MMOGLE FordInternal

MMOG/LE
Global Materials Management Operations Guideline / Logistics Evaluation

M-7 Version 3, Release 0 Date:11/2009
Minimum System Requirements:

Excel 2003 or later required
Computer and processor: Personal computer with an Intel Pentium 233-MHz or faster processor (Pentium III recommended)
Memory: 128 megabytes (MB) of RAM or greater
Hard disk: 150 MB of available hard-disk space; optional installation files cache (recommended) requires an additional 200 MB of available hard-disk space
Display: Super VGA (800 × 600) or higher-resolution monitor
Operating system: Microsoft Windows 2000 with Service Pack 3 (SP3), Windows XP, or later
International Copyright Information
This standard is subject to International Copyright, as shown herein, and unauthorized reproduction is not permitted. Contact one of the associations below to discuss reproduction permission.
If translated, this manual has been translated and published for guidance only and is intended to help the understanding of the official English version.
AIAG Copyright and Trademark Notice:
© 2009 Automotive Industry Action Group, except that copyright is not claimed as to any part of an original work prepared by a U.S. or state government officer or employee as part of the
person’s official duties.
Except as noted above, all rights are reserved by AIAG and no part of these materials may be reproduced, reprinted, stored in a retrieval system, or transmitted, in any form or by any means,
electronic, photocopying, recording, or otherwise, without the prior written permission of Automotive Industry Action Group. Copyright infringement is a violation of federal law subject to criminal
and civil penalties.
AIAG and Automotive Industry Action Group are registered service marks of the Automotive Industry Action Group. Automotive Industry Action Group makes no claim to any trademark of a
third party. Trademarks of third parties included in these materials are the property of their respective owners:
© 2009 Automotive Industry Action Group

© 2009 Odette International Ltd. All rights reserved
MMOG/LE
Global Materials Management Operations Guideline / Logistics Evaluation
M-7 Version 3, Release 0 Date:11/2009
International Copyright Information
This standard is subject to International Copyright, as shown herein, and unauthorized reproduction is not permitted. Contact one
of the associations below to discuss reproduction permission.
If translated, this manual has been translated and published for guidance only and is intended to help the understanding of the
official English version.
AIAG Copyright and Trademark Notice:
© 2009 Automotive Industry Action Group, except that copyright is not claimed as to any part of an original work prepared by a U.S.
or state government officer or employee as part of the person’s official duties.
Except as noted above, all rights are reserved by AIAG and no part of these materials may be reproduced, reprinted, stored in a
retrieval system, or transmitted, in any form or by any means, electronic, photocopying, recording, or otherwise, without the prior
written permission of Automotive Industry Action Group. Copyright infringement is a violation of federal law subject to criminal and
civil penalties.
AIAG and Automotive Industry Action Group are registered service marks of the Automotive Industry Action Group. Automotive
Industry Action Group makes no claim to any trademark of a third party. Trademarks of third parties included in these materials are
the property of their respective owners:
723112385.xls 2 of 158 Date Printed: 01/28/2024

MMOG/LE
Acknowledgements
AIAG and Odette would like to acknowledge and thank the representatives of all the companies listed for their input and help in completing MMOG/LE Versions 1, 2 and 3.
AIAG ODETTE
Cara Besh Chrysler Corporation Christian Aigner Ford Motor Company
Morris Brown AIAG Helena Asp Volvo Car Corporation
Tyese Doby Ford Motor Company Roger Bergsten Volvo Car Corporation
Connie Harde American Axle & Manufacturing, Inc. Rob Brown SMMT Industry Forum
Michael Howard Ford Motor Company Stefan Clausing Robert Bosch GmbH
Aidan Hughes Gates Corporation Jacky Cousin Renault
Chuck Koehn Chrysler Corporation Ana Delgado Couchoud Odette Espana
Donna LeFaive JCI Corporation Marcus Eiff Ford Motor Company
Kevin Lockwood Universal Bearings Corporation Mark Evans SMMT Industry Forum
Sheila Manning Chrysler Corporation David Fernandez-Renau Sanz Odette Espana
Eric Minehart Ford Motor Company Jean-Claude Fichera ASAPP
Terry Onica QAD Meiji Gaschet Renault
Tim Piniatoglou Ford Motor Company Gerard Graufogel PSA
Todd Yaney Chrysler Corporation Helena Holmgren Karlsson Robert Bosch LTD
Carol Zamjahn General Motors Alessandra Kelz Ford Motor Company
Thierry Koscielniak Renault
Denis Mozzo Renault
Gerhard Paulinz Volvo Truck Corporation
Henry Rosten Volvo Powertrain Corporation
Aurelien Rouquet GALIA
Jean-Francois Tahon GALIA
Jeff Turner SMMT Industry Forum
Friedel Vogel Odette International
Jőrg Vollmer Robert Bosch France

MOG/LE
Introduction and Instructions
oreword
terials Planning and Logistics (MP&L) is the process of managing the procurement, movement, and storage of materials, parts, and finished goods (and the related information flows)
oughout the organization through the timely and cost-effective fulfillment of orders.
s assessment tool has been produced to assist organizations in developing and implementing world class MP&L processes.
e document is the result of a collaborative effort between work groups within Odette International Limited and the Automotive Industry Action Group to develop a single MP&L evaluation
n be used globally. MMOG/LE was derived from the Odette Logistics Evaluation (OLE) and AIAG’s Materials Management Operations Guideline (MMOG), which were both originally
blished in 1999.
MMOG/LE Document Revisions
Odette and AIAG revise MMOG/LE at a minimum every three years to ensure the assessment tool reflects the needs of the industry for MP&L processes. This document contains
revisions that were completed in September 2009 following extensive discussions in response to comments and proposals from existing users. A summary of the revisions is containe
the "Changes" worksheet.
ISO/TS16949 alignment
MMOG/LE comprises an MP&L audit that is aligned with ISO/TS 16949 and lean principles as a system for the identification and elimination of waste. The goal of ISO/TS 16949 is the
development of a quality management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain.
MMOG/LE complements this goal but emphasizes the MP&L processes.
MMOG/LE adopts the same "process approach" as ISO/TS 16949 for developing, implementing, and improving the effectiveness of MP&L processes in order to enhance customer
satisfaction by meeting customer requirements.
A key advantage of using the same "process approach" as ISO/TS 16949 is the ongoing control that it provides over the linkage between the individual processes within the system o
processes, as well as over their combination and interaction.
When used for MP&L processes, such an approach emphasizes the importance of:
Ø understanding and meeting requirements

Ø considering processes in terms of added value
Ø obtaining results of process performance and effectiveness
Ø continual improvement of processes based on objective measurement
Ø visual management through the use of charts and graphs
MMOG/LE Applications
This document comprises recommended business practices and is intended to establish a common definition of materials practices for the MP&L process both within the organization
with its trading partners.
Automotive OEMs and suppliers can use this document for many purposes, including:

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Ø Internal assessments
Ø Benchmarking current state / best practices
Ø Driving continual improvement
Ø Promoting supplier development by evaluating and improving supplier performance

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Global Best Practice Suite
MMOG/LE is one element in a Global Best Practice Suite of tools and recommendations for Materials Management and Logistics processes that have been developed collaboratively
AIAG and Odette. The Global Best Practice Suite is a complimentary set of tools to assist organizations in the application of world class MP&L processes. All of the tools are aimed at
helping organizations measure themselves against Best Practice in order to identify areas of improvement. The tools are fully aligned with lean principles in that they provide a means
the identification and elimination of waste and the application of streamlined and effective processes. It is strongly recommended that organizations adopt these tools and
recommendations. The Global Best Practice Suite is shown below followed by a brief explanation of each element.

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The Global Materials Management Logistics Agreement (GMMLA) contains operational guidelines for a materials management and logistics agreement between parties. The main
objective of the Logistics Agreement is to ensure that the day-to-day operational relationship is fully defined and documented in order to clarify roles, responsibilities, expectations, and
commitments and to avoid the possibility of misunderstandings and conflict. The application of GMMLA principles is particularly beneficial when operating new trading partners in eme
markets.
The KPI for Global Materials Management and Logistics (KPI for GMML) defines standard key performance indicators for materials management and logistics in the automotive indus
Common performance indicators facilitate a better understanding between business partners.
The Logistics Evaluation for Carriers and Logistics Service Providers (LSP) was developed to produce one common Carrier and LSP evaluation that can be used by the shipper, LSP,
carrier, and customer. This assessment tool evaluates carrier and LSP processes in the same manner that MMOG/LE evaluates MP&L processes. The document can be used by an
individual organization within the supply chain as a self-assessment or can be used between business partners as an audit tool. In both cases, the resulting evaluation provides a
comprehensive assessment of the Carrier's and/or LSP's performance and capability.
For further information on where to obtain a copy of any of these documents, see the Further Information worksheet.

