Supply Chain Assessment

Excellent supply chain strategies provide ways to move ahead of the competition in an increasingly complex marketplace. The Supply Chain Assessment Questionnaire will take approximately 30 minutes to complete and is intended to gauge how your company has implemented certain supply chain related activities.

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* 1. Contact Information

Contact Person

Company Name

Address

Address 2

City/Town

State/Province

ZIP/Postal Code

Contact Email

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* 2. Your Job title or function

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* 3. Industry

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* 4. Company Revenue

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* 5. Number of employees in company

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* 6. Number of domestic and international shipments per year (inbound and outbound)

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* 7. PLANNING/STRATEGY/ RISK/COST

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
The supply chain design and strategy is aligned with your company's strategy, vision, and mission. The supply chain is well-positioned to support future growth.	The supply chain design and strategy is aligned with your company's strategy, vision, and mission. The supply chain is well-positioned to support future growth. Not Sure	The supply chain design and strategy is aligned with your company's strategy, vision, and mission. The supply chain is well-positioned to support future growth. Strongly Disagree	The supply chain design and strategy is aligned with your company's strategy, vision, and mission. The supply chain is well-positioned to support future growth. Disagree	The supply chain design and strategy is aligned with your company's strategy, vision, and mission. The supply chain is well-positioned to support future growth. Neutral	The supply chain design and strategy is aligned with your company's strategy, vision, and mission. The supply chain is well-positioned to support future growth. Agree	The supply chain design and strategy is aligned with your company's strategy, vision, and mission. The supply chain is well-positioned to support future growth. Strongly Agree
Total supply chain cost are evaluated on an annual basis with opportunities documented and addressed.	Total supply chain cost are evaluated on an annual basis with opportunities documented and addressed. Not Sure	Total supply chain cost are evaluated on an annual basis with opportunities documented and addressed. Strongly Disagree	Total supply chain cost are evaluated on an annual basis with opportunities documented and addressed. Disagree	Total supply chain cost are evaluated on an annual basis with opportunities documented and addressed. Neutral	Total supply chain cost are evaluated on an annual basis with opportunities documented and addressed. Agree	Total supply chain cost are evaluated on an annual basis with opportunities documented and addressed. Strongly Agree
Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues.	Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues. Not Sure	Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues. Strongly Disagree	Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues. Disagree	Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues. Neutral	Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues. Agree	Contingency plans for supply chain plans exist (e.g., RFQ and RFP processes are established to evaluate new sources) and corrective actions are used effectively to address performance issues. Strongly Agree
KPIs exist to address financial, service, and operational requirements, are largely data driven, and automatically measured and reported.	KPIs exist to address financial, service, and operational requirements, are largely data driven, and automatically measured and reported. Not Sure	KPIs exist to address financial, service, and operational requirements, are largely data driven, and automatically measured and reported. Strongly Disagree	KPIs exist to address financial, service, and operational requirements, are largely data driven, and automatically measured and reported. Disagree	KPIs exist to address financial, service, and operational requirements, are largely data driven, and automatically measured and reported. Neutral	KPIs exist to address financial, service, and operational requirements, are largely data driven, and automatically measured and reported. Agree	KPIs exist to address financial, service, and operational requirements, are largely data driven, and automatically measured and reported. Strongly Agree
You have healthy relationships with suppliers, vendors, and service partners that include good communication, common goals, increased transparency, and mutual collaboration.	You have healthy relationships with suppliers, vendors, and service partners that include good communication, common goals, increased transparency, and mutual collaboration. Not Sure	You have healthy relationships with suppliers, vendors, and service partners that include good communication, common goals, increased transparency, and mutual collaboration. Strongly Disagree	You have healthy relationships with suppliers, vendors, and service partners that include good communication, common goals, increased transparency, and mutual collaboration. Disagree	You have healthy relationships with suppliers, vendors, and service partners that include good communication, common goals, increased transparency, and mutual collaboration. Neutral	You have healthy relationships with suppliers, vendors, and service partners that include good communication, common goals, increased transparency, and mutual collaboration. Agree	You have healthy relationships with suppliers, vendors, and service partners that include good communication, common goals, increased transparency, and mutual collaboration. Strongly Agree
Risks are actively identified, documented, evaluated, and prioritized for scrutiny and frequency in which they should be monitored.	Risks are actively identified, documented, evaluated, and prioritized for scrutiny and frequency in which they should be monitored. Not Sure	Risks are actively identified, documented, evaluated, and prioritized for scrutiny and frequency in which they should be monitored. Strongly Disagree	Risks are actively identified, documented, evaluated, and prioritized for scrutiny and frequency in which they should be monitored. Disagree	Risks are actively identified, documented, evaluated, and prioritized for scrutiny and frequency in which they should be monitored. Neutral	Risks are actively identified, documented, evaluated, and prioritized for scrutiny and frequency in which they should be monitored. Agree	Risks are actively identified, documented, evaluated, and prioritized for scrutiny and frequency in which they should be monitored. Strongly Agree
You have implemented a sustainability strategy in your supply chain that demonstrates your awareness of your CO2 footprint and the impact on the environment.	You have implemented a sustainability strategy in your supply chain that demonstrates your awareness of your CO2 footprint and the impact on the environment. Not Sure	You have implemented a sustainability strategy in your supply chain that demonstrates your awareness of your CO2 footprint and the impact on the environment. Strongly Disagree	You have implemented a sustainability strategy in your supply chain that demonstrates your awareness of your CO2 footprint and the impact on the environment. Disagree	You have implemented a sustainability strategy in your supply chain that demonstrates your awareness of your CO2 footprint and the impact on the environment. Neutral	You have implemented a sustainability strategy in your supply chain that demonstrates your awareness of your CO2 footprint and the impact on the environment. Agree	You have implemented a sustainability strategy in your supply chain that demonstrates your awareness of your CO2 footprint and the impact on the environment. Strongly Agree

