Company Information
1
Please select the industry that best matches your company
Choose…
Aerospace
Agriculture
Automotive
Chemical
Computer Software
Consumer Products Manufacturing
Food & Beverage
Electronics
Engineering / Construction
Entertainment & Resorts
Financial Services
Healthcare Services
Industrial Manufacturing
Media & Publishing
Metals & Mining
Oil & Gas
Pharmaceuticals
Retail
Semiconductor
Telecommunications Services
Transportation Services
Utilities
Other
2
Estimate the number of employees in your company
Choose…
Less than 1,000
1,000 – 5,000
5,000 – 10,000
10,000 – 25,000
25,000 – 50,000
50,000 – 75,000
75,000 – 100,000
More than 100,000
3
Please provide your company's annual estimated external spend (in $MM USD)
Choose…
$0 - $250 MM
$250 MM - $500 MM
$500 MM - $750 MM
$750 MM - $1 B
$1 B - $5 B
$5 B - $10 B
Over $10 B
4
Please estimate the number of suppliers with whom your company currently does business
Choose…
0 – 1,000
1,000 – 5,000
5,000 – 10,000
10,000 – 20,000
20,000 – 40,000
40,000+
Unsure
5
Which description best suits your organization?
Choose…
Globally centralized
Regionally centralized
Decentralized - business unit led
Matrixed - organized by category but led regionally or globally
Matrixed - organized by category but led by BUs
Other
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Procurement Activities
6
Regardless of organizational construct, how is responsibility primarily allocated to Supply Management personnel?
Choose…
By Category
By Spend Level
By Major Business Unit
By Availability of Supply Management Personnel
Other
7
How much spend that was managed by Sourcing / Supply Management was sourced utilizing factors other than pricing, such as demand management, evaluating total cost of ownership, restructuring the supply base and roles, etc.?
More than 75%
50% - 75%
25% - 50%
1% - 25%
None of It
8
What percentage of the Sourcing / Supply Management organization's time is spent on strategic tasks (e.g. evaluation of market dynamics, supplier management, demand and process evaluation, etc.) versus operational tasks (e.g. ordering, sourcing events, contract management, etc.)
0% - 10%
10% - 25%
25% - 50%
50% - 75%
75% - 100%
9
How do you primarily segment suppliers for vendor management purposes?
Choose…
By product profitability/margin provided by the supplier
By number of business units served by the supplier
By criticality of supply to the broader business
By business unit primarily affected
By level of spend with the supplier
Other
Do not segment suppliers
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Organization & Engagement
10
How well are Supply Management policies and procedures communicated and followed throughout the company?
Choose…
Not well documented or well communicated; Limited adherence throughout the company
Well documented, but limited communication; Some adherence by pockets of the organization
Well documented and communicated; Good adherence by majority of organization
Well documented and well communicated regularly, through multiple channels; Strong adherence by majority of organization
No formal policies in place
11
How does the Supply Management organization collaborate with business unit stakeholders?
(Check all that apply)
Defining needs and requirements
Supplier selection and negotiations
On-going value management
Order process management
Demand management
Sourcing strategy development
Contract management
Performance measurement and tracking
More than 2 of the above
More than 3 of the above
None of the above
12
How clearly are the role and decision rights of Supply Management defined throughout the business?
Not clearly defined
Somewhat clearly defined
Very clearly defined
13
How much spend does Sourcing / Supply Management influence across the company?
Up to 5%
5% - 25%
25% - 50%
50% - 75%
More than 75%
14
What is the model for Supply Management to work with company leadership?
(Check all that apply)
Meet regularly to define goals
Report performance to leadership
Meet ad hoc if issues arise
Limited collaboration with leadership
More than 2 of the above
More than 3 of the above
15
To whom does the CPO/Head of Procurement/Sourcing report?
