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Supply Chain Management - Business Process Self Assessment Questionnaire                                                                                                                                                                                                                                                                                                                                                                     Score
Management & Organisation		1      2      3      4
1	Specific Supply Chain (Supply, Manufacturing & Distribution) Management policies support Supply Chain strategy and plans.
2	The Supply Chain organisation (supply, manufacturing & distribution) is structured to deliver the required level of product availability, with clear understanding of individual and team roles.
3	Competence is defined and managed with a structured, comprehensive competence assurance process. Business-critical competencies are identified and managed.
4	HSE is managed with real management commitment, using a structured hazard identification system (e.g. HSE Case) and recognised process safety management principles. A documented plan is used for managing HSE in the Manufacturing and Distribution of oil products and performance is measured and communicated.
5	An incident, failure and abnormal operation reporting & investigation process/system is in place (using structured RCA techniques).
6	Comprehensive systems monitor and report Supply Chain performance - supply, manufacturing & distribution. Plan versus Actual comparisons are performed with economic analysis of deviations (backcasting). Reliability, availability, operational and scheduling performance and practices are benchmarked and best practices (internal and external) are captured and applied across the organisation.
Strategy & Planning
7	A marketing plan is created for each market segment (aviation, direct, retail, …) based on market trends, sales projections and product availability and incorporating the trading strategy.
8	Processes and systems determine crude price forecasts and product pricing strategies
9	A coherent planning environment develops and maintains a data provision infrastructure, planning models and tools (crude data, LP, simulators, etc.).
10	Robust demand estimates are determined using current order data (is the data available), credible demand forecasting tools and other product commitments. [If demand estimates are not robust then the process or sytems are inadequate]
11	Robust supply estimates are determined with credible network and production estimates and constraint information, good knowledge of commercial product market options and good knowledge of crude supply options. [If supply estimates are not robust then the process or sytems are inadequate]
12	The planning process evaluates the demand forecast against logistic and supply capacity as well as the cost of supply, and generates: - Optimised Demand Fulfilment Plan - Optimised Product Sourcing & Trading Plan - Optimised Production Targets - Optimised Crude Sourcing Plan - Optimised Primary & Secondary Disribution Plans - Assign Product Inventory To Orders (automatically) - Economic Steering Values for Lower Level Optimisation
Source
13	Procurement & trading policies, controls, processes and systems are established and well maintained, including analysis tools and the required data infrastructure.
14	The execution of purchasing and trading processes for crude and products is effective and transparent with the correct level of oversight resulting in no or very few mistakes and no operation outside of control boundaries. Risk management techniques are integrated into the business process.
15	Bulk logistics management systems and tools are established and the execution of the logistics operations are performed to the target level of performance - the right feedstock or product cargo delivered to the right place at the right time..
16	The purchasing, trading and logistics processes have performance metrics and performance is reviewed regularly to ensure improvement and risk minimisation.
Make
17	The production (refinery) planning processes and tools (data provision, LP models, simulators, etc.) are well developed and maintained to properly model the refinery and its constraints so as to optimise the refinery facilities. There is a good understanding of the level of uncertainty and this is incorporated in the process.
18	The scheduling (feedstock, process and blending) processes and tools are well developed and maintained to properly model the refinery and its constraints so as to provide robust and feasible intermediate and product production schedules.
19	Good communication and positive challenge processes are in place between planning, scheduling and operations personnel to ensure all information and constraints are taken into consideration in planning and scheduling decisions and that commercial requirements and drives are well understood.
20	The operational processes, systems and practices are executed consistently, reliably and to the expected level of performance, using a comprehensive set of controls that manage the risk of operating a complex, technical facility: - Receive, Account for, Store & Blend Feedstock - Operate Process & Utility Units - Blend & Certify Products - Store & Release Products
21	A comprehensive performance monitoring and reporting system covers all of the processes (see above) that constitute product production, including the capture and application of best practices.
22	Process unit performance is monitored and analysed in real time and open loop optimisation performed. Simulation tools are used in the performance analysis.
Deliver
23	Processes and systems optimise the scheduling and nomination processes for deliveries across each of the customer types and delivery modes, using complex objective functions, not just cost of delivery.
24	Have the ability to monitor the performance of the deliveries across each of the customer types and delivery modes in real time, with the ability to adapt the schedules for unexpected events in a timely manner.
25	The delivery systems are integrated into the ERP systems to ensure direct accounting for each custody transfer.
26	The delivery process allows for returns of product easily: identifies the reason for rejection, verifies & acknowledges the complaint, schedules the receipt of rejected product, and update order fulfilment & accounting process.