MOG/LE
troduction
The Purpose of MMOG/LE
Customer demands for shorter lead times and reliable delivery has created a need for faster, more flexible, and more efficient flow of information and products throughout all tiers of th
supply chain. Business logistics plays an increasingly significant role in the competitive environment and only through continual improvement can an organization ensure lower costs
increased customer satisfaction. It is essential that MP&L processes are controlled and monitored to ensure internal and external customer expectations are met and to drive continua
improvement through the supply chain.
The purpose of MMOG/LE is to provide a single assessment tool that enables a comprehensive evaluation of MP&L performance and capability. The tool can be used by both supplie
customer throughout the entire product life cycle, including the early product development and pre-production phases, and the post-production aftermarket/service phases. MMOG/LE
be used by every partner in the supply chain for self-assessment, or can be used between business partners as an audit tool for supplier selection and evaluation.
MMOG/LE is a comprehensive assessment tool that measures an organization's MP&L processes against Best Practice including such aspects as sustainability, corporate responsibi
and environmental protection. As such, the assessment process can be quite invasive requiring some in-depth investigation by the assessor(s) in order to establish evidence of
compliance. It is recognized that the resources required to undertake this depth of review can generally be absorbed within a relatively large organization but may be intimidating and
consuming for a smaller organization. In order to accommodate for these different conditions, the following guidelines are given on the practical application and use of MMOG/LE:
In the majority of cases, it is expected that organizations will undertake the assessment in full in order to develop a thorough and meaningful result and scoring classification. Where
assessment is being conducted between business partners, it is imperative that the customer shall define the extent and conditions of the assessment process.
However, in certain operational circumstances, particularly for relatively small organizations, it is important to optimize resources and balance their availability to undertake the
assessment in line with the customer's expectations. The customer shall advise whether a full assessment is to be conducted or, if not, the required extent of the assessment by de
those elements or criteria that are of particular importance or a priority. Clearly, if the evaluation is to be conducted as an internal self-assessment, the organization can decide whic
elements or criteria are to be prioritized.
There are numerous ways in which the important elements or criteria may be selected when using MMOG/LE internally or with sub-suppliers. For example, within the MMOG/LE ea
criterion is weighted F3, F2, or F1 according to their relative importance against world-class Best Practice. Therefore, it may be appropriate for the organization to be assessed, or
assess itself, only against the F3 criteria rather than undertake a full assessment.
Alternatively, there may be certain operational considerations, such as the customer or supplier interface / relationship, that are considered most critical and need to be addressed a
priority. In this case, it would be appropriate for the organization to be assessed, or assess itself, against the criteria contained only in the MMOG/LE's Customer Interface and Supp
Interface chapters, respectively.
Objectives
The document aims to achieve the following objectives:
Ø Produce a common MP&L evaluation that can be used by all business partners both internal and external.

MOG/LE
Ø Enable MP&L continual improvement plans to be developed and prioritized, thus enabling time to be spent on those activities that offer the greatest benefit.
Ø Establish the components of a MP&L system for suppliers of goods and services within the automotive industry in order to:
§ Drive continual improvement within the organization
§ Improve delivery performance within the supply base
Ø Provide a basis for benchmarking activities and to identify ‘Best Practice Criteria’ of MP&L processes for driving continual improvement plans.

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Explanation of the Evaluation Document
The Document has been divided into six chapters. By working through the criteria in each of these chapters, it is possible for organizations to assess their MP&L performance and
capability and gain guidance towards “Best Practice” within the industry.
While this document focuses on the materials activities within the organization, the following Materials Planning and Logistics Business Model illustrates that these activities are not
performed in isolation. The organization is in constant communication with its supply chain partners. The model below depicts the typical processes and responsibilities within the MP
function for both the material and information flows and the relevant MMOG/LE chapter that assesses the activity. The colored areas relate to the various MMOG/LE chapters, as indic
in the legend.
Materials Planning and Logistics Business Model
1. STRATEGY & IMPROVEMENT
2. WORK ORGANIZATION
PLANNING EXECUTION
Customer
Customers
Containers
Requirements
ASN
Order/Release Shipping Schedules

Forecasting Shipping
Management
Container
BOM / Management
Parameters
Planning Process Packaging
(MPS, MRP, CRP) Inventory
Production
Inventory Data Management
Production Production Schedules

Scheduling
Receiving
Supplier
Scheduling
ASN
Supplier Schedules
Suppliers
Information Flow
Material Flow
MOG/LE
1. STRATEGY & IMPROVEMENT
PLANNING EXECUTION
Customer
Customers
Containers
LEGEND: The color coding relates Requirements
ASN
to the following MMOG/LE chapters:
Order/Release Shipping Schedules
Forecasting Shipping
Management
1. Strategy & Improvement
Container
BOM / Management
2. Work Organization Parameters
Planning Process Packaging
(MPS, MRP, CRP) Inventory
Production
3. Capacity & Production Planning Inventory Data Management
Production Production Schedules

4. Customer Interface Scheduling
Receiving
Supplier
5. Production & Product Control
Scheduling
ASN
Supplier Schedules
6. Supplier Interface Suppliers
Information Flow
Material Flow

MOG/LE
APTER ONE - STRATEGY AND IMPROVEMENT
1.1 Vision & Strategy
1.2 Objectives
1.3 Measurement, Analysis, and Action Plans
1.4 Continual Improvement
1.5 Supply Chain Development
APTER TWO - WORK ORGANIZATION
2.1 Organizational Processes
2.2 Organizational Procedures
2.3 Resource Planning
2.4 Work Environment & Human Resources
APTER THREE – CAPACITY & PRODUCTION PLANNING
3.1 Product Realization
3.2 Capacity Planning
3.3 Production Planning
3.4 Systems Integration
APTER FOUR – CUSTOMER INTERFACE

4.1 Communication
4.2 Packaging & Labeling
4.3 Shipping
4.4 Transportation
4.5 Customer Satisfaction & Feedback
APTER FIVE – PRODUCTION & PRODUCT CONTROL
5.1 Material Identification
5.2 Inventory
5.3 Engineering Change Control
5.4 Traceability
APTER SIX – SUPPLIER INTERFACE
6.1 Supplier Selection
6.2 Materials Planning & Logistics Agreement

MOG/LE
6.3 Communication
6.4 Packaging & Labeling
6.5 Transportation
6.6 Material Receipt
6.7 Supplier Assessment

MOG/LE
Explanation of Criteria Weighting
All criteria within the assessment are important to the overall development of MP&L performance and capability. However, certain key criteria are regarded as being fundamental MP&
processes and hence should be recognized as having a greater level of importance. Conversely, some criteria may be regarded as an enhancement of a basic MP&L process, which
beyond normal expectations and/or are undertaken by organizations to increase their competitiveness. A weighted scoring system has been incorporated within MMOG/LE to reflect t
different levels of importance. The weighting provides a means of grading the criteria by level of importance so that the organization can identify and focus on the priority issues to ens
compliance with their business partners’ requirements.
Three levels of weighting have been defined and color coded and are shown below in descending level of importance:
Scoring/Weighting Each criterion has been assigned a weighting factor defined as follows:
F3 - A key MP&L process that is a fundamental requirement of the organization's operations. If an F3 criterion is not met, there is a high risk of interruption to the
organization's and/or customer's operations and the likelihood of additional costs being incurred. There are 35 F3 criteria, each scoring three points, which represents
approximately 30% of the total available score.
F2 - An MP&L process that has significant importance to the efficiency and effectiveness of the organization's operations. If an F2 criterion is not met, the organization’s
performance and customer satisfaction may be seriously affected. There are 75 F2 criteria, each scoring two points, which represents approximately 43% of the total avai
score.
F1 - An MP&L process that demonstrates ongoing control of operational processes contributing to the organization's overall competitiveness. If an F1 criterion is not me
the organization’s long-term sustainability and competitiveness may be negatively impacted. There are 96 F1 criteria, each scoring one point, which represents
approximately 27% of the total available score.

MOG/LE
Classification
A-Level
Definition: The organization is compliant in all key criteria and can demonstrate that the materials management processes in use at the facility are best practice. In suppo
continual improvement, the development of an action plan should be considered in order to eliminate any remaining unmet criteria.
A-Level classification will be realized by achievement of all the following:
1) Compliance to all F3 criteria
2) Non-compliance to fewer than six F2 criteria
3) A total score of 90% or higher
B-Level
Definition: The organization is deficient in several areas that may impact its ability to support the needs of the customer. An action plan should be developed and implemen
in a timeframe that meets the needs of the business and its customer(s).
B-Level classification will be realized by achievement of all the following:
1) Compliance to all F3 criteria
2) Non-compliance of six to 12 F2 criteria
3) A total score greater than 75% and less than 90%
C-Level
Definition: The organization is deficient in several key criteria as defined below. An action plan should be developed immediately and implemented in a timely manner to
ensure deficiencies do not result in serious or prolonged issues to the customer.
C-Level classification will be realized from any of the following:
1) Non-compliance to any F3 criterion,
2) Non-compliance to 13 or more F2 criteria
3) A total score less than 75%
e Gap Analysis and Progression Chart worksheets should be used to track the progress of the organization's classification based on action plans to implement improvement activities.
ails on how to use these tools are explained within the Instructions section.
structions
Ø Education and Training
It is imperative that assessors have a clear understanding of the assessment process before starting the evaluation. AIAG and Odette offer MMOG/LE training on a global basis.
Further Information worksheet within this document contains contact details of organizations that can provide additional information, support, and training on MMOG/LE.

