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Steps to Enable Macro Description of Macro Macro Short Name
Ctrl Shift E Print Entire Document Entire (60 Pages)
Ctrl Shift S Print Self-Assessment Only Self (34 Pages)
Ctrl Shift C Print Scoring Summary Only Score (8 Pages)
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Master Global Materials Management Operations Guidelines /
Logistics EvaluationM-7 Version 1, Release 2 Date: 12/2004
International Copyright Information
This standard is subject to International Copyright, as shown herein and unauthorizedreproduction is not permitted. Contact one of the associations below to discuss
reproduction permission. If translated, this manual has been translated and published
for guidance only and is intended to help the understanding of the official English
version.
AIAG Copyright and Trademark Notice:
The contents of all published materials are copyrighted by the Automotive Industry
Action Group unless otherwise indicated. Copyright is not claimed as to any part of
an original work prepared by a U.S. or state government officer or employee as part
of the persons official duties. All rights are preserved by AIAG, and content may notbe altered or disseminated, published, or transferred in part of such content. The
information is not to be sold in part or whole to anyone within your organization or to
another company. Copyright infringement is a violation of federal law subject to
criminal and civil penalties. AIAG and the Automotive Industry Action Group are
registered service marks of the Automotive Industry Action Group.
2003 Automotive Industry Action Group
2003 Automotive Industry Action Group
2003 Odette International Ltd. All rights reserved
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AIAG
Cara Besh DaimlerChrysler Corporation
Morris Brown AIAG
Connie Harde American Axle & Manufacturing, Inc.
Michael Howard Ford Motor Company
Aidan Hughes Gates Corporation
Chuck Koehn DaimlerChrysler Corporation
Donna LeFaive JCI Corporation
Kevin Lockwood Universal Bearings Corporation
Eric Minehart Ford Motor Company
ODETTE
Roger Bergsten Volvo Car Corporation
Rob Brown SMMT Industry Forum
Jacky Cousin GALIA
Mark Evans SMMT Industry Forum
Gerard Graufogel PSA
Helena Holmgren Robert Bosch GmbH
Gerhard Paulinz Volvo Truck Corporation
Henry Rosten Volvo Powertrain Corporation
Aurelien Rouquet GALIA
Jeff Turner SMMT Industry ForumJoerg Vollmer Robert Bosch GmbH
AIAG and Odette would like to acknowledge and thank the representatives of all the companies listed for
their input and help in completing this document.
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Each question is multiplied by a weight factor:
F1 = Low (1 point each)
F2 = Medium (2 points each)
F3 = High (3 points each; any non-compliance will result in overall evaluation to be Level Cdue to critical competency factor.
Enter "X" in each check box if process is effectively implemented at your organization
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1. STRATEGY AND IMPROVEMENT
Objectives
Vision & Strategy
Measurement, Analysis and
Action Plans
Continuous Improvement
Supply Chain Development
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Each question is multiplied by a weight factor:
F1 = Low (1 point each)
F2 = Medium (2 points each)
F3 = High (3 points each; any non-compliance will result in overall evaluation to be Level C
due to critical competency factor.
Enter "X" in each check box if process is effectively implemented at your organization
1.1 Vision and Strategy
1.1.1The organization has a strategy that ensures the Materials Planning and Logistics vision is
achieved.
Why?For the Materials Planning and Logistics process to be efficient and effective, it needs to be
acknowledged as an important part of the operation and receive adequate resources.
Good knowledge of long-term strategy is a condition for employees to work consistently and be pro-
active.
Criteria:
F2 A documented vision exists for the Materials Planning and Logistics function.
F2A documented strategy exists with activities for implementing the Materials Planning and Logistics
vision.
F2The Materials Planning and Logistics vision and strategy is linked to the organization's overall
objectives, including customer requirements and continuous improvement.
F2The Materials Planning and Logistics vision and strategy is communicated and understood within
the organization.
Optional comments may be added here supporting the organization's current state.
1.2 Objectives
1.2.1Objectives relative to the Materials Planning and Logistics function are defined,
communicated and understood within the organization.
Why?Objectives allow departments and employees to focus on areas of importance to achieve customer
satisfaction and the organization's Materials Planning and Logistics strategy.
Criteria:
F2All objectives are measurable and consistent with the organization's Materials Planning and
Logistics strategy.
F2Objectives are accepted by all relevant functions and are clearly cascaded throughout the
organization.
F2 Objectives are reviewed with senior management at planned intervals.
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Optional comments may be added here supporting the organization's current state.
1.2.2 Key Performance Indicators (KPIs) shall cover objectives for all areas of the MaterialsPlanning and Logistics process.
Why? KPIs are used to identify the organization's current performance and areas for improvement.
Criteria: Minimum requirement (Additional KPIs to be covered by specific customer requirements).
Delivery
F3 Delivery performance to customer.
F3 Supplier delivery performance.
F3 Build-to-Schedule(productivity: plan vs. actual).
F2 Lead times for all supply chain processes (physical and information).
Quality
F2 Materials Planning and Logistics Quality (e.g., documentation, messages, packaging and labeling).
Cost
F2 Materials Planning and Logistics costs (e.g., Premium freight, packaging, handling and storage
F1 Stock levels / stock turn broken down into raw material, WIP, finished goods.
Optional comments may be added here supporting the organization's current state.
1.3 Measurement, Analysis and Action Plans
1.3.1 Objectives are measured, analyzed, and action plans created where necessary.
Why?Measurement and analysis is necessary to ensure awareness of current performance and to engage
employees in the improvement process.
Criteria:
F2Performance against objectives is monitored at planned intervals and reviewed with senior
management.
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F2 All relevant personnel/functions are informed about performance at planned intervals.
F2A structured problem solving method is used to determine root cause(s) and prevent recurrence of
material problems.
F1Graphical analysis tools, (e.g., Pareto graphs) displaying historical and trend data are used to track
critical areas over time.
Optional comments may be added here supporting the organization's current state.
1.3.2Corrective and preventive actions, identified by KPI analysis, to improve performance are
documented.
Why?Documentation helps to ensure that identified action plans have been successfully implemented and
results shared across similar processes.
Criteria:
F2The management prioritizes documented action plan items. The action plan should include the
action, responsibility, timing and allocated resource.
F2
Evaluations of corrective/preventive actions are performed at the conclusion of each action plan.
The review shall be used to determine the effectiveness, the application to similar processes and the
need for any further action.
Optional comments may be added here supporting the organization's current state.
1.4 Continuous Improvement
1.4.1Continuous improvement within the supply chain is driven through a well-established
process.
Why?Improvement activities throughout the supply chain are necessary in order to achieve overall
customer satisfaction.
Criteria:
F1A defined process supported by management for continuous improvement is used within the entire
organization and with all supply chain partners.
F1Employees have a documented responsibility for and are allowed time to work on continuous
improvement tasks.
F1 The organization encourages employee involvement through an active suggestion program.
Optional comments may be added here supporting the organization's current state.
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1.4.2There shall be a process to identify and take corrective actions on deficiencies and/or
unstable processes found during internal assessments.
Why?For organizations to remain competitive and reduce cost, specific areas of improvement need to be
identified.
Criteria: Minimum requirement (Additional areas to be covered by specific customer requirements).
F3 Bottle neck processes.
F2 Production batch/lot sizes.
F2 Set-up/Change-over times.
F2 Throughput time.
F1 Reduction of complete physical inventories.
Optional comments may be added here supporting the organization's current state.
1.5 Supply Chain Development
1.5.1 Actions are taken to improve the relationship between all parties in the supply chain.
Why?A strong and successful relationship requires mutual trust and understanding. Supply chain
optimization relies on organizations working together.
Criteria:
F1 A structured approach is in use for development of all relationships.
F1 Action plans, processes and relationships of the parties in the supply chain are documented.
