality? 11

Thus, the supplier is continually updated on both the short- and long-term
schedules. This enables the supplier to adjust the schedule and maintain as
little inventory as possible. With the advent of computerized telecommuni-
cations, this is becoming a preferred way of doing business.
The most popular strategy today is to work only with suppliers who are
registered to a particular quality system, such as ISO 9000. The logic is that
the supplier is working within an accepted system and has the potential for
improvement. Utilizing a system demonstrates that the supplier has the
management support that will enhance the partnership process.
The various strategies discussed here work well with all types of sup-
pliers: those who manufacture a product, those who supply such common
items as desks and office supplies, and distributors. The strategies have been
developed with the manufactured product suppliers in mind, but with a little
modification, the others can be brought under the supplier program umbrella.

The Psychology of Supplier Relationships

When dealing with suppliers, the most important question people must ask
is, “What would I be doing if I was in the supplier’s place?” This type of
thinking will assist the procurement team members in conducting them-
selves in a manner beneficial to both companies’ interests.
This has not always been the case. Traditionally, the customer/supplier
relationship has not been one of consideration, but of dictation. The cus-
tomer dictated to the supplier exactly what the customer wanted. No devia-
tions were accepted. If the supplier did not want to do business, there were
plenty of other suppliers who were interested. Consequently, supplier rela-
tionships were one-sided. The suppliers also quickly learned how to get
deviations from the specifications. The simplest way was to announce a price
increase shortly after obtaining the contract. The customer would call to tell
the supplier that the price increase was out of the question. Then, the sup-
plier would tell the customer that the order could not be met. The customer
would inquire why and the supplier would tell the customer that under the
current specification, a certain dimension could not be met consistently. To
ensure that the specification could be met, a price increase was necessary.
Then, the customer would ask the question that the supplier had been wait-
ing for, “What if we could get you a deviation from the specification?”
This is exactly what the supplier wanted. The supplier knew from the
beginning that the specification was unrealistic. The supplier also knew that
if a deviation or change in the specification had been requested at the begin-
ning, the supplier would have been eliminated from getting the contract. So,
the supplier waited until the contract was obtained before making a move.
12 Chapter One

The traditional relationships were based on a carefully executed program

of moves similar to a chess game. Neither side was willing to be completely
open. The difficult dimension was recognized by the supplier (the expert in
the field), but the customer’s company recognized no experts other than its
own. If the design engineer put the dimension on the specification, it was
considered correct. Supplier expertise was viewed as inferior when it may
have been just the opposite. The supplier understood that the best way to
get the change made was to speak in terms that the customer would under-
stand: dollars. If the customer accepted the price change, the supplier had
enough money to either improve the process or to hire more inspectors. In
either case, the supplier won.
On the other hand, the customer had a problem. A specification devia-
tion or change was necessary if the parts were to be delivered on time. If the
change or deviation were not possible, then the customer’s company would
pay more for the product than was originally contracted. Either way, the
customer looks bad, as if enough research was not done during the supplier
search. The idea that the design was wrong never occurred to anyone.
So, here is the classic situation of mistrust on both parties’ accounts. It
results in increased product costs, high waste, and, in some cases, field fail-
ures. The customer’s company lost its reputation for providing high-quality
product that took years to reestablish, because the customer’s company did
not acknowledge that there were any experts except its own.
Today’s competition has forced this situation to change. As major com-
panies shrink both their employees and their supplier bases, the concept of
partnerships has grown. A partnership grows with time. The development
can be compared to an interpersonal relationship resulting in marriage.
When first meeting with a potential supplier, it is like going on a blind
date. Both parties try to put their best foot forward. As the selection process
ends (if all goes well), the supplier is given the initial contract. This begins
the dating phase. If all continues to go well, more contracts are awarded.
This evolves into the going steady phase. Both parties are now making a
limited commitment to determine if the initial impressions are true. This
can lead to the engagement phase where longer-term contracts are consid-
ered and awarded based on performance. Marriage occurs with the long-
term contract and a request to the supplier for assistance in new product
development. All new product development is confidential and both parties
agree not to divulge any information to their companies. The honeymoon
phase occurs when everything is rosy between the customer and the supplier.
This can last a long time (up to one year) or be very brief (one week). Once
the honeymoon is over, the true partnership begins. This is when both par-
ties work toward mutual benefits.
 Why Procurement Quality? 13

When a problem occurs, both parties work together to solve it. This
may mean traveling to each facility to discover possible solutions. It may
mean a redesign of the part/process to correct some unanticipated defect or
a mutually agreed-upon absorbance of costs to alleviate short-term set-
backs. Whatever the problem is, it is worked on and solved together. There
is no assigning of blame.
The key elements of a partnership can be summarized in an informal
code of ethics. This code was originally developed by the ASQC Vendor–
Vendee Technical Committee. The motivation behind it was the understand-
ing that both the customer and supplier have an interest in obtaining the same
objectives. The 12 elements of the code follow:
1. Personal behavior. All dealings between both quality control/quality
assurance functions should be conducted in a manner to credit the compa-
nies and the individuals involved. In contacts between the quality functions
of both the customer and supplier, it is necessary to avoid compromising
relationships.
2. Objectivity. Both the customer and the supplier should address the
fulfillment of all contractual requirements and objectives. The legal aspects
of a contract cannot be ignored, but there also is a moral obligation to
achieve a satisfactory end product. It is to the mutual advantage of both par-
ties that the objective attained is accompanied by a fair and equitable cost
distribution. In this case, the customer and the supplier need to focus on
what is required by each to achieve the desired outcome. If the customer is
requesting some requirements that incur additional expense, that customer
should expect to pick up part of those expenses.
3. Product definition. The customer should furnish a complete descrip-
tion in writing of the quality characteristics for the procured item, including
minimum workmanship standards. The customer’s quality organization is
morally obligated to ensure that all requirements are clear, complete, noncon-
flicting, and correct. Assistance in the interpretation of requirements should
be readily available to the supplier. Simply stated, all specifications should be
understood by everyone, and any additional information to help clarify the
specifications should be freely given.
4. Mutual understanding. Direct communications between quality
functions should be implemented at the initiation of all contracts and con-
tinue through the life of the contract. Direct communication ensures pro-
fessional maintenance of the mutual obligation by the respective quality
managements. To allow quality functions to be handled through others by
default will result in product quality degradation and a loss of reputation for
Discovering Diverse Content Through
Random Scribd Documents
 Absurdities in Derivation.
When a language is not pure, but the result of the intermingling and
interaction of several tongues as distinct as Celtic, Saxon and
Norman; and when, by the wear and tear of daily use through
centuries, place-names have altered in detail of spelling and
pronunciation; and when for a long time spelling and reading were
arts known but to a small minority of the population, it is 58
plainly inevitable that the original form and real meaning of a
place-name should often be difficult to trace. But always in an
enquiring mind there was the insistent WHY? which is a
characteristic and a glory of man as a reasoning animal, and hence
often a meaning was given to a word that is simply a sort of pun, an
endeavour to explain a word by what it looks like in current speech
or dialect when there was not the knowledge of earlier times and
older tongues which elevates mere guessing into the science of
etymology.

