PRTM Supply Chain Management Award 2006

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SprachePRTM’s „Supply Chain Management Award“ nutzt ein international etabliertes Bewertungsmodell. Die Methodik wurde bereits für eine Vielzahl von Unternehmen weltweit erfolgreich eingesetzt. Um die Einheitlichkeit sicherzustellen und gegebenenfalls auch Vergleiche mit Firmen außerhalb der Gruppe von Bewerbern für den Supply Chain Award zu ermöglichen, ist der Fragebogen in englischer Sprache.

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HintergrundinformationBitte beschreiben Sie für den Bereich Ihres Unternehmens, welcher bewertet wird, folgende Punkte:

Wettbewerbsstrategie (Preis, Qualität, Flexibilität, Innovation) Marktanteile Ihres Unternehmen in dem Bereich Supply Chain Innovationen, die Sie eingeführt haben, um die Unternehmensstrategie zu

unterstützen Wettbewerbsvorteile, den Ihr Unternehmen durch diese innovativen Supply Chain Ansätze

erreicht hat

Industry Segmentation & Financials

Question Response

Industry SegmentPlease select the industry segment that best represents your business unit.

ComputersPharmaceuticals

ChemicalsTelecommunications Equipment

Aerospace & DefenseMedical Devices, Diagnostics &

EquipmentAutomotive

Telecommunications ServicesElectronic Equipment

Consumer GoodsIndustrial

Other pls. specify

Question 2005

Financial Metrics  

Total Product Sales Revenue (€)  € 

Cost of Goods Sold as a % of Revenue  % 

Expenses (SG&A) as a % of Revenue  % 

Profitability (EBIT) as a % of Revenue  % 

Product & Process Background

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Please provide the percentile breakdown of Total Product Revenue by manufacturing strategy. The total should equal 100%.

Question % of TPR

Manufacturing strategy

Make-to-Stock1  % 

Configure/Package-to-Order2  % 

Make-to-Order3  % 

Engineer-to-Order4  % 

Total  % 

1Defined as a manufacturing process strategy where finished product is continually held in plant or warehouse inventory to fulfill expected incoming orders or releases based on a forecast. (Other manufacturing process strategies are Configure/Package-to-Order, Engineer-to-Order, and Make-to-Order).2Defined as a process where the trigger to begin manufacture of a product is an actual customer order or release, rather than a market forecast. In order to be considered a Configure-to-Order environment, less than 20% of the value-added takes place after the receipt of the order or release, and virtually all necessary design and process documentation is available at time of order receipt.3Defined as a manufacturing process strategy where the trigger to begin manufacture of a product is an actual customerorder or release, rather than a market forecast. For Make-to-Order products, more than 20% of the value-added takes place after the receipt of the order or release, and all necessary design and process documentation is available at time of order receipt. (Other manufacturing process strategies are Configure/Package-to-Order, Engineer-to-Order, and Make-to-Stock).4Defined as a process in which the manufacturing organization must first prepare significant product or process documentation before manufacture may begin.

Please select your Primary Manufacturing Strategy1 Make-to-StockFinish/Configure/Assemble-to-Order

Make-to-OrderEngineer-to-Order

1Your company’s dominant manufacturing strategy. The Primary Manufacturing Strategy generally accounts for 80+% of a company’s product volume.

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Supply Chain Performance Assessment

Delivery PerformancePlease provide the following delivery performance information. Base your delivery measurements on the date a complete order is shipped or on the ship-to-date of a complete order. A complete order has all items on the order delivered in the quantities requested. Multiple line items on a single order with different planned delivery dates constitute multiple orders, and multiple planned delivery dates on a single line item also constitute multiple orders. The orders that should be considered in this question are those that had original schedule commit dates in 2005.

