Supply Chain Management Process Survey Tool 供应链管理流程综合问卷 (双语版) Thanks for taking this Supply Chain Management Process Survey. It's innovated by DRiSCM Consulting and Demand Chain Institute, who is the first domestic demand management research center in China and is committed to research and development in demand chain management process, technology and enterprise application. This process survey tool (PST) contains 12 reference info and 26 supply chain questions, which is to help company to position its supply chain managment and take reference to maturity level. The answers are designed in incremental from low to high level. Please select the highest level your supply chain fit in without violating any lower level. You need about 20-30min to accomplish the survey. In case you encountered any questions or look for further explanation and support, pls feel free to contact us. Telephone: 021-20225200， Email: info@demand-chain.org.cn This survey content is the intellectual property owned by DRiSCM. It could only be used with invitation or authorization. 感谢参与供应链管理流程综合问卷。此问卷由上海达睿供应链管理咨询有限公司开发。达睿和达睿需求链研究院是国内首个跨学科的产、学、研联盟平台上的一流的供应链计划管理研究平台，致力于需求链管理模式、技术、方法和企业应用研究，并通过行业实施进一步推广和完善，最终形成基于需求驱动为核心的供应链计划体系优化管理整体解决方案。 本问卷设置了12个基本信息和26个供应链问题，每个问题设置了5个选项，依次由低到高代表了不同的供应链管理水平。请选择最符合贵公司供应链现状的选项（且较低选项都已达到）。通过回答能帮助您汇总贵公司目前的供应链管理的基本现状，同时也帮助您梳理管理思路，拓展管理视角。需要您大约花费 20-30分钟时间去完成。如在答题过程中有任何问题，或者希望得到解释和帮助，请与我们联系。电话：021-20225200， Email: info@demand-chain.org.cn 达睿供应链管理咨询拥有本问卷内容的知识产权。只有在被邀请或授权的情况下才能使用。 Basic Info 基本信息1. Name 姓名2. Company or Business (The scope of this survey) 公司(针对此次调研的范围，如xx公司中国区家电事业部）3. Position 职位4. Company Telephone 公司电话5. Mobile Phone 手机6. Email Address 联系邮箱7. Industry 公司行业：Automotive 汽车Chemistry and Material 化工及材料e-Commerce 电子商务Electronics/Semiconductors/Hi-Tech 电子,半导体及高科技FMCG 快速消费品Fashion 时尚Healthcare 医疗Infrastructure and Facilities 基础建设及实业(电力，电信，建筑等）Machinery 设备制造Pharmaceuticals 制药Retail and Trade 零售及批发Others 其他8. Ownership 公司所有制：Foreign Invested/Cooperated 外资（独资和合资）China Private Owned 民营China Stated Owned 国有9. Type of major products 主要产品类型：Standard 标准Customerized 客户定制Project and Configured 项目配置型10. Number of Distribution Center 分销中心数量：01-23-56-1011-15>1511. Number of Factory 生产工厂数量 ：01-23-56-1011-15>1512. Active SKU in recent 1 year (FG,SFG,Material) 一年内有活动的SKU数量(包括所有成品，半成品，材料）：<500500-20002000-50005000-10000>10000Supply Chain Strategy and Configuration 供应链策略及配置13. Supply Chain Strategy 供应链策略No supply chain strategy 没有制定针对供应链的策略Supply chain strategy is not documented but known by high level managers 管理层制定过供应链策略但并没有明确的形成文件Supply chain strategy is clearly stated and communicated to supply chain organization 有明确的供应链策略且在供应链部门内做过沟通Most of supply chain colleagues can describe supply chain strategy and this year's direction and target 大部分供应链的员工都能在不加提醒的情况下描述出供应链策略及今年供应链的主要目标和方向Supply chain strategy is communicated and aligned with key dealers, customers or strategic supplier partners at proper level 和主要客户及供应商战略合作伙伴就相关供应链策略及方向进行沟通和相互配合14. Supply Chain Performance Measurement 供应链绩效考核There are no supply chain performance measurement 没有针对供应链的绩效考核Measure supply chain performance for delivery and inventory, but without clear target set 考核供应链的准时交货率及库存水平，但没有明确的目标设定Measure supply chain performance with clear target set at beginning of year and monitor gaps regularly. BBS of company captures at least one SCM KPI 在年初就确定了今年的供应链绩效考核的目标，且定期跟踪实际表现与目标的差距。公司层面的绩效考核指标中包含了至少一个供应链绩效指标Supply chain performance covers at least 3 aspects out of Realiability, Responsiveness, Agility, Supply Chain Cost and Assets Unitilization. And also aligned and supported by other depts 供应链绩效考核指标至少涵盖了“可靠度，响应速度，弹性，成本，资产利用率" 中的3个。 而且供应链的考核指标也得到了其他部门认可和支持Some supply chain performance are reviewed with key customers and suppliers regularly with corrective actions followed 供应链指标中涉及主要客户及供应商战略合作伙伴的，会同他们通过固定的会议定期商议并共同制定改善方案15. Supply Chain Improvement 供应链持续改善No improvement plan or actions, staffs solve issues with their used way of working and experiences 没有供应链改善计划和行动，员工根据经验和习惯来解决问题No improvement plan in advance but with adhoc improvement actions to solve issues and improve process 没有事先制定好的供应链改善计划，但根据实际情况进行改善措施并改进业务流程Has clear improvement plan in advance and actions, which is mainly within supply chain department 有明确的供应链改善计划，改善主要针对于供应链内部Has clear improvement plan which is aligned with business and supply chain strategy. Actions are taken by cross function team jointly with continuous monitoring and improvement (PDCA) 有明确的供应链改善计划，并同公司及供应链策略相一致。 改善行动有多部门配合并进行持续的关注和改善(PDCA)。Improvement extended to customer and supplier side with joint cooperation and collaboration 供应链改善拓展到客户及供应商，联合进行合作和协同16. Supply Chain Organization 供应链组织No formal and independent supply chain organization 没有正式和独立的供应链组织/部门Independent supply chain organization, but without clear job description and process 有独立的供应链组织/部门, 但没有成文的工作描述及业务流程Formal supply chain organization, with clear procedure and SOP aliged with each depts to guide daily work 有独立的供应链组织/部门，并且有明确成文的工作流程及作业指导书来规范日常工作An integrated Supply Chain organization (with same leaders) covers both industrial(factories) and commerical(Sales) part 有端到端整合的供应链组织，有统一的供应链领导管理市场/销售端和工厂供应端的供应链Has joint task force as regular setting with key customer or suppliers to accomplish colloboration tasks (e.g CPFR) or improvement projects for mutual benefits 同主要客户或供应商战略合作伙伴有常设的工作小组，来完成协作任务及改进项目17. Supply Chain Configuration 供应链配置Supply chain is reacted against customer order or follows with budget 供应链在收到客户订单后才开始考虑如何安排或根据既定的预算来安排Supply chain use single supply approach (MTO, MTS or ETO) for all products and customers 供应链对于所有客户和产品都采用一种供给方式(MTO,MTS 或ETO)Supply chain use one supply approach (MTO, MTS or ETO) as default and could use other approach for special product or key customers with managers' approval 供应链采用一种供应方式为主(MTO,MTS or ETO), 但对于特殊产品或重要客户根据经理的批示可以采用其他供应方式。supply chain is configured to use mixed supply approah to fit different product and customers, which could be explained by a supply chain strategy and also linked to business strategy 供应链将区分不同产品及客户，而采用不同的供应方式。这种区分方式将根据供应链策略而制定，并且同公司战略所一致。Supply chain configuration considered and aligned with customer and supplier's supply chain needs and capability. Service and liability terms are documented. 供应链配置方案的制定考虑到了主要客户及供应商战略合作伙伴的需求及他们的供应链能力，并同他们达成一致，以书面形式记录服务水平及权责划分。18. Service Level 服务水平No service level agreement with customer or supplier, it's case by case. 同主要客户及供应商没有供应链服务协议，根据每个订单单独处理No written service level agreement with customer or supplier, but supply chain operate by experience or verbal agreement 没有明确的书面供应链服务协议，但有口头协议根据以往经验处理Has written service level agreement with both customer and supplier. And some key data (Leadtime, MoQ) is input to ERP 同主要客户及供应商有明确的供应链服务协议。其中一部分关键数据(LT,MoQ)已被输入ERP。Service level agreement is monitored and reviewed periodically. And look for improvement continuously 供应链服务水平协议会被定期回顾与更新， 并将寻求持续改进。Give attention to service level to end customer and work with your customer (dealer, distributor, retailor) to improve together 关注对于最终客户的服务，并同你的客户(如批发商，零售商等）一起努力进行改善。Supply Chain Planning 供应链计划19. S&OP 产销协同计划No any process to review and synchronize mid term (e.g. N+2 to N+12) sales or demand forecast with operation plan 没有任何流程去关注中期(例如N+2到N+12个月)的销售或需求预测并讨论如何同步生产运营计划Mid term (e.g. N+2 to N+12) sales fcst info are shared cross dept but without meeting to review and discuss solution. 中期(例如N+2到N+12个月)的销售或需求计划被分享至各个相关部门，但没有相关会议和方案讨论。There is montly S&OP meeting with different functions joined to discuss mid term (e.g. N+2 to N+12) sales or demand fcst and operation issues 有月度S&OP产销协同计划会议，相关部门参加并讨论中期(例如N+2到N+12个月)销售或需求计划及其相关的生产供应问题Has formal S&OP process and fixed schedule of meetings and tasks from porfolio alignment, demand planning, supply planning till pre-S&OP and final S&OP meeting. GM or high level managers attend final S&OP meetings to make decision. 有正式的产销协同计划(S&OP)流程及任务(分为产品周期进度，需求预测，供应计划，S&OP准备会议，及最终S&OP会议)。有总经理或管理高层参加最终S&OP会议并作出决策。S&OP is extend to key customer and supply side with collaboration mechanisum arranged 产销协同计划流程(S&OP) 包括了同主要客户及供应商的分享，互动与协作。20. Planning System 计划系统Spreadsheet 用Excel做计划Plan is made by spreadsheet and input into ERP for execution 先用Excel做计划，然后输入ERP执行MRP is used in ERP to deploy supply planning and guide procurement 使用ERP中的物料计划(MRP)来施展生产计划并制定采购计划Demand and supply planning are mainly done in ERP with linkage to each other 需求和供应计划都主要在ERP中进行，并相互关联Advanced planning and scheduling is used to optimize multi-plant planning and constraint, which is also support scenario simulation and integration with business plan 通过使用高级排程计划系统支持多工厂和供应链节点整体计划及瓶颈优化，并支持多种假设模拟和同业务计划整合等Source 采购21. Source Plan 采购计划的产生Source(Procurement) plan follows with budget 采购计划是根据预算进行的Source(Procurement) plan is derived from master production scheduling (MPS) or material requirment planning (MRP) monthly 采购计划是每月根据主生产计划(MPS)或物料计划(MRP)而制定的Source(Procurement) plan is derived from master production scheduling (MPS) weekly and taking deamnd, inventory and leadtime into consideration via MRP's assistant. 采购计划是每周根据主生产计划(MPS)以及物料计划(MRP)并考虑了需求，库存及采购周期等因素而制定出的。Critical material's supply will be first evaluated in master production scheduling (MPS) stage. Then source (Procurement) plan will be drived from MPS release and MRP's deployment weekly. 在每周主生产计划制定阶段先对关键物料的供给进行评估，作出必要调整后再进行物料计划以形成采购计划Souce(Procurement) plan is synchronized and optimized in real time with production plan. Supplier has the visiliby of business source (procurement) and closely involved to deploy it to their production scheduling or solve supply issues actively. 采购计划同生产计划保持实时的同步与协同。供应商能实时的了解到最新的供应计划变动，并快速调整他们的生产及供应计划以帮助解决供应问题。