Some Kentish examples of this source of error may be useful. Thus,

when we trace Maidstone back into the earliest records we find that it
has nothing to do with either Maid or Stone, but comes through
many variations from the Celto-Saxon Medwegston, or town on the
Medway. Yet though Lambard knew and quoted this in 1570 he
suggested also a meaning of “mighty stone, a name given for the
quarry of hard stone there!” So, too, Hasted thinks Loose is so called
because the stream loses itself underground (like the Mole in Surrey)
for some eight hundred yards at Brishing! He might as well have
ascribed the name to Loose and Detling having been long only
Chapelries of Maidstone, but at last having been cut loose and made
into separate parishes in Elizabethan times!

Tenterden is named, says an old Kentish writer, as “some vulgar

fancies conjecture, from the tenderness of its soil”; Feversham, says
another old Kentish writer, Phillipott, useful as an historian, useless
to etymologists, “is an unhealthy town, and carries the tokens of it in
its name.” Id. est., the home of fevers! Harbledown, says Black, is so-
called “in allusion to its grassy downs and hills,” as if grassiness were
not a characteristic of any and every down and hill in Kent. Gadshill,
we are solemnly told, is named from “gads,” clubs used by footpads
who were not unknown there (or anywhere else) on Watling 59
Street. We should smile less if the name was Padshill.

And one of the most ancient, and indeed prehistoric, names in Kent
is Penypot, a hill opposite Chilham. “Here once,” one old rustic would
say, “they dug up a pot full of pennies.” “Nay,” another would
respond, “it was where they used to sell ale for a penny a pot in the
good old days!” To such vile meanings may descend the venerable
Celtic Pen y wlh—the Head of the Mound.

One of the earliest Roman geographers heard of Thanet under its

earliest name of Tanet, and because he knew a Greek word
Thanatos, which means death, he so interpreted Thanet. On this
absurdity he based a baseless legend which Lambarde in 1570 thus
describes: “There be no snakes in Tanet (saith he), and the earth
that is brought from thence will kill them.” (Why death to snakes any
more than to sheep or shepherds? Why not go further and make
Thanatos a lifeless place like the Dead Sea?) “But whether he wrote
this of any sure understanding that he had of the quality of the soil,
or only by conjecture at the woord Thanatos, which in Greeke
signifieth death, I wote not.” This is as strong an example of
conjectural derivation, with nothing but a superficial resemblance to
support it, as we could find. But Lambarde himself, great as he is in
many ways, gives derivations almost as baseless, e.g., Blackheath,
“called of the colour of the soil!” Wrotham, “given for the great
plentie of woorts or good hearbs that growe there.” Farley,
“interpreted the place of the Boares, or Bulles” (which? and why?).
Sittingbourne, “one interprets it Seethingbourne, Rivus Fervens aut
Hulliens” (i.e., the boiling or bubbling river—in that flat country!).
This is too much even for him and his times, and so he adds, “but
how likely let others see.”

60
 Our “Tons” and “Stones.”
As given in Kelly’s Kent Directory, our Tons and Stones are:
Addington, Aldington, Allington, Barfreston, Bedmonton, Bilsington,
Birchington, Blackmanstone, Bonnington (two), Bossington,
Boughton (four), Brompton, Charlton (two), Cheriton, Chiddingstone,
Chilmington, Chilton, Cliftonville, Cossington, Cozenton, Crofton,
Culverstone, Cuxton, Davington, Denton (two), Doddington,
Dumpton, Dunton Green, Eddington, Ellington, Egerton, Eggerton,
Elmstone, Elvington, Folkestone, Foston Green, Funton, Garrington,
Goldstone, Goodnestone (two), Guston, Hackington, Hampton (two),
Hamptons, Holmstone Camp, Horton (two), Horton Kirby, Hunton,
Kenardington, Kennington, Keston, Kingston or Kingstone,
Kippington, Knowlton, Langton Green, Linton, Littlestone, Liverton
Street, Loddington, Lullingstone, Lowton, Luton, Maidstone,
Manston, Milton (two), Milton Regis, Milton Street, Monks Horton,
Monkton, Murston, Nackington, Newington (three), Nonington,
Horton, Orlestone, Orpington, Pevington, Plumpton, Poulton, Preston
(two), Ripton, Salmestone, Scuddington, Seaton, Sevington, Sibton,
Stone (four), Stonebridge (two), Stonebridge Green, Stone Cross
(three), Stone Crouch, Stone Hill, Stone House, Stone Stairs, Stone
Street, Stonehill (two), Sutton (three), Swanton Street, Tankerton,
Teston, Thanington, Tilmanstone, Tottington, Twitton, Ufton, Upton,
Wanstone, Weddington, Wierton Street, Wilderton, Willington Street,
Wilmington, Wootton (three)—147 in all. One may add, for purposes
of investigation, Stone, an old borough in Maidstone.

First, one must endeavour to separate the tons and the stones—the
Saxon settlements or towns and the places named from stones set
for boundaries or for marks where manor courts or motes 61
were held. And this is not always easy, since mediæval spelling
was vague, and in some cases an original “stone” has become “ton”
in later years, or vice versa. Generally, a reference to the earliest
forms (where such can be found in Saxon or Norman, or even Early
English documents) will settle the point. Thus Folkestone is by some
identified with the site of the “stone of inscription on the Gallic sea,”
mentioned by Nennius, the Saxon geographer. It is Folcesstane in
the Saxon Chronicle, and Falchestan in Domesday, and therefore no
explanation involving ton need be entertained. Keston, again, is
Cystaninga, hence in Saxon charters between 862 and 966, as being
or having a boundary mark stone. It is Chestan in Domesday. But
Chiddingstone should probably lose its final e and derive from a
Saxon patronymic, although a modern and grotesque suggestion is
that the dolmen there was used as a Chiding or judgment stone by
Celtic or Saxon priests. Maidstone, again, should probably be
Maidston, being Medwegston in the Saxon Chronicle, and almost
certainly meaning the town on the Medway; although it is fair to say
that an ending in stane is early found. Tilmanstone was earlier
Telmeston, and Elmstone was Elmerston, and the earlier spellings of
Goodnestone are Goodwinston, Gudewynston, and Goodneston.

