Approach Based On Gut Feel. Informal Process Of Little Use
Some Forecasting. No Clear Ownership. Not Integrated. Short Cycle Ie. Weekly Or Monthly
Some Forecasting. No Clear Ownership. Not Integrated. Quarterly Cycle.
Some Integration Of Forecast. Some Analysis. Clear Ownership. Limited Focus On Outcome.
Single Universally Used Forecast Across Business And Customers. Detailed Analysis Of Accuracy

Focus On Today And Each Transaction. No Formal S&OP Process.
Period Based Planning Ie. Monthly. Parts Of A S&OP Process, Tactical And No Formal Measurement
Extended Period Planning Ie. 3 Months. S&OP Established But Not A Main Business Driving Process.
S&OP Is Key Process And Senior Management Is Driven With Regular Horizon Planning. KPI\'s Drive Process.
S&OP Is Key Process And Senior Management Driven. Rolling (short Term) Periods, Structured And Formal Synchronised

Transaction Focused, Limited Data, No Analysis Capability
Report Period\'s Financial Results. Fragmented Data With Little Analysis Capability.
Useful Data Not Universally Available. One Off Analysis Capabilities Ie. Spreadsheets.
Useful Data Universally Available, Typically Not In Real Time. Some Analysis And Extraction Flexibility.
Real Time, Visible Data Connected To Other Supply Chain Players Electronically. Analysis And Extraction Flexibility.

No Collaboration In Working Towards A Reliable Forecast. Different Forecasts Exist Across Business
Some Collaboration Of Forecast Inputs Between Some Functions, Not Key Driver Of Business.
Good Collaboration Across Business But Leading To One Forecast. No Strategic Focus
Strong Collaboration Delivers One Forecast. Updated Regularly And Communicated To Most Parts Of The Business.
One Forecast In Business & With Suppliers & Customers. Strategic Focus, Updates Communicated To All Business.

No Process To Improve Forecasting Process
Some Education About Importance Of Forecasting. No KPIs Of Forecasting Accuracy
Understanding Of Forecast Importance. KPIs For Forecasting Established But Aggregate Only. Some Target Set
Forecast Key Part Of Improvement Drive. KPIs At SKU & Other Levels. Part Of S&OP Process. Targets Set.
Forecast Accuracy Seen As Key Driver Of SC Service And Cost Performance. Formal Targets Sets & Managed.

No Process To Review Rough Cut Capacity Planning. Reactive Process Only
Still Reactive But Some Planning Occurs To Manage Capacity. Functional Focus (prod\'n) Only & Short Term
Proactive And Reactive Process To Capacity Planning. Cross Functional Impacts Considered, Focus Next Month
Proactive, Cross Functional Capacity Planning Is Part Of S&OP Horizon Planning Is Regular.
Proactive Cross Functional Capacity Planning Is Part Of S&OP, Horizon Is 1 To 3 Years Out. Trade Off Analysis Is Conducted

Transactions At Local Level Is Basis Of Customer Relationship. No Strategic Awareness Of Customer Direction
Promises To Customer Delivered By A Division. Not Linked To Strategic Customer Requirement. No Integrated Planning.
Promises To Customer Delivered By The Company. Know Strategic Customer Requirement. No Integrated Planning.
Focus Upon Delivery Of Value In Addition To Promises Delivered By The Company. Integrated Internal Planning.
Partnership Focus Maximising Value For Both Customer & You, Financial Impacts Known & Managed.

No Process In Place To Understand Current Performance & Opportunities With Customer
Ad Hoc Customer Research. Results Not Used As Input For Supply Chain Planning.
Current Research Conducted Annually. Some Results Used As Input For SC Planning And Design.
Customer Research Conducted More Frequently Than Annually. Results Used For SC Planning & Design
On -going Market Research Linked To SC Strategy. Dynamic Real Time Links, Joint Planning & Sharing Of Resources.

