Quick Check "Resilient Supply Chain" (10 min.)

Please select one answer statement per question

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* 1. Relevance of resilience for the business and supply chain in particular

Resilience is not a topic for our company

Resilience is something that we are currently discussing and assessing in terms of scope and priority

Resilience is in somehow relevant to our company, however, we are still discussing scope and priority

Resilience is relevant to our business and a priority for most business functions and supply chain in particular

Resilience is a top priority to us and relevant to all key business functions including our supply chain

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* 2. Resilient Supply Chain (RSC) 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 ensuring resilience and exploiting the organisation's manufacturing and service assets)

No RSC strategy or governance framework exists

No RSC strategy in place but isolated analytics is carried out in a tactical, ad hoc or isolated manner. Resilience is not explicitly addressed.

A RSC 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. Resilience is not explicitly addressed, comprehensively.

There is an immature RSC strategy in place but it either does not have the sponsorship of the leadership team or it is disconnected from the business community. Resilience is explicitly addressed, but not necessarily covered comprehensively.

There is a mature, documented and published RSC strategy that founded on strong analytics and clear use case strategy; it is entirely sponsored by the leadership team. Resilience is explicitly addressed, comprehensively.

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

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

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

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

An executive champion is spearheading the RSC transformation across the organisation with dedicated resource support. Resilience is highlighted by the champion to be a top priority

An RSC champion and their team consistently mobilizes the organisation around digitalization, resilience and innovation, proactively

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

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, resilience is being key characteristic of such model

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

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

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* 5. RSC 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, neither for responding to demand-side disruptions (e.g. shifts in demand such as small brands in CPG and customer specific formulations in Chemicals)

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. RSC does not support long tail as well as individualized offerings, neither improved resilience to prepare for demand-side disruptions.

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. RSC is currently preparing to support long tail as well as individualized offerings in the near future. This includes future demand-side disruptions in terms of a "plan to resilience"

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. RSC supports long tail as well as individualized offerings to a high extend, although some room for improvement. Demand-side disruptions are initially being anticipated by systematic steps towards an improved resilience of the supply chain.

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. RSC fully supports long tail as well as individualized offerings, comprehensively, and thus prepares for disruptions on the demand side, effectively.

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* 6. RSC 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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* 7. RSC 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 RSC 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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* 8. RSC 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 RSC

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

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

The organisation has deployed cloud RSC 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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* 9. RSC 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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* 10. RSC 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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* 11. RSC 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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* 12. RSC 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 RSC production environment is limited or non-existent

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

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

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

The RSC 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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* 13. RSC systems: Analytics (RSC analytics is the backbone of the RSC transformation revealing trends/anomalies that alter decisions regarding reliability, technical operations, quality, safety, predictive maintenance, etc.)

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

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

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

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

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

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

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

There are pockets of technical, analytics, and business skills for RSC but these groups do not interact effectively to drive RSC 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 RSC capabilities across the business

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

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

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* 15. RSC 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 RSC data

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

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

The organisation has a strong strategy on ethical use of RSC 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 RSC data, and is trusted by customers and employees alike

Quick Check "Resilient Supply Chain" (10 min.)

Please select one answer statement per question

Question Title

* 1. Relevance of resilience for the business and supply chain in particular

Question Title

* 2. Resilient Supply Chain (RSC) 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 ensuring resilience and exploiting the organisation's manufacturing and service assets)

Question Title

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

Question Title

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

Question Title

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

Question Title

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

Question Title

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

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Question Title

* 9. RSC 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)

Question Title

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

Question Title

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

Question Title

* 12. RSC 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)

Question Title

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

Question Title

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

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* 15. RSC 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)

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