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The Supply Chain Excellence Benchmark, a unique tool with no equivalent in Europe

In 1997, the members of ASLOG created their Supply Chain performance evaluation tool (the association is now renamed France Supply Chain by aslog). renamed France Supply Chain by aslog). Its quality can be explained by the following principles:

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A cross-sectoral approach
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An operational dimension
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An assured design

by Supply Chain professionals

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A transversal and exhaustive vision
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A desire to align with the company's strategy

Why measure the performance of its Supply Chain?

The objective of the benchmark is to measure to improve. It is therefore a question of discovering your level of maturity and mastery of the fundamentals of the Supply Chain by positioning yourself in relation to the best practices.

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Identify areas for improvement
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Driving a dynamic of continuous improvement
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Leading a team and its projects
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To spread the transversality of the supply chain function within the company

In a second step, the tool cross-references the audit results with the company's strategy and highlights the potential for improvement. This methodology, proven by the realization of more than 300 audits, allows a real awareness. It also highlights the importance and the impact of the Supply Chain professions on the global performance of the company.

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Performance measurement integrates all partners to create value and thus encourages the implementation of common progress approaches. Indeed, as Pascale Eymery, President of the association at the time of the creation of the Excellence standard (1997), reminds us, it is a way of...


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An evaluation of the Supply Chain, but encompassing the actors of the extended enterprise, the audit itself focuses on relationships with customers and suppliers

Pascale Eymery, General Manager YMCA SERVICES OCCITANIE

A living tool that is constantly evolving

Since its launch in the 90s, the Supply Chain Excellence standard is now in its 6th version. Its latest revision fully integrates the themes of Corporate Social Responsibility(CSR), digitalization and new technologies.

The analysis is broken down into 10 chapters, each corresponding to a process. From this thematic breakdown comes a set of 132 questions broken down into 3 levels of requirement, from basic to excellence, including good practices. Excellence is the knowledge and prevention of all risks, anticipation and permanent progress.

Chapter 1
Management, Strategy and Organization
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Chapter 2
Logistics in Design and Projects
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Chapter 3
Supply
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Chapter 4
Produce
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Chapter 5
Move
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Chapter 6
Store
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Chapter 7
Sell
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Chapter 8
Support, Return and End of Life Logistics
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Chapter 9
Pilot indicators
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Chapter 10
Ongoing progress
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The Benchmark measures the reality of the company's organization at a given moment. The important thing is therefore more the action plans put in place afterwards than the score obtained.

The indispensable starting point for excellence

Follow-up of an agro-food SME over 4 years by one of the FSC auditors
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Audit 2018
Audit 2022

Target potential 2018

During an audit, the reference system draws up an objective report on the level of maturity and the potential for improvement of a company. This is done througha factual rating. The results are presented in a visual way and reveal the areas and margins for improvement identified, as with these two diagnoses carried out successively in 2018 and 2022 within the same company.

The progress plan resulting from the audit allows the deployment of performance optimization projects following the priority axes of the company's strategy.

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