Stones are much fewer than “tons,” although no doubt the number
of such marks (origin of our milestones) was increased by the
Romans. Thus the place Stone, two miles west of Faversham and on
their great main road Watling Street, is thought to mark the site of
their military station of Durolevo, and thus to be named from the
distance mark. We must also note that stone bridges were practically
unknown to the Saxons, except those the Romans had left, and
Stone Cross would not appear as a place-name until after their 62
conversion, while a stone house, except as the castle of a
Norman noble, would be of quite late date.

As to the Tons, some are named from geographical position, such as

Norton (Northtown), near Faversham, and the Suttons (South-town),
on the edge of the Weald or south of Dartford; and, whatever may
be the case with others, the Milton near Sittingbourne is called
Middeltuna in the Saxon Chronicle and in Domesday, since it was
reckoned the central town of Kent when Watling Street was far the
greatest and most frequented route to be considered, being 42 miles
from London and 31 from Dover. Our various Boughtons are
“settlements in the wood,” as are also the Woottons. Monkton and
the Prestons were settlements of monks and of colleges of priests.

The great majority, however, denote the settlement of some Saxon

(i.e. Jutish) family, such as Seafings or Sevingas at Sevington, the
Ælings at Allington, the Noningas at Nonington, the Cennings at
Kennington, and so forth. We find this Saxon patronymic “ing” in 37
of our Kentish place names ending in ton, and when we add the ings
like Barming (Bamling, Barmelinge, and Berblinge in Early English
documents), Beltring, Bilting, Birling, Bobbing (Bobing-seata in a
Saxon charter of 798—compare Bobbingsworth in Essex), Bramling.
Bazing (at the junction of Kent, Sussex and Surrey), reminds us of
Basing and Basingstoke in Hants and Basingham (in Domesday
Book) in Sussex. Charing, Chevening (although this may be earlier
and Celtic), Cooling, Detling, perhaps Drelingore, Eastling, Etching,
Garlinge, Geddinge, Hacklinge, Hailing, Hawkinge, Hucking,
Kemsing, Lidsing (not Lyminge, however), Mailing, Nullinge,
Ospringe, Ottinge, Pedlinge, Postling, Ratling, Rawling, Reading
Street (three), Rowling, Ruckinge, Sandling (two), Selling, 63
Sellinge, Shelving, Spratling Street, Stelling, Stowting,
Weavering Street, Welling, Witchling, and Yalding; and when to
these we add the “inghams” I have given in a previous article, we
might alter Tennyson’s “Saxon, and Norman, and Dane are we,” into
“Mostly Saxon are we as to our place-names in Kent.” Our two
Charltons are of old Ceorletone—the town of the ceorls or
husbandmen. Some “tons” come from personal names also, e.g.,
Cuxton (compare Cuckfield in Sussex), Cuca and its diminutive
Cucola are found as Anglo-Saxon names, and as Cockstane the place
appears in Domesday, and as Cokelstone in 1472, nearly 400 years
later, with other forms Cockston, Coklestane, Cukelestane,
Cookstone, etc. (all pointing to stone, and not ton, being properly
the final syllable).

There is, however, obviously much to be done before we can know—

or even in some cases guess—as to the origin of some “tons” or
“stones.”

Our “Hams.”

In considering the three score and ten, or more, place-names in

Kent which end in ham, we are met with the initial difficulty that
there are two Saxon words Ham—home, and Hamm—land drained
by dykes, an East Friesian word, though the far more common Ham
is the Teutonic heim, familiar as a suffix in Germany, which in
Picardy becomes hen, and in Friesland um. Either ton or ham as a
suffix after ing denotes where a Saxon family or clan had settled and
made its toun or heim. Thus the Pæfings made a Pevington in Kent
and a Pavingham in Bedfordshire, and the Aldings an Aldington in
Kent and Worcester, and an Aldingham in Lancashire, the 64
Leasings a Lossingham in Kent and a Lissington in Lancashire.
Such instances do not uphold what some have held—that there were
two words spelled the same, the one meaning home and the other
an enclosure.

As to the Hamm or Haam for marshy ground, it would seem to be

found in Kent as accounting for Ham Ponds, near Sandwich, marshy
ground dear to botanists, and Mersham (A.S. Mersc—marsh) in
Romney, and Merston (Merxton in 74), near Rochester. Ham Green
and Ham Street are also Romney Marsh names. Waterham and
Wetham would suggest the same origin, the latter being in the
Rainham marshes and the former, I think, not far from the
Faversham marshes. Dagenham also (as elsewhere) is Decca’s
marsh land. But the ordinary hams, as we may call them, have again
to be subdivided into those which indicate the settlement of a Saxon
family; those which enshrine a personal name; and those which
relate to the environment or situation of the home.

In the first division would came the cases in which ham followed the
patronymic ing, denoting “the sons of.” Thus Gillingham (Gelingham
in Domesday) was the settlement of the Gillings, who are also found
at Gilling in Yorkshire, Gillingham in Norfolk, and Gillingham in
Dorset. The home of the Mottings was at Mottingham, and that of
the Leasings at Lossenham. Our Chilham would not at first sight
seem to come in here; but in a charter of King Wihdraed in 699 it is
called “Cilling,” and in another of 814 “the port which is called
Cillincg” (the Stour was then navigable up to here for small craft),
and a manor in Chilham is Shillingfield, so that a connection with the
Gillings may be suggested. Farningham might seem prima facie to
add another to this unexpectedly small class; but there is no known
tribe of Farnings, and the old name was Fremyngham (again with no
tribe name to support it). It has been suggested that it derives 65
from the A.S. Frem or foreign, and denotes a settlement of
foreigners (possibly Danes) coming from the Thames up the Darenth
valley.