F1Methods of analysis are used to assess the supply chain: {e.g. SWOT analysis (Strengths,
Weaknesses, Opportunities, Threats), Benchmarking, Business Networks}
Optional comments may be added here supporting the organization's current state.
1.5.2Internal customer satisfaction objectives related to Materials Planning and Logistics are
identified, measured and communicated within the organization.
Why?Internal customer satisfaction is important for facilitating continuous improvement in response to
customer requirements.
Criteria:
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F2 Clear understanding of internal customer requirements.
F2 Internal customer satisfaction is measured (e.g., press shop parts supplied to the assembly area).
F2 Measurements are fully implemented, used and communicated to relevant functions.
Optional comments may be added here supporting the organization's current state.
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2. WORK ORGANIZATION
Organizational
Processes
Organizational Procedures
Resource Planning
Work Environment & Human Resources
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2.1 Organizational Processes
2.1.1Materials Planning and Logistics processes are described starting from customer interface,
through internal production until supplier interface.
Why?
It is vital to gain an overall view and understanding of your own and your business partners
processes in order to provide a good foundation for continuous improvement.
Criteria:
F1
There is a documented organizational structure in place to ensure appropriate focus (e.g., direct
reporting to the senior management) and resources for all Materials Planning and Logistics
processes.
F1Documentation exists (e.g., flow charts) describing the information flow of all Materials Planning and
Logistics processes, including interfaces with other functions and business partners.
F1Documentation exists (e.g., flow charts) describing the physical flow aspect of all Materials Planning
and Logistics processes, including interfaces with other functions and business partners.
F1 There is an active document control procedure in place. (as defined within TS 16949/QS9000)
Optional comments may be added here supporting the organization's current state.
2.2 Organizational Procedures
2.2.1 Organizational procedures exist for all functions within Materials Planning and Logistics.
Why? To ensure a standard way of working and help facilitate learning, it is important to have documentedprocedures.
Criteria:
F2The organization has procedures, which are evaluated and implemented to ensure compliance with
the Materials Planning and Logistics vision.
F2
Documented procedures for all customer interface aspects of the Materials Planning and Logistics
process exist (e.g., customer order planning, stock control, packaging procedures and transport
management).
F1
Documented procedures for all internal aspects of the Materials Planning and Logistics process exist
(e.g., assembly and production planning, material handling, stock control and warehousing including
MRO inventory).
F1
Documented procedures for all supplier interface aspects of the Materials Planning and Logistics
process exist (e.g., supplier performance assessment, receipt of material, stock control and
requirement calculations).
Optional comments may be added here supporting the organization's current state.
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2.3 Resource Planning
2.3.1 Resource flexibility and availability are optimized.
Why?It is essential that resources are optimized to fulfill capacity requirements of all the Materials
Planning and Logistics operations.
Criteria:
F2The organization has the ability to adapt its human resources in order to manage and balance
workload (e.g., flexibility agreements, peak hours, absenteeism and different industrial calendars).
F2The organization conducts periodic reviews to ensure sufficient resources (e.g., space and
equipment) are allocated for all Materials Planning and Logistics processes.
F1 Overtime is not used as a long-term solution for staffing requirements.
Optional comments may be added here supporting the organization's current state.
2.3.2Contingency plans shall exist to avoid disruptions when something unexpected happens in
the supply chain
Why?Without contingency plans, any disruption within the Materials Planning and Logistics process might
endanger deliveries to the customer (including e.g., assembly lines, workshops).
Criteria:
F3
The organization's contingency plans shall be implemented by a pre-determined function when an
emergency occurs and the system shall be tested and validated periodically.
F3 Personnel shall be trained in contingency procedures.
F2
Documented and proven procedures for all potential disruptions are identified with appropriate
action and recovery plans, including production and data recovery (e.g., computer/communication
failures, industrial disputes, transport and production disruption).
Optional comments may be added here supporting the organization's current state.
2.3.3A system exists for highlighting and communicating with both customers and suppliers
within the plant, any incident or deviation from the production plan.
Why?Appropriate management of internal customers and suppliers should rely upon communication
upstream and downstream of any incidents that could affect the normal production process.
Criteria:
F1
There are procedures in place to highlight and communicate incidents or deviations, (e.g., schedule
information, early warning of delays and stoppages), from the production plan, (e.g., regular
meetings, reporting and ad-hoc meetings).
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Optional comments may be added here supporting the organization's current state.
2.4 Work Environment & Human Resources
2.4.1 Plans exist for the control and improvement of the work environment.
Why?People are organizations' main asset, and the organization is responsible for providing safe and
healthy working conditions.
Criteria:
F2All applicable safety and environmental regulations (including respective certification) have been
identified and met.
F1Management are actively responsible for providing and improving the work environment (e.g., 5S/C
program, ergonomic principles).
Optional comments may be added here supporting the organization's current state.
2.4.2The roles and responsibilities within the Materials Planning and Logistics function are clearly
documented.
Why? Clearly defined roles and responsibilities reduce the risk of conflicts and define ownership of issues.
Criteria:
F1
Clearly defined job descriptions/skills matrices exist and are regularly reviewed and updated for each
key function within Materials Planning and Logistics.
F1All key tasks have employee backups designated to manage workflow when the primary employee is
not available.
Optional comments may be added here supporting the organization's current state.
2.4.3 There is a process identifying current and required skills within the organization.
Why? Understanding the competence gap within the organization is important for improvement.
Criteria:
F1The competence required for each position and function within the Materials Planning and Logistics
department have been identified and documented.
F1The current competence level for each employee and function within the Materials Planning and
Logistics department have been identified and documented.
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F1The procedure for identifying training needs based on a gap analysis of current versus required
skills, is documented, appropriately distributed and used for training recommendations.
F1Training objectives are clearly defined within the Materials Planning and Logistics strategy,
understood by all employees concerned and monitored by management.
Optional comments may be added here supporting the organization's current state.
2.4.4A training and development program exists for each employee in the Materials Planning and
Logistics function.
Why? A flexible and effective organization requires competent personnel.
Criteria:
F2There is a process to ensure sufficient resources (e.g., relief cover/backup) are available to support
and implement the training needs identified.
F1 Individual training and development plans exist for each employee.
F1Documented training and development plans are documented and regularly revised (minimum
once/year).
F1There is a process between employee and management to monitor the effectiveness of training and
to derive necessary actions.
Optional comments may be added here supporting the organization's current state.
2.4.5Actions are taken to improve employee motivation and empowerment in the Materials
Planning and Logistics function.
Why?To ensure employees are motivated to perform at their best, they need encouragement and to feel
that their efforts are worthwhile.
Criteria:
F1The performance of the organization and Materials Planning and Logistics function is communicated
to employees on a regular basis.
F1 Regular appraisal review and feedback is given to each employee (minimum once/year).
F1Follow-up from appraisal review leading to the identification of improvement opportunities and action
plans exists on a regular basis.
Optional comments may be added here supporting the organization's current state.
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3. CAPACITY & PRODUCTION PLANNING
Product
Realization
Capacity Planning
Production Planning
Systems Integration
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3.1 Product Realization
3.1.1The organization's Materials Planning and Logistics function shall formally participate in, and
sign off on, the Product Realization process.
Why?
The material organization's physical sign off verifies their involvement in the early stages of the
Product Realization process and therefore are prepared to support the organization at the start of
production.
Criteria:
F3 Material's function shall participate in and sign off on the Product Realization process.
Optional comments may be added here supporting the organization's current state.
3.2 Capacity Planning
3.2.1
The organization shall perform a comparison of its resources against the customer's long,
medium and short-term requirements. A process shall be in place that ensures prompt
communication to the customer of any risk that could affect their operations.
Why?