Each Transaction Treated Separately With Ad Hoc Operational Focus.
All Customers Treated The Same With Focus On Internally Set Goals. Limited Service Level Appreciation.
Service Level Measurement Implemented Across All Transactions.
Strategic Customers Get Special Attention. Rest Treated Equally Order. Order Line & Unit Service Tracked.
Segmented Customer Service Plans With Customer Choosing Service Level They Pay For.

Ineffective Communication Process, Transaction Based & Complaints Driven. Only Happens When Problems Arise.
Ad Hoc Communication With Customer From One Function. Still Reactive, Problem Resolution Based.
Structured Communications Process With Customer Driven By One Function. Based On Proactive & Reactive.
Structured Communications Involving Multi Functional Team. Joint Plans, Limited Actions.
Real Time, Electronic Communication Between Established Personal Relationships At A Number Of Levels.

No Process, No One Person Or Department Responsible For Managing All Customer Requirements
One Business Unit Function Has All Customer Requests Referred To It. No Filtering Or Actioning Process
Divisional Business Unit Function Has All Customer Requests Referred To It. Filtering In Place, Some Actions.
National Divisional Account Managers Deal With All Customer Requests. Formal Filtering & Actioning Process
National Company Account Managers Deals With All Customer Requests. Formal Filtering & Actioning Process.

No Cross Functional Customer Communication Linkages Exist Within The Business
Ad Hoc, Reactive Cross Functional Customer Communication Linkages Exists Within The Business.
Some Structured Cross Functional Customer Communication Linkages.
Effective Structured Cross Functional Customer Communication Exist Within Business & Across Divisions.
Very Effective Cross Functional Customer Communications Across Total Company, Who Need To Know, Knows.

Unmanaged, Crisis Driven, Short Term, Adversarial And Cost Price Driven
Cost Driven, Multiple Sources, Competitive Bid Oriented, Short To Medium, Some Contracts
Some Strategic Assessment Via Product Portfolio Technique (PPT). Consolidated Supply For Some Major Items
Strategic Assessment Via PPT. Some Strategic Alliances Based On Medium Term
Strategic Assessment Via PPT Aligns Supply & Demand Partnering, Joint Programs, Collaborative Life Cycle Focus.

No Measurement Of Suppliers Performance.
Some Ad Hoc Measurement Of Supplier Performance Based On Complaints. No Strategic Focus
Some Strategic Analysis That Leads To Service Level Agreement With KPIs. Not Managed Pro-actively And Regularly
Strategic Measurement Of Supplier Performance Based On Requirements & Managed Through Regular Evaluation
Strategic Assessment Via PPT Aligns Supply And Demand Partnering, Joint Programs, Collaborative Life Cycle Focus.

Strategic Importance Of SC & Major Suppliers Is Not Recognised. No Process In Place For Value Creation
Strategic Importance Of SC & Major Suppliers Recognised But No Analysis Of Value
Strategic Importance Recognised. Analysis Of Value Created By SC Occurs But No Links To Major Supplier
SC & Major Suppliers Recognised As Key Value Creators. Analysis Of Value Created Is Ad Hoc.
SC & Major Suppliers Recognised As Value Creators. Analysis Is Formal, Structured,regular& Actioned.

No Automation Of Interaction & Limited Interactions With Suppliers.
No Automation Of Interaction But Some Interaction With Key Suppliers But Is Informal & Ad Hoc
Some Automation Of Interaction With Some Key Suppliers Only, And Is Formal.
Appropriate Levels Of Automated Interaction With All Key Suppliers. Formal But Not Strategically Based.
Strategic & Tactical Automated Interaction Will All Key Suppliers

No Information Sharing With Suppliers
Some Information Sharing With Some Suppliers. Not Strategic But Tactically Based.
Appropriate Information Sharing With A Few Key Suppliers Only. Not Strategically Based
Appropriate Information Sharing With All Key Suppliers. Some Based On Strategic Needs
Sophisticated Information Sharing With All Key Suppliers Based On Strategic Needs. Eg. KPI & MRP Data.