Question 2005

% of Orders Delivered On-Time to the Customer Request Date1  % 

% of Orders Delivered On-Time to the Original Scheduled Commit Date1  % 

1The percentage of orders that are fulfilled on or before the customer's requested date used as a measure of responsiveness to market demand. Delivery measurements are based on the date a complete order is shipped or the ship-to date of a complete order. A complete order has all items on the order delivered in the quantities requested. An order must becomplete to be considered fulfilled. Multiple line items on a single order with different planned delivery dates constitute multiple orders, and multiple planned delivery dates on a single line item also constitute multiple orders.Calculation: [Total number of orders delivered in full and on time to the customer's request date] / [Total number of orders delivered]

Fill Rate for Ship-From-Stock Products

Please indicate the average fill rate for ship-from-stock products for calendar year 2005. If you build-to-order or configure-to-order all your products do not complete this metric.

Ship-from-Stock Fill Rate by order = No. of Orders Shipped within 24 hours after receipt of Customer Order/Total No. of Ship-from-Stock Orders

Ship-from-Stock Fill Rate by line item = No. of Individual Order Lines Shipped within 24 hours after receipt of Customer Order/Total No. of Ship-from-Stock Order Lines

Please provide the following fill rate performance information. Base your fill rate measurements on the date a complete order is shipped or on the ship-to-date of a complete order. A complete order has all items on the order delivered in the quantities requested. Multiple line items on a single order with different planned delivery dates constitute multiple orders, and multiple planned delivery dates on a single line item also constitute multiple orders. The orders that should be considered in this question are those that had original schedule commit dates in 2005.

Question 2005

Fill Rate by Order (% of orders shipped within 24 hours)  % 

Fill Rate by Line (% of lines shipped within 24 hours)  % 

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Order Fulfillment Lead-TimesOrder Fulfillment Lead-Times (OFLT)1 includes any and all elapsed time from customer signature through order receipt, order entry, engineering and design time, start and complete manufacturing, pick/pack, transportation, customer receipt, and installation complete. Please answer in calendar days2 or fractions of calendar days for the calendar year 2005. Only fill in for the relevant manufacturing strategy used at your company.

Question Engineer-to-Order

Make-to-Order

Configure/Package-to-Order

Make-to-Stock++

Total Order Fulfillment Lead Time(s)

 Days   Days   Days   Days 

1Average, consistently achieved lead-time (in calendar days) from customer order origination to customer order receipt,for a particular manufacturing process strategy (Make-to-Stock, Make-to-Order, Configure/Package-to-Order, Engineer-to-Order). Excess lead-time created by orders placed in advance of typical lead times (Blanket Orders, Annual Contracts, Volume Purchase Agreements, etc.), is excluded. (An element of Total Supply Chain Response Time)Calculation: Total average lead time from: [Customer signature/authorization to order receipt] + [Order receipt to completion of order entry] + [Completion of order entry to start manufacture] + [Start manufacture to complete manufacture] + [Complete manufacture to customer receipt of order] + [Customer receipt of order to installation complete]Note: The elements of order fulfillment lead time are additive. Not all elements apply to all manufacturing process strategies. For example, for Make-to-Stock products, the lead-time from “Start manufacture to complete manufacture” equals 0.2The conversion of working days to calendar days is based on the number of regularly scheduled workdays per week in your manufacturing calendar.Calculation: To convert from working days to calendar days: if work week

= 4 days, multiply by 1.75= 5 days, multiply by 1.4= 6 days, multiply by 1.17

++ Typically for a 'Make-to-Stock ' manufacturing strategy, manufacturing time may equal "0" days. Consequently the third and fourth components of OFLT, "Order Entry Complete to Start Manufacture" and "Start Manufacture to Order Complete Manufacture" may equal "0". If this is the case, please note that the fifth component should be interpreted as "Order Entry Complete to Customer Receipt of Order".

Inventory Days of Supply

Please provide your average gross inventory1 and value of transfers2 in US dollars for the categories below. Include only inventory that is on your books and is currently owned by your business entity. Future liabilities such as consignments from suppliers should not be included. Use the 5-Point3 method to calculate averages. Total Days of Supply are calculated using total gross inventories (the sum of inventories at each category) and Cost of Goods Sold (COGS). Value of transfers are not additive in relation to COGS. Therefore, the Days of Supply for individual categories will not add up to total days of supply, and the totals shown below are locked fields for reference only. Please be sure to fill in "0" where there are no values.