A major goal of the scheduling system shall be to review customer requirements far enough in
advance to detect potential problems in meeting those customer requirements. This process must
occur in a timeframe that allows for corrective action and minimizes the impact to the customer.
Criteria:
F3
Comparison of resources versus customer requirements shall be reviewed upon receipt of forecast
requirements (e.g., 830/DELFOR), comparing every week of the forecast (e.g., from week 3 tomonth 6 of the planning horizon) sent by customers.
F3
Resources versus customer requirements shall be reviewed upon receipt of shipping requirements
(e.g., 862/DELJIT), comparing daily ship requirement (usually current week and week 2) sent by
customers.
F3There shall be a process in place to notify customers of any significant resource limitations in
meeting the requirements.
F1
Time and cost for administrative, (e.g., receiving, planning and despatch), and physical (e.g.,
loading, unloading of trucks) operations of the Materials Planning and Logistics function are
quantified.
Optional comments may be added here supporting the organization's current state.
3.2.2
The organization's capacity planning process has the flexibility to ensure that the Product
Approval Process (PAP) requirements are available in a timely manner to support customer
change-overs/launches.
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Why?The organization's capacity planning process needs to be able to account for regular production, as
well as PAP requirements to ensure that production requirements are met.
Criteria:
F1 PAP requirements are prioritized accordingly within the scheduling system.
F1There is a process for building an inventory buffer of current parts prior to production time needed
for new model parts approval/evaluation.
F1PAP reviews are held with the participation of Scheduling, Production, Material Control, Engineering,
etc. on a regular basis to resolve any issues with meeting customer requirements.
Optional comments may be added here supporting the organization's current state.
3.2.3The organization implements measures to minimize obsolescence of Raw Material, WIP and
Finished Goods.
Why?For obsolescence claims purposes, a process exists for recording and maintaining maximum
material authorization from the customer.
Criteria:
F1
The organization has a process in place to communicate running change and balance-out parts for
final production runs to ensure no over-production and outside purchased items are ordered to the
piece.
F1Scheduling system will not generate production orders above customer requirements for balance-out
items.
Optional comments may be added here supporting the organization's current state.
3.2.4 There is a process to ensure the availability of service/spare parts.
Why? To satisfy the customer's need for spare parts without jeopardizing the production of current parts.
Criteria:
F2Requirements for non-current parts are calculated and ensured for the entire life cycle of the product
as required by the customer.
F1Quantities are communicated and managed throughout the organization, based on customer
requirement orders to ensure on-time deliveries.
F1Documented agreements exist to ensure the supply of service/spare parts (e.g., minimum order
quantity, standard pack size).
Optional comments may be added here supporting the organization's current state.
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3.3 Production Planning
3.3.1A process shall exist to plan production requirements and to maintain the parameters of the
production planning system.
Why?
A production planning and monitoring system contributes to both efficient information and material
flow.
Criteria: If your processes are automated then "check" both the manual and automated criteria below.
F3The scheduling system shall consider customer requirements when generating production
schedules.
F3
A set of parameters, (e.g., transport time, lead times, inventory levels, packaging), and internal
production requirements, (e.g., supplier constraints, scrap rates set-up times), shall be integrated
into the production planning system manually.
F1
A set of parameters, (e.g., transport time, lead times, inventory levels, packaging), and internal
production requirements, (e.g., supplier constraints, scrap rates set-up times), are integrated into
the production planning system automatically.
F1 A flexible production planning system is synchronized with all relevant internal and external systems.
F1The production planning system and its parameters, (e.g., scrap rate, set-up time, lot size, etc.), are
updated at planned intervals by a clearly defined responsibility.
Optional comments may be added here supporting the organization's current state.
3.3.2 The production scheduling system supports lean manufacturing (e.g., pull systems).
Why? To ensure production schedules reflect customer releases and shipping schedules.
Criteria:
F1Pull system concepts are integrated within the production planning process as seen on the shop
floor.
F1A daily forecast schedule of part numbers and quantities due by date is utilized, integrating pull
system techniques into the production planning process.
F1 Pull system automatically offsets losses or gains based upon inventory verification.
Optional comments may be added here supporting the organization's current state.
3.4 Systems Integration
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3.4.1The customer information shall be processed directly into the organization's planning and
scheduling systems.
Why?Direct electronic transfer of data will improve the transfer speed, reduce the possibility of error and
reduce the cost.
Criteria:
F3
Customer schedule information shall be automatically integrated into the organization's releasing
system to avoid manual transference of data by using ODETTE/AIAG electronic communication
standards or any other web based electronic standard.
Optional comments may be added here supporting the organization's current state.
3.4.2The organization sets the timing of the Material Requirements Planning System (MRP)
process to coincide with the receipt of the expected customer requirements.
Why?The MRP system should calculate the schedule based on the most current information available
from the customer.
Criteria:
F2MRP receives the expected customer requirements prior to the actual MRP run to calculate daily
production operating plans.
Optional comments may be added here supporting the organization's current state.
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4.1 Communication
4.1.1The organization maintains a process to ensure a co-operative communication based on
actual and adequate information for both parties.
Why?
To maintain customer relations, prevent misunderstandings and ensure continued business based
on co-operative communication.
Criteria:
F2There are agreed contingency plans established between both parties to maintain permanent
communication during bottle-neck situations.
F2The customers' goals regarding Materials Planning and Logistics performance are clearly defined
(e.g., Customer delivery instructions/schedules), visualized and followed-up by the organization.
F1
A contact list exists containing name, function, method of communication (e.g., phone number, fax
number, e-mail address, language spoken, etc), hours of availability and deputies/back-ups for
each Materials Planning and Logistics function from its customers.
F1 The contact list must support the entire scheduled operating hours of all customers.
F1There is a documented process (including process owner) for maintaining contact information
internally and updating the contact information on the customers' system.
Optional comments may be added here supporting the organization's current state.
4.1.2The organization shall receive requirements planning and shipping information
electronically, when available from the customer.
Why?
Electronic data transfer reduces the possibility of a typographical error or incorrect translation ofdata when human intervention is involved. Speed is increased by the electronic/mechanical transfer
of data while reaction time updates in customer requirements for pre-production, production and
service parts is improved.
Criteria:
F3Electronically communicated delivery forecasts (e.g., 830/DELFOR/planning releases) shall be
received and processed without manual entry.
F3Electronically communicated call off's (e.g., 862/DELJIT, shipping schedules, sequenced shipping
schedules) shall be received and processed without manual entry.
F1
Receipt and understanding of electronic communication should be in accordance with international
automotive guidelines (e.g., AIAG/Odette.)
Optional comments may be added here supporting the organization's current state.
4.1.3The organization shall have a process to ensure that any potential problems that could
impact the customer operation are communicated as soon as they are identified.
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Why?For the supply chain to remain uninterrupted at all times, any problems with the customer must be
resolved in a timely manner.
Criteria:
F3
There shall be documented procedure in place for the Materials Planning and Logistics personnel to
notify the customer and respond immediately to any situation whether identified by the organization
or the customer, that could negatively impact the customer's business.
F3
Differences shall be resolved with the appropriate customer contact prior to shipment time if the
agreed requirement cannot be met (e.g., transportation mode, quantity-shipped discrepancies,
packaging, etc).
F3The organization shall use interactive inventory management systems where they are available from
the customer (e.g., DDL, Smart, other VMI systems).
Optional comments may be added here supporting the organization's current state.
4.2 Packaging and Labeling
4.2.1The organization shall have a procedure for packaging development, coordinated with the
Product Approval Process.
Why?To ensure that the packaging efficiently supports material flow requirements as handling and
distribution.
Criteria:
F3
The organization shall have a process and supporting documentation to define standard packaging,
(usually reusable container), and back-up packaging (usually expendable containers), and pack size
before start of production (e.g., agreements about packaging type and rules for use with customer,
involvement of all internal departments connected with the packaging process).
