How Mature is Your Supply Chain? A Capability Maturity Model
Robert B. Handfield, Ph.D.
Robert B. Handfield, Ph.D., Bank of America University Distinguished Professor of SCM, Director, Supply Chain Resource Consortium, College of Management, North Carolina State University, (919/ 515 4674); email@example.com
Samuel L. Straight
Samuel L. Straight, Executive-in-Residence, Supply Chain Resource Consortium, College of Management, North Carolina State University, (919/ 513 4480); firstname.lastname@example.org
89th Annual International Conference Proceedings - 2004 - Philadelphia, PA
Speed to market is one of the most critical dimensions of competition in today’s markets. As more organizations seek to focus on their key core competencies, the outsourcing of critical business processes such as product design and development, manufacturing, sales, marketing, and even distribution, is becoming an increasing trend. As outsourcing occurs, the role of procurement will escalate, and management of information flows, physical flows, and relationships will become more important. In order to effectively assess the requirements for deploying outsourcing strategies, companies will need to understand the relative maturity of their supply management function using assessment tools (such as the Supply Chain Capability Maturity Model.) Use of a maturity model is critical in establishing baseline performance of current sourcing processes, as well as defining the requirements for future outsourcing of business processes. The model can also be used to assess the maturity of other processes in the integrated supply chain, including design, make, deliver, sell, and service processes.