MOG/LE
Ø Document Navigation
Macros must be enabled in order for the document to be fully operational. If macros are not enabled, click on the "Tools" menu above. Select "Security" and set the security leve
medium by clicking the "Medium" radio button. Click "OK". Save and close the file. Re-open the file. When the security warning popup is displayed, select "Enable Macros". Fo
the prompts and the file will be ready for use. Additional system requirements are shown in Row 315.
The MMOG/LE document comprises 15 separate worksheets. Nine of the worksheets contain background information and recommendations on how to use MMOG/LE or obtain
further advice. Most of this information is found in the Introduction & Instructions, Frequently Asked Questions (FAQs), and Further Information worksheets. The remaining worksh
are working documents that contain data collected during the assessment process, assessment results presented in tabular and graphical form, and improvement action plans an
associated timing.
It is recognized that, during the assessment process and the subsequent analysis and action plan development, the user will need to operate among several of the worksheets in
order to check criteria and/or input information. In order to assist the user to switch quickly among the worksheets and sub-chapters within the Assessment worksheet, two drop-d
lists are provided in the header of each worksheet. The first drop-down list entitled "Go To Worksheet" allows the user to select the worksheet they want to open. The second drop
down list entitled "Go To Chapter" allows the user to select the appropriate chapter or sub-chapter within the Assessment worksheet they want to access.
Further document navigation assistance is provided in the form of hyperlinks within the Scoring Summary and Gap Analysis worksheets. The sub-chapter reference numbers colo
blue in the column headed "Criteria" provide direct access to the appropriate sub-chapter in the Assessment worksheet.
Regardless of which method is used to navigate through the document, the "Toggle" button, situated in the header of each worksheet, may be used to return to the previous start
position. This is particularly useful when the user is required to switch regularly between the same two sections of the document in order to check information or input data.
Ø Assessment Responsibility
MMOG/LE has been developed so that an assessment can be undertaken on several bases, namely: an internal self-assessment, a verified assessment by the customer, or a ve
assessment by a customer-approved third party assessor. It is recommended that an assessment is completed on a yearly basis or as required by the customer.
It is imperative that the name of the company, assessment date, name of the assessor(s), and, where appropriate, the name of the verifying assessor are entered in the appropri
section at the bottom of the Scoring Summary. An A, B, or C Classification will not be shown if this information is omitted.
In some larger organizations it may be necessary to use several assessors to conduct a full evaluation. In these circumstances it is important to record the name of each assesso
the chapter / sub-chapters he or she audited. This information should be recorded in Column T within the Scoring Summary alongside the corresponding sub-chapter and, if
appropriate, the name of the Verifier should be recorded in Column U.
The customer should be consulted on how to complete the assessment when multiple facilities (e.g. manufacturing, shipping, warehousing) are involved in the assessment proce
The organization being assessed is responsible for coordinating the collection and compilation of assessment information from other facilities.

MOG/LE
Ø What resources are needed?
The MMOG/LE assessment process requires the involvement and support of top management. It is also a recommended to obtain feedback from supply chain partners for MMO
criteria to validate the effectiveness of processes (e.g. electronic communications, agreements). The total time required to complete the assessment will vary depending on the siz
and complexity of the organization. In addition, sufficient time and resources should be allowed to prepare and implement the actions. All activities related to MMOG/LE should b
coordinated and supervised by one person. This is particularly important in a large, multi-site organization where it is advised that a MMOG/LE Champion be appointed to ensure
consistent assessment approach is adopted across all facilities. Additionally, the Champion can help to ensure low- performing plants can leverage best practices from high-
performing plants. The recommended people/departments who will be required to be involved in the assessment process will include, but not be limited to:
Top Management
MP&L Manager
Purchasing/Procurement Manager
Production Managers
Administration Personnel
Engineering Manager
Distribution Manager
Human Resources
Quality Assurance Manager
IT/IS staff
Key operational personnel at all facilities (e.g. manufacturing, shipping, warehousing) required to complete the assessment
The assessor may also need input from suppliers, customers, and service providers.
Ø Preparation
§ Read through the document carefully.
§ Identify the people who will be involved in the Assessment process, including top management.
§ Inform participants that objective evidence (e.g. process flow charts, procedures, organization charts) and information will be needed for each criterion.
§ Understand any specific customer requirements (e.g. EDI, inventory systems, bulletin boards, capacity planning, packing, and labeling) before responding to MMOG/LE crite
§ Establish a preliminary time frame for undertaking the initial assessment.
§ Take into account that after completion of the initial assessment, more time may be needed to eliminate any critical gaps identified. Experience has shown that some comple
gaps can take between 3-12 months to resolve.
Assessors should be aware that customers and other trading partners may have specific MP&L requirements that are not explicitly incorporated within the MMOG/LE. It is
recommended that the assessor contact the customer regarding any specific requirements and how they are to be recorded.

MOG/LE
Ø Completing the Evaluation
When carrying out an assessment, the assessor should take into account a number of factors before deciding whether the organization is compliant with a criterion. It is not suffic
to simply determine if there is a process in place that satisfies the condition. The organization should also check that the process is understood and adhered to, and the output of
process is delivering the required or expected outcome on a consistent basis. Objective evidence that the process is stable and well established in the organization is key.
Throughout the assessment, “shall” indicates a situation where adherence to the criteria is mandatory to the materials management function.
There are three possible responses that can be made against each criterion, which are defined as follows:
indicates that the organization is COMPLIANT with the criterion.
indicates that the criterion is considered NON APPLICABLE by the organization and its customer(s).
The definition and administrative process for managing N/A criteria are explained in detail in the next section.
A blank response indicates that the organization is NON COMPLIANT with the criterion.
The process for entering a response is semi-automated. A response is recorded by clicking onto the box in Column D within the Assessment worksheet. The first click on the box
display a "ü", a second click on the box will display "N/A", a third click will display a blank box. The box may be clicked as many times as necessary to display the required respon
Please allow at least one second between clicks, otherwise a warning message will be displayed.
The content of the box automatically populates the Scoring Summary and Gap Analysis worksheets.
Alongside each criterion within the Assessment there is a COMMENT box that should be used to record any information regarding the assessment response. For example, the
assessor could record details of any objective evidence, the reason for a non-compliance, or any other information that might assist in understanding the operating conditions at t
time of the assessment. It is a mandatory requirement to record in the COMMENT box the reasons why a criterion is deemed Non Applicable. The content of the COMME
box is transferred automatically to the Gap Analysis worksheet.
Within some of the criteria, references and examples--prefixed by "e.g."--have been included to assist the assessor's understanding. However, examples included in the criteria sh
not be considered to be an exhaustive or all-inclusive listing.
To assist an assessor seeking further clarification on a particular topic or criterion, a MMOG/LE Frequently Asked Questions (FAQ) process has been defined in the FAQ workshe
An FAQ website has been established to display frequent requests and their corresponding responses. New FAQs are reviewed on a quarterly basis by an MMOG/LE FAQ
Committee and the website is updated accordingly. FAQ information can be accessed by using the website address shown in the FAQ worksheet.

MOG/LE
Ø "Non Applicable" Criteria
MMOG/LE is a best practice assessment tool that comprises the fundamental logistics activities required to be undertaken within an efficient and effective organization. However,
there may be exceptional cases where an organization believes it does not undertake certain logistics activities because of the nature of its business and hence a particular criter
or group of criteria are considered irrelevant or "non applicable”.
There is a formal process to be followed for the designation and approval of Non Applicable criteria, which is explained in this section.
In the initial assessment, the assessor should identify which criteria are considered "Non Applicable" by entering a "N/A" in the appropriate box in column D of the Assessment
section. The assessor shall then record the reasons why the criterion is considered "Non Applicable" in the Comment box alongside the criterion. Any "N/A" response is automati
transferred and displayed in the Scoring Summary worksheet including the total number of "N/A" criteria within the assessment, which is reported in Row 140 of the Scoring Summ
At this stage of the assessment process, all "N/A" criteria are considered as "Non Compliant" and hence the scoring and resulting classification does not include the points associ
with each of the "N/A" criteria. This condition is confirmed within the Scoring Summary where all "N/A" information and data are shown in RED.
In order for points associated with the "N/A" criteria to be included in the scoring and classification, it is necessary for the customer to approve the designation of all "N/A" criteria.
When approval is given, the following information shall be recorded in the appropriate Comment box in the Assessment worksheet:
§ Name of the customer representative providing the approval

§ Date of approval
§ Reason why the criterion is considered "Non Applicable"
The name of the customer representative shall also be entered in Cell J141 at the bottom of the Scoring Summary.
After input of the customer approval name, all "N/A" criteria will be considered as "Compliant", the associated points will be included in the scoring and classification results, and t
"N/A" data within the Scoring Summary will be shown in GREEN. All "N/A" criteria NOT approved by the customer shall be changed by the assessor to a "Non Compliant" status
recording a "blank" in the Assessment worksheet - an appropriate comment may be recorded in the COMMENT box alongside the relevant criterion.
By clicking on the "View Non Applicable" button in the header of the Scoring Summary worksheet, the user can see a full listing of all "N/A" criteria.
Clicking on the "Toggle" button will return the user to the Scoring Summary worksheet.
NOTE: The approval of "Non Applicable" criteria by a customer shall not be presumed to be acceptance by all customers.