F2 Requirements for packaging development/specification is agreed and documented.
F2The organization periodically audits shipments and conducts a physical review of packaging to
ensure compliance with defined packaging requirements.
F1Customer specific packaging should be developed for integration into the manufacturing process
(e.g., max. use of transportation conveyance, transport optimization).
F1When shipping runoff, pilot, PAP parts, the organization makes all shipments in assigned containers
so that the customer can validate the container use in their material system.
Optional comments may be added here supporting the organization's current state.
4.2.2The organization manages the container process to ensure that the availability of
returnable/non-returnable containers is adequate to support the material flow requirements.
Why?Adequate quantity and quality of returnable/non-returnable containers need to be available to keep
material protected as well as support any production needs.
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Criteria:
F2A documented control system exists for the procurement, allocation and monitoring of all packing
material (e.g., returnable containers, expendable packaging, dunnage, spacers).
F2
A documented and implemented process exists to ensure that returnable container inventory and
their availability in quantity and quality is adequate to cover customer requirements.
F2A documented, customer approved process exists in case of missing, damaged, dirty or otherwise
unsuitable packaging.
F2There is a process to notify the customer for each shipment when alternative or back-up packaging
is used.
F1A documented process for the storage of customer-supplied packaging is available and followed
(e.g., suitable storage and cleaning facilities for returnable containers).
Optional comments may be added here supporting the organization's current state.
4.3 Shipping
4.3.1The organization controls its processes to assure that the physical shipments correspond
with the customer demand.
Why?To ensure accurate shipment, container and label information and any other necessary
documentation will fulfill customer requirements.
Criteria:
F2The implemented and documented process to detect quantity shipped discrepancies is automated
(e.g., scan based shipment and loading control systems).
F2The organization ensures that any quantity-shipped disagreements with the customer are detected
and reconciled in a timely manner without cost penalties to the customer.
F2
Dock operations (e.g., capacity of preparation areas, loading bays, limits of loading and unloading,
rules of freight capacity, schedule of dispatch handling) are optimized, using scheduled window
times and carrier on-time performance is tracked.
Optional comments may be added here supporting the organization's current state.
4.3.2The organization shall have a process to ensure complete and accurate data content and
timely transmission of all Advanced Shipping Notices (ASN).
Why?Advanced Shipping Notices (ASN) transmits relevant information to the customer so they are aware
of what the supplier has shipped and can plan accordingly.
Criteria:
F3
The organization shall verify the data contents of shipping labels, (the use of electronic based
support systems such as RFID or scanning is mandatory for some customers), to assure
consistency between container content, labels and documentation.
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F3The organization shall ensure that the data content of all ASN's is complete and accurate in
accordance with customer requirements.
F3All shipments, including documentation and labeling, shall be prepared to customer, industry and
government standards and requirements (e.g., customs handling) including carrier routings.
F3The shipment process shall ensure that each ASN is transmitted a the time of conveyance
departure.
Optional comments may be added here supporting the organization's current state.
4.3.3The organization inspects and calibrates all shipment quantity-determination equipment at
planned intervals to an acceptable accuracy level, as defined by the customer.
Why?
To ensure accurate shipment to the customer, all shipment determination equipment must be
calibrated at planned intervals.
Criteria:
F2There is a procedure describing the proper use of shipment quantity-determination equipment (e.g.,
scales, counters).
F2 All quantity-determination equipment is calibrated to a recognized standard at planned intervals.
F1The inspection status and date for all quantity-determination equipment is clearly displayed on the
equipment.
F1 An inspection schedule is created and one person has the responsibility of equipment calibration.
Optional comments may be added here supporting the organization's current state.
4.4 Transportation
4.4.1The organization shall assure the transport of finished goods satisfies customer
requirements (e.g., carrier, mode, special equipment, cost responsibility).
Why?To ensure transport to the customer according to agreed delivery agreements/conditions with
customer.Criteria:
F3For organization managed transportation the carrier/Lead Logistics Provider is selected and shall be
assessed regarding logistics, f lexibility and quality parameters.
F2Appropriate equipment (e.g., bracing, banding) is used to ensure the product is delivered to the
customer damage-free.
F1Transportation planning is included from beginning of the products life cycle and the carrier/Lead
Logistics Provider is involved as early as possible (e.g., product development process).
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F1The organization has a process to plan transportation capacity together with the carrier/Lead
Logistics Provider in line with its own processes and their capacities.
F1The organization has established documented contingency plans in the event of failure of transport,
including quantified alternative methods of transport.
Optional comments may be added here supporting the organization's current state.
4.4.2Optimization of transportation capacity should be considered during the supply chain design
phase.
Why?Permanent management of transportation utilization will lead to cost reduction opportunities as well
as environmental savings.
Criteria:
F1The organization regularly explores opportunities to reload inbound conveyances with outbound
product.
F1Disposition of all empty transportation capacities (both inbound and outbound) should be done on a
daily basis to ensure that FIFO is occurring to minimize detention and demurrage related charges.
Optional comments may be added here supporting the organization's current state.
4.5 Customer Satisfaction and Feedback
4.5.1The organization has a process to assess customer satisfaction whether or not the customer
provides feedback.
Why?Superior Materials Planning and Logistics performance will ensure customer satisfaction, which will
lead to a long-term business relationship.
Criteria:
F2
Based on the customer's feedback or industry standards, the organization develops measures to
improve customer satisfaction. Where feedback is not automatically given from the customer, the
organization solicits this information.
F1 The organization has a process to regularly assess its performance to all of its customers.
F1
The measures are regularly reviewed internally by the management (e.g., warning of unfilled
requirements) and externally (e.g., Logistics performance measures), as required with the customer.
An adequate visualization method (e.g., customer satisfaction monitor, charts, graphs) is used.
Optional comments may be added here supporting the organization's current state.
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5. PRODUCTION & PRODUCT CONTROL
Material
Identification
Inventory
Engineering Change Control
Traceability
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5.1 Material Identification
5.1.1There shall be a process/method in place to ensure all parts are labeled accurately and
identified easily.
Why?
Material that is improperly identified could result in misplaced material, lost time and/or production
disturbances.
Criteria:
F3The organization shall have a process to correctly identify all material, including in-process material
and including direct marking when needed.
F3The organization shall have a process to ensure part's labels are available at the appropriate time
and are applied correctly.
F3 The organization shall have a process to clearly identify all storage locations accurately.
F3The organization shall have a process to assure the appropriate identification of all unusable or
damaged material (scrap, returns, rejections, etc).
F1 Bar codes are used to identify and trace material where appropriate.
Optional comments may be added here supporting the organization's current state.
5.2 Inventory
5.2.1 The organization has one integrated system encompassing both perpetual inventory andassociated financial functions (e.g., "one set of books").
Why? To ensure that inventory transactions and balances are accounted for properly.
Criteria:
F1The organization has one integrated system encompassing both perpetual inventory and associated
financial functions.
Optional comments may be added here supporting the organization's current state.
5.2.2 There are systems in place that facilitate access to and management of all types of inventory -finished goods, Works-in-Process (WIP), and raw material.
Why?To properly support the planning process stock management systems must be in place to ensure
ready access to material.
Criteria:
F2The organization has a process that facilitates management of all types of inventory, in-house and
off-site.
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F1The organization has visual controls in place to support inventory management (designated storage,
minimum and maximum levels).
F1The storage environment is appropriately controlled for material on hand, ensuring that all parts
have sufficient protection.
F1 The organization has a process to safeguard easily damaged material and high theft material.
F1Obsolete material is stored in designated areas and is reviewed at defined intervals for potential
rework, salvage and for claims purposes, and disposed of in a timely manner.
Optional comments may be added here supporting the organization's current state.
