SCMAT

BP nr

Tag

Strategic

1 Supply Chain Strategy 2 Customer focus 3 Aligned strategy

4 Aligned collaboration 5 Aligned incentives

6 Concurrent engineering 7 Aligned roles

8 HSE & CSR

Control

9 Mass customization 10 Supply Chain Coordination 11 Shop-Floor Top-Floor

12 Aligned PMS

13 Balanced KPIs 14 Aligned KPIs 15 Risk awareness 16 Resiliency 17 Control model Processes 18 Ordering seamlessness 19 Procurement seamlessness

20 Planning seamlessness

21 Customer diversification 22 Standardised processes 23 Continous improvement Resources 24 Technology leadership 25 Core competence focus 26 Utilisation of tangibles 27 Minimised waste 28 Agility Materials 29 Material flow 30 Optimised distribution 31 Synchronised deliveries 32 Modularised products 33 Minimised inventories 34 Buffer stocks 35 Massproduction lines 36 ICT Strategy

Information

37 Information dashboards 38 Information visualisation

39 Supply Chain transparancy 40 Real time information 41 Track & Trace technologies 42 ICT integration

43 Visual networks

Organisation

44 Supply chain teams

45 Flexible labour

46 knowledge level 47 Best-in-class people 48 Fellow feeling

Description of Best Practice in Operation Management and Supply Chain Management

A clear stated supply chain strategy exist (e.g Fuchs et al, 1998) The strategy is customer focused (e.g Godson, 2002; Schonberger, 1986; Lambert & cooper, 2000; Blanchard, 2007) The supply chain strategy is aligned with each company's strategy, vision and mission (e.g. Fuches et al, 1998; Godson, 2002) The degree of collaboration in the supply chain is decided and based on analysis of factors such as strategic importance of product, availability of product and degree of customisation (e.g. Evens & Danks, 1998; IBM 2005a) Supply chain partners share risk, costs and rewards when improving supply chain performance, i.e. incentives are aligned (e.g. Hanson & Voss, 1995; Lee, 2004) Processes, components and products are redesigned in collaboration with suppliers and customers (concurrent engineering) (e.g. Lee, 2004; IBM 2005a; Van Landeghem & Persoons, 2001) Roles and responsibilities of each actor are distributed to optimise performance and avoid conflict in the supply chain (e.g. Lee, 2004; IBM 2005) Corporate Social Responsibility and Health Security and Environment issues are focused, i.e the company strive to understand and respond to the expectations of all stakeholders in society (e.g. Laugen et al, 2005; Gordon , 2002) The supply chain has a strategic use of customer decoupling-point where products are designed for postponement and mass- customization (e.g. Blanchard, 2007; Lee & Whang, 2001) Planning, forecasting and replenishment are coordinate in the supply chain (e.g. Blanchard, 2007; Skjoett-Larsen et al,2004; IBM, 2005) Local control and management of production sites are integrated in the supply chain's global control and management (e.g. Kalsas& Alfnes, 2006) The performance management system translates supply chain strategy into objectives, metrics, initiatives, and tasks customised to each group and individual in the supply chain (e.g. Eckerson, 2005) Key Performaces Indicartors address financial and non-financial perspectives, internal and external perspectives, and short-time and long-time perspectives (i.e. they are balanced) (e.g. Kaplan and Norton, 1996; Neely et al., 1996) Key Performaces Indicartors are automatically measured and respond in same format throughout the supply chain; providing consistency and comparability (e.g. SCC, 2001) Risk awareness (risk indicators, contracts, alternatives suppliers or transporters etc) is an integrated part of supply chain management (E.g Peck, 2003) Contingency plans for supply chain events exist (e.g. Bovet, 2005; Blanchard, 2007) The supply chain has a holistic and visual representation (control model) of how prodcution and logistic processes are conducted (Alfnes and Strandhagen, 2000) There is seamless ordering process from customer request to delivery of product (e.g. Lambert & Cooper, 2000; McCormack, 2001; SCC, 2001) There is seamless procurement process through integrated manufacturing and supplier relationships (e.g. Lambert & Cooper, 2000; McCormack, 2001) There is a seamless planning processes performed by dedicated supply chain teams representing a cross-division of the supply chain (e.g. McCormack, 2001; Laugen et al, 2005; SCC 2001)