In the second division we might place any hams recording the

personal names of those who founded them. Here Isaac Taylor may
err in saying: “In the Anglo-Saxon charters we frequently find this
suffix united with the names of families—never with those of
individuals.” In this he follows Leo in his Anglo Saxon Names. And
yet on another page (compare p. 331 with p. 131) he gives a list of
places derived from the names of individuals. But certainly
Godmersham and Rodmersham suggest personal names, and no one
has ascribed any other origin to Harrietsham, which, even down to
the fifteenth century, appears as Heryotesham. In one probably
illiterate will of 1594 it is called “Henry Etisham alias Harrysam,” the
latter being no doubt the vernacular pronunciation. So surely
Meopham is Mepa’s Home. No letter o appeared in the name before
or during the 14th century, when Simon de Mepham was Archbishop
of Canterbury. It is a modern intrusion, left unpronounced. Icelham,
McClure gives as meaning the Home of Icel, like Icelsham in Sussex,
thus contravening the dictum of Taylor and Leo as to personal
names. So Offham, and probably Otham, is said by the learned
Sussex Place-Names to be named after King Offa, who had such
power and made such great benefactions to the Church in Sussex
and Kent. Finglesham, called Flenguessa in Domesday and
Fengesham in 1206, suggests a person rather than a family when
the common ing is not then found in the name, and so does
Wittersham, especially in its old forms of Westricheshamme and
Witrychesham. Faversham was Febres-ham in 811 (Charters and
Rolls), and Febresham in 858. In Domesday (1086) it appears as
Faversham, and as to this McClure, a great recent authority in 66
Saxon, says: “The first element is a personal name in the
genitive.” As, however, there seems to be no similar Saxon
designation, he suggests a possible survival of the Latin Faber, i.e.,
Smith, in a thoroughly Latinized part of Kent. But this pre-supposes
that the place was named from a single unnamed operative.
Betsham is obscure, but when we find, also in Kent, Betshurst and
Betteshanger, a personal origin seems likely. As McClure says, our
Luddesdown seems to involve a personal name; he might say the
same of Luddenham.

The third division introduces us to settlements or homes named from

their environment or situation. Thus Higham (Heahhaam in a charter
of 770, and Hehham in one of 774), is plainly from the A.S. Heah,
whence our High; and so is Hougham (earlier Hugham), near Dover.
Burham is the fortified place or Burh, found in 1498 as Borowham, in
1511 as Borougham, and in 1549 in its present form. Homes
between Rochester and Aylesford had to be strong in the days and
the place of constant maraudings and wars. Mersham is the Mersc
home in Romney Marsh. Westerham, of old Ostreham (compare
Westenhanger alias Ostringhanger) is the little white “home in the
west” of Kent. Ickham—Ioccham in a charter of 785, in Andrededa—
otherwise Yeckham, is probably the settlement on the yoke of arable
land, from the Saxon measure Yeok. Chartham (Certeham in
Domesday) is the home in the forest, chart and hart being varying
forms of the Teutonic word for forest, the former more common in
England, the latter in Germany. Perhamsted, says McClure, is the
homestead where pears were cultivated. Thornham (though
Turnham in Domesday) is said to derive from Hawthorns, Thynne
being Saxon for thorn, and haegathorn later for hedge-thorn—
whence also probably our Kentish Eythorne (anciently Hegythe
Thorne), and Eyhorne (Haythorne in Plea of Henry III.), as 67
place-names. Weald, Wold, Wald, and Wood (A.S., Wudu and
Weald), all mean woods, so that we can understand our Wouldham
and Waltham. Lenham must be the settlement of the Len, unless it
could be proved that the river ever had another name, Celtic as it
probably is.

The following is a full list of the “Hams” in Kent according to Kelly’s

Directory of Kent, and I have extracted them in the hope that it may
save some trouble to a future writer on our place-names. I am not
of the class of those who say: “Posterity has done nothing for me, so
why should I do anything for posterity?”

Adisham, Alkham, Barham, Bagham, Beckenham, Burham, Bentham,

Betsham, Bayham, Cudham, Cobham, Clapham, Chatham,
Chartham, Chilham, Crowdleham, Crockham, Dagenham, Eltham,
Elham, Fawkham, Faversham, Farningham, Finglesham, Frogham,
Godmersham, Gillingham, Ham ponds, Ham Green (two), Ham Hill,
Ham Street, Heverham, Ham, Harrietsham, Hougham, Higham,
Horsham, Ickham, Ightham, Lenham, Luddenham, Lossenham,
Meopham, Mersham, Mongeham, Mottingham, Newnham, Offham,
Otham, Otterham, Petham, Peckham, Rayham, Rainham,
Rodmersham, Sydenham, Shoreham, Teynham, Thornham,
Waltham, Waterham, Wetham, Wickham, Wickhambreux,
Westerham, Wrotham, Wingham, Wittersham, Wouldham, Yaldham.
Kilburne wrote that there were 49, but here I enumerate 71, and
one might add Perhamsted, Iselham, Freckenham, Mistelham, and
the Hundreds of Kinghamford and Downhamford, making 77, all of
undoubtedly Saxon origin.

68
Our “Soles,” “Burys,” and “Hithes.”

The word Sole occurs frequently as a Kentish place-name, and is

purely Saxon. Dr. Bosworth’s Anglo-Saxon Dictionary gives Sol as
meaning “soil—dirt—a wallowing place”; while Lewis defines it as “a
dirty pond of standing water.” The Saxon verb is Sylian, “to soil or
cover with mud.” So an old Kentish will has the words “beside the
wateringe sole in trend (i.e., the end) of Yckhame streete.” Now, as
the chief industries of the Saxons in Kent were pigs and pots—as
now they are bricks and beer—it is obvious that pigs, especially in
clay soil, would create many wallowing places. So we find Sole
Street, near Broadstairs (now corrupted into Sorvell and so made
unmeaning and unintelligible), another by Cobham, another by
Crundale, and another by Selling. We find also Bradsole (S.
Radigund’s near Dover), Buttsole in Eastry, Blacksole at Wrotham,
Maidensole, Longsole Heath by Allington, Thewsole, and
Hangmansole in Romney Marsh, Eastsole, Newsole near Coldred,
Esole near Nonington, Podsole near Headcorn, a Mote-sole Street in
Sandwich, Mudshole by Hawkinge, Barnsole Lane, Gillingham, Capel
Sole, Barnsole in Staple, Westfield Sole in Boxley, Rigsol Road in
Otterden, and last, but not least, Paddisole, or Padsole, at
Maidstone.