Ineffective Communication Process With Suppliers. Transaction Based Only & Complaints Driven
Ad Hoc Communication Process With Suppliers. Reactive, Not Proactive. Business Unit Driven.
Communication Process With Suppliers Includes Proactive & Reactive Initiatives. Divisionally Driven With Periodic Reviews
Strategic Communication Process With Suppliers Driven By National Divisional Focus And Regular (daily) Review.
Company Wide Strategic, Real Time Communication With National Suppliers. Part Of Evaluation Process.

Tactical & Functional. No Strategy To Determine What To Measure
Operational & Functional Lagging KPIs. Limited Strategic Links Determining What KPIs To Use
Divisional Strategy, Aligned, Lagging KPIs Down Functions But Not Integrated Across
Operational & Common Above Divisional Level. Linked To Strategy & Leading & Lagging KPIs
Single, Common, Strategy, Aligned, Integrated KPIs Across Company. Leading & Lagging.

No Business Benchmarking Performed As No KPIs In Place To Compare Performance.
Infrequent & Reactive To Competition. Tends To Be General & Based On KPIs Only. Not Improvement Focused.
Frequent But Reactive To Validate Opportunities.KPI Benchmarking Not Process Based But Focus Is Improvement.
Proactive Both Inside And Outside Industry, KPI & Process Benchmarking. Improvement Focused.
Proactive Both Inside And Outside Industry, And Specifically Targeted Against Strategic Capabilities.

Minimal Measurement. Failures Are Rarely Known & Penalised.
Measurement Exists But Based On Past, Used To Discipline At Times, Not For Decision Making
Measurement Is Geared To Whole Business. Culture Is Becoming KPI Focused
Explicit Measurement At Each Level Of Business. Performance Based Culture.
Explicit Measurement At Each Level Of Business Drives Behaviour & Decision Making

Never, No Structure For Tracking Benefits Received. Gut Feel Rather Than Facts
Cost Of Savings Tracked But Not Celebrated. No Strategic Man Management Of Gains Delivered.
Expected Cost Savings Built Into Budgets. Still No Overall Focus Incorporating Service & Cost.
Cost & Service Savings Built Into Budget And Outcomes Tracked. Achievements Celebrated
Budgets Revised To Reflect Expected Top & Bottom Line Improvement Based On Facts Via KPI

Never Reviewed For Cost And/ Or Value
Sometimes Reviewed For Cost And. Or Value
Reviewed Annually For Cost Efficiency But Not Value
Review More Than Annually For Cost Efficiency And Value
Reviewed Regularly To Assess Business Value Against Cost. Part Of Business Process

Non Existent, Fragmented Approach To SC Cost Visibility
SC Costs Identified. Some Visibility In Functions, But None For SC
SC Costs Identified, Understood. Some Visibility, No Accuracy
SC Costs Identified, Understood, Visible To Managers And They Are Accurate
All Relevant People Understand & Have Visibility Of SC Costs

Financial Focus Only. Cost Vs Last Year. Complaints Driven. No Data Available
Still Mostly Financial. Cost Vs Budget. Cost As % Of Sales. Some Data Available.
Financial & Some Operational KPIs In Functional Areas Of Business
Consistent Financial & Operational KPIs. Functional And Cross Functional KPIs
Balanced, Cross Divisional & Functional & Scorecard, Integrated & Aligned In Real Time. Linked To Objectives.

Not Measured & Little Understanding
Some Understanding Of Cycle Times But Nor Formally Measured.
Understand Cycle Times & Measured In Ad Hoc Way
On-going Measurement Of Cycle Times I.e Order Fulfillment & NPD
Cycle Times Feature In Strategic Goals & Performance Reporting.

No Clear Business Strategy So Not Articulated & Communicated.
Short Term Tactics Clear, Long Term Strategy Unclear. Communication Is Ad Hoc
Short & Medium Term Business Strategy Clear, But Only Understood Among Top Team. No Communication Strategy
All Strategies Are Clear But Only Informally Communicated Down Business. Limited Structured Deployment.
Managers & Workers Share Responsibility For Deployment Of Clear Strategies. Constant Dialogue With Senior Management Team Through Forums.

