Digital Supply Chain Maturity Assessment

Please select one answer statement per question

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* 1. Digital Supply Chain (DSC) governance: Strategy (a documented and published digital supply chain strategy that is adopted by the business and IT communities and sets a vision and roadmap for exploiting the organisation's manufacturing and service assets)

No DSC strategy or governance framework exists

No DSC strategy in place but isolated analytics is carried out in a tactical, ad hoc or isolated manner

A DSC strategy exists, but limited to a few not connected functional areas only; processes, documentation, skills and tools exist in silos across the organisation to exploit related business cases.

There is an immature DSC strategy in place but it either does not have the sponsorship of the leadership team or it is disconnected from the business community

There is a mature, documented and published DSC strategy that founded on strong analytics and clear use case strategy; it is entirely sponsored by the leadership team

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* 2. DSC governance: Business case (DSC initiative(s) are evaluated against measures on financial targets, expectations and continued value delivery)

Benefits have not been identified and documented

Benefits for all requirements have been identified in a basic form and documented; however, they are neither measured nor used in the prioritisation of work. DSC activities are based on IT

Benefits have been identified by means of cross business involvement; cost analysis for benefits has been conducted and documented as well as alignment to the corporate strategy

Benefits are identified up-front in a consistent method using a prioritisation framework. Costs are tracked and the benefits are measured

Benefits are clearly identified, recognised across the organisation and have business owners; tracking is an on-going process with clear visibility and involvement; I4.0 acts as a major facilitator for business-driven initiatives, and is effectively self-funded in this context

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* 3. DSC governance: Investment (the input a organization binds into realizing DSC business cases)

Interested individuals are investing time to get familiar with DSC use cases

A couple of departments are have funded DSC initiatives

The business is fully capitalizing DSC projects, yet DSC projects and demos are not yet centrally coordinated

A chief architect to guide DSC program improvement investments has been assigned for the entire enterprise

The enmity is forming an own department which coordinates and supervises DSC projects

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* 4. DSC governance: Organisational design (the degree to which the roles, responsibilities, performance management and organisational hierarchy support the development of a DSC within the enterprise)

Organisational structure provides no support for DSC

Pockets of DSC demos are spread in different parts of the organisation and are not linked to organisational design or performance management framework

All relevant users for DSC have been identified and an organisational plan exists to support these users and receives input from operations

Roles and responsibilities are defined and performance frameworks are in place to reward employees for supporting the digital supply chain development on a daily basis

The organisation design fully supports the chosen DSC operating model and provides attractive career paths for employees engaging with the digital transformation of the supply chain

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* 5. DSC governance: C-level commitment (there is a champion for DSC at the executive level who can drive organisational change)

The DSC agenda does not have an identified champion at the executive level

A key supporter of DSC has been identified but lacks the support or resources to implement the DSC agenda

The DSC champion is driving the DSC agenda with developing support across the organisation

An executive champion is spearheading the DSC transformation across the organisation with dedicated resource support

An DSC champion and their team consistently mobilizes the organisation around digitalization and innovation

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* 6. DSC governance: Stakeholder management (key stakeholders are aligned on the DSC vision and in support of the journey to becoming digital in their supply chain)

Little knowledge of DSC vision outside of the primary stakeholder

Limited awareness across key group of business and IT stakeholders of DSC vision and value

Vision for DSC has been developed in conjunction with and socialized back to the stakeholder group

Key stakeholders from across the business and IT are helping to drive forward and implement DSC vision

Stakeholders are actively engaged in and measured against the success of the DSC agenda or vision

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* 7. DSC governance: Regulation and compliance (there is a focus on securing enterprise data assets from any unauthorized infringement to ensure that appropriate data security and access policies, checks, and controls are monitored)

There are no information privacy or security policies. DSC roles and responsibilities are determined largely in an ad-hoc fashion

DSC roles and responsibilities as well as privacy and security policies are defined on a project level; there is no well defined processes to enforce policies

Privacy and security policies are defined and enforced on a project level; DSC roles and responsibilities are clearly defined and there are some processes to enforce policies

Access rights to data domains are rationalized based on users, DSC roles as well as responsibilities and are aligned with business policies and standards and communicated through policies

Enterprise-wide privacy and security policies are established and enforced; policies are periodically reviewed and updated in order to stay ahead of regulators

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* 8. DSC services: Business models (the way in which a company generates revenue and makes a profit from digital company operations incl. DSC)

No holistic investigation in digital business models has been started

The entity has broaden the scope of supply chain services tailored to customer needs and adapt their business model(s)

A business model with clear targets, responsibilities and processes has been defined

SMACIT (social, mobile, analytics, cloud and internet of things) form a key parts in enhancing your business operations