5.2.3 The organization has a process to optimize the material flow.
Why?
The primary objective of a lean manufacturing/material flow process is to efficiently and effectively
support the needs of the organization. As long as there is a need to move parts from one location to
another there will be the opportunity to eliminate waste in the material flow process.
Criteria:
F2 The organization's material flow is designed to support FIFO where applicable.
F1The organization has a process to optimize the material flow for new and current parts and
production processes.
F1 The organization's material flow is designed to facilitate accurate tracking.
F1 The organization's material flow is designed to minimize handling and transportation costs.
Optional comments may be added here supporting the organization's current state.
5.2.4The organization has a process that ensures that all material records are maintained and
accurate, and deviations investigated and corrected.
Why?
To ensure customer product availability and to minimize stock errors it is necessary to have a stock
control system. Efficient stock control procedures reduce the risk of obsolescence, stock balance
errors and the costs of administration and quality problems. A correct stock balance is a prerequisite
for reliable material supply to production.
Criteria:
F2
There is a process in place to ensure accurate stock balance of all inventory types (e.g., finished
goods, scrap) and that these stock balance figures are accurately updated in the organization's
systems in a timely manner.
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F2
The organization has a process that ensures the structure of the Bill of Material (BOM) records are
maintained and are accurate. Any deviations are investigated and reflected accurately in perpetual
inventory records.
F1
Records are maintained, compared to schedule, and information supplied to all appropriate persons,
for evaluations of important material processes for the organization.
F1
The organization has a process to ensure physical inventory counts, when performed, are done
accurately and reported in inventory records. These inventory counts are performed with an
adequate frequency for every part, depending on volume value, waste percentage, etc.
F1
The organization has, and periodically evaluates, error reduction tools (e.g., visual controls, bar
coding, elimination of manual entry), for part storage, part movement and accurate inventory
records.
F1The organization shall archive material records for the appropriate length of time (retention
requirements). These records must be retrievable and readable.
Optional comments may be added here supporting the organization's current state.
5.2.5
The organization has a process in place to coordinate "phased out" inventories (e.g., those
affected by engineering changes and programs that are being phased out) with both supplier
and customer.
Why? To manage risk and avoid obsolescence costs.
Criteria:
F2 The organization has a process in place to coordinate accurately "phased out" inventories withsuppliers.
F2The organization has a process in place to coordinate accurately "phased out" inventories with
customers.
F2The scheduling system automatically considers phased out items in order to schedule to the
customer's final release (e.g., piece vs. standard pack) to avoid over-run.
Optional comments may be added here supporting the organization's current state.
5.2.6 The organization has a process to continuously evaluate and optimize inventory buffers.
Why?
To ensure both customer satisfaction and cost efficiency, the levels of inventory should be carefully
considered for every part to ensure that stock levels can be kept at a low level without any risk to
deliveries to customers.
Criteria:
F1 The organization has a process to continually evaluate, and adjust if necessary, inventory buffers.
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F1
The evaluation process considers all factors influencing the need for inventory buffers, (e.g.,
demand variability, process capabilities, internal transport and warehousing situation, customer
safety stock requirements, different industrial calendars, etc...).
Optional comments may be added here supporting the organization's current state.
5.2.7
The organization shall have a process to identify and route defective/obsolete material in a
timely manner. This process shall ensure that defective/obsolete material is segregated and
disposed of properly (e.g., reworked or scrapped).
Why? To ensure that any defective/obsolete parts are segregated from production material.
Criteria:
F3The organization shall have a process that ensures defective/obsolete material is contained,
segregated, reworked or disposed of properly.
F1 Determinations and material movements are made in a timely manner.
Optional comments may be added here supporting the organization's current state.
5.3 Engineering Change Control
5.3.1The organization shall manage engineering revision levels with documented procedures for
customer, supplier, and internal changes.
Why?Parts changes can disrupt normal production flow and delivery to the customer if not properly
managed.
Criteria:
F3
A formal engineering change/sign-off review shall exist to ensure that all changes which affect the
materials planning and Logistics process are planned, performed and communicated in a
synchronized manner, (e.g., process sign-off sheet with Bill of Material (BOM) review, routing
changes, effective dates, notification to suppliers, scheduling, shipping).
F2There is a formal review process for proposed engineering changes to evaluate the impact on
manufacturing operations, physical material flow and delivery.
F1 All affected parties are represented in the review (e.g., Materials, Engineering, Suppliers, Customer)and the results are communicated to all affected parties.
F1
All affected personnel understand engineering change procedures internally, and at the supplier and
customer facilities. These procedures are reviewed on a regular basis for effectiveness and potential
process improvements.
F1There is a process for ensuring that inbound material has adequate revision control, including labels
with revision level if applicable, and all material personnel understand the process.
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Optional comments may be added here supporting the organization's current state.
5.3.2 The organization manages the life cycle of tools to ensure customer requirements at allstages of production.
Why?In order to support customer orders for service/spare parts, tools must be capable of producing past
model parts.
Criteria:
F2There is a documented, implemented and periodically evaluated process, which tracks a tool's
lifecycle (e.g., current status, rework history, ownership, authorizations, BOM item link).
F1 There is a sub-process for evaluating tool disposition when related to past models or inactive parts.
F1 There is a sub-process, which tracks customer authorizations for reworking or disposing of tools.
Optional comments may be added here supporting the organization's current state.
5.3.3
The organization shall use a process to obtain written customer authorization for deviation
whenever the product or process is different from that currently approved through Product
Approval Process (PAP).
Why?Both parties approve material produced during the initial PAP. Form, f it and function requirements
can be affected by changes to the product or process changes.
Criteria:
F3 There shall be a process in place to obtain documented authorization from the customer wheneverthe product or process deviates from that, which was approved through PAP.
F1There is a process in place to ensure that all appropriate material personnel are aware of the
expiration date for the deviation.
F1Each time a deviation is requested, there is a clear plan to ensure eventual compliance with the
original or superseding specifications.
Optional comments may be added here supporting the organization's current state.
5.4 Traceability
5.4.1Where regulation and/or the customer requires traceability, a system that supports lot and/or
serial traceability shall be in place.
Why?When failures occur, it is vital to be able to contain the issue to protect the customer, establish the
cause and apply corrective measures in a timely manner.
Criteria:
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F3There shall be a process in place that supports government mandated traceability, including
reporting to the customer, for all affected parts (e.g., TREAD Act)
F2There is a process for controlling partial lots, which are identified appropriately and accounted for
accurately, (e.g., separated from other products).
F1There is a process in place to support lot and serial traceability for individual part/pallet/batches
throughout the process.
F1The lot and serial traceability process supports historical tracking to the level required by regulation
or the customer.
Optional comments may be added here supporting the organization's current state.
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6. SUPPLIER INTERFACE
Supplier
Selection
Materials Planning &
Logistics - Agreement/
Instruction
Communication
Packaging & Labeling
Material Receipt
Transportation
Supplier Assessment
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6.1 Supplier Selection
6.1.1Materials Planning and Logistics criteria is considered when selecting suppliers or other
business partners for new or existing products or services.
Why?
A strong supply chain requires well-functioning organizations not only in the first tier, but also in
every link of the chain. All important aspects, including quality, cost and delivery is necessary for a
well-functioning supply chain.
Criteria:
F2The Global MMOG/LE should be used as part of the selection process of suppliers, sub-contractors,
logistic providers and the results should be communicated to all involved.
F2The purchasing decision process includes participation from the Materials Planning and Logistics
function including the results from this evaluation document.
Optional comments may be added here supporting the organization's current state.
6.2 Materials Planning and Logistics Agreement/Instruction
6.2.1Documented agreement/instruction shall exist with suppliers and sub-contractors/outside
processors regarding Materials Planning and Logistics.