MOG/LE
Ø Scoring Summary and Radar Charts
As explained in the Introduction section, 3 points are awarded for each compliant F3 criterion, 2 points for each compliant F2 criterion, and 1 point for each compliant F1 criterion.
results of the assessment are transferred automatically to the Scoring Summary worksheet where the overall score and classification are shown. As stated earlier, the classificatio
will not display unless the Company Name, Assessor Name, and Assessment Date have been entered at the bottom of the Scoring Summary.
The assessment result and classification are detailed in the Scoring Summary worksheet. In order to present the outcome in a more visual form, the results are presented graphic
in a radar chart format. The Scoring Summary Results chart contained in the Radar Chart worksheet shows the overall score attained for each chapter along with the total score a
resulting classification. A typical result is shown below:
Scoring Summary Results
STRATEGY AND IMPROVEMENT

100%
80%
60%
SUPPLIER INTERFACE WORK ORGANIZATION
40%
20%
0%
PRODUCTION & PRODUCT CAPACITY & PRODUCTION

CONTROL PLANNING
CUSTOMER INTERFACE
Six additional radar charts, one for each MMOG/LE chapter, which show the individual sub-chapter scores are contained in the Radar Charts-Subchapter worksheet. Below the s
individual charts is a single radar chart that shows the scores for ALL the sub-chapters. Each chart shows the result as a percentage of the maximum score attainable.
The content of the Radar Charts reflects the status of the "N/A" condition, i.e. if the "N/A" criteria are not approved by the customer, the associated points are not included in the
results.
Note: The Radar Charts may be reformatted by the user and copied into other files if necessary.

MOG/LE
A summary of the current score and classification can be seen at any time by clicking on the "Current Score" button situated in the header of the Assessment, Scoring Summary,
Analysis, Progression Chart, and Radar Charts worksheets. This feature is intended to provide the user with a rapid means of reviewing the assessment status by showing the
following summarized information:
§ number of F3 criteria that are compliant, non compliant and non applicable
§ total number of criteria that are compliant, non compliant and non applicable
§ total score and percentage
§ classification (A, B, or C)
Ø Gap Analysis
A primary objective of the Gap Analysis is to record details of all non compliant criteria and track the progress and timing until compliance is achieved. The Gap Analysis workshe
provides a means of recording the content, responsibility, timing, and cost of improvement action plans.
To aid the user, a summary of the number of compliant, non compliant and non applicable criteria in the assessment is shown immediately below the header within the Gap Analy
worksheet. The next section explains the content of the Gap Analysis and how an action plan should be developed.
All responses and comments from the Assessment worksheet are transferred automatically into the Gap Analysis. Completion Dates should be entered for all criteria that are
designated as compliant. Only valid completion dates will be accepted, i.e. the current date or earlier. Otherwise, an "Invalid Completion Date" prompt will appear asking the user
either "re-try" or "cancel" the routine.
The "Select Filter Option" box in the header of the Gap Analysis worksheet includes the following 15 pre-defined filter options:
§ ALL Criteria - displays details for all the criteria within the assessment
§ Non Compliant Criteria - displays details of only those criteria that are designated as Non Compliant
§ Compliant Criteria - displays details of only those criteria that are designated as Compliant
§ F1 Criteria - displays details of only F1 criteria
§ Missing Completion Date - displays details of only those criteria that are designated as Compliant and have no Completion Date in the Gap Analysis
§ Missing Target Date - displays details of only those criteria that are designated as Non Compliant and have no Target Date in the Gap Analysis
§ Missing Action Plans - displays details of only those criteria that are designated as Non Compliant and have no Action Plans in the Gap Analysis
§ Invalid Completion Date - displays details of only those criteria that are designated as Non Compliant but have a Completion Date in the Gap Analysis

MOG/LE
§ Past Due Target Date - displays details of only those criteria that have a Target Date that is earlier than today's date
§ Non Applicable Criteria - displays details of only those criteria that are designated as Non Applicable
§ N/A Criteria with Target Date - displays details of only those criteria that are designated as Non Applicable but have a Target Date in the Gap Analysis
§ N/A Criteria with Completion Date - displays details of only those criteria that are designated as Non Applicable but have a Completion Date in the Gap Analysis
§ N/A Criteria Missing Comment - displays details of only those criteria that are designated as Non Applicable but are missing a comment in the Assessment

MOG/LE
The filters have been selected to allow the user to directly access a listing of criteria that have a specific status so that the processes of analysis and data maintenance are simpli
The Missing Completion Date, Missing Target Date, Missing Action Plans, Invalid Completion Date, and Past Due Target Date filters are particularly helpful in maintaining data
accuracy, especially prior to creating a new Progression Chart.
It is possible to apply an alternative filter by taking the following steps:
§ Click on in any column heading.
§ Select a value from the drop-down list OR
§ To type in your own filter criteria, select "(Custom…)" in the drop-down list.
Customize
Note: When you apply a filter to a column, the arrow will turn blue ( ).
The only values visible in the other columns will be a subset of the currently filtered range. Select a value
Ø Developing an Action Plan
The "Show non compliant criteria" filter in the Gap Analysis provides a full listing of all the non compliant criteria within the assessment and, in conjunction with the criteria weighti
(F3, F2, or F1), gives a very clear indication of the priorities for improvement activities.
An action plan should be developed for all the non compliant criteria. It is important to analyze carefully each non compliant criteria before defining a problem resolution measure
recording the action plan and associated target date within the appropriate cells of the Gap Analysis. Only valid target dates will be accepted, i.e. a date later than the current date
Otherwise an "Invalid Target Date" prompt will appear asking the user to either "re-try" or "cancel" the routine.
The Gap Analysis has sufficient functionality to act as a continual improvement project management tool. Key elements such as the current state, gap to be closed, improvement
action plans, person(s) responsible, and target date for completion should all be recorded.
The "Target Date" information is used to drive the Progression Chart (explained in the next section). Based on the "Target Date" for each improvement activity the Progression Ch
shows graphically how the organization's assessment score and classification will develop over time. This chart is particularly useful when monitoring progress against internal or
customer-defined improvement targets.
It is recognized that organizations may want to use an alternative or more comprehensive / established project management tool. However, it is important that, as a minimum, the
Target Date for each improvement activity is updated within the Gap Analysis so that a Progression Chart can be created.
In order to be effective, it is imperative that the support of top management is obtained and resources are allocated to prepare and implement the action plans in a timely manner
The recommended minimum review period is monthly for project leaders, and quarterly for executive management, until all action items are resolved, stabilized, and closed. How
the reviews may be held more frequently if deemed necessary by executive management or the customer.

MOG/LE
Ø The Progression Chart
The Progression Chart provides a graphical representation of the Scoring and Classification progress according to the action plan "Target Dates" entered in the Gap Analysis.
The Progression Chart is in the format of a bar chart. The first bar displays how many criteria are compliant as of the Assessment Date recorded in the Scoring Summary workshe
The bar shows the number of compliant criteria, the number of non compliant criteria by weighting (F3, F2, and F1), and those that are N/A or have "No Target Date". Subsequen
bars show the status at the end of each corresponding month based on the Target Dates entered in the Gap Analysis. The month ending and resulting A, B, or C classification is
shown on the horizontal axis. Similarly, the progress of the Total Score % is tracked monthly and shown as a line graph on the bar chart.
MMOG/LE Progression Chart

Compliant F1 F2 F3 *Non Applicable No Target Date Total Score %
9 1 1 1 1 1 100%
200 1 9 9 9 9 9
3
0 1
2
0 1
2
0 0
2 0
2 0
190 196
180 193 193 193 194 194
98%
170
160
150 96%
140
130
Total Score
120 94%
Criteria
110
100 94%
90 93% 93% 92%
80
70 92% 92%
60 91% 90%
50
40
30 88%
20
10
0 86%
Initial Assessment 08/2009 09/2009 10/2009 11/2009 12/2009
Level C Level C Level C Level C Level C Level C
Month Ending
A Progression Chart is created and overwrites the existing version following each new request. A current version of the Progression Chart can be retained by creating a Chart Da
worksheet. A picture of the Progression Chart is copied automatically into the corresponding Chart Data worksheet. The process by which a Chart Data worksheet is created is
explained later in this section.
Note: The formatting of the chart may require some adjustment by the user when there is a high level of information being displayed.