Digitized solutions and customer engagement facilitated by DSC have transformed your company and show outstanding success in the market

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* 9. DSC services: Smart products (smart products are physical objects equipped with ICT so they are uniquely identifiable and can interact with their environment; they use sensor technology to record their environment and their own status and offer various add-on functionalities in operation)

Location of products can be spotted at specific gateways (intracompany)

Location of products can be spotted at multiple gateways (inter- and intracompany)

Location of products can be tracked at multiple production stage and on customer delivery via GPS

Products are programmed for a self-check and send alerts in case of erroneous processing

Products communicate with machines during production and with case during transportation and organize their way to the final customer

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* 10. DSC services: Individualisation (being at the heart of most digital business models, individualisation drives supply chain complexity and asks for new, additional requirements)

Supply chain is not prepared at all for long tail and/or individualized offerings

Some automation is partly addressed in order to cope with long tail customers, supply chain is little prepared for individualized offerings and make-to-order processes associated. DSC does not support long tail as well as individualized offerings.

Automation is well broadly addressed as well as currently being implemented (e.g. in terms of touchless orders and robotics in customer service). Make-to-order processes are comprehensivly addressed and being introduced. DSC is currently preparing to support long tail as well as individualized offerings in the near future.

Automation is addressed as well as implemented (e.g. in terms of touchless orders and robotics in customer service). Make-to-order processes are well established and standard, although some update and improvement needed. DSC supports long tail as well as individualized offerings to a high extend, although some room for improvement.

Automation is addressed as well as implemented. Make-to-order processes are well established and standard, including key facilitators such as QPC, DDMRP amongst others. DSC fully supports long tail as well as individualized offerings, comprehensively.

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* 11. DSC services: Monetisation of data (data is recognized as a valuable asset for the organisation and a clear policy exists as to how it will be used to generate revenue or savings as well as what role DSC has to play)

No discussion has taken place around the value of data or whether it will be bought or sold

Random discussions around purchasing or selling data have taken place but do not link to formal strategy or DSC approach

Executive or DSC champion is driving discussions to develop a formal approach to data monetisation

The approach to monetisation of (DSC) data is a clearly defined, strategy known throughout the business and there are activities taking place to support it

A clear view has been defined on the role that data monetisation plays both now and in the future

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* 12. DSC services: Resilience (being capable to react to unforeseen changes such as pandemics, terror attacks, logistics infrastructure breakdowns, bio-catastrophes, etc.)

No resilience within our supply chain. Relevance of resilience not being recognized yet

Thinking about resilience as a concept that matters to our supply chain in times of Corona. We believe resilience will be increasingly important for our business

Plan to resilience is outlined and agreed upon. Still some uncertainty about what is really needed and which measures matter.

First actions to establish a resilient supply chain are implemented. But lack of comprehensive concept and consideration of best practices or role models for resilience. Feeling a kind of uncertain what else is needed

Supply chain is highly resilient. It is strongly self-driven and agile, most capable to adopt to changes, continuously learning and seeking for upcoming challenges within our supply chain network with means of risk oriented appliances and dynamic forecasts of supply and demand.

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* 13. DSC services: Service level agreements (the level of accountability DSC functions have to support, incl. availability, problem management, data and product quality, issue response times, etc.

There are no SLAs in place

There are informal SLAs in place but no measurement or risk/reward associated

There are formal SLAs in place but no measurement or risk/reward associated

Formal SLAs are in place to measure performance of all defined DSC transformation and DSC related processes

Formal SLAs are in place and DSC is enabling enhanced performance monitoring within all of the network's functional groups

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* 14. DSC services; Quality (the degree to which the organisation can trust the accuracy of DSC data and proactively drives toward ensuring data is fit for purpose)

Data quality unknown; no formal initiatives to identify, prioritize and cleanse data issues; data quality and control needs are addressed on an ad hoc basis and based on pressing needs

Data quality does not meet business needs; limited data quality and control at point of capture; data sources are not optimized for data quality. Limited validations are in place to limit the introduction of issues

Data quality is acceptable; major data sources and quality issues are documented; data cleansing is performed downstream; some validations and communication channels are in place to prevent and remediate known issues

Data quality is proven; data quality is a principal Supply Chain Management function and major responsibility; most cleansing and standardization functions are performed at source; processes are in place for the identification, prioritisation and remediation of data quality issues

Data quality is trusted by the business; unstructured information (e.g. documents) is also subject to quality controls; data is tagged with quality indicators to identify known problems. Data quality metrics and rules are in place to ensure DSC data is fit for purpose as defined by business data users

