Introduction

Welcome to the Quick Scan Supply Chain Resilience survey. Below some guidelines that may help you while filling in the scan.

1If an element is unknown or does not apply to your situation, please fill in a '?'

2Please rate from 1 (not implemented at all) to 5 (100% implemented for all products, components, etc. best in industry)

3A high score is not necessarily better, it can also mean that there are redundant capabilities that hinder profitability

4Answers should cover all major suppliers, customers, products, etc.

5The scan has been developed for the manufacturing/process industry, not all elements may be relevant for other sectors

6In case there are several segments that clearly differ from each other (e.g. a B2B segment and a B2C segment), it is best to complete the scan separately for each segment

7Internal = everything within the boundaries of your organization (including other branches and own DCs). Upstream: suppliers and suppliers of suppliers, etc. Downstream: buyers, buyers of buyers, etc.

8When completing questions that involve a comparison ('fast/short/efficient/a lot/etc'), one should compare oneself with what is common ('average') in the manufacturing/process industry

Before you start, we will need some basic details about you and your company. Note that your email address is not required, but we will send the results to you if you provide it.

Name:
Function:
Company name:
Your email:

Capability

Redundancy

Upstream
Internal
Downstream
R1a
Multiple / backup suppliers available for all components
Multiple / backup production lines in multiple production location
Short-term alternative markets available
R1b
Suppliers are geographically dispersed
Production locations are geographically dispersed
Customers are geographically dispersed
R1c
Suppliers do not have the same sub supplier for critical parts/ingredients
N/A
Short-term alternative customers available
R2
Suppliers guarantee to keep extra buffer stock (for several weeks)
Extra buffer stock (for several weeks)
Customers hold extra buffer stocks (for several weeks)
R3
Multiple transport modes possible
Multiple DCs distributed geographically
Multiple transport modes for distribution to customers possible
R4
Suppliers guarantee to keep extra capacity available (>50% of normal order volume)
Additional production capacity (+50%) available
Contracts offer the possibility to deliver 50% more or less
R5
Suppliers have sufficient financial buffers
Sufficient financial buffers (minimum 6 months)
Customers have financial buffers (for at least 6 months) or credit insurance available

Capability

Collaboration

Upstream
Internal
Downstream
C1a
Investments have been made in a long-term relationship with a lot of openness and trust
Problems are solved by multifunctional teams
Investments have been made in a long-term relationship with a lot of openness and trust
C1b
Problems are solved by joint teams
Goals and KPIs are clear and cross-departmental
Problems are solved by joint teams
C1c
Potential disruptions in the chain are communicated in a timely manner
Culture of continuous learning and improvement
Potential disruptions in the chain are communicated in a timely manner
C2
Schedules/forecasts are made together with suppliers (minimum monthly)
S&OP/IBP process functions well and is mature. Board member and operations, finance and logistics are present. Department plans are coordinated
Joint planning (including promotions) and forecasting (minimum monthly)
C3
Business continuity plans are created, tested and evaluated together with suppliers
Every employee is aware and involved in safety and risk management. Business continuity plans are current and regularly tested
Business continuity plans are created, tested and evaluated together with customers
C4
Supplier and buyer both influence payment terms or supply chain finance solutions are used voluntarily
Financial planning is an integral part of S&OP/IBP (volumes are translated into value)
Supplier and buyer both influence payment terms or supply chain finance solutions are used voluntarily

Capability

Flexibility

Upstream
Internal
Downstream
F1a
Contractual agreements that volumes and/or timing may deviate significantly in the short term
Employees and production resources can be used for many different types of products (multi-purpose)
Flexibility in contracts/agreements to adjust prices, quantities and timing/location
F1b
N/A
Capacity can be easily increased/decreased
Flexibility in contracts/agreements to adjust prices, quantities and timing/location
F1c
N/A
Production can easily be moved to another location
Multiple (sales) channels available
F2a
Components/raw materials can easily be replaced by alternatives
Components are used in multiple products
Customers accept customization/substitution of products
F2b
Packaging materials can easily be replaced by alternatives
Products can be easily adapted/redesigned
N/A
F3a
Alternative transportation options, alternative suppliers available
Processes and sequence/route of production operations can be easily modified
Alternative modalities / transport lanes possible. Transport network can be easily adapted
F3b
Circular alternatives (recycling, refurbishing, etc.) available
N/A
Flexible order fulfillment possible
F4
Flexibility in INCO terms, payment terms, etc.
Alternative sources of financing available
Flexibility in payment terms, supply chain finance available