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Question Average Gross Inventory

Value of Transfers

Inventory Days of Supply 2005

Raw Material4  €   €   Days 

WIP5  €   €   Days 

Plant Finished Goods6 €   €   Days 

Field Finished Goods7 €   €   Days 

Total Gross Inventory and COGS

€   €   Days of Supply 

1Value of inventory at standard cost before any reserves for excess and obsolete items are taken.2The total dollar value (for the calendar year) associated with movement of inventory from one “bucket” into another, such as raw material to work-in-process, work-in-process to finished goods, plant finished goods to field finished goods or customers, and field finished goods to customers. Value of Transfers is based on the value of inventory withdrawn from a certain category and is often approached from a costing perspective, using cost accounts. For example, Raw Materials Value of Transfers is the value of transfers out of the raw material cost accounts (you may have cost centers associated with inventory locations, but all "raw ingredients" usually share common cost accounts or can be rolled up into one financial view). The same goes for WIP. Take the manufacturing cost centers and look at the total value of withdrawals from those cost centers. While Average Gross Inventory represents the value of the inventory in the cost center at any given time, the Value of Transfers is the total value of inventory leaving the cost center during the year. The value of transfers for Finished Goods is, in theory, equivalent to COGS.3Method frequently used in PMG studies to establish a representative average for a 1-year period.Calculation: [12/31/98 + 3/31/99 + 6/30/99 + 9/30/99 + 12/31/99] / 54Components, assemblies, and feeder stock purchased from outside entities as inputs to the responding entity's supply chain, excluding the value of outsourced processes.5A product or products in various stages of completion throughout the plant, including all material from raw material thathas been released for initial processing up to completely processed material awaiting final inspection and acceptance asfinished product.6Finished goods inventory held at the end manufacturing location.7Inventory which is kept at locations outside the four walls of the manufacturing plant (i.e., distribution center or warehouse).

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Receivable Days Sales Outstanding (DSO)

Please provide your average receivables and annual sales for calendar year 2005. These values will be used to calculate Days Sales Outstanding (DSO)1.

Question 2005

5 Point Annual Average2 Gross Accounts Receivable (A/R)   €

Total Annual Sales   €

Days Sales Outstanding   € 

1Measurement of the average collection period (time from invoicing to cash receipt).Calculation: [5 Point Annual Gross Accounts Receivables] / [Total Annual Sales / 365]2Method frequently used in PMG studies to establish a representative average for a 1-year period.Calculation: [12/31/98 + 3/31/99 + 6/30/99 + 9/30/99 + 12/31/99] / 5

Average Payment PeriodPlease provide the following information so that we may calculate average payment period1 for production materials.

Question 2005

Average Annual Production Materials-Related A/P   €

Total Annual Material Receipts   €

Average Payment Period for Production Materials  Days 

Please use the following calculation to determine your Cash-to-Cash Cycle Time2:

Question 2005

Cash-to-Cash Cycle Time  Days 

1The average time from receipt of production-related materials and payment for those materials. Production-related materials are those items classified as material purchases and included in the Cost of Goods Sold (COGS) as raw material purchases.(An element of Cash-to-Cash Cycle Time)Calculation: [Five point annual average production-related material accounts payable] /[Annual production-related material receipts/365]2The time it takes for cash to flow back into a company after it has been spent for raw materials.

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Supply Chain Practice Assessment

The following framework evaluates how well your organization is integrating processes and information stems across your supply chain. This section covers the business practices associated with core disciplines of Supply Chain Management: Strategy, Performance Management, Process Architecture, Organization, Collaborations. The disciplines are then further divided into four stages that describe representative practices employed at each stage. For each category, please read through the practices and identify your dominant and emerging practices.

Definitions:

Dominant (or Current): Select the description that best represents the dominant practices being used by your business during 2005. Dominant practices are those that were well-established and implemented, and represent the way that over 75% of your business operated during 2005.