MOG/LE
Before creating a Progression Chart, it is important that the data within the Gap Analysis with respect to Completion Dates, Target Dates, and Action Plans are accurate and up to
date. It is recommended that any missing or invalid data be corrected prior to creating a Progression Chart by using the following pre-selected filters within the Gap Analysis:
§ Missing Completion Dates
§ Missing Target Dates
§ Missing Action Plans
§ Invalid Completion Dates
§ Past Due Target Dates
§ N/A Criteria with Target Dates
§ N/A Criteria with Completion Dates
§ N/A Criteria Missing Comments
After input of Completion Dates for compliant criteria and new/modified Target Dates for non compliant criteria, a Progression Chart can be produced by clicking on the "Create
Progression Chart" button situated in the header of the Gap Analysis worksheet or, alternatively, clicking on the "Update Chart Data" button in the header of the Progression Char
worksheet.
Button located in Gap Analysis worksheet -

creates a new Progression Chart
Button located in Progression Chart

worksheet – creates a new Progression Chart
When either of these features is selected, the system automatically checks the consistency and completeness of Completion and Target Date information recorded in the Gap
Analysis.A283Examples of a prompt panel are shown below:

MOG/LE
Each of the checking and prompt panel routines is described below:
§ "Assessment Date Required" - this prompt panel appears when the assessment date, has not been recorded in the Scoring Summary. The prompt advises the user to click
the "OK" button, which then automatically takes the user to the Assessment Date cell in the Scoring Summary. After entering the assessment date the user should re-start th
process by clicking on the "Create Progression Chart" button in the Gap Analysis worksheet.
§ "Non Applicable Criteria Missing Comments" - this prompt panel appears when there are no comments in the COMMENT box alongside a non applicable (N/A) criterion wi
the Assessment worksheet. Documenting the reasons why a criterion is designated N/A is a mandatory requirement so that the conditions at the time of the assessment can
recorded. The prompt advises the user to click on the "OK" button, which then automatically opens a filtered listing within the Gap Analysis of all N/A criteria that do not have
comments. After entering the comments, the user should re-start the process by clicking on the "Create Progression Chart" button in the Gap Analysis worksheet.
§ "Conflicting Response for Non Applicable Criteria" - this prompt panel appears when there are Target Dates or Completion Dates recorded in the Gap Analysis for N/A crite
By definition, N/A criteria do not require Target Dates or Completion Dates and hence the dates need to be deleted. The prompt states how many N/A criteria have Target Da
or Completion Dates and advises the user to click on the "OK" button, which then automatically displays a filtered listing within the Gap Analysis of all relevant criteria. After
deleting the unwanted Target Dates and/or Completion Dates, the user should re-start the process by clicking on the "Create Progression Chart" button in the Gap Analysis
worksheet.
.§ "Conflicting Responses for Non Compliant Criteria" - this prompt appears when a criterion is shown as non compliant in the Assessment but there is a Completion Date
recorded in the Gap Analysis. The user is taken through each criterion that needs to be corrected and prompted with the following options:
o Update Criterion - to change the status of the criterion within the Assessment worksheet to compliant. A "Criterion Updated" panel is shown confirming that the s
of the criterion has been changed to compliant.
o Clear Completion Date - to delete the Completion Date from the Gap Analysis. A "Completion Date Cleared" panel is shown confirming that the Completion Date
been deleted from the Gap Analysis.
o Exit Program - to exit the routine and review/edit a filtered list of all non compliant criteria with Completion Dates. An "Operation Cancelled" panel is shown to co
the routine has been cancelled and that the Progression Chart was NOT created. The user should then review all non compliant criteria that have Completion Dates
correct the data before re-running the Progression Chart.
.§ "Missing Completion Date" - this prompt appears when a criterion is shown as compliant in the Assessment but there is no Completion Date in the Gap Analysis. The prom
states the number of criteria that are missing completion dates and advises the user to click on the "OK" button, which then automatically displays a filtered listing within the G
Analysis of all relevant criteria. After inputting the required Completion Dates, the user should re-start the process by clicking on the "Create Progression Chart" button in the
Analysis worksheet.
.§ "Past Due Target Date" - this prompt appears when an original Target Date has lapsed because the improvement action plan has not been completed on time. The
Progression Chart requires a valid Target Date to be entered. The prompt states the number of criteria that have past due Target Dates and advises the user to click on the "
button, which then automatically displays a filtered list within the Gap Analysis of all relevant criteria. After inputting a valid Target Date, the user should re-start the process b
clicking on the "Create Progression Chart" button in the Gap Analysis worksheet.

MOG/LE
.§ "Missing Target Date" - this prompt appears when a criterion is shown as non compliant in the Assessment and there is no Target Date in the Gap Analysis. It is not a
mandatory requirement to enter Target Dates for all non compliant criteria in order to create a Progression Chart. However, non compliant criteria without Target Dates will no
accounted for in the resulting Progression Chart.
The prompt states the number of non compliant criteria that are missing Target Dates and the following options:
o Review Criteria - to review in sequence each non compliant criterion without a Target Date. The user is then prompted with the following options:
■ Next Criterion - to review the next non compliant criterion without a Target Date
■ Bypass Review - to bypass the remainder of the review process and proceed to create a Progression Chart
■ Exit Program - to exit the program and review/edit a filtered list of criteria with missing Target Dates
o Bypass Review - to bypass the review process and proceed to create a Progression Chart
o Exit Program - to exit the program and review/edit a filtered list of criteria with missing Target Dates. An "Operation Cancelled" panel is shown to confirm the routin
been cancelled and that the Progression Chart was NOT created. The user should then review all missing Target Dates and enter Target Dates where appropriate bef
re-running the Progression Chart.
.§ "Missing Action Plans" - this prompt appears for non compliant criteria that do not have Action Plans recorded in the Gap Analysis worksheet. It is not a mandatory require
to enter Action Plans for all non compliant criteria in order to create a Progression Chart. However, it is recommended that Action Plans are properly documented within the G
Analysis so that an adequate record of proposed improvement activities can be maintained.
The prompt states the number of non compliant criteria that are missing Action Plans and the following options:
o Review Criteria - to review in sequence each non compliant criteria without Action Plans. The user is then prompted with the following options:
■ Next Criterion - to review the next non compliant criterion without an Action Plan
■ Bypass Review - to bypass the remainder of the review process and proceed to create a Progression Chart
■ Exit Program - to exit the program and review/edit a filtered list of criteria with missing Action Plans
o Bypass Review - to bypass the review process and proceed to create a Progression Chart
o Exit Program - to exit the routine and review/edit a filtered list of criteria with missing Action Plans. An "Operation Cancelled" panel is shown to confirm the routine
been cancelled and that the Progression Chart was NOT created. The user should then review all missing Action Plans and input details where appropriate before re-
running the Progression Chart.
When all the relevant data have been inputted and the checking process has been completed, a Progression Chart will be created.

MOG/LE
Ø Chart Data
The Progression Chart worksheet shows a graphical representation of the Scoring and Classification progress according to the Target Dates entered in the Gap Analysis. More
detailed information is available by clicking on the "View Chart Data" box situated in the header of the Progression Chart worksheet. A separate worksheet entitled Chart Data is t
created that comprises two tables of information, which are explained below:
The first data table shows the following information regarding the status at the Initial Assessment date (as declared in the Scoring Summary) as well as at the end of each calenda
month in which Target Dates have been entered for non compliant criteria:
.§ number of compliant criteria

.§ number of non compliant criteria by weighting (F1, F2, F3)
.§ number of criteria that are non applicable Button located on Progression
Chart worksheet – creates a
.§ number of non compliant criteria that have no target date Chart Data worksheet showing
detailed information of
.§ total score % Assessment status at each
month end
.§ classification
The second data table shows an analysis of the non compliant criteria for which there are NO Target Dates recorded in the Gap Analysis. The table shows the number of criteria
weighting (F1, F2, and F3) and a total number.
A new Chart Data worksheet is created for each request and the worksheets are numbered sequentially - Chart Data 1, Chart Data 2 etc. The user may delete outdated or unwan
worksheets by opening the appropriate worksheet and then using the Edit - Delete Sheet option from the standard (EXCEL) menu.
Ø Conclusion
The information contained in this Instructions section is intended to guide the user when conducting an MMOG/LE assessment and in recording the necessary data. If there are a
queries regarding the use or application of MMOG/LE that are not adequately explained please contact either your customer to seek advice or use the FAQ process defined in the
FAQ worksheet.
Ø Minimum System Requirements:

Excel 2003 or later required
Computer and processor: Personal computer with an Intel Pentium 233-MHz or faster processor (Pentium III recommended)
Memory: 128 megabytes (MB) of RAM or greater
Hard disk: 150 MB of available hard-disk space; optional installation files cache (recommended) requires an additional 200 MB of available hard-disk space
Display: Super VGA (800 × 600) or higher-resolution monitor
Operating system: Microsoft Windows 2000 with Service Pack 3 (SP3), Windows XP, or later

MMOG/LE
Please read thoroughly the Introduction and Instructions Section before beginning the assessment.
1. STRATEGY AND IMPROVEMENT

