Supply Chain Self-Assessment

Thank you for your interest in the Supply Chain Self-Assessment Survey. We designed this as a fast, high-level tool to self-identify the strengths, as well as areas of opportunity, for your company’s supply chain. Comparing scores to other businesses with similar industries and profiles will additionally provide you a benchmark – identifying areas of competitive advantage.

  • This survey covers 9 areas of supply chain capabilities, with each section asking several aspects of these capabilities. Both sections and aspects are assigned weighting based on our experience of importance to business success. Scores are shown for each section and for your supply chain overall, including risks and opportunities. 
  • This tool is designed for small and medium size companies and high growth startups, without the vast complexity of large enterprises. It is intended as a starting place for Leaders to consider areas of improvement or leverage, and should be complemented with more in-depth analyses like process audits and maturity assessments.

Individual scores are intended for your own use and reflection and not shared publicly. Please answer each question thoughtfully to get an accurate assessment.

Supplino Supply Chain Self-Assessment Survey

For each of the following questions, please indicate how well each statement describes your organization on a scale from 1 (Rarely) to 5 (Consistently).


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 conducts a Sales and Operations Planning exercise of some kind.
My organization’s supply chain can react quickly to changes in the market.
My organization knows and understands the biggest risks facing our organization and key nodes of our supply chain.
My organization considers sustainability and ethics as cornerstones of its supply chain strategy.
My organization regularly assesses our supply chain performance and makes plans for improvement.

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 a centralized platform (ie ERP like Netsuite or SAP) 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.
My organization regularly analyzes our data to make informed decisions.
Our business software platforms integrate to paint a complete picture of our supply chain activities.
My organization often assesses new technologies to enhance our supply chain.

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
My organization’s business processes are documented across all operations to ensure consistency.
My organization has effective quality control systems in place to ensure product/service quality.
My organization’s operations leverage automation to enhance efficiency and reduce manual work.
My organization’s operations are well-integrated with our supply chain to ensure smooth workflow.
My organization’s operations are responsive to changes in customer demand.

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.
My organization has knowledge and visibility into costs across different stages of our supply chain.
My organization regularly conducts a cost-benefit analysis for supply chain decisions.
My organization factors the Total Cost of Ownership (TCO) before making procurement decisions.
My organization’s budgeting and forecasting processes are consistent and accurate.

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
My organization has a healthy inventory turnover rate for our main products/SKUs.
My organization always has stock of our main products and/or key materials.
My organization’s inventory stock levels are accurate compared to the inventory numbers in our records.
My organization’s stock levels are optimized to balance the service level expectations of our customers and the cost of carrying the inventory.
My organization knows and understands the production and delivery lead times of our key products and/or 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 can easily attract new supply chain talent as needed.
My organization is committed to training and developing our supply chain team.
My organization has clearly defined goals and expectations for our supply chain team.
My organization’s supply chain team has good working relationships with other departments, including finance, sales, marketing, and production.
My organization has high retention rates for supply chain positions.

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 well-defined KPIs to evaluate the performance of key suppliers.
My organization has multiple people from different departments communicating with key suppliers.
My organization has robust contracts or agreements in place with key suppliers to help mitigate risks.
My organization’s suppliers regularly meet agreed-upon delivery lead times and quality expectations.
We regularly share demand forecasts with key suppliers and work together to manage unforeseen shifts in demand.

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 process is fast and accurate.
My organization consistently meets our promised delivery lead times to customers.
My organization’s logistic network has sufficient visibility and traceability of shipments in transit.
My organization’s fulfillment operations are flexible to handle peak seasons or sudden demand spikes.
My organization’s logistics network is optimized to balance costs and lead times efficiently.

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 has a well-defined set of supply chain metrics to track performance.
My organization has a clearly defined process for collecting and processing data to manage our supply chain.
My organization regularly benchmarks our supply chain performance against our key competitors.
My organization has a process to measure, analyze, and improve key supply chain activities.
My organization collaborates cross-functionally to track and manage supply chain performance.

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