No, No Joint Development Of Solutions Which Are Shared Across Business
Some Initial Joint Consultation, But Independent Development Of Solutions
Some Examples Of Joint Development & Communication Of Solutions , But Separate Implementation
Coordinated/shared Development And Implementation For Core Systems & Processes.
All Possible Solutions Developed And Implemented Jointly. Active Screening Or New Opportunities

Employees Versus Management
Limited Employee Involvement. Management Sees People As Important But Not Vital
Employee Involvement In Work Place But Is Inconsistent Across Workplace.
Understand Work Place Culture. Some Management By Fact. Consultation But No Real Decision Making Power.
Management By Fact, Empowered High Performance Teams, Shared Goals And Rewards. KPI\'s Driven

Rarely & Ad Hoc If Ever
Failure Can Be Explained Away For Few From Penalties Exist For Poor Performance
Success/failure Role & Relevant Projects Are Included In Employee Reviews But Not Linked To Corrective Action.
Success/failure Role & Relevant Projects Are Concluded With Reviews & Corrective Actions
Project And Role Performance Reviewed Of Cost,timing, Functionality ,value & Results Used As A Learning Tool

Limited Training, Too Busy Fire Fighting. Training Seen As Cost Rather Than An Investment In People.
Some Training But Ad Hoc. Overlap In Training Delivered Due To No Formal Skills Audit And Training Plan
Skills Audits & Training Within Functions. Limited Across Functional Training. Some Individual Career Plans Detail Training Needs But Not Always Deployed
Functional & Cross Functional Training Based On Skills Audits. Individual Training Plans For All Employees & Mostly Deployed. Training An Investment.
Cross Functional Skills Audits & Deployment. See Training As Critical To Business Success. Focus On Skills & Interpersonal Needs To Succeed In Job For Now And Future. Part Of Succession Plan

Fragmented & Ad Hoc Approac. Left To Individual People, No Business Strategy
Improvement Focused But No Structured Approach. Crisis Management Strong
Divisional Led. Process Management Is A Strategy. Overall Planning However. Fragmented Execution
Strategically Led. Links Between Vision, Plans, Policies, Process, Disciplines & Outcomes/KPI
Formal Business Process. Performance Based Culture, Decisions Based On Facts.

Fragmented, Ad Hoc, No Structured Performance Management System.
Some Performance Management Processes In Place
Performance Management Processes Established For All Employees. Some Deployment
Divisional Performance Management System Drives People\'s Behaviour.
Company Wide Performance Management System Drives Business & People Behaviour

Conflict Between Functions & Within Functions. Disconnects Between Strategy & Operations
Some Alignment Within A Function But None Across Functions. KPI\'s Between People, Processes & Functions Not Aligned
Cross Functional Process Focus Building But Functions Still Control Business. Operational/individual KPI\'s Are Aligned Within Functions And Across Some Functions.
Strong Process Management Supported By Functions. Operational/individual KPI\'s Aligned Within Functions & Across Functions.
Strong Process Management Supported By Functions. Functional & Cross Functional KPI\'s Aligned To Business Objectives. Decision Making Aligned To Strategic Objectives.

Quick Fix Driven. Crisis Management With No Strategic Improvement Immediate Focus.
No Strategic Focus, No Alignment Across Business Short Term. ( 1-3 Months Focus)
Some Strategic Focus Driving Continuous Process Improvement On A Fragmented Basis Across Business. Longer Term Usually Annual Planning.
Seeking Breakthrough Change. Re-engineering Structured Approach. Continuous Review Of Internal Operations.
Relentless Drive To Improvement Goals . Functions & Projects Aligned Across Business Including Supplier And Customer Integrated Process Management Outcome Driven

Products Developed Do Not Always Match Business Capability So High Levels Of Support Required For Success
R&D Activities Only. Long Lead Times Due To Low Integration Remanufacturing And Marketing
R&D Driver Of Process But Other Functions Are Involved. No Total Business Commitment.
R&D Driver Of Process But Other Functions Are Involved. Low Total Business Commitment
Internal & Customer Research Driving Formal Cross Functional Innovation. Lead Time For Development Short.