MMOG/LE
1.1 Vision and Strategy X
The organization has a documented Materials Planning and Logistics (MP&L) vision and Comment
1.1.1 (Update comments to support the organization's current state and/or non
strategy.
applicable criteria authorized by specific customers)
It is important that all employees have a clear understanding of the organization's vision and
strategy, with everyone working to common goals and objectives. A vision statement is not about
what the company currently is, but what the company hopes to become. The organization's MP&L
vision and strategy should be a fundamental part of the overall business vision and strategy. As an
Why?
example, the company may already meet the required standard in customer support, but has a
vision to move customer support to a higher level within a given time period. For the MP&L process
to be efficient and effective, the MP&L vision including MMOG/LE, should be acknowledged as an
important part of the operation and resources allocated accordingly.
Criteria:
1
.
1 1) F2 A documented vision is in place for the MP&L function.
.
1
1
.
1 2) F2 A documented strategy is in place for delivery of the MP&L vision.
.
1
1
.
The MP&L vision and strategy is a fundamental part of the organization's overall business
1 3) F2
objectives, including customer requirements and continual improvement.
.
1
1
.
The MP&L vision and strategy are communicated to and understood by all employees within the
1 4) F2
organization.
.
1

MMOG/LE
1.2 Objectives X
There is a process in place to define MP&L objectives. Objectives should be measurable,
1.2.1
communicated, and understood within the organization.
MP&L objectives should define the deliverables necessary to achieve the strategy in terms that can
be quantified and measured and can provide a focus for departments and employees to prioritize
Why?
improvement activities. Key objectives could include customer satisfaction, waste elimination, and
internal and external supply chain performance.
Criteria:
1
.
Objectives are documented, specific, measurable, achievable, realistic, timely and consistent with
2 1) F2
the organization's MP&L strategy.
.
1
1
.
Objectives are accepted by all relevant functions and are clearly communicated throughout all levels
2 2) F2
of the organization.
.
1
1
.
2 3) F2 Objectives are reviewed with top management at planned intervals.
.
1

MMOG/LE
The organization shall have Key Performance Indicators (KPIs) defined and in place for key
1.2.2 areas of the MP&L process that support meeting both the organization's business objectives
and customer requirements.
Defining, collecting, and analyzing KPI data assists the organization to determine the effectiveness
of the MP&L process. In addition, the process helps identify areas where continual improvement
Why?
can be made to achieve the organization's business objectives and/or to satisfy customer
requirements.
Criteria:
Delivery
1
.
Delivery performance to customer (e.g. customer performance rating, ship-to-schedule, shipping
2 1) F3
discrepancies) shall be defined and measured.
.
2
1
.
Supplier delivery performance metrics (e.g. on-time delivery, receipt discrepancies, ASN accuracy)
2 2) F3
shall be defined and measured.
.
2
1
.
Internal performance metrics (e.g. build to schedule, labor performance, labor effectiveness) shall
2 3) F3
be defined and measured.
.
2
1
.
Lead times for all supply chain processes within the organization's responsibility (e.g. procurement,
2 4) F2
manufacturing, transport, schedule preparation) are defined and measured.
.
2
Quality
1
.
Metrics are defined to measure the quality of work within MP&L processes (e.g. incorrect/missing
2 5) F2
documentation, EDI system downtime, EDI error messages, packaging and labeling errors).
.
2
Cost
1
. Standard costs related to MP&L processes (e.g. freight, labor, packaging) and extraordinary costs
2 6) F2 associated with inefficiencies (e.g. premium freight, overtime, damaged containers) are identified
. and measured.
2
1
.
Inventory levels and/or turns are measured separately for raw material, work-in-process (WIP),
2 7) F1
finished goods.
.
2

MMOG/LE
1.3 Measurement, Analysis, and Action Plans X

The organization has a process in place for monitoring, measuring, and analyzing MP&L
1.3.1 performance metrics on a regular basis to ensure customer satisfaction and that the
organization's objectives are met.
Regular review and analysis of metrics is essential to monitor progress and performance against
Why? objectives. Monitoring, measurement, and analysis of the MP&L processes are necessary to
demonstrate conformity and continually improve their effectiveness.
Criteria:
1
.
Performance against objectives is measured and reviewed with top management at planned
3 1) F2
intervals.
.
1
1
.
Performance against objectives is communicated to all relevant personnel/functions at planned
3 2) F2
intervals.
.
1
1
.
A structured problem solving process is in place to determine root cause and prevent the recurrence
3 3) F2
of any problems within the supply chain (e.g. material, delivery, logistics, systems).
.
1
1
.
Graphical analysis tools (e.g. pareto charts) displaying historical and trend data are used to track
3 4) F1
critical metrics over time.
.
1
There is a process in place to document, implement and verify the effectiveness of

preventive and corrective actions for any deficiency within the MP&L process. The timing
1.3.2
and status of the corrective actions are reviewed with management to prioritize actions and
provide the necessary resources to achieve the results.
An effective corrective action process prevents recurrence of the issue, thus avoiding extraordinary
cost and improving customer satisfaction. Formally documenting the corrective action process
Why?
provides a more controlled method for monitoring, implementing, and verifying the results of the
corrective action.
Criteria:
1
The action plan includes a description of the problem, root cause analysis, preventive and corrective
.
actions, timing, assigned responsibilities, and any additional required resources. Management
3 1) F2
prioritizes preventive and corrective actions and provides the resources needed to resolve each
.
deficiency.
2

MMOG/LE
1
. Preventive and corrective actions are evaluated at the conclusion of each action to determine
3 2) F2 whether the planned results have been achieved, assess the need for any further actions (e.g.
. update work instructions), and if lessons learned can be applied to other processes.
2

MMOG/LE
1.4 Continual Improvement X
There is a process in place that engages management, employees and business partners in
1.4.1 continually improving the efficiency and effectiveness of the MP&L processes throughout the
entire organization and with all supply chain partners.
The deployment of improvement activities throughout the supply chain is necessary in order to
Why? increase efficiency, reduce waste and cost, and improve overall customer satisfaction. The objective
is to develop a continual improvement culture in all supply chain partners so that the resulting
processes are lean, stable, and sustainable.
Criteria:
1
.
A continual improvement process is in place and used throughout the entire organization and with
4 1) F1
all supply chain partners.
.
1
1
.
Employees at all levels of the organization actively participate in, and are allowed time to work on,
4 2) F1
continual improvement activities.
.
1
1
.
The organization has a process in place that encourages employees and all supply chain partners
4 3) F1
to submit proposals for continual improvement.
.
1

MMOG/LE
There is a process in place to identify and analyze constraints that limit the organization's
1.4.2 ability to optimize throughput. Actions are taken to reduce, minimize, or eliminate
constraints.
For organizations to remain competitive and reduce cost, specific areas of improvement need to be
identified throughout the supply chain. Listed in the criteria below there are fundamental processes
Why? that should be evaluated by the MP&L function as a minimum requirement. There may be additional
constraints identified through the organization's internal assessment process and/or continual
improvement metrics.
Criteria:
1
. There shall be a process in place to identify and, where appropriate, manage bottleneck processes
4 1) F3 within the supply chain to maximize output while ensuring production and delivery to the customer
. are not compromised.
2
1
.
Production batch/lot size is evaluated on a regular basis and is adjusted accordingly in support of
4 2) F2
lean objectives.
.
2
1
.
Set-up/change-over time is evaluated on a regular basis and is adjusted accordingly in support of
4 3) F2
lean objectives.
.
2
1
.
4 4) F2 Throughput time is evaluated on a regular basis and is improved where possible.
.
2
1
.
Cycle counts are used to measure and improve the accuracy of perpetual inventory records,
4 5) F1
reducing the need for inventory adjustments and/or physical inventory counts.
.
2

MMOG/LE
1.5 Supply Chain Development
There is a process in place to continually develop the relationship between all partners in the
1.5.1
supply chain.
Successful supply chain relationships begin with mutual trust and respect. The development
process should consider customer expectations as well as aspects of corporate responsibility such
as social, environmental, economic, and legal requirements. Developing relationships relies on
Why? organizations working together for mutual benefit and reward for the medium and long term. The
process provides a strong basis for responding to market conditions and increasing competitiveness
by continually examining the use and introduction of new business techniques, processes, and
technology.
Criteria:
1
.
5 1) F1 The organization has a documented policy for the continual development of all supply chain partners.
.
1
1
.
Documented processes and action plans are in place to implement the continual development policy
5 2) F1
with all supply chain partners.
.
1
1
.
A formal method of analysis is used to assess all supply chain partners (e.g. SWOT analysis,
5 3) F1
Benchmarking)
.
1
There is a process in place to continually develop working relationships with other functions
1.5.2
within the organization to ensure that overall business objectives are satisfied.
Understanding, communicating, and satisfying the requirements of other functions are key elements
for developing internal relationships in order to achieve business objectives and, ultimately,
Why? improving external customer service. In a typical organization, other functions can be both an
internal customer and a supplier. For example, Purchasing provides MP&L with supplier purchase
order information and MP&L provides Purchasing with supplier performance metrics.
Criteria:
1
.
There is a process in place to identify, document, and communicate internal customer and supplier
5 1) F2
requirements.
.
2
1
.
Internal customer satisfaction is monitored, measured, and analyzed (e.g. KPIs, internal customer
5 2) F2
survey).
.
2

MMOG/LE
1
.
There is a process in place to continually develop working relationships between internal customers
5 3) F2
and suppliers, and progress is reviewed on a regular basis.
.
2