Our “Burys.”

There are two Anglo-Saxon words which have to be distinguished—

Beorh, like the German Berg, meaning a hill; and Buruh or Byrig,
which comes later into the suffix Bury, which again later comes to be
used for a division of Hundred or simply for a town. In the 69
south of England we have most of the distinctively Saxon or
Jutish Bury, while in the north we have the Anglian and Norse forms
of Burgh, Brough, Borough, more common. And one must add, as a
variant of the same word, Barrow, which in modern use we confine
to a tumulus for the sepulture of a great warrior or leader. As these
British camps were generally on high ground for observation and for
defence, the ideas represented by Beorh and by Buruh would
inevitably intertwine. The British and Saxon camps were no doubt
numerous when we consider the centuries of marauders and
invaders which kept our earliest forefathers in a constant fear. They
were usually round or oblong, whereas the fewer and later camps or
forts of the Romans were rectangular. Surrounded by a deep ditch,
the earth of which was thrown up to make a wall, into them in
troublous times were collected families and flocks, so that the
transition of meaning from the Byrig or fort to the Borough or town
was easy. Canterbury, for example, began as Cantwara-byrig, the
fort of the folk of Kent, long before it developed into its most
important borough or city. So, in another county, Glæstingaberig
became Glastonbury.

In Kent we find Farnborough, Frindsbury, Wateringbury,

Hildenborough, Pembury, Cobhambury, Southborough, Oldbury,
Bigbury, Glassenbury, two Hawkenburies, Holborough, Howbury,
Scadbury, Goodbury, Eastbury, Fallburie, Stockbury (where the ditch
and bank had been supplemented by a palisade of stocks, the
predecessor of our fathers’ cheveaux de frise in warlike defence),
Binbury, Westborough (in Maidstone above and defending the
Medway), Woodnesbury, Willesborough, Queenborough,
Richborough, Bidborough, Marshborough, Statenborough, Tattlebury,
Downbury, Hockenbury, Dunbury and Tatlingbury—a long list 70
which predicates long years, or rather centuries, of fighting in
defence, as much as my previous list of forestal names proves how
much of Kent was covered with woods.

Some of these, like Oldbury and Bigbury, are undoubtedly old British
camps or forts; others were adapted, or newly made, by Romans
and, later, by Saxons, while again later still a Norman castle might
be reared on the old strategic spot, as in the case of Thornham
Castle, near me. Flinders Petrie, however, says that “many sites
which by their name of bury suggest a camp or fort are now bare of
remains.” So he writes after examining Downbury Farm, near
Pembury, Hockenbury, and Dunbury, near Staplehurst, Tattlebury
near Headcorn, Tatlingbury near Capel, Perry Hill near Cooling,
Pembury, Frindsbury and Wateringbury.

Our Barrows in Kent are mainly small, graves rather than mounds,
but we have the place-names Barrow Green, Barrow Hill near
Ashford, and Barrow Hill by Sellindge.

Our “Hithes.”

Hithe is the Saxon for haven, or place where ships could lie, and
Hythe (Heda in Domesday Book, and Hee in a deed of 1229) was
near the edge of the sea when history begins; but West Hythe,
which is now three miles from the sea, was the old port used by the
Romans and by them called Limene, the harbour. Hence our modern
Lympne—Portus Lemanis, in which the p is a modern addition. I find
it Limene in 1291, Lymen in 1396, Limne in 1475, and Lymne in
1480.

Then, right in the Weald, is the hamlet of Smallhythe, three miles

south of Tenterden. Down to 1509, however, there was a channel
from the sea up to here.

Newheth, or New Hythe, is a hamlet of East Malling—and it 71

was a sort of port (or perhaps a wharf) on the Medway for
shipping goods from South Kent and the Weald.

On the Thames, below Dartford, is Greenhithe, which has kept both

its name and the justification thereof from the times of the Saxons
to the present day. There the Danish King had an entrenched camp
as a winter station for his soldiers. Here William the Conqueror was
stopped by the men of Kent until he confirmed them in their old
Saxon laws and privileges. From here Sir John Franklin and Captain
Crozier sailed in the Erebus and Terror (in the year and month of my
birth) on their last and fatal voyage to the Pole. Here still the hithe
discharges its lime and chalk, and has an environment and
background of green fields and woods.

Ærrehythe, “the old haven,” known to us as Erith, the landing place

for what was from 1178, when it was founded, the important Abbey
of Lesnes, which still gives its name to the Hundred.
 Our “Cold Harbours.”

Perhaps the most common place-name in England is that of Cold

Harbour; though Sutton and Norton may run it close. Over one
hundred and seventy have been enumerated in England, a number
which would be brought up to over two hundred if we added the
Caldecots and the Calcotts (we have a Calcott in Sturry parish) which
are names with the same meaning. And yet in a sense Cold Harbour
is not a place-name, for the only parish of that name was not
formed and named until 1842. It is near Dorking. However, as a
name of a manor or a farm it is common. Thus in London (where we
should hardly expect Cold Harbours of the kind found in 72
country places) there was the Manor of Coldherberghe, of
which we know much since 1327. Situated on the bank of the
Thames near London Bridge, its mansion was tenanted by royal
dukes, a bishop, a Lord Mayor, and afterwards became the Hall of
the Watermen’s Company, and at last the City of London Brewery.
The other is in Camberwell, which was one great manor at the time
of the Conquest, but later divided into minor lordships, to two of
which the name of Cold Harbour was given, of which one was Cold
Herbergh, Hachesham (Hatcham now), while the other survives in
the well known Cold Harbour Lane, in Camberwell. In early 19th
century maps Cold Blow Farm was the representative of the old
manor (Kent has a Cold Blow in Bexley). A curious 15th century
corruption was Coldabbeye, though there was never an abbey there.
The farm succumbed to suburban expansion in the 19th century; but
Harbour Road, Cold Harbour Lane, and Cold Harbour Place, tell us of
its site.