Why?To avoid misunderstandings and to make expectations and responsibilities clear among the parties
involved.
Criteria:
F3Procedures shall exist where any deviations from the Materials Planning and Logistics instructions
are immediately investigated, communicated and rectified by the supplier.
F2
A regularly revised document exists for all suppliers, sub-contractors and logistic providers,
specifying the responsibilities and procedures of the relationship, agreed by all parties before the
first delivery.
F2The agreement specifies communication procedures including language and contacts within all
functions.
F2The agreement specifies capacity, flexibility demands and delivery conditions, (e.g., unit loads,
packaging, transportation, transportation costs, batch sizes and documentation).
Optional comments may be added here supporting the organization's current state.
6.3 Communication
6.3.1A method of communication exists between suppliers, sub-contractors and logistic providers
covering day to day issues and emergency situations.
Why?For the supply chain to remain uninterrupted at all times, it is important that empowered personnel
from key areas can be contacted at all times.
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Criteria:
F2A list of contacts, including back-ups, exists covering all logistics functions and availability of
contacts is guaranteed according to agreement.
F2
There is a procedure to ensure that the suppliers, sub-contractors, and logistics providers give
warning if there is a risk that requirements cannot be fulfilled; all significant changes are
communicated as soon as they are identified.
F2Methods of communication, including contingency, have been agreed upon (e.g., phone call, e-mail,
etc).
F1 Information on inbound shipment is used to detect material shortages.
Optional comments may be added here supporting the organization's current state.
6.3.2 Procedures for data exchange shall be implemented with Suppliers and Logistics providers.
Why?A fast, reliable, integrated, exact and standardized information flow is necessary to reduce lead
times both in the physical and the administrative flow.
Criteria:
F3The organization shall have the capability to send and receive electronic communication in
accordance with customer requirements and relevant industry standards.
F3
Electronic communication shall be implemented, including sending and receiving capabilities with
all suppliers, sub-contractors and logistics providers. There is a timeline in place, (in accordance
with customer requirements), to establish electronic communications with suppliers, sub-contractors
and logistics providers that are not currently able to send and receive an electronic format.
F2Electronic communication includes shipment notification messages, which are integrated in the
receiving system without human intervention.
F2The quality of information transmitted and received is verified and corrective actions taken if
necessary.
F2Transmission frequency and planning horizons are adequate for the commodity produced and
accounts for the lead times of purchased parts and material.
Optional comments may be added here supporting the organization's current state.
6.4 Packaging and Labeling
6.4.1 There is a documented procedure for packaging development.
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Why?Appropriate packaging and unit loads ensure transport handling and cost efficiency, quality, a better
environment and enables the respect of lead times.
Criteria:
F1
Design and development responsibility is agreed between partners; packaging design requirements
(e.g., standard packaging, pack size, back-up packaging) are documented in a detailed procedure
and communicated to the supplier before the start of production and covers the entire product life
cycle.
F1Existing standards are used; returnable, reusable or recyclable containers are considered as a part
of environmental guidelines.
F1Optimization of transport, variety of packaging, material receiving, and handling until point of use is
considered.
Optional comments may be added here supporting the organization's current state.
6.4.2 Packaging management and control is organized in an efficient way.
Why?Appropriate packaging management ensures quality, cost efficiency, availability and delivery
performance.
Criteria:
F2
A documented control system exists for the procurement, allocation and monitoring of all packing
material (e.g., standard packaging & back-up packaging) and the responsibilities are clearly defined
between partners.
F2 There is a documented procedure to control the return of empty packaging in quality and quantity.
F1Packing material is considered and optimized as a part of the total Materials Planning and Logistics
costs.
Optional comments may be added here supporting the organization's current state.
6.5 Transportation
6.5.1 Procedures exist regarding management and cost optimization of inbound transportation.
Why?A transportation policy that focuses on cost-efficiency, timing, lead-time and environmental issues is
a key factor in ensuring reliable material supply.
Criteria:
F2
Transportation set-up is considered as part of the product development process, including
transportation specification, (e.g., lead time), optimization and environmental consideration together
with carriers and Lead Logistics providers.
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F2
Documented procedures for the follow-up of transportation issues relating to quality (damages), cost
(normal, premium freight and detention/demurrage costs), and delivery (ordering and on-time
performance) exists.
F2
The organization tracks and traces in-bound material from time of supplier shipment through to
receipt of material.
F1Transportation function supplies the scheduling function with information on in-bound transportation
modes and associated transit times (e.g., lead-time, window times).
Optional comments may be added here supporting the organization's current state.
6.6 Material Receipt
6.6.1 Sufficient capacity and appropriate equipment in the material receiving function is ensuredand optimized.
Why? Without sufficient capacity and/or the right equipment, material receipt could become a bottleneck.
Criteria:
F2A planning function exists to allocate resources to ensure adequate capacity (personnel, equipment,
maintenance and layout/space).
F1All variables that affect the receiving activit ies are considered to balance the utilization of the docks
and space (e.g., scheduling, fixed time slots).
Optional comments may be added here supporting the organization's current state.
6.6.2A process exists to verify labeling and documentation against Materials Planning and
Logistics requirements for procured parts.
Why?Reliable material supply requires assurance that the parts and associated documentation delivered
meet the specified Materials Planning and Logistics requirements.
Criteria:
F2The organization ensures shipping labels are accurate and comply with AIAG/Odette labeling
standards.
F1The organization compares shipping documents with actual goods received to ensure accuracy and
compliance to organization's requirements/standards.
F1
A procedure exists for the correction and follow-up of any discrepancies in the receipt of material
(e.g., quality and quantity verification [including packaging]). The organization ensures that each
receiving transaction has a unique identifier to support problem resolution.
F1 When material is received by authorized third parties, all of the above criteria apply.
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F1 The organization uses visual controls to assist the receiving process.
Optional comments may be added here supporting the organization's current state.
6.7 Supplier Assessment
6.7.1Partners (suppliers, sub-contractors and logistics service providers) in the supply chain are
assessed regularly according to a defined procedure.
Why?
A strong supply chain requires well-functioning organizations not only in the first tier, but also in
every link of the chain. Follow-up of performance allows parties to focus on areas of importance to
achieve the Materials Planning and Logistics strategy and customer satisfaction.
Criteria:
F2The Global MMOG/LE is used for evaluating all suppliers, sub-contractors, logistic providers on a
regular basis and communicated to all involved functions.
F2
The organization has a process to review supplier performance levels on a regular basis.
Summarized information about the suppliers' performance is provided to the purchasing function
and the supplier on a regular basis, according to industry standards where they exist.
Optional comments may be added here supporting the organization's current state.
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1 Weight. 2 Weight. 3 Weight. 4 Weight. 5 Weight. 6 Weight. 7 Weight.