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* 15. DSC sourcing: Customer and supplier integration (customers and suppliers are regularly informed about products and demand, respectively; their updates are enhanced by real-time data and are prioritised accordingly)

There is little interaction with customer and suppliers

Some customer and supplier partnering activity takes place but is not consistent with the DSC transformation

DSC is aligned to the needs of the business and a high-level prioritisation framework is in place but not consistently adhered to

DSC is formally linked to customer (and supplier) objectives and prioritised using a sophisticated scoring system

Customer (and supplier) and DSC teams meet regularly to generate ideas for valuable DSC projects and rigorously score and test them

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* 16. DSC sourcing: Vendor portfolio (new disruptive technologies are incorporated in the IT strategy and sophisticated vendor management exists)

The organisation is lagging in the adoption of new technologies and does not act as an intelligent client

New technologies are adopted on an ad hoc basis and are not integrated into the wider architecture; there is little standardisation in the way technology vendors are managed across the business

The organisation is developing a process to on-board a new technology and improve the management of the complex vendor environment

New technologies are strategically selected to support DSC and business priorities; vendor contracts and relationships are managed to drive high performance

An integrated technology ecosystem has been developed; the organisation acts as an intelligent client, managing costs while remaining highly innovative

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* 17. DSC sourcing: Third-party management (the processes that manage the sourcing, evaluation, procurement, integration and maintenance of third party applications and services)

Third party data management processes are very limited or totally ad hoc

Ad hoc processes are in place and they serve the DSC team to a degree but there is a lack of formalization to sourcing, evaluation, integration and maintenance; there is a best endeavours agreement with applications and equipment suppliers; network rules have not been agreed or appropriately communicated to the DSC team; there is no automation in place and processes are not necessarily efficient.

Defined processes for the sourcing, evaluation, procurement, integration and maintenance of third party equipment and data; informal SLAs have been agreed with applications and equipment suppliers; some automation with adequate security processes are in place to transfer, store, integrate and manage data feeds although these can be inefficient

Defined processes for the sourcing, evaluation, procurement, integration and maintenance of third party applications and equipment; formal SLAs have been agreed with suppliers. Automation with adequate security processes are in place to transfer, store, integrate and manage applications and equipment; benefits are understood but are not widely communicated or measured

Defined processes for the sourcing, evaluation, procurement, integration and maintenance of third party applications and equipment sets; formal SLAs have been agreed with suppliers; automated, secure and efficient processes are in place to transfer, store, integrate and manage applications and equipment. Data integration business rules have been agreed. Benefits of third party services are clear and deliver tangible business value

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* 18. DSC sourcing: Cloud strategy (the use of cloud-based DSC applications or processing power for performing digital business; under the cloud analytics service model, providers offer one or more key elements of the data analytics process through a subscription-based or utility /pay-per-use pricing model)

The organisation does not use cloud services for DSC

The organisation knows about the benefits: scalability, elasticity, and dynamic provisioning to perform DSC and has included it in its 2-3 year digital roadmap

The organisation has deployed cloud DSC solutions for tactical and department-level applications mainly for querying and reporting

The organisation has deployed cloud DSC solutions for tactical and department-level applications, not only for querying and reporting, but also for advanced supply chain modelling

The cloud is used for cleansing and improving data quality, creating data models, and analysing data for critical supply chain topics; this includes in-memory or edge processing to detect correlations and patterns in very large datasets within seconds

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* 19. DSC sourcing: Insight led decision making (the level to which DSC data is used across the network to inform decision making - as opposed to 'gut feel')

Data is not used in the decision making process within the DSC network

Data is used in a sporadic and ad hoc way to improve DSC network wide decision making, e.g. analysis of on-time delivery; there are multiple silos of data across the network and within each entity

Data is used consistently across the DSC network to improve decision making but many aspects of the delivery of the data and information are sub-optimal, e.g. data quality issues, proliferation of reports, conflicting outputs from different sources

Data is used consistently across the DSC network to facilitate decision making but some aspects of the delivery of the data and information are sub-optimal, e.g. data quality issues, proliferation of reports, conflicting outputs from different sources

Data is central to the decision making process for relevant DSC network spanning processes and there is a consistent approach to delivering data, reports and KPIs with few data quality issues

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* 20. DSC sourcing: Scouting (an information model which takes advantage of internal and external data sources that are easily accessible and structured in a way which will support the creation of trustworthy insights)

Little is known about the DSC data that is held within the organisation

Some DSC metadata management exists but the use and accessibility of data is still largely unknown

Data sources for DSC are consistently aggregated and stored in data lakes and there is a developing understanding of how to use and access them across the business

The DSC data lake is set up and designed to allow quick and easy access to relevant data sources to use in analytics models