MMOG/LE

MMOG/LE
2.1 Organizational Processes
The facility has an organizational structure that recognizes the importance of, and places
2.1.1
appropriate emphasis on, supply chain processes.
It is vital to gain a clear understanding of the organizational structure and processes in order to
Why? provide a solid foundation for achieving customer satisfaction, internal strategies and objectives, and
continual improvement.
Criteria:
2
.
There is a documented organizational structure in place to ensure there is sufficient focus and
1 1) F1
resource for all MP&L processes.
.
1
2
.
Documentation exists (e.g. flow charts) describing the information flow of all MP&L processes,
1 2) F1
including interfaces with other functions and business partners.
.
1
2
.
Documentation exists (e.g. flow charts) describing the physical flow aspect of all MP&L processes,
1 3) F1
including interfaces with other functions and business partners.
.
1
2
.
1 4) F1 There is an active document control procedure in place (as defined within ISO/TS 16949).
.
1

c
s
u
e MMOG/LE
s
t
s
o
e
m
d
e 2.2 Organizational Procedures X
r
a Documented procedures are in place including the customer interface, internal production,
f
s 2.2.1
supplier interface, and all other partners in the supply chain.
o
rn Documented procedures are important to facilitate training and ensure standardized processes are
a
o Why?
in place in order to avoid disruptions in the supply chain.
p
n
p
Criteria:
r
a
o
p
2
v
p
.
a
l2 The organization has procedures, which are evaluated, implemented, and reviewed at regular
1) F2
li. intervals to ensure compliance with the MP&L vision, strategies, objectives, and processes.
.
c
1
a
T
b
lh
2
e
. Documented procedures exist for all customer interface aspects of the MP&L process (e.g.
2
r( 2) F2 materials and logistics agreements, customer order planning, stock control, packaging procedures,
.e
N and transport management).
1
/a
s
A
)o
n
.2
.
w Documented procedures exist for all internal aspects of the MP&L process (e.g. assembly and
A
2 3) F1
h production planning, material handling, stock control, and warehousing including MRO inventory).
l.
y
l1
n
e
o
a
n
c
h Documented procedures exist for the interface with suppliers and other partners in the supply chain
a
4) F1 process (e.g. performance assessment of all partners, receipt of material, stock control, and
p
c requirement calculations).
p
rl
i
t
c
e
a 2.3 Resource Planning X
r
b
A process exists to ensure adequate resources are in place and that availability and
li 2.3.1
o flexibility are assured.
e
n It is essential that resources (e.g. employees, equipment) are optimized and adaptable to meet the
c requirements of all MP&L operations. Corporate responsibility regarding the wellbeing of personnel
rh Why?
should be in compliance with customer requirements for all classes of employee (e.g. hourly,
ia salaried, temporary).
ts
e Criteria:
rb
ie
2
e
.a The organization has the ability to adapt its human resources in order to manage and balance
n
3 1) F2 workload (e.g. flexibility agreements, peak hours, absenteeism, and different industrial calendars) in
.s compliance with customer requirements.
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MMOG/LE
2
. The organization conducts reviews periodically and/or at key events (e.g. new product introduction,
3 2) F2 significant changes in customer demand) to ensure sufficient resources (e.g. space and equipment)
. are allocated for all MP&L processes.
1
2
.
3 3) F1 Overtime is not used as a long-term solution for staffing requirements.
.
1

MMOG/LE
Contingency plans shall exist to ensure continuity of supply following unplanned events
2.3.2
within the supply chain.
Contingency plans are used to avoid disruption within the supply chain (e.g. assembly line
stoppages, labor disruptions, financial stress, supply chain security) and to support the recovery
Why?
process. Contingency plans should be short-term with a return to normal business process as
quickly as possible.
Criteria:
2
.
The organization's contingency plans shall be executed by a pre-determined function when an
3 1) F3
emergency occurs and the system shall be tested and validated periodically.
.
2
2
.
3 2) F3 Personnel shall be trained in contingency procedures.
.
2
2
. Documented and proven procedures for all potential disruptions are identified with appropriate
3 3) F2 action and recovery plans, including production and data recovery (e.g. computer/communication
. failures, industrial disputes, transport and production disruption).
2
An internal process exists for highlighting and communicating any incident or deviation from
2.3.3
the supply plan.
Appropriate management of internal customers and suppliers should rely upon communication
Why?
upstream and downstream of any incidents that could affect the supply chain process.
Criterion:
2
.
There is a communication process in place (e.g. formal meetings, reports) to highlight incidents or
3 1) F1
deviations from the supply plan (e.g. scheduling changes, early warning of delays and stoppages).
.
3

MMOG/LE
2.4 Work Environment & Human Resources X
2.4.1 A process exists for the control and continual improvement of the work environment.
People are the organization's main asset. Management is responsible for providing safe and
Why? healthy working conditions. The environment should provide a forum for effective communication
through all levels of the organization.
Criteria:
2
.
The organization performs regular reviews to ensure compliance with all applicable safety and
4 1) F2
environmental regulations.
.
1
2
.
Management is actively engaged in improving the work environment (e.g. 5S/C program, ergonomic
4 2) F1
principles).
.
1
2.4.2 The roles and responsibilities within the MP&L function are clearly documented.
Clearly defined roles and responsibilities identify ownership of issues, improve customer
Why? satisfaction, reduce the risk of conflict, and assist human resources with finding qualified candidates.
Criteria:
2
. Job descriptions/skill matrices exist that include clearly defined roles and responsibilities, including
4 1) F1 internal and external customer requirements, and are regularly reviewed and updated for each key
. function within MP&L .
2
2
.
All key tasks have employee backups designated and fully trained to manage workflow when the
4 2) F1
primary employee is not available.
.
2

MMOG/LE
There is a process in place to identify current and required skills for each position and
2.4.3
function within the MP&L department.
Understanding the competence gap within the organization is important for improvement and for
Why? supporting customer specific requirements (e.g., customer systems, container management,
engineering change control, etc.).
Criteria:
2
.
The competence required for each position and function within the MP&L department has been
4 1) F1
identified and documented.
.
3
2
.
The current competence level of each employee and function within the MP&L department has been
4 2) F1
.
3
2
.
The procedure for identifying training needs based on a gap analysis of current versus required
4 3) F1
skills is documented, used for training recommendations, and communicated to the employee.
.
3
2
.
Training objectives are clearly defined within the MP&L strategy, understood by all employees
4 4) F1
concerned, and monitored by management.
.
3
2.4.4 A training and development plan exists for each employee in the MP&L function.
A flexible and effective organization requires competent and knowledgeable personnel to support
Why?
both internal and external customer-specific requirements.
Criteria:
2
.
There is a process to ensure sufficient, fully trained resources are in place for all employees
4 1) F2
including new hires, relief coverage, and backups.
.
4
2
Individual training and development plans exist for each employee including education opportunities
.
offered within the industry and by the customer. The organization should regularly assess new
4 2) F1
training requirements through internal, external, and industry websites, manuals, and/or contracts
.
(e.g. global terms and conditions).
4

MMOG/LE
2
.
4 3) F1 Training and development plans are documented and regularly revised (minimum once/year).
.
4
2
.
There is a process between employee and management to monitor the effectiveness of training and
4 4) F1
development plans and amend accordingly.
.
4

MMOG/LE
A process is in place to assess and improve employee motivation and performance within
2.4.5
the MP&L function.
Managers should provide feedback on the employee's performance in order to recognize

Why? outstanding achievement and/or to take corrective actions when improvement is needed. The
appraisal process is also an opportunity for the manager and employee to discuss issues that could
improve performance in the entire organization.
Criteria:
2
.
The performance of the organization and MP&L function is communicated to employees on a
4 1) F1
regular basis.
.
5
2
. There is a regular (minimum once a year) performance review process with the employee that
4 2) F1 includes an evaluation of their performance against department and the organization's objectives.
. Opportunities for professional development may also be discussed.
5
2
.
There is a process to develop action plans as a result of improvement opportunities and training
4 3) F1
needs that have been identified during the appraisal review.
.
5

MMOG/LE
3. CAPACITY & PRODUCTION PLANNING
3.1 Product Realization X
3.1.1 The MP&L function shall formally participate in, and sign off, the Product Realization process.
The material organization is involved in each stage (e.g., quoting, engineering) of the Product
Why? Realization process to ensure supply chain issues are addressed and parts are available for all
phases of production (e.g. prototypes, preproduction, production).
Criterion:
3 The MP&L function shall participate in the Product Realization process to ensure all material
. planning and logistics requirements are addressed and all changes that affect the supply process
1 1) F3 are planned, executed, and communicated in a synchronized manner (e.g. bill of material (BOM),
. routings, effectivity dates, supplier notification, scheduling, shipping). Back-up plans shall be in
1 place to ensure continuity of supply.