Capability

Transparency

Upstream
Internal
Downstream
V1a
Major suppliers share production planning for at least the next 4 weeks
Reliable and current data of all key processes is available where necessary in the organization. There is real-time insight into current stock positions and production plans
Forecasting is good and based on end consumer demand
V1b
There is a good view of the supplier market (availability of alternative suppliers, price development, etc.)
The management is based on KPIs that are aligned throughout the organization and current values are visible for all departments
Stock positions and demand (POS) data is shared in real time, as well as forecast and campaign/event planning (promotions) of customers
V1c
N/A
With changes in the planning, the impact on costs, service and sustainability is transparent
Market trends, competition and potential customers are transparent
V2a
Order and invoice flows fully automated and integrated with key suppliers
Datawarehouse/datalake is available with all relevant data
Order and invoice flows fully automated and integrated with key customers
V2b
Critical suppliers share tracking & tracing info
Decisions regarding operation, maintenance and logistics are supported by accurate and up-to-date data and models
Tracking & tracing information of shipped products is shared
V2c
There are agreements with suppliers that disruptions in the chain are reported immediately
There are enough qualified employees who can create dashboards and perform analyses
N/A
V3a
There is good insight into who tier 2+ suppliers are and their location, how transport lanes run and what possible problems/risks are (supply chain mapping)
All relevant risks have been identified and a business continuity plan is in place, up to date and tested
Early identification of problems/disruptions in all markets/customers. Agreement with customers that (potential) disruptions are reported immediately
V3b
Periodic audits at key suppliers (including cyber security audit)
Cybersecurity is a top priority. Recovery plans are up-to-date and regularly tested
N/A
V4
Up-to-date and reliable insight into creditworthiness/financial health of suppliers
Real-time insight into credit limits and financial flows and key metrics. Processes are unambiguous, transparent and responsibilities clearly defined
Up-to-date and reliable insight into creditworthiness/financial health of customers

Capability

Agility

Upstream
Internal
Downstream
A1a
Frequent and fast replenishment
Short lead times
Fast and frequent restocking of customers
A1b
Efficient order process
Continuous improvement program to reduce lead times, changeover times (SMED) and decrease batch sizes
New products can be brought to market quickly (NPI)
A1c
Onboarding new suppliers can be done quickly
N/A
Fast and efficient process to onboard new customers
A1d
Contracts can be adjusted at short notice
N/A
N/A
A2a
Contracts offer the possibility to adjust volumes, location and times in the short term
Frozen period is short, short and frequent production runs
Inventories can be moved quickly between regions/DCs
A2b
Change in transport mode available and express transport options available
Processes are constantly being improved and can be adapted quickly.
Short-term change in transport mode possible and speed transport options available
A3a
Short lines of communication with suppliers and fast decision-making
Short lines of communication and fast decision-making. In an emergency, decision-making procedures can be quickly adapted (additional mandate if necessary)
Short lines of communication with customers and fast decision-making. In case of shortages, allocation rules are known and can be implemented quickly
A3b
N/A
Strategies and new business models can be implemented quickly
N/A
A4
Efficient Purchase-to-pay process (best in the industry). Days Payable Outstanding (DPO) low. Quick onboarding of supply chain finance solution
Short Cash-to-cash cycle, Days Inventory Outstanding (DIO) low
Efficient Order-to-cash process (best in the industry). Days Sales Oustanding (DSO) low. Quick onboarding of supply chain finance solution

Organizational characteristics

Below we ask you to fill in a number of characteristics of your organisation. Do this for your entire organisation (including other sites, own DCs, etc.) but with a focus on the most important products/segments if you have to choose.

Sector
Subsector
Size (number of employees)
Value strategy
Where is the power in the chain?
Position in the value chain
B2B/B2C?
# competitors
# suppliers
# customers
# products/SKUs
Customer order decoupling point
Culture
Type of company
Geographical footprint supply network
Geographical footprint customers