The data lake is structured to allow for vast increases and variation in DSC data volumes and varieties and the data is accessible on-demand

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* 21. DSC sourcing: Ventures (processes are in place to initiate, manage, maintain, and exploit ventures with start-ups)

Inexistence of venture governance that defines the intake process for new collaboration and cooperation with i.e. DSC start-ups

Governance of ventures exists but is done on an ad-hoc basis and processes are developed ad-hoc for each collaboration

A formal venture governance structure is developed but is not fully integrated or understood throughout the organisation

A venture governance policy and process exist managing the intake process, evaluating technologies and selecting and prioritizing DSC projects; the benefits of digital ventures is well understood, communicated and adopted

A venture governance process exists and manages the intake process, evaluates technologies and selects and prioritises DSC projects. The process is well understood and communicated and group leadership plays an active role in soliciting and suggesting collaboration with i.e. DSC start-ups across the organisation

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* 22. DSC processes: Operating model (an DSC target operating model or TOM has been tailored to the needs of the organisation and is supported by expert governance)

DSC initiatives are started ad hoc with little alignment to a common objective or visible defined structure

DSC teams exist and operate independently but there is little control, standardization or coherent structure in place

The DSC TOM is applied to business and the organisation is putting in place supporting governance and controls

The operating model, roles, responsibilities, and controls have been defined and implemented and support a cohesive DSC TOM that is understood across the business

The DSC TOM effectively uses capabilities throughout the organisation, is scalable and agile, and is supported by well-understood roles, responsibilities, and controls

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* 23. DSC processes: Segmentation (the way products as well as supply chain processes associated are clustered towards supply chain models, e.g. Make-to-Order and Make-to-Stock, including consistent operating rules per cluster)

No segmentation available

Segmentation and definition of operating rules is being performed on a SKU level, i.e. per SKU

Some initial clustering being performed, but missing consistence and end-to-end coverage of supply chain models as well as operating rules associated

Existing products are clustered towards clearly defined supply chain models and operating rules associated, including end-to-end coverage across all relevant functions. However, lack of continuous update or improvement and insuficient management of new product development

Existing products are clustered towards clearly defined supply chain models and operating rules associated, including end-to-end coverage across all relevant functions. New product innovations are considered within supply chain management at an early stage of the product lifecycle. Supply chain segments are being updated and developed continiously

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* 24. DSC processes: Innovation (a culture of continuous DSC innovation is embedded into the organisation, enabling it adapt to market changes)

The supply chain organisation struggles to keep up with market disruptions

The supply chain organisation recognizes the need to innovate but struggles to meaningfully implement DSC innovation programmes

DSC innovation programme(s) exists within the supply chain organisation but is largely a silo with varying degrees of success in implementation

DSC innovation is integrated into regular business activities and is consistently seen to update products and services

The entire organisation rigorously challenges the status quo and has established feedback loops for DSC transformation programmes

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* 25. DSC processes: Cross functional alignment (the frequency of discussions and completeness of shared DSC vision held between functional area process owners and DSC team)

Minimal cross functional communication exists in the area of supply chain management

Leadership has communicated near term focus areas and functional leads have basic understanding of DSC and spread the application of digital processes

Leadership has communicated near /-medium term focus areas and functional leads have defined DSC prototypes that are developed using basic tools to satisfy immediate requirements

Leadership has communicated full DSC vision to functional leads for development of digital processes (e.g. transports and manufacturing) have more advanced digital capabilities and connect them to other business areas (e.g. product life cycle management)

Leadership has clear near- and long term communication as well as directives and is aligned to overall DSC strategy (incl. customer engagement and digitized solutions), which has been deployed and provide necessary evidence and supply chain insights to relevant employees

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* 26. DSC processes: Knowledge management (there is a central DSC knowledge management repository and it is used to provide resources with insight across the organisation)

DSC related knowledge is shared sporadically between a limited group of employees

Shared folders enable some employees to share their DSC findings

One single database/repository is made available to all employees and contain relevant DSC information

A knowledge management software accessible to all employees interested in DSC topic is installed

A fully-integrated internal website plus the knowledge management software covers detailed information on all projects and initiatives related to DSC, including intro for late adopters/ new joiners and a skills matrix

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* 27. DSC processes: Usage (the level of automation, efficiency and integration of DSC data management processes that support insights and analytics)

There is limited and/or poorly integrated data management tools for DSC

There has been some effort to automate regular processes and better integrate tools and data, but this has been achieved in an ad hoc or inconsistent manner; roughly 25% of the DSC data solution is automated

There has been considerable effort to automate regular processes and better integrate tools and data and this has been achieved in structured and consistent manner; roughly 75% of the DSC data solution is automated