Emerging (or Future): Select the description that best represents the emerging practices at your business. Emerging practices include those practices that are anticipated to be dominant practices by the end of 2007. They include practices that were defined but not fully implemented or dominant during 2005.

Identifying the appropriate practices

You may have Dominant practices in Stage 1 which your organization is outgrowing, and plans to adopt Stage 2 practices in the future.

In this case you would have Dominant practices checked in Stage 1, and Emerging practices checked in Stage 2 (see example below).

Our most recent research shows that it is common for Stage 1 or 2 companies to have few or no Dominant practices checked in Stage 3 or 4.

It is also possible that some practices, particularly in Stage 1, may not apply in which case you may leave them blank.

Also, if a practice is not Dominant, nor expected to be Emerging within the next two years, you may leave the response blank.  

If you have Dominant practices in Stage 2, you may also have practices Emerging in Stages 3 and 4.

Stage 1 practices may not apply and may be left blank.

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Example

Supply Chain Strategy

Question Dominant Emerging

Stage 1

Supply chain complexity avoidance is not specifically considered in supply chain design

Governance and financial controls for Supply Chain processes & information systems are based on individual functional strategies and budgets

Functional areas can implement discrete information systems as they deem appropriate

Stage 2

The main drivers of supply chain complexity are identified and complexity management is considered in the design of the supply chain process architecture

Governance for supply chain processes and information systems is driven across functions by the supply chain strategy

A business process and information systems roadmap developed with limited supplier or customer input is in place, and enables the supply chain strategy

Stage 3

Supply chain complexity drivers are measured on an ongoing basis and complexity measures are integrated with key performance indicators (KPIs)

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Governance for supply chain processes and information systems is driven by the supply chain strategy, which includes requirements from key suppliers and customers,

There is consensus on what the organization’s core competencies should be, but not all of these competencies are in place

Stage 4

The supply chain complexity implications of decisions relative to other business processes, e.g. Marketing and Sales, is understood before final decisions are made

A business process and information systems roadmap which includes integration with strategic customers and suppliers is in place and enables the supply chain strategy

There is consensus on what the organization’s core competencies should be, and the existing staff reflects these required competencies

Supply Chain Performance Management

Question Dominant Emerging

Stage 1    

External benchmarking is avoided due to a “we’re unique, we’re different” mentality

Quantitative supply chain performance targets exist at individual and departmental levels only

Supply chain metrics are visible only within the supply chain functions themselves

Collecting and publishing supply chain performance data is manual and time consuming

It is difficult to tell if a performance metric is outside of acceptable ranges

Metrics are in place that drive unwanted behavior

There is no formal assessment of organizational effectiveness for the supply chain

Stage 2

A limited subset of supply chain metrics are automatically generated

Supply chain metrics are published to a broad, cross-functional audience, but not consistently reviewed

External benchmarking is used to review the performance of other companies, but is not used to establish performance targets

Most supply chain metrics have specific targets, but targets are not linked to specific process improvement initiatives

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Out of bounds conditions are tracked, but do not trigger any specific actions

Stage 3

Quantitative performance targets exist for end-to-end supply chain processes, such as cash-to-cash cycle time and total supply chain management cost

A supply chain scorecard explicitly linked to an overall corporate balanced scorecard is in place

External benchmarking is used to identify performance gaps and set target performance levels

Information systems highlight when key supplier and customer performance metrics are out of control and an escalation process exists for when boundary conditions are violated

Supply chain performance management is automated and used to generate a comprehensive supply chain scorecard

Supply chain metrics are published and reviewed, but not used to drive specific actions

Stage 4    

External benchmarking is used to identify performance gaps, set target performance levels, and identify process changes to close the gaps

Supply chain performance management is automated as part of an overall Corporate Performance Management reporting capability

Out of bounds performance conditions trigger proactive notification and action by the relevant process owners

Supply Chain Process Architecture

Question Dominant Emerging

Stage 1    

A supply chain “process architecture” (clearly documenting activities (processes), data, metrics, applications, etc.) does not exist or exists in an unconsolidated and manually maintained format such that it is unleveragable.