Key customer groups are continuously re-defined, profit-monitored and diversified according to product and service-level (e.g. Lambert & Cooper, 2000; IBM, 2005; Torres & Milner, 1998) Processes are standardised (defined, updated and documented) to enable plug and play connectively between supply chain actors (e.g. McCormack, 2001) Continuous and incremental improvement is focused and gives tangible results (e.g. Hanson & Voss, 1995; Schonberger, 1986) The supply chain is continuously seeking and implementing leading production technology (e.g Kobayashi, 1990; IBM, 2005) The supply chain has a strong focus on core competences (e.g. Prahalad & Hamel, 1990) The supply chain has a high utilisation of machines, transportation vehicles, inventory and facilities (e.g. Laugen et al, 2005) The supply chain has a high utilisation of personnel where waste is minimised (e.g. Womack et al, 1996; Kobayashi, 1990; Hanson & Voss, 1995) The supply chain can manage an unexpected large increase in demand (> +20%) and deliver within agreed short-time delivery conditions (e.g. IBM, 2005) The flow of materials in the supply chain is directed and well defined (e.g. Womack et al, 1990; Godson, 2002) Distribution is optimised through route planning, cross-docking etc. (e.g Simichi-Levi et al , 2003; Blanched, 2007) Delivery of products and/or complementary services from different actors in the supply chain is synchronized to fulfill customer needs (e.g. Jagdev and Browne, 1998) Products are modularised to improve flexvibility (e.g. Lee, 2004; IBM 2005a) Inventories are minimised (e.g. Womack et al, 1996; Kobayashi; 1990; Godson, 2002) An inventory of key product components are kept to prevent manufacturing delays (e.g. Lee, 2004) Different supply chains are created for different product lines to optimse capabilities for each product line (e.g. Lee, 2004) A supply chain ICT strategy is clearly stated (e.g. Simchi-Levi et al, 2003) Information is collected, processed, visualised and presented in a centralised decision point (dashboard), to enable efficient decision making (e.g. Eckerson, 2005; Hanson & Voss, 1995) Information is visualised in all processe, both value-adding and administrative (e.g. Kennedy et al, 1998; Godson, 2002) A system is implemented that provides all actors equal access to forecasts, inventory status, point-of-sales data and plans (e.g. Lee, 2004; SCC, 2001; Lee & Whang, 2001; Blanchard, 2007) Data capturing technologies and IT-systems facilities decisions based on data and information that are in real- time (e.g. IBM 2005; Heinrich, 2005) Bar codes, sensors and/or RFID are used for track and trace functionality throughout all supply chain processes (supply, manufacturing, distribution) (e.g. Heinrich, 2005) All supply chain actors' ICT system are integrated (e.g. Simchi-Levi et al, 2003; Hanson & Voss, 1995) ICT system have modular standardised interfaces to provide connectivity through a plug and play functionality between actors in the network (creating visual networks) (e.g. Blanchard,2007; IBM, 2005) Cross functional and inter-organisational teams are established to improve supply chain performance and eliminate the hand-offs across functional boundaries (e.g. McCormack, 2001; Hansons & Voss 1995) Supply chain actors flexible and enpowered labour force trained to carrry out, different processes (e.g. Kobayashi, 1990; Blanchard, 2007; Schonberger, 1986; Hayes & Wheelwright, 1984)

the supply chain actors are knowledge about advance supply chain management tools and best practice and have good understanding of all supply chain processes and their interaction (e.g. Schonberger, 1986; Hayes & Wheelwright, 1984) Best-in-class people processes the key position for supply chain management (e.g. Blanchard, 2007) There exist an healthy organisation culture supporting the overall supply chain strategy and stating "we are all in this together" (e.g. Hayes & Wheelwright, 1984)