The DSC data solution(s) is 90% automated and teams seek opportunities for further automation and to optimize the integration of new tools, processes and data feeds; tools and technology are fairly well integrated and harmonized and there is minimal FTE to maintain systems

The DSC data solution(s) is 100% automated and there is a culture of automation to continually seek opportunities to further automate as new tools become available or new processes or data feeds are developed into the data solution; tools and technology are well integrated and harmonized and there is minimal FTE to maintain systems

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* 28. DSC processes: Autonomy (it describes processes which are guided by machines or products without the interference of labour force; the more steps within a process are sequenced after each other autonomously the higher the degree of autonomy)

Document the flow of goods/ services and the underlying IT settings

Track products throughout entire supply chain

Build up a data driven OT infrastructure to gain insight for simulation

Interwoven IT and OT enables M2M and M2H communication

Autodidactic social machine networks that are monitored by humans

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* 29. DSC processes: Smart machines (machines that have interfaces for communicating with other machines and communicate with people by means of enhanced semantics and/or sensors)

Machines can only communicate with PLCs

Machines can transfer information to MES systems and sense approximation of employees

Machines can communicate via platforms with other machines and interact with shop floor worker

Full integration of tele maintenance and seamless M2M, M2H and product communication

Plug and play machine functionality

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* 30. DSC processes: System support (a combination of IT systems that facilitate planning, coordination, control and decision making in an organisation)

No supply chain process supported by IT systems

Some areas of the supply chain are supported by IT systems and integrated

Some areas of the supply chain are supported by IT systems and integrated with one another

Complete IT support of many supply chain areas, which are integration

IT systems support all supply chain processes and are integrated

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* 31. DSC processes: Interfaces (this is a perquisite to build cyber-physical systems; various instances have to be connected from sensors to electronic devices, vehicles, shop floor employees, machines, (semi-finished) products, suppliers, customers, data centres and operations supervisors)

Some machines can be controlled through IT systems, are interoperable, or have M2M capability

Machine and system infrastructures can be interfaced with IT systems, are interoperable or integrated

Machine and system infrastructures can be interfaced with IT systems and are partially integrated

Machinery can be controlled completely through IT systems, are partially integrated (M2M) and interoperable

Machinery can be controlled completely through IT systems, are fully integrated (M2M + M2H) and interoperable any kind of interfaces

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* 32. DSC processes: Digital twin (a digital model is composed of DSC-related data supplemented by transaction data, geo positioning data, and other data)

Hardware for transmitting digital information is installed, yet data is either not transmitted or not processed

Basic sensors are installed and are integrated in the operations (i.e. light, temperature, rounds per minute, etc.)

Several sensors retrieve information that is gathered and correlated in statistical models

Sensor based data is connected to virtual (and physical) actuators

Sensor based data is integrated in changing the production set-up, goods flow, quality control, etc.

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* 33. DSC processes: Agility and scalability (the DSC operating model is designed to handle increased or decreased demand for services)

The DSC operating model only takes into account existing demand

The DSC operating model does have room for in-/decreased demand but is likely to not be able to handle market disruptions or risks

The DSC operating model has some agility built in but is still limited by legacy IT environment and status quo business processes

The DSC operating model is highly agile and supported by multi-modal IT and mature business process re-engineering to do both handle potential demand decreases and encourage operational growth

DSC blends both the OT and IT perspective, taking advantage of multiple delivery models, whilst keeping costs at a manageable level

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* 34. DSC processes: Process design (end-to-end enterprise processes evolve and mature through the use of insights gained from specific projects

DSC solutions are conducted in isolation and are not embedded into business as usual

The DSC team proves the impact on the business but does not offer advice on how to change existing processes that exist in the wider network

As each DSC solution is deployed, some effort is made to re-engineer the processes that it impacts on a network level

DSC teams work closely with the entire network to change their existing business processes

DSC teams provide advisory services to the entire organization network to change and mature their existing business processes

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* 35. DSC processes: Benefits realisation (the degree to which key goals and objectives of the network have been defined in a well communicated set of KPIs that can be tracked, measured, evaluated and refined, e.g. cost to serve, customer value scores, etc.)

Key goals and objectives of the DSC organisation/ network and the insights that it develops are not well defined or communicated

Key goals and objectives of the DSC organisation/ network and the insights it develops have been defined but aren't regularly communicated and metrics for tracking those goals aren't apparent

Key goals and objectives of the DSCorganisation/ network and the insights it develops have been defined are regularly communicated and a set of tracked KPI's exists, but employees and actions are not evaluated using these measures

Key goals and objectives of the DSC organisation/ network are well defined and communicated in a set of KPIs that can be tracked and measured; these are not regularly refined and measurement of the effectiveness on network spanning processes is lacking

Key goals and objectives of both the individual DSC organisation and network are well defined and communicated in a set of KPIs that can be tracked, measured, evaluated and refined

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* 36. DSC systems: Reference architecture (the level of sophistication of both the physical hardware and software is required to support digital development and to ease the quick and effective adaptation of tools, respectively)

The DSC production environment is limited or non-existent

A limited DSC production environment includes some of the following tools or capabilities: control tower, advanced data storage, real-time process, visualisation, etc.