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* 8. INFORMATION /SYSTEMS

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
You actively use technology to its fullest to streamline processes, increase visibility, minimize paperwork, and automate activities throughout your supply chain.	You actively use technology to its fullest to streamline processes, increase visibility, minimize paperwork, and automate activities throughout your supply chain. Not Sure	You actively use technology to its fullest to streamline processes, increase visibility, minimize paperwork, and automate activities throughout your supply chain. Strongly Disagree	You actively use technology to its fullest to streamline processes, increase visibility, minimize paperwork, and automate activities throughout your supply chain. Disagree	You actively use technology to its fullest to streamline processes, increase visibility, minimize paperwork, and automate activities throughout your supply chain. Neutral	You actively use technology to its fullest to streamline processes, increase visibility, minimize paperwork, and automate activities throughout your supply chain. Agree	You actively use technology to its fullest to streamline processes, increase visibility, minimize paperwork, and automate activities throughout your supply chain. Strongly Agree
Your strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow.	Your strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow. Not Sure	Your strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow. Strongly Disagree	Your strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow. Disagree	Your strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow. Neutral	Your strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow. Agree	Your strategic suppliers leverage technology to facilitate ordering, planning, inventory management, communication, and material flow. Strongly Agree
Information technology is a critical component of your supply chain strategy. Your ERP has a module devoted to supply chain.	Information technology is a critical component of your supply chain strategy. Your ERP has a module devoted to supply chain. Not Sure	Information technology is a critical component of your supply chain strategy. Your ERP has a module devoted to supply chain. Strongly Disagree	Information technology is a critical component of your supply chain strategy. Your ERP has a module devoted to supply chain. Disagree	Information technology is a critical component of your supply chain strategy. Your ERP has a module devoted to supply chain. Neutral	Information technology is a critical component of your supply chain strategy. Your ERP has a module devoted to supply chain. Agree	Information technology is a critical component of your supply chain strategy. Your ERP has a module devoted to supply chain. Strongly Agree
You have access to real-time information and detailed supply chain analytics to ensure that supply chain managers are able to formulate data-driven strategies and take data-driven decisions where required.	You have access to real-time information and detailed supply chain analytics to ensure that supply chain managers are able to formulate data-driven strategies and take data-driven decisions where required. Not Sure	You have access to real-time information and detailed supply chain analytics to ensure that supply chain managers are able to formulate data-driven strategies and take data-driven decisions where required. Strongly Disagree	You have access to real-time information and detailed supply chain analytics to ensure that supply chain managers are able to formulate data-driven strategies and take data-driven decisions where required. Disagree	You have access to real-time information and detailed supply chain analytics to ensure that supply chain managers are able to formulate data-driven strategies and take data-driven decisions where required. Neutral	You have access to real-time information and detailed supply chain analytics to ensure that supply chain managers are able to formulate data-driven strategies and take data-driven decisions where required. Agree	You have access to real-time information and detailed supply chain analytics to ensure that supply chain managers are able to formulate data-driven strategies and take data-driven decisions where required. Strongly Agree