To which extent does our firm use best practice

Progress 1 - Never or does not exist 2 - Sometimes or to some extent 3 - Frequently or partly exist 4 - Mostly or often exist 5 - Always or definitely exist

Radar Chart Questionaire Objective: Understand the high level company direction toward supply chain practices

Dimension

1. Vision/Mission

Mission

Facilities

2. Inventory, Transportation , logistic Materials

6. Information Technologies Information Technology

3. Procurement & Sourcing Purchasing

4. Marketing & Pricing 7. R&D R&D

5. Operation (Product, Quality) Quality Product

Other

1 - Search question.. Forward chuahSL (by 10pm Friday) 2 - Vision & mission 3-

rection toward supply chain practices

Question

1. I know my company vision & mission? 2. I understand the vision for the company is working to become? 3. I understand the corporate mission (purpose for existence). 4. I see clearly defined strategies in place that support the mission and vision. 5. My management clearly describe the company direction to working level, so I know my works are align with the direction. 6. My company business align with overall company vision & mission. 7. I believe the company stragegy will succeed in next 2-3 years. 8. I agree the company high investment in R&D (innovation) will enable company to be successfully in future.. 9. I see company understand the risks and working toward to overcome/minimize the risks. 10. I see there is room of improvement in strategy to achieve the objectives. 11. My company is creating culture on continuos improvement on every aspects. 12. I see what I do align with overall company strategy. 13. I can easily spot an effort/activity which not align with my company's strategy. 14. My company's product roadmap will be able to beat future competitors. 15. I can see that progressive effort is underway to tackle new market. 16. Performance measurements are in place for tracking progress. 17. Im clear and understand on company supply chain (Design, Plan, Make and Deliver) goal and objectives 18. Im clear and understand the important of the role I play contribute back to company supply chain strategic 19. Do you understand the performance measurement use align with company supply chain strategic? 22. My company competitive advantages are still valid for next 3 years 23. My company competitive advantages do not revisit for next 3 years. I'm clearly know Entegris's stated Mission. There are clear supply chain strategy stated and implementing in Entegris.

1. The way Entegris setup the plant in worldwide strategically meeting its market segment dynamic 2. How agile our plant able to meet demand change (spike) in worldwide?

1. Entegris's inventory level is optimized? 2. How strong our inventory strategy to cope with demand fluctuation? The buffer stock is in optimum level. The incoming goods can arrive in time to cover spike order. Do you have sakes forecast for each finised product

1. Do you agree the location of Entegris plants able to optimize transportation cost?

1. How strong Entegris's IT systems able to support the dynamic of business change? (agility) Able to reply confirmation of order in short time. The information is visualised in all processes. There are tracebility for every process. The information are easily to abstract out by fingertrips.

1. How responsive Entegris responding to change of supplies issues (material shortage)? Prefering localization Implementing Multi Sourcing How frequent is the Cost review activity conducting?

1. I believe Entegris pricing strategy is competitive in the market?

Ready to provide advice to customer for new products development there are advance lab facilities to do research study and products developments. There are copyright on materials develop by Entegris. Do not deliver defective parts. There are 200% inspection on critical check point. There are flexibility on product design, custom make to suite customer's requiement. Entegris's products are price competitive.

1. How strong is our busines continuity plan in transportation?

Quality - reject or return from customer high. Spike order cause insufficient material, effected production schedule

Strategic Issue Alignment Alignment w/ Comp. w/ the M/V Priority

Rate (1-5)

FACILITY KRA 1 2 3

INV KRA 2

TRAN KRA 2

INFO 3

sue

SOUR PRIC

SH MGMNT OTHERS