Supply Chain Self-Assessment

1. SUPPLY CHAIN STRATEGY

This foundational element defines the entire scope and direction of supply chain activities. It is critical for aligning supply chain operations with business goals and adapting to market changes, which directly affects a company's competitiveness and ability to innovate.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
Each year, my organization runs a structured Sales & Operations Planning (S&OP) process that aligns demand, supply, and financial goals across functions.
We have systems in place that enable our supply chain to quickly adjust to changes in demand, supply, or customer priorities.
We regularly identify, assess, and review key risks across our supply chain (e.g., supplier, logistics, regulatory, or operational).
We incorporate sustainability and ethical sourcing criteria into our supplier selection and operations decisions.
Our team sets clear supply chain performance goals and revisits them regularly to identify gaps and make improvements.

2. TECHNOLOGY

Technology integration is crucial for modern supply chains. Advanced technologies and data analytics drive efficiency and performance, enhancing operational capabilities and strategic decision-making.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
My organization uses an Enterprise Resource Planning system (e.g., Netsuite, Sage, Odoo) to manage our supply chain and financial activities.
My organization has moved away from spreadsheets to manage supply chain activities like purchasing, receiving, order fulfillment, and inventory.
We regularly analyze supply chain data (e.g., inventory trends, supplier performance, order fulfillment) to drive decision-making.
Our business systems are integrated across departments (e.g., purchasing, inventory, finance, fulfillment) to provide a unified view of supply chain performance.
We evaluate and pilot new technologies (e.g., automation, AI, software platforms) as part of our continuous improvement efforts.

3. OPERATIONS & MANUFACTURING

The complexity of managing operations and manufacturing (whether in-house or outsourced) is often underestimated. Integrated and systemic processes are crucial for long term success.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
We maintain clear, up-to-date documentation of our core business processes and use them to train teams and ensure consistency across operations.
We have structured quality control systems (e.g., incoming inspection, in-process checks, final QA) to ensure product or service consistency and customer requirements are met.
We use automation (e.g., barcode scanners, conveyor systems, integrated software tools) to improve efficiency and reduce manual errors.
Our operations are tightly connected to upstream procurement and downstream fulfillment to minimize delays and bottlenecks.
We effectively adjust production schedules or service capacity in response to changes in customer demand or forecast shifts.

4. COST MANAGEMENT

Managing costs effectively is essential for maintaining profitability and directly impacting the bottom line. Active cost management contributes funds to other parts of the business essential for growth.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
My organization regularly pursues cost-reduction initiatives within our supply chain.
We have clear visibility into costs at each major supply chain stage (e.g., procurement, production, storage, transportation).
We use cost-benefit analysis to guide key supply chain decisions, such as vendor selection or make-vs-buy evaluations.
We consider the full lifecycle cost (not just price) when making purchasing or sourcing decisions.
Our supply chain budgeting and forecasting processes are disciplined, data-driven, and regularly reviewed for accuracy.

5. INVENTORY MANAGEMENT

Efficient inventory management is vital for optimizing cash flow as well as meeting customer demands. All factors influencing restock signals and their impact on service levels must be considered.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
We maintain inventory levels that balance product availability with the cost of holding excess stock.
We consistently maintain adequate stock of our key products or materials to meet customer and production needs.
Our actual inventory matches our recorded stock levels with minimal discrepancies.
Our safety stock levels are set to balance service levels and carrying costs, based on historical usage and variability.
We actively track and plan around production and delivery lead times for key products and materials.

6. TEAM AND TALENT

The capability and development of the team directly impact the execution of supply chain operations and the ability to innovate and adapt

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
My organization maintains a strong talent pipeline and attracts qualified supply chain candidates when needed.
My organization provides structured training, coaching, or development programs for our supply chain team.
Our supply chain team has defined goals and measurable KPIs tied to their roles and responsibilities.
The supply chain team collaborates effectively with finance, sales, marketing, and production.
We track supply chain team retention and address key factors that impact turnover or disengagement.

7. SUPPLIER RELATIONSHIP MANAGEMENT

Suppliers are critical partners in supply chain operations and can make or break success, often with direct impact to customers.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
My organization has well-defined criteria for selecting new suppliers.
My organization has clearly defined KPIs to monitor and evaluate the performance of our key suppliers.
Cross-functional teams (e.g., procurement, finance, ops) regularly engage with key suppliers to ensure alignment.
We use formal contracts or agreements (e.g., SLAs, penalties, exclusivity terms) to manage supplier performance and risk.
My organization’s suppliers regularly meet agreed-upon delivery lead times and quality expectations.
We proactively share demand forecasts with key suppliers and collaborate to manage demand shifts or disruptions.

8. LOGISTICS & ORDER FULFILLMENT

Transportation and logistics can be a significant factor in overall costing and customer performance, and yet are often not within direct operational control.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
My organization’s order picking and fulfillment processes are accurate and meet speed targets based on customer expectations.
We consistently meet our promised delivery dates to customers.
My organization can track and trace most shipments in transit across our logistics network.
Our fulfillment operations can effectively flex to handle seasonal peaks or unexpected demand surges.
We actively manage our logistics network to balance cost and delivery time trade-offs.

9. PERFORMANCE MANAGEMENT

Establishing the right performance metrics provides transparency of performance across the organization, highlights areas for improvement and tracks success.

	(Rarely) 1	2	(Occasionally) 3	4	(Consistently) 5
My organization uses a well-defined set of supply chain metrics (e.g., OTIF, inventory accuracy, cost-to-serve) to monitor performance.
My organization follows a structured process to collect, validate, and analyze supply chain data on a regular basis.
We compare our supply chain performance to industry benchmarks or peer companies when possible.
We measure, analyze, and continuously improve our key supply chain processes using performance data.
Our teams collaborate across departments to track, discuss, and act on supply chain performance metrics.

Personal Information

Business Information for Benchmarking