Resilience Scan

Introduction

Redundancy

Collaboration

Flexibility

Transparency

Agility

Organizational characteristics

Results

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

Suppliers guarantee to keep extra buffer stock (for several weeks)

Extra buffer stock (for several weeks)

Customers hold extra buffer stocks (for several weeks)

Multiple transport modes possible

Multiple DCs distributed geographically

Multiple transport modes for distribution to customers possible

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

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

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)

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

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

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

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

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

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