Not applicable to business 此题不适用本公司业务22. Source Plan Scope 采购计划范畴Send PO only to supplier without info about future demand 除了采购订单PO外，没有给供应商未来采购需求预测On top of PO, also send monthly forecast to key suppliers 除了采购订单PO外，每月还会将未来采购需求预测给到主要供应商Send monthly or weekly forecast to key suppliers who will give feedback within few days 每月将未来采购需求预测给到主要供应商，供应商在几天内将回复Share future forecast or updates to key suppliers timely and have regular meeting to review issues or potential risk and look for adjustment or solutions together. 会及时的将未来采购需求预测或更新及时的向主要供应商分享，并且双方有固定的会议来讨论问题评估风险以及共同制定解决方案。Supplier's supply chain configuration, capacity, leadtime and inventories are planned in advance to align with business' S&OP process and allow dynamic optimization 供应商端的供应链配置，产能，交货期及库存水平等的设定将和我们的S&OP相保持一致，并随着后续的变化而做出适当的优化和调整。Not applicable to business 此题不适用本公司业务23. Source Plan Cycle 采购计划循环PO(PR) is manually calculated 采购订单PO或采购申请PR是手工计算得出的PO(PR) is created through MRP by taking demand, inventory and leadtime into account. PO is sent to supplier with proper authorization & approval process. 采购订单PO或采购申请PR是通过MRP，考虑了需求，库存，交货期等因素综合计算得出的。PO在发给供应商之前有相应的授权审批流程。PO confirmation from supplier is updated into ERP. PO confirmation late (confirmed delivery late is later than request date) and delivery late (actual delivery date is later than confirmed delivery date) will be reviewed and corrective actions will be taken. 供应商对采购订单PO的交期回复会被更新至ERP。采购订单PO的回复交期晚和实际交期晚都得到了重视，并同供应商讨论改善措施。Keep flexibility for both customer and supplier to discuss PO adjustment requests. Supplier is managed to proactively alert you the possible delay of PO and their alternative solution advices 供应商和本公司都可以提出针对采购订单调整的要求并协商。供应商会主动告知可能存在的交货风险及备选解决方案。Have advanced supply or stock program arranged with suppliers in terms of both physical logistics and real time visibility of demand and inventory level e.g. VMI, JIT 和供应商有深入的供应链合作方式，可能包括了物流，仓储以及需求及库存的数据共享等一整套方案。例如VMI，JITNot applicable to business 此题不适用本公司业务24. Supplier Performance Measurement 供应商绩效考核Supplier delivery performance (e.g on time delivery, leadtime etc.) is not measured 没有对供应商的绩效(例如：交货准确率，交货周期等)进行考核Supplier delivery performance (e.g on time delivery, leadtime etc.) is measured, but not aligned with supplier 对供应商进行绩效考核(例如：交货准确率，交货周期等)，但并未与供应商共同进行讨论。Supplier delivery performance is measured and aligned with supplier. A balanced scorecard is used to record supplier performance from various aspects (e.g. Supply Chain, Quality, Research, Support etc.) 对供应商进行绩效考核并共同进行讨论。供应商的绩效是包括了几个方面的综合绩效(比如：供应链，质量，研发, 支持等)Supplier performance is reviewed regularly. Analysis and corrective actions will be conducted for gaps against target. 供应商的绩效考核是定期进行的，对于低于目标的成绩将会进行分析并采取改进措施。Joint efforts with supplier will be made to improve supply chain performance or cost optimization along the chain, could even extend to 2nd tier supplier or end customer 同供应商联手，共同改进整个供应链的绩效以及成本优化，以致进一步将改进延生到二级供应商或最终客户Not applicable to business 此题不适用本公司业务25. Source Plan Execution 采购计划执行Just send PO/Fcst or their adjustment to suppliers. Not follow up with supplier unless encounter trouble or issues. 仅将采购订单及采购预测发给供应商而没有任何跟进，除非等到出现问题。Keep close communication and follow up with supplier on PO/Fcst or their adjustment by manual way 会密切的跟进供应商采购订单及采购预测的执行与相应的调整。Keep close communication and follow up with supplier on PO/Fcst or their adjustment by manual way. And also keep these info updated into ERP timely. 会持续的与供应商保持沟通并密切关注采购订单及采购预测的执行与调整。并且及时的将信息通过手动方式更新入ERP系统中。ERP could generate ‘exception report’ according to latest demand and PO status, which alert gaps and propose PO/Fcst adjustment for planners. These proposals will be reviewed and analyzed or adjusted before sending to suppliers. ERP系统会根据需求及采购订单最新状态而生成差异报表，提示和建议计划员应对采购订单和采购预测做出哪些调整。经过计划员的判断分析或调整后再发送给供应商。EDI are used to synchronize PO/Fcst and their adjustment with supplier timely and also intelligently which is based on mutual agreed terms and settings. 通过EDI与ERP互联，与供应商快速同步采购订单，采购预测以及调整的信息。并且基于同供应商的共同协议和设定，实现系统自动智能响应部分调整。Not applicable to business 此题不适用本公司业务Make 制造26. S&OP Supply Planning 产销协同计划S&OP中的供应计划There is no any process to take care of mid term (e.g N+2 to N+12month) production planning 没有制定针对中期的(例如N+2到N+12个月)的生产计划There is process to take care of mid term (e.g N+2 to N+12month), but not formal and not aligned cross dept 目前有针对中期(例如N+2到N+12个月)的生产计划，但并没有正式的流程且没有和各部分协同There is S&OP to take care of mid term production planning, but do not check possible supply bottleneck in capacity and material 产销协同计划S&OP关注并制定了中期生产计划，但并没有去检查可能存在的材料及产能瓶颈。S&OP process check supply planning for possible material and capacity constraint with proper adjustment or actions defined 产销协同计划S&OP关注并制定了中期生产计划，并检查了可能存在的材料及产能瓶颈，及做出了相应调整或行动计划S&OP process keep aligned supply planning with supplier as well as checking possible material and capacity constraint with proper adjustment or actions defined 产销协同计划S&OP同供应商就中期计划进行了沟通，并检查了可能存在的材料及产能瓶颈，及做出了相应调整或行动计划Not applicable to business 此题不适用本公司业务27. MPS 主生产计划No master production scheduling (MPS). Only has production planning which follows with budget or wait till customer orders without capacity regular check and update afterwards 没有主生产计划。生产计划是直接根据预算开展的或是根据客户订单开展的，没有定期的产能更新和检查Master production scheduling follows with customer forecast or orders then deploy to production and material with MRP like calculation manually 主生产计划根据客户的订单或预测进行制定，而后具体的生产计划和物料需求是手工模拟MRP计算得出的Monthly or weekly master production scheduling (MPS) is conducted first with rough cut capacity planning (RCCP) and critical material check by spreadsheet. Detail production schedule follows MPS and draw further detail. 每月或每周先进行主生产计划MPS，通过手工计算把产能与关键瓶颈物料考虑在内, 而后再细化到具体的生产计划。MPS is closely linked with the output of S&OP. MPS and RCCP are conducted weekly with ERP's assistant. The result of MPS could generate ATP to guide order confirmation and detail production planning as well 主生产计划同S&OP的结果保持一致。并在ERP的帮助下每周对于主生产计划MPS及粗能力计划RCCP进行更新和修正。主生产计划的结果将产生ATP以帮助客户订单的交期确认以及指导具体生产计划。Advanced planning and scheduling is used to handle multi-plant planning as well as constraint optimization 通过使用高级排程计划系统来制定多工厂和供应链节点整体计划及瓶颈优化。Not applicable to business 此题不适用本公司业务28. Production Execution 生产执行No formal procedure to manage and follow production execution details till its production finished and goods arrive warehouse 没有正式的工作流程来管理生产的执行，只有生产和仓库间的物料交接管理Planning and Production depart will check and communicate shop floor production execution status in adhoc situation 生产和计划部门根据需要和具体情况来沟通某些生产执行状况。Planning monitor and control production activities closely with production dept's support on providing weekly/daily report in spreadsheet. 计划会密切关注和控制生产状况，同时生产部门会定期提供手工周报表/日报表。Production status and results are updated into ERP after each shift and planning could monitor and control progress through ERP reports and could adjust production planning as needed 生产状况会在每个班次后被更新在ERP中，计划可以通过ERP报表及时了解情况并在需要时对计划作出调整决定MES (Manufacturing Execution System) is in place to monitor production progress in real time and planning could adjust or optimize plan with ERP or advanced planning system as needed. 通过使用生产执行系统MES来实时了解生产情况，并可以在ERP 或高级排程系统APS的帮助下对于后续的计划进行及时的调整和优化Not applicable to business 此题不适用本公司业务29. Production Scheduling 生产计划Shop floor production schedule is arranged by production dept which is not always consistant with productin master planning (MPS) from planner 产线生产计划由生产部门自行安排，但并不能始终和主生产计划保持一致Shop floor production schedule is frozen for long time (e.g. over 1 month) to achive high utilization and less production cost, but cannot meet customer's expectation for flexibility 产线生产计划有很长的固定期(例如超过1个月)，以确保产线的高效率和低成本，但灵活度不能满足客户的要求Shop floor production schedule takes into account all detail of production line e.g. batch size, start up time, cycle time, machine resources and staffing etc. And, frozen period is less than 1month 产线生产计划考虑到了各种生产细节，例如：批量，启动时间，生产周期，机器有效产能及人工等。计划的固定期则短于一个月。Shop floor production schedule closely linked with MPS and MRP and Frozen period is shorten to minimum level (e.g 1week) 产线生产计划和主生产计划MPS及MRP保持一致。且计划固定期控制到最短(例如：一周)Advanced planning and scheduling is used to adapt production schedule quickly with demand. Shop floor production schedule be released in few days or even in few hours pulled by demand under JIT. 使用高级排程计划系统快速平衡生产计划和客户需求。产线生产计划提前几天甚至几个小时前随准时生产制(JIT)由需求拉动Not applicable to business 此题不适用本公司业务30. Production Master Data 生产主数据Advanced planning and scheduling is used to adapt production schedule quickly with demand. Shop floor production schedule be released in few days or even in few hours pulled by demand under JIT. 使用高级排程计划系统快速平衡生产计划和客户需求。产线生产计划提前几天甚至几个小时前随准时生产制(JIT)由需求拉动BOM and Routing (SOP) is in ERP but a lot error, Production and Planning will take it as reference but does not always follow with it. BOM和Routing(SOP)记录在ERP中，但很不准确。生产部和计划部门对系统信息进行参考但不依靠它来执行生产BOM and Routing is in ERP but some error. There is procedure to correct and update them in ERP. However, for some urgent orders, Production and Planning may usually adjust it themselves or excute by their own judgment. BOM和Routing都记录在ERP系统中，但也有一些错误。正规而言，有流程规定如何进行更新。但对于客户的急单，往往生产或计划会先根据经验自行调整物料或采用新的生产工艺。BOM and Routing (SOP) is strictly managed and followed with formal procedure. Changes are managed by ECN process without exception. BOM和Routing被严格的程序进行管理和执行。任何工程更改都必须经过ECN流程的批准。Has formal procedure defined owner and process of data creation and modification. Also company will conduct audit on data management regularly. Team proactively identify issues or potential risk with solution to prevent them in future. 有正式的流程规定了数据的负责人及数据建立与修改的流程。并且公司会定期对整个数据管理进行审核。团队会主动发现问题和潜在风险并采取相应措施。