Do you get the most out of your supply chain?

How would your customers describe your delivery performance in the past 12 months?

Always on time Not always on time but meeting expectations Below expectations

What are the consequences of delivering below customer expectations?

It affects turn over i.e. we are loosing orders or customers It reduces our earnings e.g. reduced prices, added transportation Both of the above It is not significant Other

Write the consequences

Short term flexibility needs: What is the biggest demand difference you have experienced within two consecutive weeks?

Long term flexibility needs: What is the difference in demand between the highest and lowest month of the year?

How much can your customer demand increase from month to month before it affects your delivery performance?

Less than 5% 5-10% 10-25% More than 25%

How much can your customer demand increase from month to month before it affects your delivery performance?

Less than 10% 10-20% 20-30% More than 30%

How much can your customer demand increase from month to month before it affects your delivery performance?

Less than 10% 10-30% 30-50% More than 50%

How much can your customer demand increase from month to month before it affects your delivery performance?

Less than 25% 25-50% 50-75% More than 75%

How much can your customer demand decrease before affecting your productivity?

Less than 5% 5-10% 10-25% More than 25%

How much can your customer demand decrease before affecting your productivity?

Less than 10% 10-20% 20-30% More than 30%

How much can your customer demand decrease before affecting your productivity?

Less than 10% 10-30% 30-50% More than 50%

How much can your customer demand decrease before affecting your productivity?

Less than 25% 25-50% 50-75% More than 75%

Which description is most fitting for your inventory management?

Inventory is not a priority We continuously strive to reduce inventory We use forecast and inventory to keep production level stable

What is your inventory turnover rate on finished goods?

Less than a month Less than a quarter Less than 6 months More than 6 months

What is your inventory turnover rate on raw materials?

Less than a month Less than a quarter Less than 6 months More than 6 months

How do you adjust capacity to meet customer demand?

We continuously flex our work force from day to day / week to week based on e.g. forecast We adjust our production levels by the use of sub suppliers Both of the above It is handled individually in the organisation

How often do you review and adjust capacity to demand forecast?

Weekly At least monthly At least quarterly Ad hoc

What has the biggest impact on your cost of goods sold?

How do you follow up on variable cost?

We use a structure with monthly financial reporting We have weekly meetings with managers ensuring actions on deviations We have daily follow up on operational KPIs e.g. on digital boards, performance whiteboards We act when we see a problem Other

How do you report and review on delivery performance across the organisation?

We run a strategic process (e.g. SIOP/S&OP); aligning our capacity plans with market demand to achieve outstanding delivery performance. Supported by a operational continuous improvement process We have structured review meetings focused on delivery performance and actions to reach our long term targets. Supported by a daily operational process addressing all delivery issues Delivery performance is measured over time, recorded and used for action plans and deviations are handled case by case and registered and assigned corrective actions Deviations are handled case by case and registered and assigned corrective actions We act on actual delivery issues

How do you report and review operational performance (e.g. productivity, capacity) across the organisation?

All teams have clear target supporting the overall business goals. Measuring and timely reactions on deviations are done in the teams at all levels We report and communicate relevant KPIs (visual boards/e-mails/...) to all relevant stakeholders. And follow-up on significant deviations with relevant teams We create yearly plans based on activities and investments driving improvements in operational performance (quality, capacity, productivity,...) Operational performance is owned and managed by the teams themselves

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