Our focus is to drive value through OTC by comprehensively improving customer service, working capital utilization, and electronic transactions/funds transfer. Our processes are standardized and fully integrated with customer specific knowledge embedded within the OTC system and work flow.

Our focus is on monitoring and improving key metrics in each area of the OTC process. Processes are standardized and documented with systems integrated for transaction processing across the entire OTC process. OTC cycle data is available and is used to perform root cause analysis.

Our focus is to drive value by optimizing the end to end process, fully integrating electronic funds transfers with advanced credit analytics and a collection strategy engine. We can analyze customer specific profitability, have predictive analytics, and customer satisfaction tracking tools. Our systems and process provide integrated metrics for cash forecasting.

Our focus is on reducing days sales outstanding (DSO), processes are partially standardized and we have subsystems that contain elements of the OTC process. Data is available for basic OTC reporting such as aging and unapplied cash. 

We recognize that quality management can be of value and are beginning to be pushed by our customers to put a corrective action capability in place. Quality reports to middle management and we are launching a multi-step program to establish a quality culture.

Management does not use quality as an operational performance tool and tends to blame individuals for quality problems. Quality issues are fought as they happen with much emotion. In general we don't know why we have problems when they occur.

Management takes an active role in driving our quality commitments and has elevated the quality position to a senior level. We are focused on prevention, early identification, continuous improvement and all company functions are committed to meeting our objectives. 

Management considers quality the cornerstone of our culture and company values. Dashboards are in place to monitor performance in real time. Prevention is our focus and we are very effective, we constantly improve our performance and if a problem occurs we know why. 

Our supply chain is flexible and adaptive with KPIs aligned across the entire ecosystem. We utilize real-time monitoring and data analytics to reduce product, network, and process lead times. We have segmented risk strategies based on supplier profiles and have the ability to identify and respond to emerging issues.

We have aligned our supply chain internally with planned buffers, information sharing across departments and visibility into changes. Business strategy and supply chain management processes are not aligned but we are making improvements toward this objective.

Our supply chain is not coordinated internally nor integrated between suppliers. There is minimal coordination between design and supply chain and little visibility to sources of supply risks. Our inventory levels are not well balanced.

Collaboration exists across our extended supply chain network with extensive data and information sharing. We have integrated design and inventory management internally and with our supply chain partners. We review and monitor supply chain resilience levels and business continuity plans.

Our procurement team delivers global optimization of our spend using standardized methods, comprehensive dashboards, systematic analysis, and global databases. Approximately 90-95% of our spend is optimized.

Our procurement team has cross functional capabilities, is focused on minimizing the total cost of ownership and drives innovation and value creation. We have supplier dashboards, all buyers have measured results obligations, and are well trained. Approximately 80% of our spend is optimized. 

Our procurement department is focused on process optimization and collaboration with key suppliers. We have standardized core policies and have clearly defined rating methods, improvement plans and audit procedures. Approximately 50% of our spend is optimized.

Our procurement process is basically transactional, focused on meeting specifications with core suppliers. Our first priority is to minimize risk and make sure the supplier is compliant but we do not have any formal rating method. Approximately 15 to 25% of our spend is optimized. 

Our logistics process is managed but it is not formalized or standardized. We do not have access to data beyond basic transactions. Data is stored in spreadsheets but no analysis is performed on a routine basis.

Our logistics process is standardized, controlled, and monitored. Structured operational data is available and analyzed at the department level. Decision making is focused on analyzing past actions and consequences. 

Our logistics process is formalized and standardized but is not controlled or monitored. Data is in department files and analysis is only performed on an ad hoc basis. Decisions are made based on past experiences. 

Our logistics process is standardized, controlled, monitored, and optimized. Real time internal and external data is readily accessible across the enterprise. The data is integrated, and users can access and visualize it on demand. Data driven decision making is embedded culturally in the organization.

We have a full suite of integrated sales and operations planning modules linking demand with operations. We have timely information and analytical decision making capabilities transparent across the enterprise. A senior executive owns the process, supporting and driving optimization.

Effective and integrated systems and dashboards are in place to reconcile demand and supply. Consistent data is available organization wide and plans are synchronized. Leadership and performance is driven by senior management.

Individual supply and demand systems are reliable but difficult to use in an integrated manner. Information is available but in separate systems. Responsibilities are understood at the management level but the process is driven by supply chain.

We do not link supply, demand, and financial information. Process controls and responsibilities are not clearly defined and are dependent on key people making judgments.

Our warehouse processes are manual with minimal use of technology. The warehouse layout is based on past practices, but optimization opportunities are not considered. Materials are moved when space is needed. 

We have a full function warehouse management system and electronically enter all transactions. The facility layout and equipment needs are defined by spreadsheets to optimize performance. The warehouse is rearranged whenever stock and volume patterns change significantly. 

We use a basic warehouse management system with locating capabilities but manually enter data. SKU quantities and volumes are used to estimate storage types and needs. Past storage and retrieval methods are used and once in a while we rearrange the layout to optimize space.

We have a full function, electronically driven WMS with extended capabilities including task interleaving, labor, management, dock scheduling and yard management. Layout and equipment selection is done with advanced simulation tools, dynamic sku slotting, and space optimization.