Not applicable to business 此题不适用本公司业务31. Inventory Management 库存管理Inventory is not measured and reviewed regularly 没有定期的库存统计与分析Inventory is measured and reviewed regularly against target 有定期的库存统计与分析，且有明确的目标Inventory is measured, reviewed and analyzed regularly with action taken on issues (e.g. slow moving and aging stock) 有定期的库存统计和分析，并对库存问题采取相应的行动Inventory is planned, reviewed and analyzed (e.g. ABC classification) with forward looking against future demand (e.g. has linkage with S&OP). Inventory mgt is part of planning strategy and keep aligned with supply chain configuration and settings. 会根据未来需求情况(例如和S&OP相联系),对库存水平进行提前规划，分析和研究(例如：ABC分类等)。与计划策略和供应配置保持一致与同步更新。Inventory strategy for multi-site and multi-stage is aligned with supply chain strategy. Has advanced stock program with suppliers and customers (e.g. VMI). A continuous improvement is conducted to fix root cause of issues. 多级供应链及环节的库存策略始终和总体供应链策略保持相一致。和客户或供应商有深入的库存合作协议(例如:VMI)。且有持续改善的机制去解决库存问题背后的根本原因。Not applicable to business 此题不适用本公司业务Deliver 交货32. Demand Forecast 需求预测No formal demand forecast process 没有正式的需求预测流程Demand forecast is made monthly in spreadsheet at family level by taking budget or history or sales suggestion as major source. 每月的需求预测是手工在Excel完成的，主要依据历史数据和年度预算或者销售意见，并且需求制定在产品组层面。Demand forecast is made monthly in spreadsheet at SKU level by using advanced statistics methods. Forecast accuracy is measured. Sales and Marketing has some involvement. 每月的需求预测是手工在Excel完成的，采用了多种高级统计模型，并且需求制定在SKU层面。开始计算需求预测的准确度。销售和市场部有部分参与需求预测的制定。Demand forecast is made monthly and updated in weekly base. Use ERP tools to assist forecasting. Different forecasting methods (quantative or qualitaive) is used or mixed to fit different product or customers. Supply chain and sales/marketing closely cooperate on this task and fcst accuacy as KPI is jointly shared. 需求预测是在ERP系统工具的帮助下每月制定，再加上每周补充更新。多种需求预测方法(定量分析和定性分析)会根据具体产品线或客户加以配合使用。供应链同销售及市场部密切合作并分享预测准确度作为他们业绩考核指标之一。Demand forecast is made jointly with partners or key customers with visibilty to end customers and stock level on pipeline. ERP is linked with customers via EDI to enable quick info sharing and collaboration. 需求预测会同合作伙伴或主要客户一起完成，以搞清楚最终客户的需求及供应链条上各中间环节上的库存。 ERP系统也和客户相连促进信息的及时分享和协作。Not applicable to business 此题不适用本公司业务33. 分销计划(DRP)Distribution replenishment planning follows budget or annual sales target 分销计划(DRP)的制定主要依据销售指标和年度预算。Distribution requirement planning is requested by downstream stock location or subsidary by considering demand and order status 分销计划(DRP)主要由下游库存点或分销公司提出并结合对于订单水平和未来需求的判断。Distribution requirement planning is made centrally by taking advices from downstream stock location or subsidary. 分销计划(DRP)是由公司统一制定，并参考下游库存点或分销公司的意见。Distribution requirement planning is made centrally in ERP, all inputs about inventory, demand, orders, leadtime are all updated timely in ERP. 分销计划(DRP)是在ERP系统的支持下由公司统一制定，所有的库存，需求，订单，交期等因素都被及时更新在ERP系统中。Distribution requirement planning is extended and collaborated with partners or key customers (e.g. VMI). Planning will monitor, coordinate and solve exceptions with downstream partners or customers. 分销计划(DRP)也拓展到合作伙伴及主要客户端，由双方协作共同完成(例如：CPFR,VMI)。计划部门将关注执行过程中遇到的问题，并协调伙伴及客户解决问题。Not applicable to business 此题不适用本公司业务34. Customer Service 客户服务Customer service performance is not measured 没有对客户服务水平的绩效考核Customer service performance is measured, but not aligned with customer 对客户服务进行绩效考核，但并未得到客户的认可。Customer service performance is measured and its methodology is aligned with customer requirement on delivery. Target is clearly set and deployed to supply chain team 对客户服务进行绩效考核,并且方法和客户对于交货的要求相一致。有明确的客户服务绩效目标并传达到供应链团队。Customer service performance is reviewed regularly with customers and corrective actions will be assigned for gaps 对客户服务的绩效考核是定期进行的，对于低于目标的成绩将会进行分析并采取改进措施。Joint efforts will be made with customer to improve service to customer or cost optimization along the chain, could even extend to end customer 同客户联手，共同改进服务水平以及成本优化，以致进一步改进对于最终客户的服务Not applicable to business 此题不适用本公司业务35. SO Processing 销售订单管理Sales order is manually processed (reviewed, approved, confirmed till delivery and closed) 销售订单是手工管理的包括收单，审单，确认，发货，发票等Sales order is manually processed. And delivery confirmation is based on assumption(e.g. offered standard Leadtime) or checked with planning. 销售订单是手工管理的。订单的交期确认是根据既定的规则(例如：标准交货期)或每次由计划部门提供交期。Sales order is entered into ERP, after planning evaluation (capacity and material) then give confirmation 销售订单被输入ERP系统，由计划部门评估之后(产能和物料)提供交货期的确认。Major sales orders could be confirmed in ERP automatically and immediately against Available to promise (ATP) which is the result of demand planning and MPS. 大部分销售订单可以通过预先准备好的ATP，由系统自动和快速的确认交货期。 ATP是根据需求计划及主生产计划得出的。Advanced stock program (VMI, JIT) are used and have EDI linkage with customer to enable quick demand and supply info alignment 和客户有VMI或JIT项目的合作，并通过EDI使双方系统互连，从而快速传递和处理需求和供应信息。Not applicable to business 此题不适用本公司业务36. Distribution 发货Shipping document is made when goods load into truck. No shipping schedule made in advance 发货文件是根据装车情况而做的。没有提前的发货安排。Trucks and shipping follows shipping schedule in advance. Shipping document is manually prepared. 装车和运输是根据提前发货计划安排的。发货文件是手工完成的。Shipping schedule is reliable and instruction is given through ERP. Shipping progress (responsibility defined by incoterm) is followed and monitored 发货计划是由ERP系统制定的而且是可靠的。运输的进程(根据约定的贸易条款责任)将会得到关注和跟踪。Advance shipping notice could be generated from ERP and shared to customer. ERP系统会生成预先发货通知ASN，然后发给客户。ASN, shipping progress and customer good receipt is monitored with full visibility and real time shared to customer through EDI. 预先发货通知ASN, 运输进程及客户收货情况都能够实时全程的被双方了解。Not applicable to business 此题不适用本公司业务37. Warehouse 仓库Stock bin location is not in ERP, need manually find goods location 仓库库位信息不在ERP系统中，需要手工查询Stock management is in ERP and there is clear dispatching rule (e.g. FIFO) defined and executed. 仓库管理使用ERP系统，有明确的出库规则(例如：先进先出) 并且被严格执行。Warehouse inbound or outbound time is has clear target (e.g 24hrs) ERP system could guide the location and sequence of picking. Stock cycle counting are conducted reguarly with accuracy above 98% 仓库的进仓和出仓时间有明确的目标(例如：24小时)。ERP系统会指导拣货员货物的位置和拣选的次序。仓库的盘点会按计划定期执行，且准确率在98%以上。Barcodes are used to identify goods from receipt and store goods with dynamic location assignment. 仓库使用扫描条形码来确认货物，且上架可以选取随机动态库位。RFID, ASRS or other automated system are used to handle goods efficiently as well as offer visibility to business and customers timely. 仓库管理使用了如无线射频技术RFID，自动货架设备等自动仓储设备，从而提高了效率和数据的及时分享。Not applicable to business 此题不适用本公司业务Enabler and Competence Management 能力建设38. Competency and Training 能力和培训There is no supply chain training program arranged 没有供应链培训计划There is some supply chain training program arranged, but as adhoc without clear schedule and content designed in advance 有一些供应链培训安排，主要根据情况适时安排，但没有一个明确的规划设计Supply chain training program are scheduled and content designed in advance with clear target 供应链培训计划和内容都经过提前规划和设计，而且有明确的目标。Supply chain compentency are listed for each supply chain role and staffs are evaluated. Supply chain training program is aligned with it. 制定了供应链每个职位所需的技能要求, 而且供应链员工都进行了评估。培训计划和内容会与其相应的保持一致。Supply chain compentency, people career development and supply chain training program are all aligned and matched with supply chain and business strategy. 供应链技能评估，员工个人职业发展及供应链培训计划之间互相结合，并且同供应链及公司发展策略相一致。Comment or Remarks 建议和说明39. Before completing this survey, you are welcomed to leave your comment, suggestion or questions 在此次问卷结束之前，欢迎您留下宝贵的说明，建议或问题 提交成功！
Supply Chain Management Process Survey Tool 供应链管理流程综合问卷 (双语版) Thanks for taking this Supply Chain Management Process Survey. It's innovated by DRiSCM Consulting and Demand Chain Institute, who is the first domestic demand management research center in China and is committed to research and development in demand chain management process, technology and enterprise application. This process survey tool (PST) contains 12 reference info and 26 supply chain questions, which is to help company to position its supply chain managment and take reference to maturity level. The answers are designed in incremental from low to high level. Please select the highest level your supply chain fit in without violating any lower level. You need about 20-30min to accomplish the survey. In case you encountered any questions or look for further explanation and support, pls feel free to contact us. Telephone: 021-20225200， Email: info@demand-chain.org.cn This survey content is the intellectual property owned by DRiSCM. It could only be used with invitation or authorization. 感谢参与供应链管理流程综合问卷。此问卷由上海达睿供应链管理咨询有限公司开发。达睿和达睿需求链研究院是国内首个跨学科的产、学、研联盟平台上的一流的供应链计划管理研究平台，致力于需求链管理模式、技术、方法和企业应用研究，并通过行业实施进一步推广和完善，最终形成基于需求驱动为核心的供应链计划体系优化管理整体解决方案。 本问卷设置了12个基本信息和26个供应链问题，每个问题设置了5个选项，依次由低到高代表了不同的供应链管理水平。请选择最符合贵公司供应链现状的选项（且较低选项都已达到）。通过回答能帮助您汇总贵公司目前的供应链管理的基本现状，同时也帮助您梳理管理思路，拓展管理视角。需要您大约花费 20-30分钟时间去完成。如在答题过程中有任何问题，或者希望得到解释和帮助，请与我们联系。电话：021-20225200， Email: info@demand-chain.org.cn 达睿供应链管理咨询拥有本问卷内容的知识产权。只有在被邀请或授权的情况下才能使用。 Basic Info 基本信息1. Name 姓名2. Company or Business (The scope of this survey) 公司(针对此次调研的范围，如xx公司中国区家电事业部）3. Position 职位4. Company Telephone 公司电话5. Mobile Phone 手机6. Email Address 联系邮箱7. Industry 公司行业：Automotive 汽车Chemistry and Material 化工及材料e-Commerce 电子商务Electronics/Semiconductors/Hi-Tech 电子,半导体及高科技FMCG 快速消费品Fashion 时尚Healthcare 医疗Infrastructure and Facilities 基础建设及实业(电力，电信，建筑等）Machinery 设备制造Pharmaceuticals 制药Retail and Trade 零售及批发Others 其他8. Ownership 公司所有制：Foreign Invested/Cooperated 外资（独资和合资）China Private Owned 民营China Stated Owned 国有9. Type of major products 主要产品类型：Standard 标准Customerized 客户定制Project and Configured 项目配置型10. Number of Distribution Center 分销中心数量：01-23-56-1011-15>1511. Number of Factory 生产工厂数量 ：01-23-56-1011-15>1512. Active SKU in recent 1 year (FG,SFG,Material) 一年内有活动的SKU数量(包括所有成品，半成品，材料）：<500500-20002000-50005000-10000>10000Supply Chain Strategy and Configuration 供应链策略及配置13. Supply Chain Strategy 供应链策略No supply chain strategy 没有制定针对供应链的策略Supply chain strategy is not documented but known by high level managers 管理层制定过供应链策略但并没有明确的形成文件Supply chain strategy is clearly stated and communicated to supply chain organization 有明确的供应链策略且在供应链部门内做过沟通Most of supply chain colleagues can describe supply chain strategy and this year's direction and target 大部分供应链的员工都能在不加提醒的情况下描述出供应链策略及今年供应链的主要目标和方向Supply chain strategy is communicated and aligned with key dealers, customers or strategic supplier partners at proper level 和主要客户及供应商战略合作伙伴就相关供应链策略及方向进行沟通和相互配合14. Supply Chain Performance Measurement 供应链绩效考核There are no supply chain performance measurement 没有针对供应链的绩效考核Measure supply chain performance for delivery and inventory, but without clear target set 考核供应链的准时交货率及库存水平，但没有明确的目标设定Measure supply chain performance with clear target set at beginning of year and monitor gaps regularly. BBS of company captures at least one SCM KPI 在年初就确定了今年的供应链绩效考核的目标，且定期跟踪实际表现与目标的差距。