How to audit SCRM? Conducting the Audit (6/9) – List of questions (part a/c)

Below is a list of questions that can be used to audit the SCRM, concerning the topicsTransparency of supply chain structures and processes, Information and dependencies of suppliers and Identification.

Transparency of supply chain structures and processes Are the most important, value-creating corporate processes defined (e.g. development to production to sales)?
  Is there accountability in these operational processes, i.e. are the potential risks and their impacts on different departments known and addressed?

Information and dependencies of suppliers

Is there a list of all direct upstream suppliers?
  Is the most important company data of the upstream suppliers documented (corporate headquarters, production facilities, local contact persons, cell phone numbers, etc.)?
  Are the supplier contacts with decision-making authority known?
  What are all of the value creation processes of the direct upstream suppliers?
  What are the dependencies between upstream suppliers?
  Have they been properly identified?
  Is information about the suppliers obtained on a regular basis?
  Who are the most critical suppliers (critical suppliers can be characterized as the highest proportion of sales, or as the supplier of the material for the most products which cannot be easily replaced, etc.)?
  If the most critical supplier fails, what are the financial consequences?
  How often does the operational business check whether certain deadlines have/will expire?
  How often are the supply contracts checked to see if they need to be transferred to a new company standard?
  Is information about suppliers regularly shared with other departments?
  Does an on-site visit of the most critical suppliers take place every three to five years?
  Is there a structured guidelines in place for communicating with suppliers?

Identification

Are operational supply chain risks systematically identified at regular intervals?
  Are strategic supply chain risks systematically identified at regular intervals?
  Is there a catalog for the systematic identification of supply chain risks?
  Are external as well as internal corporate risks considered during the identification of risks?
  Are the interfaces with supply chain actors considered during risk identification?
  Is it always possible to add newly identified supply chain risks to the catalog?
  Are the results of the supply chain risk identification from each individual workplace recorded in writing?
  Are the results of the supply chain risk identification from the entire department recorded in writing?
  Are risks from supply chain partners that may have a negative impact on the company considered in the identification process?
  Is the identified supply chain risk list up-to-date?
  Is the operational supply chain risk assessment complete?

Extract from Schröder, M. (2019): Structured improvement of supply chain risk management. In: Supply Chain Management – Contributions to Procurement and Logistics, Series-Editor: Essig, M.; Stölzle, W., Kersten, W., Springer Gabler: Wiesbaden

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