No Common Project Methodology Used
A Single Project Methodology Exists But Not Used By All
Single Project Methodology Exists Irrespective Of Project Scale
More Than 1 Methodology Exists And Is Deployed In Business
Contingent Approach Depending On The Project Characteristics

Business Throws It Over The Wall To IT
IT Driven, Business Manager Approval.
Business Specifies, IT Group Builds To Specification
Project Liaison Group Works With Businesses.
IT Responsible For Technical Delivery, Business Responsible For Project Liaison.

Location Specific
Co-ordinated Across Divisional Locations
Co-ordination Above Divisional Locations
Common Processes With Local Variations
Global Supply Chain Process

No Method Redetermining Structure.
Some Functional Planning Used To Determine Organisational Structure.
Some Cross Functional Planning Used To Determine Structure. Consideration Of Some Suppliers & Customers
Structure Determined & Set-up According To Cross Functional Divisional Business Needs. Customer & Supplier Included In Analysis.
Structure Determined & Set-up According To Cross Divisional Business Needs With Customer & Supplier Consideration.

No, Often Controversial, Ad Hoc And Often Reactive
Informal Understanding Of Roles & Responsibilities. Not Part Of Formal Performance Management System (PMS)
Roles & Responsibilities Only Articulated In Performance Management System
Roles & Responsibilities, Functionality & Value Delivered In Performance Management System.
Roles & Responsibilities Functionality & Value Articulated & Communicated , Understood & Agreed To. Targets Set

No, No Clear Sponsor
Executive Assigned, But Responsibility Delegated
Executive Assigned And Involved In \'big Decisions\'
Executive Sponsor. Published KPIs Across SC
Executive Sponsor Drives Strategy & Delivery

No Standards. Synergies Not Managed
Standards Set For Each Business, No Link Across Enterprise. Consultation Across The Business , No Effective Outcome.
Steering Committee Proposes Standards And Attempts To Enforce Them, But Enforcement Mandate Is Weak
Steering Committee Proposes Standards & Enforces Them, & Enforcement Mandate Is Strong.
Businesses Structure Sets & Enforces Standards Using An Accepted Governance Process. Deployment As Part Of The Process

No Defined Process
Process Varies Depending On Which Business Sponsored The Project
Commonly Followed Process
Defined Process, Broadly Adhered To
Documented Process With Clear Matrics And Decision Points, With Light Touch For Smaller Projects

No One Is Responsible Ad Hoc Process
Co-ordinated A Cross Divisional Locations Responsibility Is Unclear
Responsibility For Delivery, Business Responsible For Benefits Delivery. Part Of Project Management Methodology.
IT Responsible For Technical Delivery, Business Responsible For Benefits Delivery, Both Responsible For Linkages
Business Users & IT Jointly & Severally Responsible For Everything. Part Of Project Management Methodology

Business \'throws It Over Me Wall\' To IT
IT Driven, Business Manager Approval
Business Specifies, IT Group Builds To Specification
Project Liaison Group Works With Businesses
IT Responsible For Technical Delivery, Business Responsible For Project Integration

Limited Electronic Commerce With No Strategy & Ad Hoc Deployment
Electronic Commerce In Some Parts Of Business But No Formal Strategy Planning And Analysis
Strategic Planning For Electronic Commerce Deployment Based On Cost/benefits. EC Is Much Of The Business
Electronic Commerce Linkages In Place On Total Business Basis. Deployment Structured & Benefits Measured. Process Is Standardised Across All Divisions.
Integrated EC Supporting Real Time Supply Chain Interaction.Exception Management. Advanced Deployment. Standardised Systems Across All Divisions

No Process In Place. Ad Hoc Development Not Linked To Strategy
Consultation Across The Business, No Effective Deployment Outcomes. Not Linked To Strategy.
Periodic Review By Technical Architects Based On Strategic Objectives. Deployment Still Weak, Seen As IT Rather Than Business
Regular Review By Technical Architects Based On Strategic Objectives. Deployment Is Project Based With IT & Business
Strategic Objectives Regular Review & Dialogue Between Business & Technical Architects Concerning Options & Implications