公司层面的绩效考核指标中包含了至少一个供应链绩效指标Supply chain performance covers at least 3 aspects out of Realiability, Responsiveness, Agility, Supply Chain Cost and Assets Unitilization. And also aligned and supported by other depts 供应链绩效考核指标至少涵盖了“可靠度，响应速度，弹性，成本，资产利用率" 中的3个。 而且供应链的考核指标也得到了其他部门认可和支持Some supply chain performance are reviewed with key customers and suppliers regularly with corrective actions followed 供应链指标中涉及主要客户及供应商战略合作伙伴的，会同他们通过固定的会议定期商议并共同制定改善方案15. Supply Chain Improvement 供应链持续改善No improvement plan or actions, staffs solve issues with their used way of working and experiences 没有供应链改善计划和行动，员工根据经验和习惯来解决问题No improvement plan in advance but with adhoc improvement actions to solve issues and improve process 没有事先制定好的供应链改善计划，但根据实际情况进行改善措施并改进业务流程Has clear improvement plan in advance and actions, which is mainly within supply chain department 有明确的供应链改善计划，改善主要针对于供应链内部Has clear improvement plan which is aligned with business and supply chain strategy. Actions are taken by cross function team jointly with continuous monitoring and improvement (PDCA) 有明确的供应链改善计划，并同公司及供应链策略相一致。 改善行动有多部门配合并进行持续的关注和改善(PDCA)。Improvement extended to customer and supplier side with joint cooperation and collaboration 供应链改善拓展到客户及供应商，联合进行合作和协同16. Supply Chain Organization 供应链组织No formal and independent supply chain organization 没有正式和独立的供应链组织/部门Independent supply chain organization, but without clear job description and process 有独立的供应链组织/部门, 但没有成文的工作描述及业务流程Formal supply chain organization, with clear procedure and SOP aliged with each depts to guide daily work 有独立的供应链组织/部门，并且有明确成文的工作流程及作业指导书来规范日常工作An integrated Supply Chain organization (with same leaders) covers both industrial(factories) and commerical(Sales) part 有端到端整合的供应链组织，有统一的供应链领导管理市场/销售端和工厂供应端的供应链Has joint task force as regular setting with key customer or suppliers to accomplish colloboration tasks (e.g CPFR) or improvement projects for mutual benefits 同主要客户或供应商战略合作伙伴有常设的工作小组，来完成协作任务及改进项目17. Supply Chain Configuration 供应链配置Supply chain is reacted against customer order or follows with budget 供应链在收到客户订单后才开始考虑如何安排或根据既定的预算来安排Supply chain use single supply approach (MTO, MTS or ETO) for all products and customers 供应链对于所有客户和产品都采用一种供给方式(MTO,MTS 或ETO)Supply chain use one supply approach (MTO, MTS or ETO) as default and could use other approach for special product or key customers with managers' approval 供应链采用一种供应方式为主(MTO,MTS or ETO), 但对于特殊产品或重要客户根据经理的批示可以采用其他供应方式。supply chain is configured to use mixed supply approah to fit different product and customers, which could be explained by a supply chain strategy and also linked to business strategy 供应链将区分不同产品及客户，而采用不同的供应方式。这种区分方式将根据供应链策略而制定，并且同公司战略所一致。Supply chain configuration considered and aligned with customer and supplier's supply chain needs and capability. Service and liability terms are documented. 供应链配置方案的制定考虑到了主要客户及供应商战略合作伙伴的需求及他们的供应链能力，并同他们达成一致，以书面形式记录服务水平及权责划分。18. Service Level 服务水平No service level agreement with customer or supplier, it's case by case. 同主要客户及供应商没有供应链服务协议，根据每个订单单独处理No written service level agreement with customer or supplier, but supply chain operate by experience or verbal agreement 没有明确的书面供应链服务协议，但有口头协议根据以往经验处理Has written service level agreement with both customer and supplier. And some key data (Leadtime, MoQ) is input to ERP 同主要客户及供应商有明确的供应链服务协议。其中一部分关键数据(LT,MoQ)已被输入ERP。Service level agreement is monitored and reviewed periodically. And look for improvement continuously 供应链服务水平协议会被定期回顾与更新， 并将寻求持续改进。Give attention to service level to end customer and work with your customer (dealer, distributor, retailor) to improve together 关注对于最终客户的服务，并同你的客户(如批发商，零售商等）一起努力进行改善。Supply Chain Planning 供应链计划19. S&OP 产销协同计划No any process to review and synchronize mid term (e.g. N+2 to N+12) sales or demand forecast with operation plan 没有任何流程去关注中期(例如N+2到N+12个月)的销售或需求预测并讨论如何同步生产运营计划Mid term (e.g. N+2 to N+12) sales fcst info are shared cross dept but without meeting to review and discuss solution. 中期(例如N+2到N+12个月)的销售或需求计划被分享至各个相关部门，但没有相关会议和方案讨论。There is montly S&OP meeting with different functions joined to discuss mid term (e.g. N+2 to N+12) sales or demand fcst and operation issues 有月度S&OP产销协同计划会议，相关部门参加并讨论中期(例如N+2到N+12个月)销售或需求计划及其相关的生产供应问题Has formal S&OP process and fixed schedule of meetings and tasks from porfolio alignment, demand planning, supply planning till pre-S&OP and final S&OP meeting. GM or high level managers attend final S&OP meetings to make decision. 有正式的产销协同计划(S&OP)流程及任务(分为产品周期进度，需求预测，供应计划，S&OP准备会议，及最终S&OP会议)。有总经理或管理高层参加最终S&OP会议并作出决策。S&OP is extend to key customer and supply side with collaboration mechanisum arranged 产销协同计划流程(S&OP) 包括了同主要客户及供应商的分享，互动与协作。20. Planning System 计划系统Spreadsheet 用Excel做计划Plan is made by spreadsheet and input into ERP for execution 先用Excel做计划，然后输入ERP执行MRP is used in ERP to deploy supply planning and guide procurement 使用ERP中的物料计划(MRP)来施展生产计划并制定采购计划Demand and supply planning are mainly done in ERP with linkage to each other 需求和供应计划都主要在ERP中进行，并相互关联Advanced planning and scheduling is used to optimize multi-plant planning and constraint, which is also support scenario simulation and integration with business plan 通过使用高级排程计划系统支持多工厂和供应链节点整体计划及瓶颈优化，并支持多种假设模拟和同业务计划整合等Source 采购21. Source Plan 采购计划的产生Source(Procurement) plan follows with budget 采购计划是根据预算进行的Source(Procurement) plan is derived from master production scheduling (MPS) or material requirment planning (MRP) monthly 采购计划是每月根据主生产计划(MPS)或物料计划(MRP)而制定的Source(Procurement) plan is derived from master production scheduling (MPS) weekly and taking deamnd, inventory and leadtime into consideration via MRP's assistant. 采购计划是每周根据主生产计划(MPS)以及物料计划(MRP)并考虑了需求，库存及采购周期等因素而制定出的。Critical material's supply will be first evaluated in master production scheduling (MPS) stage. Then source (Procurement) plan will be drived from MPS release and MRP's deployment weekly. 在每周主生产计划制定阶段先对关键物料的供给进行评估，作出必要调整后再进行物料计划以形成采购计划Souce(Procurement) plan is synchronized and optimized in real time with production plan. Supplier has the visiliby of business source (procurement) and closely involved to deploy it to their production scheduling or solve supply issues actively. 采购计划同生产计划保持实时的同步与协同。供应商能实时的了解到最新的供应计划变动，并快速调整他们的生产及供应计划以帮助解决供应问题。Not applicable to business 此题不适用本公司业务22. Source Plan Scope 采购计划范畴Send PO only to supplier without info about future demand 除了采购订单PO外，没有给供应商未来采购需求预测On top of PO, also send monthly forecast to key suppliers 除了采购订单PO外，每月还会将未来采购需求预测给到主要供应商Send monthly or weekly forecast to key suppliers who will give feedback within few days 每月将未来采购需求预测给到主要供应商，供应商在几天内将回复Share future forecast or updates to key suppliers timely and have regular meeting to review issues or potential risk and look for adjustment or solutions together. 会及时的将未来采购需求预测或更新及时的向主要供应商分享，并且双方有固定的会议来讨论问题评估风险以及共同制定解决方案。Supplier's supply chain configuration, capacity, leadtime and inventories are planned in advance to align with business' S&OP process and allow dynamic optimization 供应商端的供应链配置，产能，交货期及库存水平等的设定将和我们的S&OP相保持一致，并随着后续的变化而做出适当的优化和调整。Not applicable to business 此题不适用本公司业务23. Source Plan Cycle 采购计划循环PO(PR) is manually calculated 采购订单PO或采购申请PR是手工计算得出的PO(PR) is created through MRP by taking demand, inventory and leadtime into account. PO is sent to supplier with proper authorization & approval process. 采购订单PO或采购申请PR是通过MRP，考虑了需求，库存，交货期等因素综合计算得出的。PO在发给供应商之前有相应的授权审批流程。PO confirmation from supplier is updated into ERP. PO confirmation late (confirmed delivery late is later than request date) and delivery late (actual delivery date is later than confirmed delivery date) will be reviewed and corrective actions will be taken. 供应商对采购订单PO的交期回复会被更新至ERP。采购订单PO的回复交期晚和实际交期晚都得到了重视，并同供应商讨论改善措施。Keep flexibility for both customer and supplier to discuss PO adjustment requests. Supplier is managed to proactively alert you the possible delay of PO and their alternative solution advices 供应商和本公司都可以提出针对采购订单调整的要求并协商。供应商会主动告知可能存在的交货风险及备选解决方案。Have advanced supply or stock program arranged with suppliers in terms of both physical logistics and real time visibility of demand and inventory level e.g. VMI, JIT 和供应商有深入的供应链合作方式，可能包括了物流，仓储以及需求及库存的数据共享等一整套方案。例如VMI，JITNot applicable to business 此题不适用本公司业务24. Supplier Performance Measurement 供应商绩效考核Supplier delivery performance (e.g on time delivery, leadtime etc.) is not measured 没有对供应商的绩效(例如：交货准确率，交货周期等)进行考核Supplier delivery performance (e.g on time delivery, leadtime etc.) is measured, but not aligned with supplier 对供应商进行绩效考核(例如：交货准确率，交货周期等)，但并未与供应商共同进行讨论。Supplier delivery performance is measured and aligned with supplier. A balanced scorecard is used to record supplier performance from various aspects (e.g. Supply Chain, Quality, Research, Support etc.) 对供应商进行绩效考核并共同进行讨论。供应商的绩效是包括了几个方面的综合绩效(比如：供应链，质量，研发, 支持等)Supplier performance is reviewed regularly. Analysis and corrective actions will be conducted for gaps against target. 供应商的绩效考核是定期进行的，对于低于目标的成绩将会进行分析并采取改进措施。