Saturday, 17 May 2014

Supply Chain Competency Matrix



Goals – Supply Chain Strategy
Design
Management and Measurement
Organisation
·      Has the organisation’s supply chain strategy/direction been articulated and communicated?
·      Does the supply chain strategy make sense under the SWOTS terms?
·      Given this supply chain strategy, have the required outputs of the organization and the level of performance expected from each output been determined and communicated?
·      Does the formal organization structure support the supply chain strategy and enhance the efficiency of the system?
·      Are all relevant functions in place?
·      Are all the functions necessary?
·      Is the current flow of inputs and outputs between functions appropriate?
·      Is customer facing, internal facing and shareholder facing performance measured?
·      Have the appropriate supply chain performance requirements, priorities and goals been set?
·      Are resources appropriately allocated?
Process
·       Are goals for plan, source, make, deliver, and return processes linked to customer/organization requirements?
·       Are processes in place to support supply chain planning and execution?
·      Are these the most efficient/effective plans, source, make, deliver and return processes for accomplishing the plan, source, make, deliver and return processes goals?
·      Have the appropriate plan, source, make, deliver and return process sub goals been set?
·      Are the plan, source, make, deliver and return processes performance managed?
·      Are sufficient resources allocated to each plan, source, make, delivery and return process?
·      Are the interfaces between plan, source, make, deliver and return process steps being managed?
People/Jobs
·       Are job outputs and standards linked to plan, source, make, deliver and return process requirements? (and cascaded fro the organization level?)
·       Are plan, source, make, deliver and return process requirements reflected in the appropriate jobs?
·      Are job steps in a logical sequence?
·      Have supportive policies and procedures been developed?
·      Is the job environment sound?
·      Do the performers understand the job goals (outputs they are expected to produce and standards they are expected to meet?)
·      Do the performers have sufficient resources, clear signals and priorities, and logical job design?
·      Are the performers rewarded for achieving job goals?
·      Does the performer have the necessary knowledge/skill to achieve the job goals?
·      If the performers were in an environment in which the five questions above were answered, “yes”, would they have the physical, mental, and emotional capacity to achieve the job goals?
Technology
·      Are goals for technology linked to customer/organization requirements?
·      Do the technology goals support plan, source, make, deliver and return processes and people/jobs?
·      Is the most efficient/effective technology being put in place to accomplish the plan, source, make, deliver, and return processes
·      Have the appropriate technology sub goals been set?
·      Is the technology performance managed?
·      Are sufficient resources allocated to support effective use of technology?
·      Are the interfaces between technologies being managed?

Source: Supply Chain Excellence, Bolstorff & Rosenbaum 2003



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