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

The France Supply Chain Framework for Excellence is a neutral, universal tool suitable for all types of organizations—from microbusinesses and small and medium-sized enterprises to CAC 40 companies and hospitals—to assess their potential for improvement and strive for operational excellence.

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 multi-sectoral approach

from industry to the hospital sector

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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

Origins and History: 30 Years of Professional Excellence

Originally created in 1995 within the association (then known as ASLOG), the framework was developed at the initiative of professionals in the automotive sector (who were notably inspired by the support programs for equipment manufacturers and subcontractors). Originally consisting of just under 100 questions focused on traditional logistics, it was intended to offer a pragmatic, practical alternative to ISO standards or overly rigid industry guidelines.

The Major Stages of Its Evolution

  • 1995 – The Genesis: A first practical guide (fewer than 100 questions) to assess logistics maturity and support suppliers’ skill development.

  • 2002 – Restructuring: A major overhaul of the platform, organized by business processes and thematic sections, laying the foundation for the modern framework.

  • 2018–2020 – The Shift Toward Supply Chain and Education: Moving from a purely “logistics” perspective to a cross-functional and comprehensive view of the supply chain. Development of certification programs (Qualiopi / registered with the RS) tailored for professionals (seniors) and for more than 200 to 250 students per year at leading business schools (Isteli, ICN, etc.).

  • 2024 – CSR Integration and Digitalization: A Rethinking of Requirements Through the Enhanced Integration of Sustainable Logistics, Overall Digital Maturity, and Cross-Functional Risk Management.

  • 2027 – The Era of Humanity and Augmented Excellence: The 2027 edition reaches a new milestone by introducing a brand-new HR & skills component and raising the bar across the board.

What Makes Our Tool Uniquely Powerful

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.

The tool does not penalize the organization but rather challenges it to measure up to industry best practices, revealing areas of value and opportunities for investment. The goal remains to set the company on a path toward improvement.

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.

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.

Use an auditor
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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

If you are an SME, discover the self-diagnosis tool

A DYNAMIC TOOL THAT IS CONSTANTLY EVOLVING

France Supply Chain continually updates its tools to stay as closely aligned as possible with current operational realities and strategic challenges.

A Strengthened Human Resources (HR) & Skills Component

Because operational performance depends first and foremost on people, the 2027 version includes new, concrete requirements :

  • Onboarding and Integration Processes: How to Better Structure the Welcome, Support, and Retention of New Employees.

  • Skill Development (Upscaling): Supporting skill development, fostering autonomy, and boosting team performance.

  • Ergonomics, Health & Safety: Strengthening the focus on occupational health, risk prevention, and daily working conditions.

Higher Overall Standards

  • Comprehensive Digital Transformation: A Broad Assessment of Process Digital Maturity (Far Beyond AI or Automation Alone).

  • Sustainable Logistics: Refined Requirements for the Ecological Transition, the Environmental Footprint, and Eco-Design.

  • International Availability: The audit framework and its supporting materials are also fully available in ENGLISH for your subsidiaries and teams abroad.

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 Year N
Audit Year N+4

Target potential N

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.

Discover and learn to master the tool with our training