Joint efforts with supplier will be made to improve supply chain performance or cost optimization along the chain, could even extend to 2nd tier supplier or end customer 同供应商联手，共同改进整个供应链的绩效以及成本优化，以致进一步将改进延生到二级供应商或最终客户Not applicable to business 此题不适用本公司业务25. Source Plan Execution 采购计划执行Just send PO/Fcst or their adjustment to suppliers. Not follow up with supplier unless encounter trouble or issues. 仅将采购订单及采购预测发给供应商而没有任何跟进，除非等到出现问题。Keep close communication and follow up with supplier on PO/Fcst or their adjustment by manual way 会密切的跟进供应商采购订单及采购预测的执行与相应的调整。Keep close communication and follow up with supplier on PO/Fcst or their adjustment by manual way. And also keep these info updated into ERP timely. 会持续的与供应商保持沟通并密切关注采购订单及采购预测的执行与调整。并且及时的将信息通过手动方式更新入ERP系统中。ERP could generate ‘exception report’ according to latest demand and PO status, which alert gaps and propose PO/Fcst adjustment for planners. These proposals will be reviewed and analyzed or adjusted before sending to suppliers. ERP系统会根据需求及采购订单最新状态而生成差异报表，提示和建议计划员应对采购订单和采购预测做出哪些调整。经过计划员的判断分析或调整后再发送给供应商。EDI are used to synchronize PO/Fcst and their adjustment with supplier timely and also intelligently which is based on mutual agreed terms and settings. 通过EDI与ERP互联，与供应商快速同步采购订单，采购预测以及调整的信息。并且基于同供应商的共同协议和设定，实现系统自动智能响应部分调整。Not applicable to business 此题不适用本公司业务Make 制造26. S&OP Supply Planning 产销协同计划S&OP中的供应计划There is no any process to take care of mid term (e.g N+2 to N+12month) production planning 没有制定针对中期的(例如N+2到N+12个月)的生产计划There is process to take care of mid term (e.g N+2 to N+12month), but not formal and not aligned cross dept 目前有针对中期(例如N+2到N+12个月)的生产计划，但并没有正式的流程且没有和各部分协同There is S&OP to take care of mid term production planning, but do not check possible supply bottleneck in capacity and material 产销协同计划S&OP关注并制定了中期生产计划，但并没有去检查可能存在的材料及产能瓶颈。S&OP process check supply planning for possible material and capacity constraint with proper adjustment or actions defined 产销协同计划S&OP关注并制定了中期生产计划，并检查了可能存在的材料及产能瓶颈，及做出了相应调整或行动计划S&OP process keep aligned supply planning with supplier as well as checking possible material and capacity constraint with proper adjustment or actions defined 产销协同计划S&OP同供应商就中期计划进行了沟通，并检查了可能存在的材料及产能瓶颈，及做出了相应调整或行动计划Not applicable to business 此题不适用本公司业务27. MPS 主生产计划No master production scheduling (MPS). Only has production planning which follows with budget or wait till customer orders without capacity regular check and update afterwards 没有主生产计划。生产计划是直接根据预算开展的或是根据客户订单开展的，没有定期的产能更新和检查Master production scheduling follows with customer forecast or orders then deploy to production and material with MRP like calculation manually 主生产计划根据客户的订单或预测进行制定，而后具体的生产计划和物料需求是手工模拟MRP计算得出的Monthly or weekly master production scheduling (MPS) is conducted first with rough cut capacity planning (RCCP) and critical material check by spreadsheet. Detail production schedule follows MPS and draw further detail. 每月或每周先进行主生产计划MPS，通过手工计算把产能与关键瓶颈物料考虑在内, 而后再细化到具体的生产计划。MPS is closely linked with the output of S&OP. MPS and RCCP are conducted weekly with ERP's assistant. The result of MPS could generate ATP to guide order confirmation and detail production planning as well 主生产计划同S&OP的结果保持一致。并在ERP的帮助下每周对于主生产计划MPS及粗能力计划RCCP进行更新和修正。主生产计划的结果将产生ATP以帮助客户订单的交期确认以及指导具体生产计划。Advanced planning and scheduling is used to handle multi-plant planning as well as constraint optimization 通过使用高级排程计划系统来制定多工厂和供应链节点整体计划及瓶颈优化。Not applicable to business 此题不适用本公司业务28. Production Execution 生产执行No formal procedure to manage and follow production execution details till its production finished and goods arrive warehouse 没有正式的工作流程来管理生产的执行，只有生产和仓库间的物料交接管理Planning and Production depart will check and communicate shop floor production execution status in adhoc situation 生产和计划部门根据需要和具体情况来沟通某些生产执行状况。Planning monitor and control production activities closely with production dept's support on providing weekly/daily report in spreadsheet. 计划会密切关注和控制生产状况，同时生产部门会定期提供手工周报表/日报表。Production status and results are updated into ERP after each shift and planning could monitor and control progress through ERP reports and could adjust production planning as needed 生产状况会在每个班次后被更新在ERP中，计划可以通过ERP报表及时了解情况并在需要时对计划作出调整决定MES (Manufacturing Execution System) is in place to monitor production progress in real time and planning could adjust or optimize plan with ERP or advanced planning system as needed. 通过使用生产执行系统MES来实时了解生产情况，并可以在ERP 或高级排程系统APS的帮助下对于后续的计划进行及时的调整和优化Not applicable to business 此题不适用本公司业务29. Production Scheduling 生产计划Shop floor production schedule is arranged by production dept which is not always consistant with productin master planning (MPS) from planner 产线生产计划由生产部门自行安排，但并不能始终和主生产计划保持一致Shop floor production schedule is frozen for long time (e.g. over 1 month) to achive high utilization and less production cost, but cannot meet customer's expectation for flexibility 产线生产计划有很长的固定期(例如超过1个月)，以确保产线的高效率和低成本，但灵活度不能满足客户的要求Shop floor production schedule takes into account all detail of production line e.g. batch size, start up time, cycle time, machine resources and staffing etc. And, frozen period is less than 1month 产线生产计划考虑到了各种生产细节，例如：批量，启动时间，生产周期，机器有效产能及人工等。计划的固定期则短于一个月。Shop floor production schedule closely linked with MPS and MRP and Frozen period is shorten to minimum level (e.g 1week) 产线生产计划和主生产计划MPS及MRP保持一致。且计划固定期控制到最短(例如：一周)Advanced planning and scheduling is used to adapt production schedule quickly with demand. Shop floor production schedule be released in few days or even in few hours pulled by demand under JIT. 使用高级排程计划系统快速平衡生产计划和客户需求。产线生产计划提前几天甚至几个小时前随准时生产制(JIT)由需求拉动Not applicable to business 此题不适用本公司业务30. Production Master Data 生产主数据Advanced planning and scheduling is used to adapt production schedule quickly with demand. Shop floor production schedule be released in few days or even in few hours pulled by demand under JIT. 使用高级排程计划系统快速平衡生产计划和客户需求。产线生产计划提前几天甚至几个小时前随准时生产制(JIT)由需求拉动BOM and Routing (SOP) is in ERP but a lot error, Production and Planning will take it as reference but does not always follow with it. BOM和Routing(SOP)记录在ERP中，但很不准确。生产部和计划部门对系统信息进行参考但不依靠它来执行生产BOM and Routing is in ERP but some error. There is procedure to correct and update them in ERP. However, for some urgent orders, Production and Planning may usually adjust it themselves or excute by their own judgment. BOM和Routing都记录在ERP系统中，但也有一些错误。正规而言，有流程规定如何进行更新。但对于客户的急单，往往生产或计划会先根据经验自行调整物料或采用新的生产工艺。BOM and Routing (SOP) is strictly managed and followed with formal procedure. Changes are managed by ECN process without exception. BOM和Routing被严格的程序进行管理和执行。任何工程更改都必须经过ECN流程的批准。Has formal procedure defined owner and process of data creation and modification. Also company will conduct audit on data management regularly. Team proactively identify issues or potential risk with solution to prevent them in future. 有正式的流程规定了数据的负责人及数据建立与修改的流程。并且公司会定期对整个数据管理进行审核。团队会主动发现问题和潜在风险并采取相应措施。Not applicable to business 此题不适用本公司业务31. Inventory Management 库存管理Inventory is not measured and reviewed regularly 没有定期的库存统计与分析Inventory is measured and reviewed regularly against target 有定期的库存统计与分析，且有明确的目标Inventory is measured, reviewed and analyzed regularly with action taken on issues (e.g. slow moving and aging stock) 有定期的库存统计和分析，并对库存问题采取相应的行动Inventory is planned, reviewed and analyzed (e.g. ABC classification) with forward looking against future demand (e.g. has linkage with S&OP). Inventory mgt is part of planning strategy and keep aligned with supply chain configuration and settings. 会根据未来需求情况(例如和S&OP相联系),对库存水平进行提前规划，分析和研究(例如：ABC分类等)。与计划策略和供应配置保持一致与同步更新。Inventory strategy for multi-site and multi-stage is aligned with supply chain strategy. Has advanced stock program with suppliers and customers (e.g. VMI). A continuous improvement is conducted to fix root cause of issues. 多级供应链及环节的库存策略始终和总体供应链策略保持相一致。和客户或供应商有深入的库存合作协议(例如:VMI)。且有持续改善的机制去解决库存问题背后的根本原因。Not applicable to business 此题不适用本公司业务Deliver 交货32. Demand Forecast 需求预测No formal demand forecast process 没有正式的需求预测流程Demand forecast is made monthly in spreadsheet at family level by taking budget or history or sales suggestion as major source. 每月的需求预测是手工在Excel完成的，主要依据历史数据和年度预算或者销售意见，并且需求制定在产品组层面。Demand forecast is made monthly in spreadsheet at SKU level by using advanced statistics methods. Forecast accuracy is measured. Sales and Marketing has some involvement. 每月的需求预测是手工在Excel完成的，采用了多种高级统计模型，并且需求制定在SKU层面。开始计算需求预测的准确度。销售和市场部有部分参与需求预测的制定。Demand forecast is made monthly and updated in weekly base. Use ERP tools to assist forecasting. Different forecasting methods (quantative or qualitaive) is used or mixed to fit different product or customers. Supply chain and sales/marketing closely cooperate on this task and fcst accuacy as KPI is jointly shared. 需求预测是在ERP系统工具的帮助下每月制定，再加上每周补充更新。多种需求预测方法(定量分析和定性分析)会根据具体产品线或客户加以配合使用。供应链同销售及市场部密切合作并分享预测准确度作为他们业绩考核指标之一。Demand forecast is made jointly with partners or key customers with visibilty to end customers and stock level on pipeline. ERP is linked with customers via EDI to enable quick info sharing and collaboration. 需求预测会同合作伙伴或主要客户一起完成，以搞清楚最终客户的需求及供应链条上各中间环节上的库存。 ERP系统也和客户相连促进信息的及时分享和协作。Not applicable to business 此题不适用本公司业务33. 分销计划(DRP)Distribution replenishment planning follows budget or annual sales target 分销计划(DRP)的制定主要依据销售指标和年度预算。Distribution requirement planning is requested by downstream stock location or subsidary by considering demand and order status 分销计划(DRP)主要由下游库存点或分销公司提出并结合对于订单水平和未来需求的判断。Distribution requirement planning is made centrally by taking advices from downstream stock location or subsidary. 分销计划(DRP)是由公司统一制定，并参考下游库存点或分销公司的意见。Distribution requirement planning is made centrally in ERP, all inputs about inventory, demand, orders, leadtime are all updated timely in ERP. 