SCOP Survey

A clearly stated supply chain strategy exists and is reflected in an annual business planning process

The strategy is customer focused (i.e., incorporates performance aspects linked to customer requirements) and not simply based on low cost

The supply chain strategy is aligned with your company's strategy, vision, and mission. Supply chain is well-positioned to support future growth.

There is a high degree of collaboration with suppliers and based on analysis of factors such as strategic importance of product, availability of product, technical data, and degree of customization. Suppliers are involved in new product development.

Strategic suppliers value the company's business. Supply chain partners (including transportation and logistics providers) share risks, costs, and rewards when improving supply chain performance, i.e. our sales increase and our supply chain benefits

Sourcing decisions are based on a combination of factors including total cost of ownership (considering costs beyond piece part price) and supplier performance

Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption .

Planning, technical data, requirements, forecasting, and replenishment are coordinated and communicated in the supply chain. Information flows freely in a timely manner to minimize disruption.

The performance management system communicates metrics to suppliers and systemizes corrective action plans. Underperformance (late deliveries, poor quality, uncompetitive pricing) can result in developing and sourcing with alternative suppliers.

KPI address financial and operational requirements and are largely data driven.

KPIs are automatically measured and reported in the same format throughout the supply chain; providing consistency and comparability. They are easy to interpret.

Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks

Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues.

The supply chain has sufficient capacity and diversity (i.e., alternative sources for critical components) to support growth. Current and future supplier capacity is evaluated periodically.

There is a seamless ordering process (i.e., efficient hand-offs) from customer requests (including their requirements and any technical data) to delivery of product

There is a seamless procurement process and minimal disruptions through integrated manufacturing and supplier relationships

There is a seamless planning process performed by dedicated supply chain staff that reflects up-to-date supplier performance, capacity, and capabilities.

Processes are standardized (defined, updated, and documented) wherever possible to maximize efficiency and minimize disruption

Continuous and incremental improvement for supply chain management is focused and gives tangible results to the operation.

Strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow.

Strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow.

Suppliers demonstrate sufficient planning to maximize the potential operational capacity and invest in people and equipment to expand when needed

The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions.

Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required.

The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements flowdown, and technical information.

Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness

Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness

An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels.

The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product

Information technology is a critical component of your supply chain strategy. ERP has a module devoted to supply chain process.

Information is collected, processed, visualized, and presented in a centralized decision point (dashboard) to enable efficient decision making

Information is visualized in all processes, both value-adding and administrative

A system is implemented that provides all actors access to forecasts, inventory status, point-of-sales data, and plans

Data capturing technologies and IT systems facilitate decisions based on data and information that are in real-time to automate supply chain processes

Bar codes, sensors, and/or RFID are used for track and trace functionality throughout all supply chain processes (i.e., material from individual suppliers is tracked through final customer shipment)

There is sufficient staffing to support all aspects of supply chain management (performance management, reporting, supplier scouting, RFQ/RFP)

Suppliers have minimal workforce turnover and employees are trained in several areas to minimize disruption risks

Suppliers have knowledge about advanced supply chain management tools and best practices and have good understanding of all supply chain processes and interactions

Supply chain management is a desirable function within your business for employees to pursue as part of their career

A healthy organizational culture exists to support the overall supply chain strategy and performance management. There is a cross-functional, team approach where supply chain is incorporated into key product development, manufacturing, and budgeting decisions.