Internal Integration
Select your current company readiness for each of the sub-dimensions below.
| Aspects | Questions | Level 1 Beginner |
Level 2 Intermediate |
Level 3 Experienced |
Level 4 Expert |
Don't Know | Not Relevant |
|---|---|---|---|---|---|---|---|
| Strategic decision making | Do managers take direct control and responsibility for strategic decision making? | Yes, but it tends to only happen on an ad hoc basis. | Only low-level managers take direct responsibility for key managerial decisions. | Low level and Middle-level managers take direct responsibility for key managerial decisions. | Low level, Middle-level and Top-level managers take direct responsibility for key managerial decisions. | Don't know | Not relevant |
| Internal responsiveness | What level of responsive is within your company's operations to meet department's needs? | There is no clear evidence of responsiveness. | There is some awareness and occasionally the company is responsive. | The company is responsive most of the time with some goals shared across departments. | The company is responsive at all levels with a holistic approach where multi-dimensional goals are in place. | Don't know | Not relevant |
| Information sharing | What level of information sharing is at your company ( across cross-functional departments )? | Information is not shared until requested. | Need-based information is shared across departments, but not frequently. | Information sharing occurs readily between various department, but can be intermittent. | Information sharing between various department is frequent and open. | Don't know | Not relevant |
| Integrated systems | Does your company have integrated systems across all functional areas related to supply chain? | No, we don’t have an integrated system. | Only a few systems are integrated. | Nearly all systems are integrated, except a few. | All systems are integrated across functional areas. | Don't know | Not relevant |
External Integration
Select your current company readiness for each of the sub-dimensions below.
| Aspects | Questions | Level 1 Beginner |
Level 2 Intermediate |
Level 3 Experienced |
Level 4 Expert |
Don't Know | Not Relevant |
|---|---|---|---|---|---|---|---|
| Strategic relationships - Customers | What is your organisational relationship with your customers? | Our organisation only interacts with key customers to ensure reliability of service, but not very often. | Our organisation interacts regularly with key customers to ensure reliability of service. | Our organisation interacts with customers regularly to ensure both reliability and responsiveness of service. | Our organisation interacts with customers frequently to ensure reliability and responsiveness of service, and to meet other operating standards. | Don't know | Not relevant |
| Strategic relationships - Suppliers | What is your organisational relationship with your suppliers? | We only involve key suppliers in improvement programmes. There are no formal obligations and/or contracts in place. | Our organisation involves suppliers in continuous improvement programmes and occasionally solves problems jointly with suppliers. There are no formal obligations and/or contracts in place. | Our organisation involves suppliers in our planning activities, solving problems and continuous improvement programmes. There are formal obligations and/or contracts in place. | Our organisation involves suppliers in our planning, problem solving, continuous improvement, and product development and goal-setting activities. Formal obligations and/or contracts and shared resources are all in place. | Don't know | Not relevant |
| Supply Chain integration – Customers | How does your company integrate customers? | There is minimal joint planning and forecasting. Only key customers are involved in the new product development process. | There is some joint planning and forecasting. Only key customers are involved in the new product development process. | There is good joint planning and forecasting to anticipate demand visibility. Customers are regularly involved in the new product development process. | There is extensive joint planning and forecasting to anticipate demand visibility. Customers are always involved in new product development, procurement, and production processes. | Don't know | Not relevant |
| Supply Chain integration – Suppliers | How does your company integrate suppliers? | There is minimal joint planning and suppliers are not involved in the product development process. | There is some joint planning and key suppliers are involved in the product development process. | There is good joint planning and suppliers are regularly involved in the product development process. | There is extensive joint planning, production, and procurement process. Suppliers are always involved in the product development process. | Don't know | Not relevant |
| Information receiving | How do your customers and suppliers keep your company updated? | Our customers and suppliers rarely or never inform us about changing needs, core business processes and business planning. | Our customers and suppliers sometimes inform us about changing needs and core business processes and business planning. | Our customers and suppliers usually inform us about changing needs, core business processes and business planning. | Our customers and suppliers always inform us about changing needs, core business processes, business planning and other events or changes that may affect other partners. | Don't know | Not relevant |
| Information sharing | How does your company share information with customers and suppliers? | There is no real-time Information sharing with suppliers and customers. | Specific real-time information is shared, but only with major customers and suppliers. | Real time information is shared with customers and suppliers including information related to procurement, production and products. | Real time information is shared with customers and suppliers including information related to products, planning, procurement, production and products. | Don't know | Not relevant |
| Integrated systems | How does your company use IT to ensure smooth information flow with customers and suppliers? | No IT tool or system is used. | An IT tool or system is used to share the information, but not necessarily in a timely or effective way. | An IT tool or system is used is used to share the information in a timely and effective way. | An IT tool or system is used is used to share the information, in an extremely timely and effective way. | Don't know | Not relevant |
Planning capabilities
Select your current company readiness for each of the sub-dimensions below.