No, No Post Implementation Audit To Assess Success Of Capital ( Technology Related) Projects
Projects Reviewed For Project Cost & Timing Only. Part Of The Capital Project Planning Process
Projects Reviewed For Project Cost & Expected Functionality As Part Of Capital Project Planning Process
Cost Savings Promised From IT Projects Built Into Budgets. Revenue Savings Reviewed But Not Enforced. Capital Project Planning Process
Projects Reviewed For Cost, Timing, Functionality & Value & Results Used As A Learning Tool For Future Projects. Integrated Process.

No Process In Place. Ad Hoc Development Not Linked To Strategy
Consultation Across The Business , No Effective Deployment Outcomes. Not Linked To Strategy
Period Review By Technical Architects Based On Strategic Objectives. Deployment Is Project Based With IT & Business.
Regular Review By Technical Architects Based On Strategic Objectives. Deployment Is Project Based With IT & Business.
Strategic Objectives Regular Review & Dialogue Between Business & Technical Architects Concerning Options & Implications

Manual With Local Systems. Limited Visibility & Performance Data Available
Functional System, Interface Problems. Information Is Entered Twice.
Common ERP But Limited Analysis Tool And Flexibility
Common ERP With Analysis Tools. Some Extraction & Analysis Capability
Common ERP With Analysis & Internet Tools. Real Time Information Facilities Decision Making

Ineffective, Fragmented, And Hocinformal Planning. Removed From Operations
Ineffective, Done Infrequently Provides Some SC Directions. Functional Scope But 1 Year Horizon Only.
Done Frequently & Provides Some Supply Chain Direction. Tend To Be Functional, 1-3 Year Horizon
Functional & Cross Functional Supply Chain Planning Done Frequently. Major Decisions Tested Against Plan
Integrated SC Plan Drives Decisions & Actions Includes Suppliers & Customers, Horizon 1-5 Years

Not Formalised. No Integrated Business Strategy Planning & Deployment Across Business
Some Integrated Business Strategy Planning. Deployment Limited. Process Is Ad Hoc & Not Formal
Integrated Business Strategy Planning Process. Deployed In Ad Hoc Fashion, Not Structured Process.
Integrated Business Strategy Planning. Structured Deployment Down Business Mostly Just Managers
Integrated Business Strategy Planning. Deployment Sophisticated Including All Employees. Actions Aligned

Business Strategy Non Existent, If Exists Not Communicated Down To Functional Areas
Ad Hoc Deployment Of Existing Business Strategy Into Functional Areas
Formal Links That Track Progress Of Business Strategy And Functional Strategies. No Clear Formal Alignment & Deployment Links
Business Strategy Deployed Down Through All Of Business. Management Systems (KPIs Processeses) Connected.
Business Strategy Deployed Down Through All Of Business. Feedback Loops Link Strategy, Policies, Processes & KPIs

Ad Hoc Tracking Of Progress Against Balanced Score Card. (BSC)
Some Formal Tracking Of Progress Against BSC. Measurement Of Some Outcomes Linked To Strategy
Formal Links That Track Progress Of Business Strategy. Performance Management System (PMS) Links Strategies
Formally Track Progress Of Business Strategy. Alignment Of PMS With Business Outcome Annually.
Formally Track Progress Of Business Strategy. Aligned To PMS & Reviewed Regularly, Supported By KPIs

No Process In Place. No Fine Tuning Of Strategy
One Off Strategy Deployment Planning With Senior Management Team (SMT). Not Followed Up Later . No Fine Tuning
Deployment Of Strategy Part Of Planning Process. Only Involves SMT & Only The Big Issue. Some Fine Tuning.
Strategy Deployment Is Forma & Involves All Employees Initially. Fine Tuning With SMT Only.
Strategy Deployment Is Formal & Integrated & Involves All Employees. Fine Tuning Via KPI & On-going Workshops.