1 1.1.1 F2 F2 F2 F2 0 8
1.2.1 F2 F2 F2 0 6
1.2.2 F3 F3 F3 F2 F2 F2 F1 0 16
1.3.1 F2 F2 F2 F1 0 7
1.3.2 F2 F2 0 4
1.4.1 F1 F1 F1 0 3
1.4.2 F3 F2 F2 F2 F1 0 10
1.5.1 F1 F1 F1 0 3
1.5.2 F2 F2 F2 0 6
Chapter summary Total Chapter 1 0
MAX Score 63
% 0%
1 Weight. 2 Weight. 3 Weight. 4 Weight. 5 Weight. 6 Weight. 7 Weight.
2 2.1.1 F1 F1 F1 F1 0 4
2.2.1 F2 F2 F1 F1 0 62.3.1 F2 F2 F1 0 5
2.3.2 F3 F3 F2 0 8
2.3.3 F1 0 1
2.4.1 F2 F1 0 3
2.4.2 F1 F1 0 2
2.4.3 F1 F1 F1 F1 0 4
2.4.4 F2 F1 F1 F1 0 5
2.4.5 F1 F1 F1 0 3
Chapter summary Total Chapter 2 0
MAX Score 41
% 0%
1 Weight. 2 Weight. 3 Weight. 4 Weight. 5 Weight. 6 Weight. 7 Weight.
3 3.1.1 F3 0 3
3.2.1 F3 F3 F3 F1 0 10
3.2.2 F1 F1 F1 0 3
3.2.3 F1 F1 0 2
3.2.4 F2 F1 F1 0 4
3.3.1 F3 F3 F1 F1 F1 0 9
3.3.2 F1 F1 F1 0 3
3.4.1 F3 0 3
3.4.2 F2 0 2
Chapter summary Total Chapter 3 0
MAX Score 39
% 0%
1 Weight. 2 Weight. 3 Weight. 4 Weight. 5 Weight. 6 Weight. 7 Weight.
4 4.1.1 F2 F2 F1 F1 F1 0 7
4.1.2 F3 F3 F1 0 7
4.1.3 F3 F3 F3 0 9
4.2.1 F3 F2 F2 F1 F1 0 9
4.2.2 F2 F2 F2 F2 F1 0 9
4.3.1 F2 F2 F2 0 6
4.3.2 F3 F3 F3 F3 0 12
4.3.3 F2 F2 F1 F1 0 6
4.4.1 F3 F2 F1 F1 F1 0 8
4.4.2 F1 F1 0 2
4.5.1 F2 F1 F1 0 4
Chapter summary Total Chapter 4 0
MAX Score 79
% 0%
Global MMOG/LE
Global Materials Management Operations Guide / Logistics Evaluation results sheet
ChapterQuestion
number
Result (Criteria score x Weighting of criteria)Act.
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Not fulfilled 4 21 9
ChapterQuestion
number
Result (Criteria score x Weighting of criteria) Act.
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Not fulfilled 2 7 21
ChapterQuestion
number
Result (Criteria score x Weighting of criteria) Act.
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Not fulfilled 7 2 14
ChapterQuestion
number
Result (Criteria score x Weighting of criteria) Act.
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Not fulfilled 11 15 16
Cha terQuestion Result (Criteria score x Weighting of criteria) Act. Max. S=self V=verified
M-7Issue:v1, Release 2 Dated 12/04
Replaces:, Dated
7/28/2019 MMOG Logistics English
47/85
Global MMOG/LE
1 Weight. 2 Weight. 3 Weight. 4 Weight. 5 Weight. 6 Weight. 7 Weight.
5 5.1.1 F3 F3 F3 F3 F1 0 13
5.2.1 F1 0 1
5.2.2 F2 F1 F1 F1 F1 0 6
5.2.3 F2 F1 F1 F1 0 5
5.2.4 F2 F2 F1 F1 F1 F1 0 8
5.2.5 F2 F2 F2 0 6
5.2.6 F1 F1 0 2
5.2.7 F3 F1 0 4
5.3.1 F3 F2 F1 F1 F1 0 8
5.3.2 F2 F1 F1 0 4
5.3.3 F3 F1 F1 0 5
5.4.1 F3 F2 F1 F1 0 7
Chapter summary Total Chapter 5 0
MAX Score 69
% 0%
1 Weight. 2 Weight. 3 Weight. 4 Weight. 5 Weight. 6 Weight. 7 Weight.
6 6.1.1 F2 F2 0 4
6.2.1 F3 F2 F2 F2 0 9
6.3.1 F2 F2 F2 F1 0 7
6.3.2 F3 F3 F2 F2 F2 0 12
6.4.1 F1 F1 F1 0 3
6.4.2 F2 F2 F1 0 56.5.1 F2 F2 F2 F1 0 7
6.6.1 F2 F1 0 3
6.6.2 F2 F1 F1 F1 F1 0 6
6.7.1 F2 F2 0 4
Chapter summary Total Chapter 6 0
MAX Score 60
% 0%
TOTAL score 0
Maximum Score 351 0
% 0% 206
206
Company name: ______________________________________________
Plant/Location : _______________________________________________
Name of self-assessor: __________________ Name of verified-assessor: __________________
Date: _ Date: ___
Signature : _________________________ Signature : _________________________
Scoring : = Criteria fulfilled
= Criteria not fulfilled
Weighting : F1 = 1 (If requirements are not met, the organizations competitiveness will be adversely affected)(If requirements are not met, customer satisfaction and the
organizations performance will be seriously affected)
(If requirements are not met, there is a high risk of interruption to customer operationswith additional costs to be incurred in the short term)
number Score Score assessed assessed
F3 F2 F1
Fulfilled 0 0 0
Not fulfilled 8 10 25
ChapterQuestion
number
Result (Criteria score x Weighting of criteria) Act.
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Not fulfilled 3 20 11
SUMMARY
F3 F2 F1 A, B or CFulfilled 0 0 0
96
X
Not fulfilled 35 75 96
C
F3 = 3
blank
F2 = 2
35 75
M-7Issue:v1, Release 2 Dated 12/04
Replaces:, Dated
7/28/2019 MMOG Logistics English
48/85
GlobalMMOG/LE
Global
MM
OG/LE
Question#
Criteria
Weight
Element
DesiredState
CurrentState
Gap
ActionRequired
Timeto
Complete
Responsibility
Cost
1)
F2
1.1
Visionand
Strategy
Ado
cumentedvisionexistsfor
theMaterialsPlanningand
Logisticsfunction.
2)
F2
1.1
Visionand
Strategy
Ado
cumentedstrategyexists
with
activitiesforimplementing
theMaterialsPlanningand
Logisticsvision.
3)
F2
1.1
Visionand
Strategy
The
MaterialsPlanningand
Logisticsvisionandstrategyis
linke
dtotheorganization's
over
allobjectives,
including
customerrequirementsand
cont
inuousimprovement.
4)
F2
1.1
Visionand
Strategy
The
MaterialsPlanningand
Logisticsvisionandstrategyis
com
municatedandunderstood
withintheorganization.
1)
F2
1.2
Objectives
Allo
bjectivesaremeasurable
and
consistentwiththe
orga
nization'sMaterials
Plan
ningandLogistics
strat
egy.
2)
F2
1.2
Objectives
Obje
ctivesareacceptedbyall
relevantfunctionsandare
clearlycascadedthroughout
theorganization.
3)
F2
1.2
Objectives
Obje
ctivesarereviewedwith
seniormanagementatplanned
inter
vals.
1)
F3
1.2
Objectives
Deliveryperformanceto
customer.
2)
F3
1.2
Objectives
Supplierdeliveryperformance.
3)
F3
1.2
Objectives
Build-to-Schedule(productivity:
plan
vs.actual).
4)
F2
1.2
Objectives
Leadtimesforallsupplychain
proc
esses(physicaland
infor
mation).
5)
F2
1.2
Objectives
MaterialsPlanningand
LogisticsQuality(e.g.,
docu
mentation,messages,
pack
agingandlabeling).
6)
F2
1.2
Objectives
MaterialsPlanningand
Logisticscosts(e.g.,
Premium
freig
ht,packaging,
handling
and
storagespace).
M-7
Iss
ue:v1,
Release2,
Dated12/04
Replaces:Dated
7/28/2019 MMOG Logistics English
49/85
GlobalMMOG/LE
Global
MM
OG/LE
Question#
Criteria
Weight
Element
DesiredState
CurrentState
Gap
ActionRequired
Timeto
Complete
Responsibility
Cost
7)
F1
1.2
Objectives
Stoc
klevels/stockturnbroken
downintorawmaterial,WIP,
finishedgoods.
1)
F2
1.3
Measurement,
Analysisand
ActionPlans
Performanceagainstobjectives
ismonitoredatplanned
inter
valsandreviewedwith
seniormanagement.