Choose…
CEO
CFO
COO / CAO
BU President or lead
Head of Supply Chain
Head of Shared Services
Other
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Talent & Capabilities
16
What type of training programs do you use to develop your Sourcing / Supply Management employee skillsets?
(Check all that apply)
Core Procurement/Sourcing training
Commercial business principles training
Leadership training
Certificate training (e.g. APICS or CPM)
Rotational experiential programs within Supply Management Organization
Other
More than 1 of the above
17
What type of performance record do INTERNAL Supply Management employee hires typically have?
Choose…
Limited to no internal transfers
Lower performing (bottom 25 percent) staff from other functions
Solid performers (mid 25-75 percent)
Strong performers (top 25 percent)
High performers (top 10 percent)
18
In which skill sets do your employees tend to excel?
(Check all that apply)
Strong analytics
Complex problem solving
Knowledge of 'commercial' business terms/business acumen
Basic Procurement skills
Deep category expertise
Advanced strategic sourcing / Category management
Relationship management
Project management
More than 1 of the above
More than 2 of the above
None of the above
19
To what extent do you deploy technology to elevate the performance of your organization, beyond basic spend analytics tools for baselining? For example, technological tools can include spend management systems, e-Supply Management solutions, Excel spreadsheets and scorecards, etc.
Choose…
Sparsely deployed basic tools
Broadly deployed basic tools
Sparsely deployed sophisticated tools
Broadly deployed sophisticated tools
Sparsely deployed basic and sophisticated tools
Broadly deployed basic and sophisticated tools
Broadly deployed basic tools and sparsely deployed sophisticated tools
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Objectives & Performance Measurement
20
Does Supply Management have an enduring strategic vision and goals and how do they link with business objectives?
Choose…
Yes, established vision & goals, tightly linked with overall business objectives
Yes, established vision & goals, linked more to specific Sourcing/Supply Management objectives
Yes, established vision, but not linked to specific objectives
No explicit vision documented, but goals defined and linked to overall business objectives
No explicit vision documented, but goals defined and linked to specific Sourcing/Supply Management objectives
No explicit vision documented or specific goals defined
21
What dimensions of performance measurement and tracking does your organization utilize?
(Check all that apply)
Basic cost impact (price-related cost reduction ro savings)
Cost impact including non-price levers
Supplier innovation
Service quality
Product quality
Sustainability
Risk mitigation
More than 1 of the above
More than 2 of the above
More than 3 of the above
Do not measure or track supplier performance
22
Does your organization track progress against stated goals & targets?
Choose…
Yes, with defined scorecards and reported regularly both internally AND outside of procurement (to external stakeholders)
Yes, with defined scorecards and reported regularly, ONLY internally to Procurement
Yes, with defined scorecards, but NOT formally/regularly reported
Yes, informally through periodic reviews, but NOT formally/regularly reported
Yes, when existing contracts are expiring
Targets not actively tracked
23
Who is responsible for planning for Sourcing / Supply Management risks within your company?
Sourcing/Supply Management OWNS risk management responsibility (no separate risk management function exists)
Sourcing/Supply Management organization is NOT involved in risk management (owned by a separate function)
Sourcing/Supply Management organization partners with the Risk Management function (distinct risk management function exists)
Risk Management is a cross-functional responsibility (multiple functions are involved including Sourcing/Supply Management organization)
24
What specific risk mitigation measures do you have in place?
(Check all that apply)
Contractual clauses, e.g. max/collar pricing
Business continuity/mitigation plans for critical suppliers and/or categories
Supply redundancy, e.g. through process, suppliers, locations
Financial hedging, e.g. swaps, forwards, futures, derivatives
Operational hedging, e.g. backward integration, bulk inventory purchases, tolling
Environmental offsets, e.g. Carbon Offsets
No formal mitigation measures in place
More than 1 of the above
More than 2 of the above
25
To what extent do you have visibility and understanding of underlying raw material supplier risk?
Slight visibility
Some visibility
Fairly good visibility
Excellent visibility
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