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* 9. SUPPLIERS/VENDORS

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks.	Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks. Not Sure	Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks. Strongly Disagree	Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks. Disagree	Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks. Neutral	Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks. Agree	Supplier surveys (e.g., to evaluate capacity constraints), performance management, corrective action plans, contract language, and multi-sourcing are used to minimize supply chain risks. Strongly Agree
The order-to-pay process or procure-to-pay process is automated as it covers all steps of the supply chain from order placement to final payment.	The order-to-pay process or procure-to-pay process is automated as it covers all steps of the supply chain from order placement to final payment. Not Sure	The order-to-pay process or procure-to-pay process is automated as it covers all steps of the supply chain from order placement to final payment. Strongly Disagree	The order-to-pay process or procure-to-pay process is automated as it covers all steps of the supply chain from order placement to final payment. Disagree	The order-to-pay process or procure-to-pay process is automated as it covers all steps of the supply chain from order placement to final payment. Neutral	The order-to-pay process or procure-to-pay process is automated as it covers all steps of the supply chain from order placement to final payment. Agree	The order-to-pay process or procure-to-pay process is automated as it covers all steps of the supply chain from order placement to final payment. Strongly Agree
Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required.	Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required. Not Sure	Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required. Strongly Disagree	Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required. Disagree	Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required. Neutral	Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required. Agree	Suppliers demonstrate high utilization through staffing, training, and minimal quality or delivery issues. Suppliers are responsive when corrective actions are required. Strongly Agree
Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption.	Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption. Not Sure	Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption. Strongly Disagree	Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption. Disagree	Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption. Neutral	Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption. Agree	Strategic suppliers are aware of performance expectations and readily communicate to provide information and minimize disruption. Strongly Agree

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* 10. INVENTORY

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
You have the ability to manage your inventory with 100% visibility at any given moment – from dock to stock, pick to ship, with cycle and physical counting, tracking, replenishment, receipt management, barcoding, labeling, cross-docking, returns.	You have the ability to manage your inventory with 100% visibility at any given moment – from dock to stock, pick to ship, with cycle and physical counting, tracking, replenishment, receipt management, barcoding, labeling, cross-docking, returns. Not Sure	You have the ability to manage your inventory with 100% visibility at any given moment – from dock to stock, pick to ship, with cycle and physical counting, tracking, replenishment, receipt management, barcoding, labeling, cross-docking, returns. Strongly Disagree	You have the ability to manage your inventory with 100% visibility at any given moment – from dock to stock, pick to ship, with cycle and physical counting, tracking, replenishment, receipt management, barcoding, labeling, cross-docking, returns. Disagree	You have the ability to manage your inventory with 100% visibility at any given moment – from dock to stock, pick to ship, with cycle and physical counting, tracking, replenishment, receipt management, barcoding, labeling, cross-docking, returns. Neutral	You have the ability to manage your inventory with 100% visibility at any given moment – from dock to stock, pick to ship, with cycle and physical counting, tracking, replenishment, receipt management, barcoding, labeling, cross-docking, returns. Agree	You have the ability to manage your inventory with 100% visibility at any given moment – from dock to stock, pick to ship, with cycle and physical counting, tracking, replenishment, receipt management, barcoding, labeling, cross-docking, returns. Strongly Agree
An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels.	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Not Sure	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Strongly Disagree	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Disagree	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Neutral	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Agree	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Strongly Agree
PAR Levels are reviewed and adjusted to maintain the proper levels of inventory needed.	PAR Levels are reviewed and adjusted to maintain the proper levels of inventory needed. Not Sure	PAR Levels are reviewed and adjusted to maintain the proper levels of inventory needed. Strongly Disagree	PAR Levels are reviewed and adjusted to maintain the proper levels of inventory needed. Disagree	PAR Levels are reviewed and adjusted to maintain the proper levels of inventory needed. Neutral	PAR Levels are reviewed and adjusted to maintain the proper levels of inventory needed. Agree	PAR Levels are reviewed and adjusted to maintain the proper levels of inventory needed. Strongly Agree
Cycle counts are completed on a scheduled basis with inventory checks and balances to confirm the physical inventory count matches.	Cycle counts are completed on a scheduled basis with inventory checks and balances to confirm the physical inventory count matches. Not Sure	Cycle counts are completed on a scheduled basis with inventory checks and balances to confirm the physical inventory count matches. Strongly Disagree	Cycle counts are completed on a scheduled basis with inventory checks and balances to confirm the physical inventory count matches. Disagree	Cycle counts are completed on a scheduled basis with inventory checks and balances to confirm the physical inventory count matches. Neutral	Cycle counts are completed on a scheduled basis with inventory checks and balances to confirm the physical inventory count matches. Agree	Cycle counts are completed on a scheduled basis with inventory checks and balances to confirm the physical inventory count matches. Strongly Agree