Process and data models are developed on a one-off basis with key suppliers and customers

Process owners for key supply chain processes have not been defined

Stage 2

Development and maintenance of the supply chain “process architecture” is led mainly by the IT function and viewed as an “IT Issue”.

The process and information systems architecture is not explicitly linked to the

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basis of competition as described in the supply chain strategy

Key requirements for data sharing with customers and suppliers are defined and documented based on an explicit collaboration strategy

Any required regulatory data is maintained on line (if appropriate) and is readily accessible

Stage 3

“Process architectures” have been defined, but their content differs by country or region based on history or organizational control, not actual business needs

Key requirements for data sharing with customers and suppliers are defined using common definitions

Supply Chain process and information systems architecture is optimized around the primary basis of competition

The process architecture integrates all supply chain sub-processes (Plan, Source, Make, Deliver, Return), data, metrics, and applications

Stage 4    

“Process architecture” content is standardized globally to support geographically dispersed teams, enabling the unified sharing and transfer of work across locations

The process architecture integrates all supply chain sub-processes (Plan, Source, Make, Deliver, Return) and describes the links with other core processes (e.g., Product Development, Marketing, Sales, Finance)

Planning data, business rules, and transaction data synchronization is regular and done electronically across supply chain partners

Supply Chain Organization

Question Dominant Emerging

Stage 1    

There is no clearly defined career path for supply chain professionals

Core competencies are not considered when structuring the supply chain organization

Recruiting, staffing, and education/training plans are driven by functional department priorities

Stage 2

Specific competencies and roles needed to enable effective supply chain management are documented as part of formal job descriptions

Assigned teams and process ownerr are responsible for end-to-end objectives

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such as order-to-cash cycle times and total inventory days of supply

Formal assessment of the supply chain organization's effectiveness is performed less than once a year

Each major supply chain process has an accountable functional or individual `process owner` responsible for ensuring a common, best practice, process architecture is adopted across the organization

Stage 3

Recruiting, staffing, and education/training plans explicitly integrate the competencies needed for overall supply chain management

Specific skills required to support collaboration with suppliers are identified and integrated into competency models and are reflected in supply chain role descriptions

Formal assessment of supply chain organization's effectiveness is performed one to two times per year

Stage 4

Supply chain professionals are selectively and strategically deployed inside key customer and supplier organizations as part of a defined collaborative processes

Recruiting, staffing, and education/training plans explicitly integrate the competencies needed to enable the overall supply chain strategy

Supply Chain Collaboration

Question Dominant Emerging

Stage 1  

Rules governing the prioritization of customer orders are defined on a case by case basis

Outbound logistics processes are documented and result in reliable delivery to promised dates

Relationship with suppliers and customers is predominantly defined through individual orders and frame contracts

Stage 2

Some data needed to enter and schedule customer orders is not readily available, necessitating off-line inquiry and call back after verification

Joint service agreements are in place with strategic customers and suppliers, defining specific roles, responsibilities, metrics and guidelines for issue resolution

Demand planning processes are cross-functionally integrated, but include little or no customer involvement

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Stage 3

Order configuration, commit date, and status is automated and visible to customers

Structured supplier development and relationship management processes are in place and followed consistently, but are unilaterally developed from an internal perspective

Strategic customers and suppliers formally provide critical planning input (e.g., supply or demand changes) on at least a monthly basis

Stage 4

Strategic supply chain partners participate in a highly collaborative supplier selection, development, management, and commodity rationalization process

Real-time, differentiated pricing and product availability is available electronically to selected customers for self-quoting and ordering

(Enterprise Wide) demand forecast generation and management is enabled by common data definitions, planning calendars, and product descriptors (e.g. CPFR) across customers and suppliers to assure routine communication of net changes

Kontakt:

PRTMDr. Britta GiebelerMarketing Communications Manager Schillerstraße 42-4460313 Frankfurt am MainTel:. +49 (0)69 219 94-0Fax: +49 (0)69 219 94-335

e-Mail: bgiebeler@prtm.com

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