The Cold Harbours in Kent are thirty in number, while ten are found
in each of the contiguous counties of Surrey and Sussex. They are
found at Addington, Aldington, Aylesford, Barham Downs,
Bishopsbourne, Bridge, Chislehurst, Deptford, Ditton, Eltham,
Higham, Hildenborough, Eltham, Lamberhurst, Lymne, Maidstone,
Newington, Northfleet, Penshurst, Sellinge, Sittingbourne, Stoke-in-
Hoo, Sutton-at-Hone, Tenterden, Trench, Tunbridge,
Woodnesborough, Woolwich, Wrotham, and Wye. The majority of
these are upon or near Roman sites, or on the Roman main roads, a
fact to be borne in mind when we come to consider their origin. For
Isaac Taylor says of early travelling: “Where no religious house
existed to receive the traveller he would usually be compelled to
content himself with the shelter of bare walls. The ruins of 73
deserted Roman villas were no doubt so used, and such places
seem commonly to have borne the name of Cold Harbour. In the
neighbourhood of ancient roads we find no less than seventy, and
about a dozen more bearing the analogous name of Caldecot or
‘cold cot.’” His figures have now been shown to be very much under
the mark. So Forbes and Burmester, in their Our Roman Highways,
say: “The appearance of such names is believed to be a sure
indication of the use in comparatively modern times of Roman
buildings for purposes of temporary shelters; and the occasional
discovery of tessellated pavements injured by fires lighted in the
corners of rooms suggests their utilization by wayfarers.”

Not that all would have been villas or private residences. The orderly
and practical Romans on their great military roads had a colonia at
each 15 or 20 miles with a mansio or government posting station,
and between each, at about five miles distance, was a mutatio with
less accommodation, and used by a humbler class. The manager of
each was called a Strator—like our Way Warden. In many cases we
find that the Cold Harbours come exactly where we should look for
the regularly set mutatio. The same kind of arrangement is found in
the Hans or Khans of the East, which provide shelter for traveller
and stabling for his horse or other beast of burden; but no bed or
food. Analogous also are the dak-bungalows familiar to us in India.

The name, however, is pure Saxon, like the German Kalt Herberg,
and the surviving French Auberge for a small place of rest and
refreshment. Mr. Unthank, a friend and church-worker of mine in
Walworth, enlisted my interest in the name a dozen years ago, and
since he has written learnedly on the subject in Notes and Queries
(1914) and the Home Counties Magazine (1912). He calls them “the
leanest shadows of our cheerful inns,” and though bare walls 74
and a bit of a roof would be better than nothing to a traveller
over Barham Downs, yet, compared with the “warmest welcome in
an inn” experienced elsewhere, he would no doubt call it a cold
harbour. Later, and in Middle English, the Heribeorg, shelter for a
host, became as Herberg a synonym for any inn, and later still
Harbourers or harbingers were the caterers or victuallers, who at
last gained the right to sell ale in competition with the more normal
hostelries. Then the trade-name became a surname, and John le
Herberger appears, and perhaps the Harpers of to-day indicate an
innkeeper rather than a musician as their ancestor.

Of course, the perverse ingenuity of some has invented strange

derivations for the name. Stow suggests that they were coal-
stations! Another writer (who apparently only knew of one Cold
Harbour near London Bridge) that it was where the Köln or Cologne
merchants had their headquarters! Another derives from Col (ubris)
arbor—the tree or staff round which a serpent twines. This is the
emblem of Mercury the messenger of Jupiter, and may have been
therefore the sign of the Roman posting-stations!

Anderida.

As I have already said, Kent was once mainly either dense primæval
forest, or marshland, which fringed nearly all its coastal border from
Sussex to London. The greater part of the forest was that which
extended along the northern border of the South Saxons with a
breadth of thirty and a length of one hundred and twenty miles. But
the royal forest of Blean (in which I was born) is continuous with
Anderida, although it bears a separate name in a charter of 75
King Offa in 791. This would make the forestal land extend
from Whitstable through East and Mid Kent, Northern Sussex,
Southern Surrey, and Eastern Hampshire, right down to Petersfield.
Distinct, but contiguous, was the Cestmwarowalth or Cestersetta
Wald, of which part remains in the woods between Rochester and
Maidstone, although some would place it near Lyminge.

This primæval forest is still marked by a great survival of woodland

and parks, as a coloured map of Kent would show, and also by the
abundance of the characteristic terminations of burst, den, ley, holt,
and feld. It names the Weald (Teutonic Wad—wood), although
therein more cleared than anywhere else, and the less known
Roman road, Well Street, which ran through it from Maidstone,
should be probably the Wald road.

Generally called Anderida from the name the Romans gave to their
fort and garrisoned place near Pevensey, this is only a change from
the earlier Andred. Coed-Andred was its Celtic name, from Coed, a
wood, which word appears also in Ked Coed (the hollow dolman in
the wood), which was corrupted into Kits Coty House; while the
Cotswolds give the Saxon addition to the Celtic name, so that the
meaning is Wood-wood, just as Durbeck or the Ravensbourne mean
Water-water by the Saxon surnaming of a Celtic name. In early
Saxon charters, which are written in Latin, it appears as Saltus-
Andred, Silva-Andred, Saltus communis, or Silva regalis, while in
Saxon it is Andred, Andredsleage, or Andredsweald.

As to the meaning of the name, Edwards thinks it a proper name,

which is very improbable considering its extent. Lambarde says
Andred in the Celtic means great, which is simplest and best,
provided that such a word is proved to exist. Dr. Guest refers 76
it, less probably, to a Celtic negative an and dred, a dwelling,
and Lewin to “an” for the “deni,” for oak-forest, and by a “dhu” for
black.

It may be here interesting to give a list of the names borne nearly a

thousand years ago by some towns and villages in Kent, especially
those in the Weald. In a map in Furley’s Weald, he gives the manors
and places mentioned in the Domesday Book (A.D. 1086), and by
this it appears that settlements and cultivation were nearly all on the
north and east edges of the great forest of Anderida. The only
exceptions are Tivedale (now Tudely), Benindene (Benenden),
Tepindene (Tiffenden), and Belicedene, which are deeper in the
forest.

Taking the line of the Kentish Weald from west to east, we find
fringing the primæval wood, Distreham (Westerham), Briestede
(Brasted), Sondresse (Sundridge), Brotenham (Wrotham),
Nargourde (Mereworth), Pecheham (W. Peckham), Pecheham (East
Peckham), Otringebury (Wateringbury), Nedstede (Nettlestead),
Hallinges (Yalding), Meddestane (Maidstone), Boltone Monchensei
(Boughton Monchelsea), Certh (Chart Sutton), Suttone (Sutton
Valence), Sudtone (East Sutton), Olecumbe (Ulcombe), Boltone
Archiepiscopi (B. Malherbe), Bogelei (Bewley in B. Malherbe),
Piventone (Pevington), Pluckelei (Pluckley), Rotinge (Roting in
Pluckley), Litecert (Little Chart), Certh Mill, Certh (Great Chart),
Eshetesford or Estefort (Ashford), Merseham (Mersham), Aldingtone
(Aldington), Limes (Lymne), Boningtone (Bonnington), Bilsvitone
(Bilsington), Rochinges (Ruckinge), Orleverstone (Orleston),
Werahorne (Warehorne), Tintintone Dene (Tinton in Warehorne),
Apeldres (Appledore), Palestre (Palster in Wittersham), Newedene
(Newenden).