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* 11. MANUFACTURING

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements, and technical information.	The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements, and technical information. Not Sure	The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements, and technical information. Strongly Disagree	The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements, and technical information. Disagree	The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements, and technical information. Neutral	The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements, and technical information. Agree	The flow of materials in the supply chain is directed and well-defined by planning, forecasting, requirements, and technical information. Strongly Agree
An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels.	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Not Sure	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Strongly Disagree	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Disagree	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Neutral	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Agree	An inventory of key raw material and components are maintained to prevent manufacturing delays. Financial and operational analyses are performed to set appropriate levels. Strongly Agree
Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness.	Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness. Not Sure	Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness. Strongly Disagree	Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness. Disagree	Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness. Neutral	Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness. Agree	Raw materials are modularized (kitted) or batched whenever possible to improve production flexibility and responsiveness. Strongly Agree

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* 12. WAREHOUSING /ORDER FULFILLMENT

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product.	The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product. Not Sure	The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product. Strongly Disagree	The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product. Disagree	The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product. Neutral	The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product. Agree	The material receiving process is structured to minimize production disruptions from the supply chain - e.g., wrong materials, poor quality, mislabeling, damaged product. Strongly Agree
Your operations are using bar coding to reduce errors and streamline the process.	Your operations are using bar coding to reduce errors and streamline the process. Not Sure	Your operations are using bar coding to reduce errors and streamline the process. Strongly Disagree	Your operations are using bar coding to reduce errors and streamline the process. Disagree	Your operations are using bar coding to reduce errors and streamline the process. Neutral	Your operations are using bar coding to reduce errors and streamline the process. Agree	Your operations are using bar coding to reduce errors and streamline the process. Strongly Agree
Your operations are organized with clearly marked sections for products, returns, shipping, and other duties.	Your operations are organized with clearly marked sections for products, returns, shipping, and other duties. Not Sure	Your operations are organized with clearly marked sections for products, returns, shipping, and other duties. Strongly Disagree	Your operations are organized with clearly marked sections for products, returns, shipping, and other duties. Disagree	Your operations are organized with clearly marked sections for products, returns, shipping, and other duties. Neutral	Your operations are organized with clearly marked sections for products, returns, shipping, and other duties. Agree	Your operations are organized with clearly marked sections for products, returns, shipping, and other duties. Strongly Agree
Your company has goals or targets to reduce, reuse, and recycle the amount of packaging products that are used.	Your company has goals or targets to reduce, reuse, and recycle the amount of packaging products that are used. Not Sure	Your company has goals or targets to reduce, reuse, and recycle the amount of packaging products that are used. Strongly Disagree	Your company has goals or targets to reduce, reuse, and recycle the amount of packaging products that are used. Disagree	Your company has goals or targets to reduce, reuse, and recycle the amount of packaging products that are used. Neutral	Your company has goals or targets to reduce, reuse, and recycle the amount of packaging products that are used. Agree	Your company has goals or targets to reduce, reuse, and recycle the amount of packaging products that are used. Strongly Agree

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* 13. DISTRIBUTION/ TRANSPORTATION