分销计划(DRP)是在ERP系统的支持下由公司统一制定，所有的库存，需求，订单，交期等因素都被及时更新在ERP系统中。Distribution requirement planning is extended and collaborated with partners or key customers (e.g. VMI). Planning will monitor, coordinate and solve exceptions with downstream partners or customers. 分销计划(DRP)也拓展到合作伙伴及主要客户端，由双方协作共同完成(例如：CPFR,VMI)。计划部门将关注执行过程中遇到的问题，并协调伙伴及客户解决问题。Not applicable to business 此题不适用本公司业务34. Customer Service 客户服务Customer service performance is not measured 没有对客户服务水平的绩效考核Customer service performance is measured, but not aligned with customer 对客户服务进行绩效考核，但并未得到客户的认可。Customer service performance is measured and its methodology is aligned with customer requirement on delivery. Target is clearly set and deployed to supply chain team 对客户服务进行绩效考核,并且方法和客户对于交货的要求相一致。有明确的客户服务绩效目标并传达到供应链团队。Customer service performance is reviewed regularly with customers and corrective actions will be assigned for gaps 对客户服务的绩效考核是定期进行的，对于低于目标的成绩将会进行分析并采取改进措施。Joint efforts will be made with customer to improve service to customer or cost optimization along the chain, could even extend to end customer 同客户联手，共同改进服务水平以及成本优化，以致进一步改进对于最终客户的服务Not applicable to business 此题不适用本公司业务35. SO Processing 销售订单管理Sales order is manually processed (reviewed, approved, confirmed till delivery and closed) 销售订单是手工管理的包括收单，审单，确认，发货，发票等Sales order is manually processed. And delivery confirmation is based on assumption(e.g. offered standard Leadtime) or checked with planning. 销售订单是手工管理的。订单的交期确认是根据既定的规则(例如：标准交货期)或每次由计划部门提供交期。Sales order is entered into ERP, after planning evaluation (capacity and material) then give confirmation 销售订单被输入ERP系统，由计划部门评估之后(产能和物料)提供交货期的确认。Major sales orders could be confirmed in ERP automatically and immediately against Available to promise (ATP) which is the result of demand planning and MPS. 大部分销售订单可以通过预先准备好的ATP，由系统自动和快速的确认交货期。 ATP是根据需求计划及主生产计划得出的。Advanced stock program (VMI, JIT) are used and have EDI linkage with customer to enable quick demand and supply info alignment 和客户有VMI或JIT项目的合作，并通过EDI使双方系统互连，从而快速传递和处理需求和供应信息。Not applicable to business 此题不适用本公司业务36. Distribution 发货Shipping document is made when goods load into truck. No shipping schedule made in advance 发货文件是根据装车情况而做的。没有提前的发货安排。Trucks and shipping follows shipping schedule in advance. Shipping document is manually prepared. 装车和运输是根据提前发货计划安排的。发货文件是手工完成的。Shipping schedule is reliable and instruction is given through ERP. Shipping progress (responsibility defined by incoterm) is followed and monitored 发货计划是由ERP系统制定的而且是可靠的。运输的进程(根据约定的贸易条款责任)将会得到关注和跟踪。Advance shipping notice could be generated from ERP and shared to customer. ERP系统会生成预先发货通知ASN，然后发给客户。ASN, shipping progress and customer good receipt is monitored with full visibility and real time shared to customer through EDI. 预先发货通知ASN, 运输进程及客户收货情况都能够实时全程的被双方了解。Not applicable to business 此题不适用本公司业务37. Warehouse 仓库Stock bin location is not in ERP, need manually find goods location 仓库库位信息不在ERP系统中，需要手工查询Stock management is in ERP and there is clear dispatching rule (e.g. FIFO) defined and executed. 仓库管理使用ERP系统，有明确的出库规则(例如：先进先出) 并且被严格执行。Warehouse inbound or outbound time is has clear target (e.g 24hrs) ERP system could guide the location and sequence of picking. Stock cycle counting are conducted reguarly with accuracy above 98% 仓库的进仓和出仓时间有明确的目标(例如：24小时)。ERP系统会指导拣货员货物的位置和拣选的次序。仓库的盘点会按计划定期执行，且准确率在98%以上。Barcodes are used to identify goods from receipt and store goods with dynamic location assignment. 仓库使用扫描条形码来确认货物，且上架可以选取随机动态库位。RFID, ASRS or other automated system are used to handle goods efficiently as well as offer visibility to business and customers timely. 仓库管理使用了如无线射频技术RFID，自动货架设备等自动仓储设备，从而提高了效率和数据的及时分享。Not applicable to business 此题不适用本公司业务Enabler and Competence Management 能力建设38. Competency and Training 能力和培训There is no supply chain training program arranged 没有供应链培训计划There is some supply chain training program arranged, but as adhoc without clear schedule and content designed in advance 有一些供应链培训安排，主要根据情况适时安排，但没有一个明确的规划设计Supply chain training program are scheduled and content designed in advance with clear target 供应链培训计划和内容都经过提前规划和设计，而且有明确的目标。Supply chain compentency are listed for each supply chain role and staffs are evaluated. Supply chain training program is aligned with it. 制定了供应链每个职位所需的技能要求, 而且供应链员工都进行了评估。培训计划和内容会与其相应的保持一致。Supply chain compentency, people career development and supply chain training program are all aligned and matched with supply chain and business strategy. 供应链技能评估，员工个人职业发展及供应链培训计划之间互相结合，并且同供应链及公司发展策略相一致。Comment or Remarks 建议和说明39. Before completing this survey, you are welcomed to leave your comment, suggestion or questions 在此次问卷结束之前，欢迎您留下宝贵的说明，建议或问题 提交成功！
7. Industry 公司行业：Automotive 汽车Chemistry and Material 化工及材料e-Commerce 电子商务Electronics/Semiconductors/Hi-Tech 电子,半导体及高科技FMCG 快速消费品Fashion 时尚Healthcare 医疗Infrastructure and Facilities 基础建设及实业(电力，电信，建筑等）Machinery 设备制造Pharmaceuticals 制药Retail and Trade 零售及批发Others 其他
12. Active SKU in recent 1 year (FG,SFG,Material) 一年内有活动的SKU数量(包括所有成品，半成品，材料）：<500500-20002000-50005000-10000>10000
13. Supply Chain Strategy 供应链策略No supply chain strategy 没有制定针对供应链的策略Supply chain strategy is not documented but known by high level managers 管理层制定过供应链策略但并没有明确的形成文件Supply chain strategy is clearly stated and communicated to supply chain organization 有明确的供应链策略且在供应链部门内做过沟通Most of supply chain colleagues can describe supply chain strategy and this year's direction and target 大部分供应链的员工都能在不加提醒的情况下描述出供应链策略及今年供应链的主要目标和方向Supply chain strategy is communicated and aligned with key dealers, customers or strategic supplier partners at proper level 和主要客户及供应商战略合作伙伴就相关供应链策略及方向进行沟通和相互配合
14. Supply Chain Performance Measurement 供应链绩效考核There are no supply chain performance measurement 没有针对供应链的绩效考核Measure supply chain performance for delivery and inventory, but without clear target set 考核供应链的准时交货率及库存水平，但没有明确的目标设定Measure supply chain performance with clear target set at beginning of year and monitor gaps regularly. BBS of company captures at least one SCM KPI 在年初就确定了今年的供应链绩效考核的目标，且定期跟踪实际表现与目标的差距。公司层面的绩效考核指标中包含了至少一个供应链绩效指标Supply chain performance covers at least 3 aspects out of Realiability, Responsiveness, Agility, Supply Chain Cost and Assets Unitilization. And also aligned and supported by other depts 供应链绩效考核指标至少涵盖了“可靠度，响应速度，弹性，成本，资产利用率" 中的3个。 而且供应链的考核指标也得到了其他部门认可和支持Some supply chain performance are reviewed with key customers and suppliers regularly with corrective actions followed 供应链指标中涉及主要客户及供应商战略合作伙伴的，会同他们通过固定的会议定期商议并共同制定改善方案
15. Supply Chain Improvement 供应链持续改善No improvement plan or actions, staffs solve issues with their used way of working and experiences 没有供应链改善计划和行动，员工根据经验和习惯来解决问题No improvement plan in advance but with adhoc improvement actions to solve issues and improve process 没有事先制定好的供应链改善计划，但根据实际情况进行改善措施并改进业务流程Has clear improvement plan in advance and actions, which is mainly within supply chain department 有明确的供应链改善计划，改善主要针对于供应链内部Has clear improvement plan which is aligned with business and supply chain strategy. Actions are taken by cross function team jointly with continuous monitoring and improvement (PDCA) 有明确的供应链改善计划，并同公司及供应链策略相一致。 改善行动有多部门配合并进行持续的关注和改善(PDCA)。Improvement extended to customer and supplier side with joint cooperation and collaboration 供应链改善拓展到客户及供应商，联合进行合作和协同
16. Supply Chain Organization 供应链组织No formal and independent supply chain organization 没有正式和独立的供应链组织/部门Independent supply chain organization, but without clear job description and process 有独立的供应链组织/部门, 但没有成文的工作描述及业务流程Formal supply chain organization, with clear procedure and SOP aliged with each depts to guide daily work 有独立的供应链组织/部门，并且有明确成文的工作流程及作业指导书来规范日常工作An integrated Supply Chain organization (with same leaders) covers both industrial(factories) and commerical(Sales) part 有端到端整合的供应链组织，有统一的供应链领导管理市场/销售端和工厂供应端的供应链Has joint task force as regular setting with key customer or suppliers to accomplish colloboration tasks (e.g CPFR) or improvement projects for mutual benefits 同主要客户或供应商战略合作伙伴有常设的工作小组，来完成协作任务及改进项目
17. Supply Chain Configuration 供应链配置Supply chain is reacted against customer order or follows with budget 供应链在收到客户订单后才开始考虑如何安排或根据既定的预算来安排Supply chain use single supply approach (MTO, MTS or ETO) for all products and customers 供应链对于所有客户和产品都采用一种供给方式(MTO,MTS 或ETO)Supply chain use one supply approach (MTO, MTS or ETO) as default and could use other approach for special product or key customers with managers' approval 供应链采用一种供应方式为主(MTO,MTS or ETO), 但对于特殊产品或重要客户根据经理的批示可以采用其他供应方式。supply chain is configured to use mixed supply approah to fit different product and customers, which could be explained by a supply chain strategy and also linked to business strategy 供应链将区分不同产品及客户，而采用不同的供应方式。这种区分方式将根据供应链策略而制定，并且同公司战略所一致。Supply chain configuration considered and aligned with customer and supplier's supply chain needs and capability. Service and liability terms are documented. 供应链配置方案的制定考虑到了主要客户及供应商战略合作伙伴的需求及他们的供应链能力，并同他们达成一致，以书面形式记录服务水平及权责划分。
18. Service Level 服务水平No service level agreement with customer or supplier, it's case by case. 同主要客户及供应商没有供应链服务协议，根据每个订单单独处理No written service level agreement with customer or supplier, but supply chain operate by experience or verbal agreement 没有明确的书面供应链服务协议，但有口头协议根据以往经验处理Has written service level agreement with both customer and supplier. And some key data (Leadtime, MoQ) is input to ERP 同主要客户及供应商有明确的供应链服务协议。其中一部分关键数据(LT,MoQ)已被输入ERP。Service level agreement is monitored and reviewed periodically. And look for improvement continuously 供应链服务水平协议会被定期回顾与更新， 并将寻求持续改进。Give attention to service level to end customer and work with your customer (dealer, distributor, retailor) to improve together 关注对于最终客户的服务，并同你的客户(如批发商，零售商等）一起努力进行改善。