In the rest of Chenth (Kent) the chief places mentioned in Domesday

were Bromlei (Bromley), Lolingstone (Lullingstone), 77
Tarenteforte (Dartford), Gravesham (Gravesend), Rovescestre
(Rochester), Esledes (Leeds), Scapige (Sheppey), Favershant
(Faversham), Wi (Wye), Goversham (Godmersham), Cantuaria
(Canterbury), Forewic (Fordwich), Roculf (Reculver), Tanet (Thanet),
Sandwice (Sandwich), Estrei (Eastry), Addelam (Deal), Douere
(Dover), Fulchestan (Folkestone), Heda (Hythe), and Romene
(Romney).

One thing that strikes one at once is the proof any list of Kentish
villages gives of the forestal character of Kent. As one of my aims is
to save trouble on the part of some future writer who shall produce
the long overdue History of Kentish Place-Names, I will here
transcribe all which indicate a woodland origin. About a few I am
doubtful, but probably others which I have in ignorance left out
would balance them. There are in this list 20 of the characteristic
dens, although far more survive as the names of manors or now
uninhabited parts; there are 15 hursts and 35 woods—some of the
last being no doubt modern as names of places. I make 174 of these
forestal names as under:—

Abbey Wood, Ackhold (Oakwood), Acol (alias Wood), Acrise?

(Oakridge), Appledore, Arnold’s Oak, Ash, Ashenden, Ashford,
Ashley, Ashurst, Bargrove, Bellegrove (Benenden), Betteshanger,
Bircholt, Boghurst Street, Bough Beech, Boughton (four), Boxhurst
(Boxley), Bredhurst, Broad Oak, Brogueswood, Broome, Broomfield,
High Brooms, Broomstreet, Bush, Challock Wood, Chart (four),
Chartham, Chartham Hatch, Cheriton, Chesnut Street, Cobham
Wood, Cowden, Cockham Wood, Colds Wood, Comp Woods,
Crookhurst Street, Denstead, Denstroud, Denton (three), Denwood,
Dingleden, East Malling Woods, Eastwood, Eggringe Wood, Elmley,
Elmley Ferry, Elmstead (two), Elmstone, Eyehorne Hatch, Eyhorne
Street, Eythorne, Hawkenhurst, Filmer’s Wood, Five Oak 78
Green, Forest Hill, Four Elms, Frogholt, Goathurst Common,
Gore Wood, Forsley Wood, Goudhurst, Grove, Grove End, Grove
Ferry, Grove Green, Hatch Green, Hawkhurst, Hazelwood Hill,
Hengrove, Henhurst, Henwood, Heronden, Hoaden, Hockenden,
Hollingbourne, Hollanden, Holm Mill, Holmstone, Holt Street,
Holwood Hill, Hookstead Green (Oakstead?), Horsmonden, Hurst,
Ivy Hatch (Ileden), Kidbrooke?, King’s Wood, Kingsnorth, Knockhall,
Knockholt, Lamberhurst, Leywood, Maiden Wood, Maplescombe,
Marden, Mark Beech, Marwood, Mereworth Woods, Molash,
Mussenden, Nagden, Northwood, Norwood (two), Nurstead (old
Nutstead), Oakhurst, Oakley, Old Tree, Otterden, Oxenden Corner,
Paddock Wood, Penenden Heath, Penshurst, Perry Street, Perry
Wood, Pickhurst Green, Pinden, Plumstead, Plumpton, Quarry Wood,
Rainden, Ringwould, Rolvenden, Saltwood, Sandhurst, Sevenoaks,
Shadoxhurst, Sibertswold, Shottenden, Silcox Wood, Sissinghurst,
Smarden, Snoll Hatch, Snoad Street, Southernden, Southwood,
Speldhurst, Standen, Staplehurst, Swanscombe Wood, Tenterden,
Thornham, Three Beeches, Eickenhurst, Waldershare, Waltham,
Warden, Weald, Westenhanger, Westwood (two), Wissenden,
Womenswould, Woodchurch, Woodcut Hill, Woodlands (two),
Woodruff, Woodside Green, Wouldham.
 Land Divisions of Kent.
Uninterruptedly from Saxon times Kent has been divided into
districts called Lathes, and these into Hundreds, and these again into
Borowes or Townes, the last being in Kent synonymous and used to
the exclusion of the name parish down to the times of 79
Elizabeth.

First, as to the meanings and uses of these three words.

Lathe takes us back to the Saxon Læth for land, and in Latin
documents appears as Lestus or Lastus, e.g., “In Lasto Sanctii
Augustini” in a deed of 1347. Lambarde, however, derives it from a
verb gelathian, to assemble; while Latham, following the German
writer Zeuss, says the Terræ lœticæ were lands given to the Lœti.
Lœti is the Roman form of Leute, i.e., People, i.e., the Teutonic
mercenaries who were imported to defend the Litus Saxonicum—the
eastern and south-eastern coast—which was especially open to the
attacks of Scandinavian pirates. The abstruse and involved
explanation will hardy be preferred. It is a purely Kentish word.