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
Total transportation cost are analyzed on a scheduled basis to look for opportunities to reduce costs and improve service.	Total transportation cost are analyzed on a scheduled basis to look for opportunities to reduce costs and improve service. Not Sure	Total transportation cost are analyzed on a scheduled basis to look for opportunities to reduce costs and improve service. Strongly Disagree	Total transportation cost are analyzed on a scheduled basis to look for opportunities to reduce costs and improve service. Disagree	Total transportation cost are analyzed on a scheduled basis to look for opportunities to reduce costs and improve service. Neutral	Total transportation cost are analyzed on a scheduled basis to look for opportunities to reduce costs and improve service. Agree	Total transportation cost are analyzed on a scheduled basis to look for opportunities to reduce costs and improve service. Strongly Agree
Carrier scorecards are use to track performance, highlight and communicate any issues, and help to cultivate positive relationship.	Carrier scorecards are use to track performance, highlight and communicate any issues, and help to cultivate positive relationship. Not Sure	Carrier scorecards are use to track performance, highlight and communicate any issues, and help to cultivate positive relationship. Strongly Disagree	Carrier scorecards are use to track performance, highlight and communicate any issues, and help to cultivate positive relationship. Disagree	Carrier scorecards are use to track performance, highlight and communicate any issues, and help to cultivate positive relationship. Neutral	Carrier scorecards are use to track performance, highlight and communicate any issues, and help to cultivate positive relationship. Agree	Carrier scorecards are use to track performance, highlight and communicate any issues, and help to cultivate positive relationship. Strongly Agree
Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness.	Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness. Not Sure	Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness. Strongly Disagree	Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness. Disagree	Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness. Neutral	Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness. Agree	Delivery of products and/or complementary services from different suppliers and service providers (including logistics and transportation providers) is synchronized to fulfill customer needs, meet delivery dates, and maximize responsiveness. Strongly Agree
The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions.	The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions. Not Sure	The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions. Strongly Disagree	The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions. Disagree	The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions. Neutral	The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions. Agree	The supply chain (including logistics and transportation) can manage an unexpected large increase in demand (>20%) and deliver within agreed short-time delivery conditions. Strongly Agree

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* 14. CUSTOMER CARE/RETURNS

	Not Sure	Strongly Disagree	Disagree	Neutral	Agree	Strongly Agree
You are actively measuring, tracking, and addressing customer satisfaction related to your supply chain.	You are actively measuring, tracking, and addressing customer satisfaction related to your supply chain. Not Sure	You are actively measuring, tracking, and addressing customer satisfaction related to your supply chain. Strongly Disagree	You are actively measuring, tracking, and addressing customer satisfaction related to your supply chain. Disagree	You are actively measuring, tracking, and addressing customer satisfaction related to your supply chain. Neutral	You are actively measuring, tracking, and addressing customer satisfaction related to your supply chain. Agree	You are actively measuring, tracking, and addressing customer satisfaction related to your supply chain. Strongly Agree
Your reverse logistics or returns process is seamless and integrated into your order management system.	Your reverse logistics or returns process is seamless and integrated into your order management system. Not Sure	Your reverse logistics or returns process is seamless and integrated into your order management system. Strongly Disagree	Your reverse logistics or returns process is seamless and integrated into your order management system. Disagree	Your reverse logistics or returns process is seamless and integrated into your order management system. Neutral	Your reverse logistics or returns process is seamless and integrated into your order management system. Agree	Your reverse logistics or returns process is seamless and integrated into your order management system. Strongly Agree
Your customer care department has an active voice when it comes to selecting vendors, suppliers, and service providers.	Your customer care department has an active voice when it comes to selecting vendors, suppliers, and service providers. Not Sure	Your customer care department has an active voice when it comes to selecting vendors, suppliers, and service providers. Strongly Disagree	Your customer care department has an active voice when it comes to selecting vendors, suppliers, and service providers. Disagree	Your customer care department has an active voice when it comes to selecting vendors, suppliers, and service providers. Neutral	Your customer care department has an active voice when it comes to selecting vendors, suppliers, and service providers. Agree	Your customer care department has an active voice when it comes to selecting vendors, suppliers, and service providers. Strongly Agree

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* 15. Please provide the top 3 issues you face within your supply chain?

Issue #1

Issue #2

Issue #3

To achieve supply chain excellence, organization leaders need to pay particular attention to the details of their infrastructure and drive continuous improvement and change. Viewed collectively, these details can support a more efficient and effective supply chain management process that can promote more aggressive performance goals across such areas as purchasing, general operations, production, distribution, and integration strategies.

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