The DSC production environment includes most of the following tools or capabilities: control tower, advanced data storage, real-time process, visualisation, etc.

The DSC production environment includes at least the following tools or capabilities: control tower, advanced data storage, real-time process, visualisation

The DSC production environment includes all of the following tools or capabilities: control tower, advanced data storage, real-time process, visualisation, etc. as well as a development timeline that upgrades systems to keep pace with the user community and business needs

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* 37. DSC systems: Accessibility & usability (the ease with which data can be accessed and used by users to enable business decision-making)

DSC data is generally difficult to access; query time is too long and the sources are not well understood; sourcing or the path to transforming data to fit for purpose is time consuming, and largely manual

DSC data is accessible, but maintained in silos dependent on key knowledgeable partners to transform and integrate the data to be fit for purpose, causing potential delays

DSC data is accessible, users have an acceptable wait time for query response and a clear and understood route to data.

DSC data is accessible to users from across sources in a quick query time in a common format.

DSC data is easily accessible, query times are exceptional and the path to data is quick and straightforward.

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* 38. DSC systems: Flow model (how is data acquired to produce advanced supply chain analytics models)

Data is not available to perform supply chain analysis

Data collection is limited and fed into supply chain models but some questions cannot be answered because of gaps in data

Data is collected and fed into supply chain models but some questions cannot be answered because of limitations of the information model

Data is collected, integrated and fed into supply chain models from multiple sources, systems and databases from within the organisation

Data is collected, integrated and fed into supply chain models from multiple sources and includes (if required) industry benchmarks and external information

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* 39. DSC systems: Standardisation (the extent to which standardised data models and definitions are used and commonly understood)

DSC data is disparate across the enterprise and maintained in silos; different definitions and understandings exist for similar data, numerous data models exist and are neither linked with the data architecture nor are consistent across logical and physical models

DSC data is disparate across the enterprise with some similar definitions; however the application of synonyms and antonyms is not understood; data models are not linked and may be inconsistent between layers (i.e. Scor functions)

Some disparate data remains across the enterprise; data definitions are documented by functions (e.g. Scor) but may exhibit slight inconsistencies across the enterprise and may have different meanings; data models are internally consistent with some linkages in place

A single data definition / dictionary is robustly maintained and understood by DSC users across the enterprise; synonyms are documented; a single, consistent DSC data model is in place with a few outlying data sets; a clear master data management strategy exists

A common DSC data dictionary is in place understood and used by all data users; data models are consistent and linked; a master data set is robustly maintained; changes to models are consistently maintained and addressed in the data dictionary

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* 40. DSC systems: Analytics (DSC analytics is the backbone of the DSC transformation revealing trends/anomalies that alter decisions regarding reliability, technical operations, quality, safety, predictive maintenance, etc.)

The DSC analytics infrastructure yields occasional descriptive insights (what happened?)

The DSC analytics infrastructure yields occasional diagnostic insights (why did it happen?)

The DSC analytics infrastructure yields predictive (what will happen) insights on my processes and my business outcomes

The DSC analytics infrastructure yields real-time predictive insights on business operation linked with other internal/ external data

The DSC analytics infrastructure yields real-time prescriptive (what is suggested?) insights to support and eventually automate business decisions

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* 41. DSC systems: Business intelligence (enabling the DSC organisation to build BI applications by providing capabilities in three categories: analysis, such as online analytical processing; information delivery, such as reports and dashboards and; platform integration, such as BI metadata management and a development environment)

No BI platform and event management exists; selected monitoring and data processing; analytical capabilities are mainly based on semi-manual data extracts

Event management and analysis is supported by a central business intelligence (BI) system allowing for an isolated yet not standardised decision support systems for the DSC

A central BI platform consolidating all relevant internal and external information sources is set-up including predictive analytics, information delivery and decision support for the DSC

The BI platform enables predictive analytics for real-time optimisation and automated event handling with self-learning algorithms and impact analysis of the DSC

The BI platform integrated real-time information, metadata management and allows for automated analysis, information delivery and analysis for the DSC

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* 42. DSC systems: Discovery zone (software and solution testing is conducted outside the production environment in especially designed sandbox/es)