Hundred.—This familiar word, first found in the Laws of King Edgar,

1000 A.D., comes from the old High German (Allemannisch),
Huntare or Huntre. The Huntares in N. Europe were the sub-
divisions of the Gau, the primary settlement with independent
jurisdiction, a word to be traced in such place-names as Spengay
and Wormegay, and even in Ely, for its earliest form was Eligabirig.
But why Hundred? Some say each contained an hundred hides of
land (but hundreds vary much in size). Some say each was a district
wherein 100 soldiers had to be forthcoming in war—this approves
itself to Lambarde and Spelman. Some refer it to the original
settlement of 100 Jutish warriors, as sub-divisions of the Teutonic
army which conquered the Britons. Brampton thinks each was to
contain 100 villages. But in view of the historical and legal use of the
word one may prefer the number of the freeholders in an area as
constituting the Hundred. Thus the great legal authority, Blackstone,
says: “As 10 families of freeholders made a town or tithing, so 80
10 tithings made an Hundred.” Each had its Hundred Court for
civil and criminal jurisdiction; each its Hundred man or constable;
each its Hundred Mote or assembly or parliament; each its Hundred-
penny, or local tax on and in the Hundred. Most English counties
were, and are, divided into Hundreds, wapentakes, or wards. So
Caxton, writing in 1485, says: “In Yorkshire ben xxii hondredes.” Of
these words Wapentake indicates the defensive military organisation
of the Danish intruders, and Hundred the more peaceful settlements
of Jutes and Saxons. A synonym peculiar to Sussex is the word
Rape, the origin of which is said to be that lands seized by the
Conqueror were plotted out by the hrepp or rope.

Tithings were the divisions of the Hundred or Wapentake or Ward or

Rape, and the term is used in most counties. But in Kent Borowe or
Ton or Towne is used instead. A Tything, Freeburgh or Decennary,
was a district containing ten householders, who were answerable to
the King for each other’s good behaviour. Each tything formed a little
commonwealth, and chose its own dean (decanus or chief man of
ten) or head, who was sometimes called Alderman on account of his
age and experience. Most commonly, however, he was called the
Borsholder from the Anglo-Saxon Bohr a surety, and Ealder, head or
chief. The members of each tything formed a court of justice in
which disputes were heard. Right down to 1836 the inhabitants of
an Hundred where damage was done were each liable to pay
compensation for it. The tendency of small bodies to take petty and
shortsighted views in social matters is evidenced in John Bunyan’s
Pilgrim’s Progress, where, quoting a much earlier proverb, he speaks
of “Mr. Penny-wise-pound-foolish,” and “Mr. Get-i’-th’ Hundred and
lose i’ the Shire.”
Originally there were seven Lathes in Kent—Borowart, Estrei, 81
Middletune, Wiwarlet, Limowart, Sudtone, and Elesford, of
which the first five covered East Kent and the last two West Kent.
Each derived its name from the chief town in each. Those in East
Kent had previously been Roman Villas or towns, while Sutton-at-
Hone and Aylesford were of great antiquity.

Later Borowart and Estrei were united under the name of S.

Augustine’s, and Middletune and Wiwarlet together formed the Lathe
of Sherwinhope, which again, by the addition of the Seven Hundreds
of the Weald and the Hundred of Marden, received its present
territory and name of the Lathe of Scray.

One finds also a Lestus de Hedelynge containing the three Hundreds

of Eastry, Quernilo and Beawesberghe. In this district an old wood in
Waldershare is still Hedlinge.

Since the time of Henry the Third there have been but five Lathes,
named S. Augustine’s, Shepway, Scray, Aylesford, and Sutton-at-
Hone.

Now as to their names.

Borowart, Boro-wara-lest, was named from Canterbury, the chief

borough in Kent, and so means the people of the borough, the chief
one. Later it was named from S. Augustine’s Abbey in Canterbury, to
which a great part of the land in the Lathe belonged.

Estrei, or Estre Last, named from the ancient town of Eastry (which
may enshrine the name of the Saxon goddess of Spring, Eastre—
whence our Easter, from the Christian festival coinciding in time with
the heathen festival) was absorbed into the Lathe of S. Augustine.
Middletune (Middeltuna both in the Anglo-Saxon Chronicle and in
Domesday) is our Milton by Sittingbourne, and is said to be named
from being the central town of Kent, as it was then populated and of
importance.

82
Wiwarlet (Wi-wara-lest), the lest of the people of Wye,
together with Middletune, became later part of the Lathe of
Sherwinhope (Scrawynghop, temp. Hen. 3, and Shewynghope
1347). This name was later changed into that of Scray. What is the
meaning of Sherwinhope? Hope in Saxon denotes a river valley, and
Sands, in his Memorials of Old Kent, speaks of the brook Sherway,
which falls into the Beult. But what of Scray?

Limowart, or Limea, denotes the people of Lymne, the old Roman

Portus Lemanis, called Limene in 1291, then Lymene, Lymen 1396,
Limne 1475, and Lymne 1480. I do not find the intrusive and
erroneous p in the name earlier than 1504. The name was changed
to Shippeway or Shipway, temp. Henry III., and a place in Lymne is
still called Shipway Cross.

Sudtone, i.e., the town south of Dartford, distinguished from other

Suttons by the later addition of “at Hone,” which is said to mean low
in the valley.

Elesford, our Aylesford, is so spelled in Domesday, but in the Saxon

Chronicle it is Egelsford, and in Nennius Egisford. It may very well
have been named by the Saxons after the Teutonic hero-archer or
demigod Eigil, though the Celtic Eglwys, a church, has been
suggested. It also appears as Ægelesthrep, and for this a personal
name (e.g., Ecglaf), with threp or thorp for town has been
suggested. But thorp we get from the Danes, and find chiefly in the
N.E. There are none in Kent.
The place-name difficulty, however, is intensified when we find,
according to Lambarde in 1570, 13 Hundreds in S. Augustine’s, 14 in
Shepway, 18 in Scray, 14 in Aylesford, and 8 in Sutton-at-Hone,
many of them being long obsolete names, such as Cornilo in S.
Augustine’s, Franchesse in Shepway, Calehill in Scray, Eythorde 83
in Aylesford, and Coddeshethe in Sutton-at-Hone. And then in
some places there are Half-Hundreds, which, however, did not exist
before the reign of Edward II.

As a matter of nearer local interest I may quote the divisions and

assessments in the time of the Black Prince of the boroughs of the
Hundred of Maydstone.

£ s. d.
Borough of Maydestone was assessed at 19 9 2
Westre (now West Borough) at 44 2
Stone (now Stone St. Ward) at 78 2
Loose at 34 4
Detlinge at 58 4
(These two villages were attached to Maidstone ecclesiastically until
the reign of Elizabeth).
£ s. d.
Lynton and Crookherst at 50 8
East Farleyghe at 45 1
Boxley at 4 3 4
Sum £38 18 3

I do not understand the omission of the borough of Week or Wyke—

whence Week Street—of which the old manor house still remains in
Week Street, unless it was then included in Boxley.

The study of the place-names of a county (as has been well done for
our neighbour Sussex) mainly confines itself to the derivation and
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