2)
F2
1.3
Measurement,
Analysisand
ActionPlans
Allrelevantpersonnel/functions
areinformedabout
performanceatplanned
inter
vals.
3)
F2
1.3
Measurement,
Analysisand
ActionPlans
Astructuredproblemsolving
methodisusedtodetermine
root
cause(s)andprevent
recu
rrenceofmaterial
prob
lems.
4)
F1
1.3
Measurement,
Analysisand
ActionPlans
Grap
hicalanalysistools,
(e.g.,
Pare
tographs)displaying
histo
ricalandtrenddataare
used
totrackcriticalareasover
time
.
1)
F2
1.3
Measurement,
Analysisand
ActionPlans
The
managementprioritizes
docu
mentedactionplanitems.
The
actionplanshouldinclude
theaction,responsibility,
timing
and
allocatedresource.
2)
F2
1.3
Measurement,
Analysisand
ActionPlans
Evaluationsof
corrective/preventiveactions
areperformedatthe
conc
lusionofeachactionplan.
The
reviewshallbeusedto
dete
rminetheeffectiveness,
theapplicationtosimilar
proc
essesandtheneedforany
furth
eraction.
1)
F1
1.4
Continuous
Improvement
Ade
finedprocesssupported
bym
anagementforcontinuous
impr
ovementisusedwithinthe
entir
eorganizationandwithall
supp
lychainpartners.
2)
F1
1.4
Continuous
Improvement
Emp
loyeeshaveadocumented
resp
onsibilityforandare
allow
edtimetoworkon
cont
inuousimprovementtasks.
M-7
Iss
ue:v1,
Release2,
Dated12/04
Replaces:Dated
7/28/2019 MMOG Logistics English
50/85
GlobalMMOG/LE
Global
MM
OG/LE
Question#
Criteria
Weight
Element
DesiredState
CurrentState
Gap
ActionRequired
Timeto
Complete
Responsibility
Cost
3)
F1
1.4
Continuous
Improvement
The
organizationencourages
emp
loyeeinvolvementthrough
ana
ctivesuggestionprogram.
1)
F3
1.4
Continuous
Improvement
Bottleneckprocesses.
2)
F2
1.4
Continuous
Improvement
Prod
uctionbatch/lotsizes.
3)
F2
1.4
Continuous
Improvement
Set-up/Change-overtimes.
4)
F2
1.4
Continuous
Improvement
Thro
ughputtime.
5)
F1
1.4
Continuous
Improvement
Reductionofcompletephysical
inventories.
1)
F1
1.5
SupplyChain
Development
Astructuredapproachisinuse
ford
evelopmentofall
relationships.
2)
F1
1.5
SupplyChain
Development
Actionplans,processesand
relationshipsofthepartiesin
thesupplychainare
docu
mented.
3)
F1
1.5
SupplyChain
Development
Methodsofanalysisareused
toassessthesupplychain:
{e.g.
SWOTanalysis
(Stre
ngths,
Weaknesses,
Opportunities,
Threats),
Benchmarking,
Business
Netw
orks}
1)
F2
1.5
SupplyChain
Development
Clea
runderstandingofinternal
customerrequirements.
2)
F2
1.5
SupplyChain
Development
Internalcustomersatisfactionis
mea
sured(e.g.,pressshop
partssuppliedtotheassembly
area
).
3)
F2
1.5
SupplyChain
Development
Mea
surementsarefully
implemented,usedand
com
municatedtorelevant
func
tions.
1)
F1
2.1
Organizational
Processes
Thereisadocumented
orga
nizationalstructurein
placetoensureappropriate
focu
s(e.g.,
directreportingto
theseniormanagement)and
reso
urcesforallMaterials
Plan
ningandLogistics
proc
esses.
M-7
Iss
ue:v1,
Release2,
Dated12/04
Replaces:Dated
7/28/2019 MMOG Logistics English
51/85
GlobalMMOG/LE
Global
MM
OG/LE
Question#
Criteria
Weight
Element
DesiredState
CurrentState
Gap
ActionRequired
Timeto
Complete
Responsibility
Cost
2)
F1
2.1
Organizational
Processes
Documentationexists(e.g.,
flow
charts)describingthe
infor
mationflowofallMaterials
Plan
ningandLogistics
proc
esses,
includinginterfaces
with
otherfunctionsand
businesspartners.
3)
F1
2.1
Organizational
Processes
Documentationexists(e.g.,
flow
charts)describingthe
phys
icalflowaspectofall
MaterialsPlanningand
Logisticsprocesses,
including
inter
faceswithotherfunctions
and
businesspartners.
4)
F1
2.1
Organizational
Processes
Thereisanactivedocument
cont
rolprocedureinplace.
(as
defin
edwithinTS
16949/QS9000)
1)
F2
2.2
Organizational
Procedures
The
organizationhas
proc
edures,whichare
evaluatedandimplementedto
ensu
recompliancewiththe
MaterialsPlanningand
Logisticsvision.
2)
F2
2.2
Organizational
Procedures
Documentedproceduresforall
customerinterfaceaspectsof
theMaterialsPlanningand
Logisticsprocessexist(e.g.,
customerorderplanning,stock
cont
rol,packagingprocedures
and
transportmanagement).
3)
F1
2.2
Organizational
Procedures
Documentedproceduresforall
inter
nalaspectsofthe
MaterialsPlanningand
Logisticsprocessexist(e.g.,
asse
mblyandproduction
plan
ning,materialhandling,
stockcontrolandwarehousing
inclu
dingMROinventory).
4)
F1
2.2
Organizational
Procedures
Documentedproceduresforall
supp
lierinterfaceaspectsof
theMaterialsPlanningand
Logisticsprocessexist(e.g.,
supp
lierperformance
asse
ssment,receiptof
material,stockcontroland
requ
irementcalculations).
M-7
Iss
ue:v1,
Release2,
Dated12/04
Replaces:Dated
7/28/2019 MMOG Logistics English
52/85
GlobalMMOG/LE
Global
MM
OG/LE
Question#
Criteria
Weight
Element
DesiredState
CurrentState
Gap
ActionRequired
Timeto
Complete
Responsibility
Cost
1)
F2
2.3
Resource
Planning
The
organizationhastheability
toadaptitshumanresourcesin
orde
rtomanageandbalance
work
load(e.g.,
flexibility
agre
ements,peakhours,
abse
nteeismanddifferent
indu
strialcalendars).
2)
F2
2.3
Resource
Planning
The
organizationconducts
periodicreviewstoensure
sufficientresources(e.g.,
spac
eandequipment)are
alloc
atedforallMaterials
Plan
ningandLogistics
proc
esses.
3)
F1
2.3
Resource
Planning
Overtimeisnotusedasalong-
term
solutionforstaffing
requ
irements.
1)
F3
2.3
Resource
Planning
The
organization'scontingency
plan
sshallbeimplementedby
apre-determinedfunction
whenanemergencyoccurs
and
thesystemshallbetested
and
validatedperiodically.
2)
F3
2.3
Resource
Planning
Pers
onnelshallbetrainedin
cont
ingencyprocedures.
3)
F2
2.3
Resource
Planning
Documentedandproven
proc
eduresforallpotential
disru
ptionsareidentifiedwith
appropriateactionand
reco
veryplans,
including
prod
uctionanddatarecovery
(e.g.,computer/communication
failures,
industrialdisputes,
transportandproduction
disru
ption).
1)
F1
2.3
Resource
Planning
Thereareproceduresinplace
tohighlightandcommunicate
incid
entsordeviations,
(e.g.,
sche
duleinformation,early
warn
ingofdelaysand
stoppages),fromthe
prod
uctionplan,
(e.g.,regular
mee
tings,reportingandad-hoc
mee