There is no sandbox environment or testing of DSC tools and solutions

Some exploration of analytics takes place but is at risk of being disruptive to IT production environment

A sandbox environment is being used to test DSC solutions but is uncoupled from IT strategy and decision making

A sandbox environment is used regularly to test DSC tools and solutions and is heavily integrated into IT strategy

The digital sandbox environment is set up specifically to deliver priority DSC solutions while testing disruptive technology and guides the future IT operating model

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* 43. DSC systems: Analytical tools (the degree of sophistication of data and business intelligence tools, how widespread they are used within the organisation, how integrated they are into operational processes and the governance and quality control applied to both tools and data

Tools are limited to ad hoc DSC reports generated by ad hoc data collection and present a limited view across the organisation

Pre-built DSC reports present limited visibility; reports and information repositories are disseminated throughout the organisation in a federated model

Pre-built DSC reports present a holistic, or near holistic view; reporting systems and information repositories are disseminated throughout the organisation in a federated model

DSC reporting presents a unified, holistic picture, from pre-built reports; information repositories are centralized

Centralized set of information and BI tools are accessible throughout the DSC organisation and available for all customer interaction points; tools enable both pre-built reports and ad-hoc querying capabilities

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* 44. DSC systems: Data discovery tools (the core analytics tools and capabilities used by the enterprise to support BI)

Tools are created ad-hoc, no formal structure organises their development

BI tools are shared among BI practitioners and well established methodologies are used

BI tools are standardized for all BI practitioners and a development methodology is in place

BI tools are customized and formal BI methodology is consistently refreshed to incorporate industry standard practices

Standard toolset for modelling has been deployed across the enterprise, providing access to the latest modelling techniques and methodologies

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* 45. DSC systems: Data visualisation (the level of sophistication and standardisation in presenting DSC tools using visual applications and technology)

Delivery and visualization of DSC information is manual, Excel-based or visualized by PowerPoint reports

Isolated usage of static DSC dashboards that are manually updated and maintained in a decentralized environment

Functional DSC dashboards are manually updated, centrally maintained; they enable managers to access and aggregate relevant data

Functional DSC dashboards developed using BI technology exist and enable managers to access and aggregate data quickly; advanced visualization design patterns are available

Use of advanced visualization features such as dynamic data content, visual querying, multi-dimensional, animated, etc. that allow DSC users to control what and how they see it; interaction with data possible

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* 46. DSC systems: BI accessibility (the degree of accessibility of and extent to which BI tools meet the business requirements)

Accessibility of DSC BI to the business is limited

DSC BI is accessible but the business must follow complex processes in order to access the requested information

DSC BI is easily accessible through channels but the tools do not fully meet the business requirements and needs

Business requirements for accessing DSC BI are understood and plans are in place to address the requirements using appropriate tools, applications and channels

DSC BI is fully accessible with the use of integrated tools, applications and communication channels

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* 47. DSC systems: Cognitive applications (he use of technology systems that employ machine learning or natural language processing to generate hypotheses, drawing from a wide variety of potentially relevant information and connections allowing us to process and understand big data in real time, undaunted by exploding volumes of data or wild fluctuations in form, structure, and quality)

Unawareness of the potential of Big Data analytics

Executives understand Big Data and seek increased awareness around its impacts; they start matching its relevance to the DSC and their business in general

Organisation devises big data strategy and conduct inventory of internal and external data sources relevant to DSC as well as business and avoids redundant data sources; conduction of in-depth analysis of digital transformations and the cost involved

Assessment and creation of a fact and analysis based decision making system; buy-in from key influencers and DSC stakeholders

Technological adequacy in terms of storage, network and information architectures is ensured; the company acquires, builds and grooms analytics resources for its supply chain, it also pays attention to execution and adoption of insights in decision making

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* 48. DSC systems: Reliability and continuity (DSC IT systems are stable and can support additional capacity without affecting performance)

Supply chain IT systems experience latency and performance is consistently poor; any broadening of the user base compounds the problem

Planned downtimes occur and are communicated to the user base; supply chain IT systems suffer from frequent unscheduled downtime

DSC IT systems have occasional unscheduled downtimes and suffer from performance problems at peak periods

DSC IT systems are broadly stable, and all downtime is scheduled in advanced and agreed upon with key business stakeholders; occasional performance problems do still occur but can be mitigated through established continuity plans

DSC IT systems are available at all time, required by the business, and can respond to increased loads in peak times without performance degradation or substantial costs

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* 49. DSC systems: Security (the practice of defending DSC information from unauthorized access, use, disclosure, disruption, modification, inspection, recording or destruction)