| Aspects | Questions | Level 1 Beginner |
Level 2 Intermediate |
Level 3 Experienced |
Level 4 Expert |
Don't Know | Not Relevant |
|---|---|---|---|---|---|---|---|
| Planning supply chain activities | How does your company actively plan its supply chain activities? | We only consider forecasts when we are planning. | We usually consider forecasts and monitor supply chain members (for key projects) to adjust planning. | We always consider forecasts, monitor supply chain members and their performance to adjust planning of key projects. | We always consider forecasts, monitor supply chain members and their performance to adjust planning of each project. | Don't know | Not relevant |
| Effective routines for planning | Does your company have an effective routine for planning? | There is no effective routine for planning. Planning varies for each project. | There is an effective routine for planning. Standardised planning is used for the projects of same type. | There is an effective routine for planning. Standardised planning is used for the project of same type. | There is a very effective routine for planning. Standardised planning is used for all projects. | Don't know | Not relevant |
| Managing end-to-end supply chain | How does your company manage supply chains for each project? | We only monitor our key customers’ requirements to a minimal extent and manage only our key Tier 1 suppliers. | We monitor our customers’ requirements fairly effectively and manage all of our Tier 1 suppliers. | We monitor most of our customers’ requirements and effectively manage all of our Tier 1 and Tier 2 suppliers. | We extensively monitor requirements, effectively manage all our suppliers, and share knowledge and insights across end-to-end supply chain. | Don't know | Not relevant |
| Supplier Performance monitoring | Does your company use any performance indicator to assess your suppliers? | We only use performance indicators related to timeliness and cost, and only for key projects | We use performance indicators related to timeliness, cost and planning, typically for key projects | We use performance indicators related to timeliness, cost, quality and planning for all key projects and some others | We use performance indicators related to timeliness, cost, quality, relationships and planning for all of our projects | Don't know | Not relevant |
Planning practices
Select your current company readiness for each of the sub-dimensions below.
| Aspects | Questions | Level 1 Beginner |
Level 2 Intermediate |
Level 3 Experienced |
Level 4 Expert |
Don't Know | Not Relevant |
|---|---|---|---|---|---|---|---|
| Strategic Planning practices | Does your company follow well-defined strategic planning practices? | We don’t follow any well-defined strategic planning practice. | We follow a well-defined strategic planning practice for each project type. | We follow a well-defined strategic planning practice for each project type. We identify key projects or its elements that are repeatable to plan effectively. | We follow a well-defined strategic planning practice for each project type. We identify key projects or its elements that are repeatable to plan effectively. We have highly Integrated process for planning end-to end supply chain with the focus on customer requirements. | Don't know | Not relevant |
| Demand forecasting | How does your company forecast demand? | We only use a basic forecasting model. | We have implemented a clear-cut forecasting process and scenario-based modelling. | We have implemented a clear-cut forecasting process and modelling. We regularly measure and modify our forecasting process. | We have implemented a clear-cut forecasting process and modelling. We regularly measure and modify our forecasting process. We also regularly monitor our forecast accuracy and act upon inaccuracies. | Don't know | Not relevant |
| Demand segmentation | How often does your company segment projects based on demand? | We only use demand segmentation on an ad hoc basis. | We use demand segmentation, but only for our key projects. | We use demand segmentation for all our projects while considering service-level requirements. | We use demand segmentation for all our projects while considering service-level and specific supply chain requirements. | Don't know | Not relevant |
| Demand adherence | Does your company have a demand management process? | We don’t have a demand management process. | We have a clearly defined demand management process, but it is only monitored occasionally. | We have a clearly defined demand management process, and it is monitored regularly. | We have a clearly defined demand management process, and it is monitored regularly to determine KPIs. Our demand management processes are executed on all projects. | Don't know | Not relevant |
Planning technologies
Select your current company readiness for each of the sub-dimensions below.
| Aspects | Questions | Level 1 Beginner |
Level 2 Intermediate |
Level 3 Experienced |
Level 4 Expert |
Don't Know | Not Relevant |
|---|---|---|---|---|---|---|---|
| Technology adoption process | What technology adoption process do you have in your company? | We don’t have a defined technology adoption process. Managers are not involved in technology adoption. | We don’t have an effective routine to identify, value and adopt technologies. Managers are occasionally involved in technology adoption. | We have a broadly effective routine to adopt technologies. Managers are usually involved in technology adoption and monitoring. | We have an extremely effective routine to identify, value and adopt technologies. Managers are always involved in technology adoption and, monitoring. | Don't know | Not relevant |
| Using information technologies (IT) in planning | How often does your company use IT in supply chain planning? | IT is used rarely or on an ad hoc basis. | IT is used to segment key projects, but only on demand. | IT is used to segment all projects, based on both demand and service-level requirements. | IT is used to segment all projects based on demand, service-level requirements, and also specific supply chain requirements. | Don't know | Not relevant |
| System integration | What steps does your company take to ensure successful integration of new systems? | Each department contributes separately to system requirements. | Departments jointly determine the system requirements. | Departments jointly determine the system requirements and steps for integration. | Departments are usually lead by a cross-function task force responsible for determination of system requirements and steps for integration. | Don't know | Not relevant |
| Coordinating technology upgrades | How are technology upgrades coordinated in your company? | We don’t have any clear company processes for allocating appropriate resources for technology upgrades. | We have a basic agreed process for allocating appropriate resources for technology upgrades. | We have a good working process for allocating appropriate resources for technology upgrades. Employees are usually assigned to tasks that are commensurate with their task-relevant knowledge and skills. | We have a robust process for allocating appropriate resources for technology upgrades Employees are always assigned to tasks that are commensurate with their task-relevant knowledge and skills. We try to ensure that the output of our work is synchronised with the work of others in the company. | Don't know | Not relevant |