19. S&OP 产销协同计划No any process to review and synchronize mid term (e.g. N+2 to N+12) sales or demand forecast with operation plan 没有任何流程去关注中期(例如N+2到N+12个月)的销售或需求预测并讨论如何同步生产运营计划Mid term (e.g. N+2 to N+12) sales fcst info are shared cross dept but without meeting to review and discuss solution. 中期(例如N+2到N+12个月)的销售或需求计划被分享至各个相关部门，但没有相关会议和方案讨论。There is montly S&OP meeting with different functions joined to discuss mid term (e.g. N+2 to N+12) sales or demand fcst and operation issues 有月度S&OP产销协同计划会议，相关部门参加并讨论中期(例如N+2到N+12个月)销售或需求计划及其相关的生产供应问题Has formal S&OP process and fixed schedule of meetings and tasks from porfolio alignment, demand planning, supply planning till pre-S&OP and final S&OP meeting. GM or high level managers attend final S&OP meetings to make decision. 有正式的产销协同计划(S&OP)流程及任务(分为产品周期进度，需求预测，供应计划，S&OP准备会议，及最终S&OP会议)。有总经理或管理高层参加最终S&OP会议并作出决策。S&OP is extend to key customer and supply side with collaboration mechanisum arranged 产销协同计划流程(S&OP) 包括了同主要客户及供应商的分享，互动与协作。
20. Planning System 计划系统Spreadsheet 用Excel做计划Plan is made by spreadsheet and input into ERP for execution 先用Excel做计划，然后输入ERP执行MRP is used in ERP to deploy supply planning and guide procurement 使用ERP中的物料计划(MRP)来施展生产计划并制定采购计划Demand and supply planning are mainly done in ERP with linkage to each other 需求和供应计划都主要在ERP中进行，并相互关联Advanced planning and scheduling is used to optimize multi-plant planning and constraint, which is also support scenario simulation and integration with business plan 通过使用高级排程计划系统支持多工厂和供应链节点整体计划及瓶颈优化，并支持多种假设模拟和同业务计划整合等
21. Source Plan 采购计划的产生Source(Procurement) plan follows with budget 采购计划是根据预算进行的Source(Procurement) plan is derived from master production scheduling (MPS) or material requirment planning (MRP) monthly 采购计划是每月根据主生产计划(MPS)或物料计划(MRP)而制定的Source(Procurement) plan is derived from master production scheduling (MPS) weekly and taking deamnd, inventory and leadtime into consideration via MRP's assistant. 采购计划是每周根据主生产计划(MPS)以及物料计划(MRP)并考虑了需求，库存及采购周期等因素而制定出的。Critical material's supply will be first evaluated in master production scheduling (MPS) stage. Then source (Procurement) plan will be drived from MPS release and MRP's deployment weekly. 在每周主生产计划制定阶段先对关键物料的供给进行评估，作出必要调整后再进行物料计划以形成采购计划Souce(Procurement) plan is synchronized and optimized in real time with production plan. Supplier has the visiliby of business source (procurement) and closely involved to deploy it to their production scheduling or solve supply issues actively. 采购计划同生产计划保持实时的同步与协同。供应商能实时的了解到最新的供应计划变动，并快速调整他们的生产及供应计划以帮助解决供应问题。Not applicable to business 此题不适用本公司业务
22. Source Plan Scope 采购计划范畴Send PO only to supplier without info about future demand 除了采购订单PO外，没有给供应商未来采购需求预测On top of PO, also send monthly forecast to key suppliers 除了采购订单PO外，每月还会将未来采购需求预测给到主要供应商Send monthly or weekly forecast to key suppliers who will give feedback within few days 每月将未来采购需求预测给到主要供应商，供应商在几天内将回复Share future forecast or updates to key suppliers timely and have regular meeting to review issues or potential risk and look for adjustment or solutions together. 会及时的将未来采购需求预测或更新及时的向主要供应商分享，并且双方有固定的会议来讨论问题评估风险以及共同制定解决方案。Supplier's supply chain configuration, capacity, leadtime and inventories are planned in advance to align with business' S&OP process and allow dynamic optimization 供应商端的供应链配置，产能，交货期及库存水平等的设定将和我们的S&OP相保持一致，并随着后续的变化而做出适当的优化和调整。Not applicable to business 此题不适用本公司业务
23. Source Plan Cycle 采购计划循环PO(PR) is manually calculated 采购订单PO或采购申请PR是手工计算得出的PO(PR) is created through MRP by taking demand, inventory and leadtime into account. PO is sent to supplier with proper authorization & approval process. 采购订单PO或采购申请PR是通过MRP，考虑了需求，库存，交货期等因素综合计算得出的。PO在发给供应商之前有相应的授权审批流程。PO confirmation from supplier is updated into ERP. PO confirmation late (confirmed delivery late is later than request date) and delivery late (actual delivery date is later than confirmed delivery date) will be reviewed and corrective actions will be taken. 供应商对采购订单PO的交期回复会被更新至ERP。采购订单PO的回复交期晚和实际交期晚都得到了重视，并同供应商讨论改善措施。Keep flexibility for both customer and supplier to discuss PO adjustment requests. Supplier is managed to proactively alert you the possible delay of PO and their alternative solution advices 供应商和本公司都可以提出针对采购订单调整的要求并协商。供应商会主动告知可能存在的交货风险及备选解决方案。Have advanced supply or stock program arranged with suppliers in terms of both physical logistics and real time visibility of demand and inventory level e.g. VMI, JIT 和供应商有深入的供应链合作方式，可能包括了物流，仓储以及需求及库存的数据共享等一整套方案。例如VMI，JITNot applicable to business 此题不适用本公司业务
24. Supplier Performance Measurement 供应商绩效考核Supplier delivery performance (e.g on time delivery, leadtime etc.) is not measured 没有对供应商的绩效(例如：交货准确率，交货周期等)进行考核Supplier delivery performance (e.g on time delivery, leadtime etc.) is measured, but not aligned with supplier 对供应商进行绩效考核(例如：交货准确率，交货周期等)，但并未与供应商共同进行讨论。Supplier delivery performance is measured and aligned with supplier. A balanced scorecard is used to record supplier performance from various aspects (e.g. Supply Chain, Quality, Research, Support etc.) 对供应商进行绩效考核并共同进行讨论。供应商的绩效是包括了几个方面的综合绩效(比如：供应链，质量，研发, 支持等)Supplier performance is reviewed regularly. Analysis and corrective actions will be conducted for gaps against target. 供应商的绩效考核是定期进行的，对于低于目标的成绩将会进行分析并采取改进措施。Joint efforts with supplier will be made to improve supply chain performance or cost optimization along the chain, could even extend to 2nd tier supplier or end customer 同供应商联手，共同改进整个供应链的绩效以及成本优化，以致进一步将改进延生到二级供应商或最终客户Not applicable to business 此题不适用本公司业务
25. Source Plan Execution 采购计划执行Just send PO/Fcst or their adjustment to suppliers. Not follow up with supplier unless encounter trouble or issues. 仅将采购订单及采购预测发给供应商而没有任何跟进，除非等到出现问题。Keep close communication and follow up with supplier on PO/Fcst or their adjustment by manual way 会密切的跟进供应商采购订单及采购预测的执行与相应的调整。Keep close communication and follow up with supplier on PO/Fcst or their adjustment by manual way. And also keep these info updated into ERP timely. 会持续的与供应商保持沟通并密切关注采购订单及采购预测的执行与调整。并且及时的将信息通过手动方式更新入ERP系统中。ERP could generate ‘exception report’ according to latest demand and PO status, which alert gaps and propose PO/Fcst adjustment for planners. These proposals will be reviewed and analyzed or adjusted before sending to suppliers. ERP系统会根据需求及采购订单最新状态而生成差异报表，提示和建议计划员应对采购订单和采购预测做出哪些调整。经过计划员的判断分析或调整后再发送给供应商。EDI are used to synchronize PO/Fcst and their adjustment with supplier timely and also intelligently which is based on mutual agreed terms and settings. 通过EDI与ERP互联，与供应商快速同步采购订单，采购预测以及调整的信息。并且基于同供应商的共同协议和设定，实现系统自动智能响应部分调整。Not applicable to business 此题不适用本公司业务
26. S&OP Supply Planning 产销协同计划S&OP中的供应计划There is no any process to take care of mid term (e.g N+2 to N+12month) production planning 没有制定针对中期的(例如N+2到N+12个月)的生产计划There is process to take care of mid term (e.g N+2 to N+12month), but not formal and not aligned cross dept 目前有针对中期(例如N+2到N+12个月)的生产计划，但并没有正式的流程且没有和各部分协同There is S&OP to take care of mid term production planning, but do not check possible supply bottleneck in capacity and material 产销协同计划S&OP关注并制定了中期生产计划，但并没有去检查可能存在的材料及产能瓶颈。S&OP process check supply planning for possible material and capacity constraint with proper adjustment or actions defined 产销协同计划S&OP关注并制定了中期生产计划，并检查了可能存在的材料及产能瓶颈，及做出了相应调整或行动计划S&OP process keep aligned supply planning with supplier as well as checking possible material and capacity constraint with proper adjustment or actions defined 产销协同计划S&OP同供应商就中期计划进行了沟通，并检查了可能存在的材料及产能瓶颈，及做出了相应调整或行动计划Not applicable to business 此题不适用本公司业务
27. MPS 主生产计划No master production scheduling (MPS). Only has production planning which follows with budget or wait till customer orders without capacity regular check and update afterwards 没有主生产计划。生产计划是直接根据预算开展的或是根据客户订单开展的，没有定期的产能更新和检查Master production scheduling follows with customer forecast or orders then deploy to production and material with MRP like calculation manually 主生产计划根据客户的订单或预测进行制定，而后具体的生产计划和物料需求是手工模拟MRP计算得出的Monthly or weekly master production scheduling (MPS) is conducted first with rough cut capacity planning (RCCP) and critical material check by spreadsheet. Detail production schedule follows MPS and draw further detail. 每月或每周先进行主生产计划MPS，通过手工计算把产能与关键瓶颈物料考虑在内, 而后再细化到具体的生产计划。MPS is closely linked with the output of S&OP. MPS and RCCP are conducted weekly with ERP's assistant. The result of MPS could generate ATP to guide order confirmation and detail production planning as well 主生产计划同S&OP的结果保持一致。并在ERP的帮助下每周对于主生产计划MPS及粗能力计划RCCP进行更新和修正。主生产计划的结果将产生ATP以帮助客户订单的交期确认以及指导具体生产计划。Advanced planning and scheduling is used to handle multi-plant planning as well as constraint optimization 通过使用高级排程计划系统来制定多工厂和供应链节点整体计划及瓶颈优化。Not applicable to business 此题不适用本公司业务
28. Production Execution 生产执行No formal procedure to manage and follow production execution details till its production finished and goods arrive warehouse 没有正式的工作流程来管理生产的执行，只有生产和仓库间的物料交接管理Planning and Production depart will check and communicate shop floor production execution status in adhoc situation 生产和计划部门根据需要和具体情况来沟通某些生产执行状况。Planning monitor and control production activities closely with production dept's support on providing weekly/daily report in spreadsheet. 计划会密切关注和控制生产状况，同时生产部门会定期提供手工周报表/日报表。Production status and results are updated into ERP after each shift and planning could monitor and control progress through ERP reports and could adjust production planning as needed 生产状况会在每个班次后被更新在ERP中，计划可以通过ERP报表及时了解情况并在需要时对计划作出调整决定MES (Manufacturing Execution System) is in place to monitor production progress in real time and planning could adjust or optimize plan with ERP or advanced planning system as needed. 通过使用生产执行系统MES来实时了解生产情况，并可以在ERP 或高级排程系统APS的帮助下对于后续的计划进行及时的调整和优化Not applicable to business 此题不适用本公司业务