Very limited security, high vulnerability

Use of traditional off-the-shelf third party security tools

Development of encrypted communications for critical DSC data

Elaboration of an in-house security solution or working with a supplier to create a tailored security solution for DSC

All communications are encrypted and all DSC data is secured

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* 50. DSC systems: Tools (the degree of sophistication of DSC tools, how widespread they are used within the DSC organisation, how integrated they are into operational processes and the governance and quality control applied to both tools and data)

DSC tools are limited to a few processes and are not applied across the organisation

Mobile devices are deployed and disseminated throughout the DSC organisation in a federated model

More advanced technologies such as virtual and augmented reality are tested and DSC employees are incentivised to enhance operations by technology tools

Technology disruptors (i.e. drones and 3D printing) are on the radar for a couple of departments and their application is constantly tested and evaluated

DSC tools are monitored ranging from process improvement tools to technology disruptors by a central team that advises all departments proactively on their respective applicability

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* 51. DSC leadership: Upskilling (he organisation has the right mix of technical, analysis, communication, and business skills to deliver end-to-end DSC processes)

Little or no DSC programming and capability training and skills exist within the organisation

There are pockets of technical, analytics, and business skills for DSC but these groups do not interact effectively to drive DSC transformation

The mix of skills required to effectively deliver DSC processes has been recognized and working groups have been created across different skillsets to facilitate the delivery of digital solutions; ad-hoc training is provided for DSC capabilities across the business

Baseline knowledge of DSC tools and techniques is prevalent across all organisations and supported by regular training; connected expert teams exist to execute DSC projects and drive DSC projects for the organisation

Connected expert teams are regularly deployed throughout the organisation to deliver DSC change; DSC awareness is high and programming training is incorporated into learning pathways and specialist DSC skills are embedded and rewarded in the business

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* 52. DSC leadership: Cultural change (a change management journey has been planned to support the transition into a DSC organisation and data-driven decision making forms a key part of the organisation's culture)

The importance of data-driven decision making is mentioned in supply chain meetings and informal discussions

Data-driven behaviour is mentioned frequently in DSC meetings, newsletters, intranet, etc.

Top management signals employees to embrace DSC processes and work with insight coming from data

Data-driven decision making and DSC transformation sessions are offered for employees; in addition employees are well informed about the impact of DSC transformation

Employees are aware of their infidel role within DSC transformation and know who they can best prepare themselves for the upcoming changes

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* 53. DSC leadership: Workplace (it entails the flexibility of both the DSC employer as well as the employees with regard to work environment and the possibility to connect to the firm if wanted anywhere)

DSC employees can only connect to the systems at work; the working facilities are standardized and do not account for different working environments (quite room, meeting room, lab, etc.)

DSC employees possess their own laptops that they can take home and work with them via a VPN connection. The office comprises several different working spaces (depending on the working catalogue)

Next to the laptops DSC employees are equipped with cell phone; a secured VPN connection is in place; employees can swap desks depending on their current need and are supported by a facility help-desk; light and temperature is being switched off automatically if no movement can be detected

Conference tools are available and DSC employees have the possibility to submit ideas to improve the work environment; rooms are designed to fit several purposes and equipment can moved if needed; utilization of space and equipment is being tracked

DSC employees working spaces are continuously improved by workspace analytics which can be looked up and commented by the employees themselves; a few short-term renting contracts allow for expansion or reduction of offices; communication as well as worker productivity are supported by hybrid and modular working spaces

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* 54. DSC leadership: Ethics and sharing (the policies surrounding the way that customer and employee data will be used have been formalized, shared, and accepted by DSC individuals)

No policy in place considers the ethical use of DSC data

Ad hoc discussions have taken place as to the use of DSC data but there is no clear policy for the organisation

The ethics behind using and sharing sensitive DSC data have been considered and policies are under development

The organisation has a strong strategy on ethical use of DSC data and this is known and adhered to across the organisation

The organisation is known both internally and externally for exceptional ethical treatment and use of DSC data, and is trusted by customers and employees alike

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* 55. DSC leadership: Formal communication & awareness (how well are digital activities communicated to the key stakeholders and IT communities made aware of the value and benefits of DSC)

There is little or no communication in the organisation around DSC transformation

There is little communication about DSC activities to the network. Communications are made in a broadcast fashion and may communicate an inconsistent message or is totally overseen

Communications are targeted at stakeholders through appropriate channels; there is a consistent message communicated and the use of a digital intranet site allows to easily access a communications forum

A communication plan exists, within which communication activities are undertaken by the communications forum; multiple channels are utilised, and a consistent set of messages is relayed

Formal, directional communication exists for the network community encouraged to provide feedback and input; communications are open and information is readily available; mandatory reading is agreed and monitored