29. Production Scheduling 生产计划Shop floor production schedule is arranged by production dept which is not always consistant with productin master planning (MPS) from planner 产线生产计划由生产部门自行安排，但并不能始终和主生产计划保持一致Shop floor production schedule is frozen for long time (e.g. over 1 month) to achive high utilization and less production cost, but cannot meet customer's expectation for flexibility 产线生产计划有很长的固定期(例如超过1个月)，以确保产线的高效率和低成本，但灵活度不能满足客户的要求Shop floor production schedule takes into account all detail of production line e.g. batch size, start up time, cycle time, machine resources and staffing etc. And, frozen period is less than 1month 产线生产计划考虑到了各种生产细节，例如：批量，启动时间，生产周期，机器有效产能及人工等。计划的固定期则短于一个月。Shop floor production schedule closely linked with MPS and MRP and Frozen period is shorten to minimum level (e.g 1week) 产线生产计划和主生产计划MPS及MRP保持一致。且计划固定期控制到最短(例如：一周)Advanced planning and scheduling is used to adapt production schedule quickly with demand. Shop floor production schedule be released in few days or even in few hours pulled by demand under JIT. 使用高级排程计划系统快速平衡生产计划和客户需求。产线生产计划提前几天甚至几个小时前随准时生产制(JIT)由需求拉动Not applicable to business 此题不适用本公司业务
30. Production Master Data 生产主数据Advanced planning and scheduling is used to adapt production schedule quickly with demand. Shop floor production schedule be released in few days or even in few hours pulled by demand under JIT. 使用高级排程计划系统快速平衡生产计划和客户需求。产线生产计划提前几天甚至几个小时前随准时生产制(JIT)由需求拉动BOM and Routing (SOP) is in ERP but a lot error, Production and Planning will take it as reference but does not always follow with it. BOM和Routing(SOP)记录在ERP中，但很不准确。生产部和计划部门对系统信息进行参考但不依靠它来执行生产BOM and Routing is in ERP but some error. There is procedure to correct and update them in ERP. However, for some urgent orders, Production and Planning may usually adjust it themselves or excute by their own judgment. BOM和Routing都记录在ERP系统中，但也有一些错误。正规而言，有流程规定如何进行更新。但对于客户的急单，往往生产或计划会先根据经验自行调整物料或采用新的生产工艺。BOM and Routing (SOP) is strictly managed and followed with formal procedure. Changes are managed by ECN process without exception. BOM和Routing被严格的程序进行管理和执行。任何工程更改都必须经过ECN流程的批准。Has formal procedure defined owner and process of data creation and modification. Also company will conduct audit on data management regularly. Team proactively identify issues or potential risk with solution to prevent them in future. 有正式的流程规定了数据的负责人及数据建立与修改的流程。并且公司会定期对整个数据管理进行审核。团队会主动发现问题和潜在风险并采取相应措施。Not applicable to business 此题不适用本公司业务
31. Inventory Management 库存管理Inventory is not measured and reviewed regularly 没有定期的库存统计与分析Inventory is measured and reviewed regularly against target 有定期的库存统计与分析，且有明确的目标Inventory is measured, reviewed and analyzed regularly with action taken on issues (e.g. slow moving and aging stock) 有定期的库存统计和分析，并对库存问题采取相应的行动Inventory is planned, reviewed and analyzed (e.g. ABC classification) with forward looking against future demand (e.g. has linkage with S&OP). Inventory mgt is part of planning strategy and keep aligned with supply chain configuration and settings. 会根据未来需求情况(例如和S&OP相联系),对库存水平进行提前规划，分析和研究(例如：ABC分类等)。与计划策略和供应配置保持一致与同步更新。Inventory strategy for multi-site and multi-stage is aligned with supply chain strategy. Has advanced stock program with suppliers and customers (e.g. VMI). A continuous improvement is conducted to fix root cause of issues. 多级供应链及环节的库存策略始终和总体供应链策略保持相一致。和客户或供应商有深入的库存合作协议(例如:VMI)。且有持续改善的机制去解决库存问题背后的根本原因。Not applicable to business 此题不适用本公司业务
32. Demand Forecast 需求预测No formal demand forecast process 没有正式的需求预测流程Demand forecast is made monthly in spreadsheet at family level by taking budget or history or sales suggestion as major source. 每月的需求预测是手工在Excel完成的，主要依据历史数据和年度预算或者销售意见，并且需求制定在产品组层面。Demand forecast is made monthly in spreadsheet at SKU level by using advanced statistics methods. Forecast accuracy is measured. Sales and Marketing has some involvement. 每月的需求预测是手工在Excel完成的，采用了多种高级统计模型，并且需求制定在SKU层面。开始计算需求预测的准确度。销售和市场部有部分参与需求预测的制定。Demand forecast is made monthly and updated in weekly base. Use ERP tools to assist forecasting. Different forecasting methods (quantative or qualitaive) is used or mixed to fit different product or customers. Supply chain and sales/marketing closely cooperate on this task and fcst accuacy as KPI is jointly shared. 需求预测是在ERP系统工具的帮助下每月制定，再加上每周补充更新。多种需求预测方法(定量分析和定性分析)会根据具体产品线或客户加以配合使用。供应链同销售及市场部密切合作并分享预测准确度作为他们业绩考核指标之一。Demand forecast is made jointly with partners or key customers with visibilty to end customers and stock level on pipeline. ERP is linked with customers via EDI to enable quick info sharing and collaboration. 需求预测会同合作伙伴或主要客户一起完成，以搞清楚最终客户的需求及供应链条上各中间环节上的库存。 ERP系统也和客户相连促进信息的及时分享和协作。Not applicable to business 此题不适用本公司业务
33. 分销计划(DRP)Distribution replenishment planning follows budget or annual sales target 分销计划(DRP)的制定主要依据销售指标和年度预算。Distribution requirement planning is requested by downstream stock location or subsidary by considering demand and order status 分销计划(DRP)主要由下游库存点或分销公司提出并结合对于订单水平和未来需求的判断。Distribution requirement planning is made centrally by taking advices from downstream stock location or subsidary. 分销计划(DRP)是由公司统一制定，并参考下游库存点或分销公司的意见。Distribution requirement planning is made centrally in ERP, all inputs about inventory, demand, orders, leadtime are all updated timely in ERP. 分销计划(DRP)是在ERP系统的支持下由公司统一制定，所有的库存，需求，订单，交期等因素都被及时更新在ERP系统中。Distribution requirement planning is extended and collaborated with partners or key customers (e.g. VMI). Planning will monitor, coordinate and solve exceptions with downstream partners or customers. 分销计划(DRP)也拓展到合作伙伴及主要客户端，由双方协作共同完成(例如：CPFR,VMI)。计划部门将关注执行过程中遇到的问题，并协调伙伴及客户解决问题。Not applicable to business 此题不适用本公司业务
34. Customer Service 客户服务Customer service performance is not measured 没有对客户服务水平的绩效考核Customer service performance is measured, but not aligned with customer 对客户服务进行绩效考核，但并未得到客户的认可。Customer service performance is measured and its methodology is aligned with customer requirement on delivery. Target is clearly set and deployed to supply chain team 对客户服务进行绩效考核,并且方法和客户对于交货的要求相一致。有明确的客户服务绩效目标并传达到供应链团队。Customer service performance is reviewed regularly with customers and corrective actions will be assigned for gaps 对客户服务的绩效考核是定期进行的，对于低于目标的成绩将会进行分析并采取改进措施。Joint efforts will be made with customer to improve service to customer or cost optimization along the chain, could even extend to end customer 同客户联手，共同改进服务水平以及成本优化，以致进一步改进对于最终客户的服务Not applicable to business 此题不适用本公司业务
35. SO Processing 销售订单管理Sales order is manually processed (reviewed, approved, confirmed till delivery and closed) 销售订单是手工管理的包括收单，审单，确认，发货，发票等Sales order is manually processed. And delivery confirmation is based on assumption(e.g. offered standard Leadtime) or checked with planning. 销售订单是手工管理的。订单的交期确认是根据既定的规则(例如：标准交货期)或每次由计划部门提供交期。Sales order is entered into ERP, after planning evaluation (capacity and material) then give confirmation 销售订单被输入ERP系统，由计划部门评估之后(产能和物料)提供交货期的确认。Major sales orders could be confirmed in ERP automatically and immediately against Available to promise (ATP) which is the result of demand planning and MPS. 大部分销售订单可以通过预先准备好的ATP，由系统自动和快速的确认交货期。 ATP是根据需求计划及主生产计划得出的。Advanced stock program (VMI, JIT) are used and have EDI linkage with customer to enable quick demand and supply info alignment 和客户有VMI或JIT项目的合作，并通过EDI使双方系统互连，从而快速传递和处理需求和供应信息。Not applicable to business 此题不适用本公司业务
36. Distribution 发货Shipping document is made when goods load into truck. No shipping schedule made in advance 发货文件是根据装车情况而做的。没有提前的发货安排。Trucks and shipping follows shipping schedule in advance. Shipping document is manually prepared. 装车和运输是根据提前发货计划安排的。发货文件是手工完成的。Shipping schedule is reliable and instruction is given through ERP. Shipping progress (responsibility defined by incoterm) is followed and monitored 发货计划是由ERP系统制定的而且是可靠的。运输的进程(根据约定的贸易条款责任)将会得到关注和跟踪。Advance shipping notice could be generated from ERP and shared to customer. ERP系统会生成预先发货通知ASN，然后发给客户。ASN, shipping progress and customer good receipt is monitored with full visibility and real time shared to customer through EDI. 预先发货通知ASN, 运输进程及客户收货情况都能够实时全程的被双方了解。Not applicable to business 此题不适用本公司业务
37. Warehouse 仓库Stock bin location is not in ERP, need manually find goods location 仓库库位信息不在ERP系统中，需要手工查询Stock management is in ERP and there is clear dispatching rule (e.g. FIFO) defined and executed. 仓库管理使用ERP系统，有明确的出库规则(例如：先进先出) 并且被严格执行。Warehouse inbound or outbound time is has clear target (e.g 24hrs) ERP system could guide the location and sequence of picking. Stock cycle counting are conducted reguarly with accuracy above 98% 仓库的进仓和出仓时间有明确的目标(例如：24小时)。ERP系统会指导拣货员货物的位置和拣选的次序。仓库的盘点会按计划定期执行，且准确率在98%以上。Barcodes are used to identify goods from receipt and store goods with dynamic location assignment. 仓库使用扫描条形码来确认货物，且上架可以选取随机动态库位。RFID, ASRS or other automated system are used to handle goods efficiently as well as offer visibility to business and customers timely. 仓库管理使用了如无线射频技术RFID，自动货架设备等自动仓储设备，从而提高了效率和数据的及时分享。Not applicable to business 此题不适用本公司业务
38. Competency and Training 能力和培训There is no supply chain training program arranged 没有供应链培训计划There is some supply chain training program arranged, but as adhoc without clear schedule and content designed in advance 有一些供应链培训安排，主要根据情况适时安排，但没有一个明确的规划设计Supply chain training program are scheduled and content designed in advance with clear target 供应链培训计划和内容都经过提前规划和设计，而且有明确的目标。Supply chain compentency are listed for each supply chain role and staffs are evaluated. Supply chain training program is aligned with it. 制定了供应链每个职位所需的技能要求, 而且供应链员工都进行了评估。培训计划和内容会与其相应的保持一致。Supply chain compentency, people career development and supply chain training program are all aligned and matched with supply chain and business strategy. 供应链技能评估，员工个人职业发展及供应链培训计划之间互相结合，并且同供应链及公司发展策略相一致。
39. Before completing this survey, you are welcomed to leave your comment, suggestion or questions 在此次问卷结束之前，欢迎您留下宝贵的说明，建议或问题