MMOG/LE
3.2 Capacity Planning X
The organization shall perform a comparison of its resources against the customer's short-,
medium-, and long-term requirements for both production and service parts. A process shall
3.2.1
be in place that ensures prompt communication to the customer of any risk that could affect
their operations.
A major goal of the planning system is to review customer requirements far enough in advance to
detect potential problems in meeting the demand for both production and service parts. This
Why?
process must occur in a timeframe that allows for corrective action and minimizes the impact to the
customer.
Criteria:
3
Comparison of resources versus customer requirements shall be reviewed upon receipt of forecast
.
requirements (e.g. 830/DELFOR/planning release), comparing every week of the forecast sent by
2 1) F3
customers. Capacity planning volumes negotiated with the customer shall also be incorporated in
.
the capacity planning process.
1
3
. Resources versus customer requirements shall be reviewed upon receipt of shipping requirements
2 2) F3 (e.g. 862/DELJIT/shipping schedules, 866/DELJIT/sequenced shipping schedules), comparing daily
. ship requirement sent by customers.
1
3
.
There shall be a process in place to notify customers of any significant resource limitations in
2 3) F3
meeting the requirements.
.
1
3
. Resources for administrative (e.g. receiving, planning, and dispatch) and physical (e.g. loading,
2 4) F1 unloading of trucks) operations within the MP&L function, including time and cost, are reviewed and
. incorporated in the capacity planning process.
1
The organization's capacity planning process has the capability to ensure that the Product
3.2.2 Approval Process (PAP) requirements are available in a timely manner to support customer
requirements.
The organization's capacity planning process should account for production, service, and PAP
Why?
requirements, to ensure that all requirements are met.
Criteria:
3
.
2 1) F1 PAP requirements are incorporated into the capacity planning process and scheduled accordingly.
.
2

MMOG/LE
3
. There is a process to ensure continuity of supply of the current part (e.g. inventory buffer) and to
2 2) F1 provide sufficient capacity for the development, production, and evaluation of new or replacement
. parts.
2
3
. Cross-functional PAP reviews are held on a regular basis to resolve issues with meeting customer
2 3) F1 requirements. Participants should include appropriate personnel from each department (e.g.
. Scheduling, Production, Material Control, Engineering).
2

MMOG/LE
3.2.3 The capacity planning process includes the review and management of balance-out parts.
The proper management of balance-out parts avoids unnecessary cost such as the purchase and/or
Why?
overproduction of materials that would be obsolete.
Criteria:
3
.
A process is in place to ensure there is sufficient lead-time for review and communication of running
2 1) F1
changes and balance-out parts in the entire supply chain.
.
3
3
. The capacity planning process incorporates the customer's fabrication and material authorizations
2 2) F1 for balance-out parts so that the production planning system will not generate production orders
. above customer requirements for balance-out items.
3
3.2.4 The capacity planning process includes the management of service/spare parts.
The organization must recognize that service/spare parts are as important as regular production
parts and should be managed to ensure all customer requirements will be met. The availability of
Why?
service/spare parts also minimizes the inconvenience to the consumer whose vehicle is being
serviced.
Criteria:
3
.
2 1) F2 Service/spare parts requirements are incorporated into the capacity planning process.
.
4
3
.
The planning horizon for service/spare parts is defined in relation to the order quantity and
2 2) F1
frequency of customer requirements.
.
4
3
.
Documented agreements are in place to ensure the supply of service/spare parts (e.g. minimum
2 3) F1
order quantity, standard pack size).
.
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3.3 Production Planning X
A process shall exist to plan production requirements and to maintain the parameters of the
3.3.1
production planning system.
An effective production planning process integrates customer requirements with key operational
Why? parameters to support on-time delivery to the customer. The resulting plan should be both realistic
and attainable.
Criteria:
3
.
The production planning system shall incorporate customer requirements when generating
3 1) F3
production schedules.
.
1
3
. Operational parameters (e.g. transport time, lead times, inventory levels, packaging) and internal
3 2) F3 production requirements (e.g. supplier constraints, scrap rates, set-up times) shall be integrated into
. the production planning system.
1
3
Operational parameters (e.g. transport time, lead times, inventory levels, packaging) and internal
.
production requirements (e.g. supplier constraints, scrap rates, set-up times) are integrated into the
3 3) F1
production planning system. The parameters and requirements are updated and integrated
.
automatically.
1
3
.
The production planning system is synchronized with all relevant internal (e.g. financial reporting,
3 4) F1
shipping, timekeeping) and external (e.g. supplier schedules, lead logistics providers) systems.
.
1
3
.
The production planning system and its parameters (e.g. scrap rate, set-up time, lot size, etc.) are
3 5) F1
reviewed and approved at planned intervals.
.
1

MMOG/LE
The internal production planning process supports lean manufacturing through the use of
3.3.2 pull systems that regulate the flow of material in a manufacturing process by replacing only
what has been consumed.
Pull systems are an economical approach to simplify the planning process, reduce inventory,
Why?
shorten and control lead times, and improve cash flow.
Criteria:
3
.
Pull system concepts (e.g. kanban, min-max) are used within the shop floor production planning
3 1) F1
process.
.
2
3
.
A process exists that uses forecast demand in the design of the pull system (e.g. kanban loop and
3 2) F1
lot sizes) and the parameters are reviewed at appropriate intervals.
.
2
3
.
3 3) F1 The pull planning process extends to suppliers.
.
2
3.4 Systems Integration X

Customer order information shall be transferred and integrated automatically into the
3.4.1
organization's planning and scheduling systems.
Direct electronic transfer of data improves the efficiency and speed of communication and reduces
the possibility of error throughout the supply chain. Centralizing data provides the means for a
Why?
single source of information that can be accessed and used by relevant functions to streamline the
production planning process and facilitate decision making.
Criterion:
3
Customer order information as well as internal production requirements shall be automatically
.
integrated into the organization's planning and scheduling systems including error
4 1) F3
checking/validation (e.g. invalid part number, purchase order or customer site, cumulative quantity
.
disagreement, incorrect customer set-up).
1
The organization sets the timing of the Material Requirements Planning (MRP) system
3.4.2
process to coincide with the receipt of the expected customer requirements.
The MRP system should calculate schedules (e.g. production, shipping, supplier) based on the most
Why? current information available from the customer to ensure that any changes are processed in a
timely manner.
Criterion:
3
.
The most current customer requirements are integrated into the material planning process as soon
4 1) F2
as possible.
.
2

MMOG/LE
4. CUSTOMER INTERFACE

MMOG/LE
4.1 Communication X
The communication processes are defined and agreed to between the customer and
4.1.1 supplier. The methods of communication are documented and readily available, fully
operational, and sustained between parties.
The methods of communication for day-to-day operations should be fully defined and documented
in order to clarify roles and responsibilities, expectations, and commitments and to avoid the
Why? possibility of misunderstandings and conflict. Ideally, the communication process should be defined
in a materials management and logistics agreement (e.g. AIAG/Odette Global Materials
Management and Logistics Agreement (GMMLA)).
Criteria:
4
.
There is a documented process that defines the level, frequency, and content of communication
1 1) F2
with the customer.
.
1
4
. The customer's expectations and requirements regarding MP&L are understood (e.g. schedule
1 2) F2 adherence, routing instructions, ASN performance), reviewed regularly, and communicated to the
. appropriate personnel.
1
4 The organization provides its customer with a contact list comprising name, function, method of
. communication (e.g. phone number, fax number, e-mail address, etc.), hours of availability, and
1 3) F1 deputies/back-ups for each MP&L function. The organization possesses a reciprocal list of its
. customer's contact information. The contact list is in the customer's preferred format and the
1 contact is able to communicate in the customer's preferred language.
4
.
1 4) F1 The contact listing covers the entire scheduled operating hours of the customer.
.
1
4
.
There is a documented process for reviewing and updating all contact lists (e.g. internal contact
1 5) F1
lists, customer contact lists) at regular intervals.
.
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The organization has the capability to electronically receive delivery forecasts and
4.1.2
requirements via traditional EDI or web-based tools.
Electronic transfer of data eliminates manual data entry errors and increases efficiency by
conveying schedule information more quickly through the supply chain, thus reducing reaction time
Why?
and cost. The reduction of administrative tasks (e.g. re-keying customer schedules) allows
resources to be more productive by working on other value-added activities.
Criteria:
4
The organization has the capability to automatically integrate delivery forecasts (e.g.
.
830/DELFOR/planning releases) into the planning system, when available electronically from the
1 1) F3
customer. The automatic integration includes all sites involved in the manufacturing and shipping
.
process to the customer, including warehousing and 3rd party facilities.
2
4 The organization has the capability to automatically integrate delivery requirements (e.g.
. 862/DELJIT/shipping schedules, 866/DELJIT/sequenced shipping schedules) into the planning
1 2) F3 system, when available electronically from the customer. The automatic integration includes all
. sites involved in the manufacturing and shipping process to the customer, including warehousing
2 and 3rd party facilities.
4
.
Receipt and integration of electronic communication is in accordance with automotive industry
1 3) F1
guidelines (e.g. AIAG/Odette) and any customer-specific requirements.
.
2
The organization shall have a process to immediately communicate any potential problems
4.1.3
that could impact the customer's operation, including a proposed corrective action.
Notifying the customer immediately provides the parties with the opportunity to collaborate on a
Why?
mutually acceptable solution to prevent interruptions in the delivery process.
Criteria:
4
. There shall be documented procedures in place to notify the customer and respond immediately to
1 1) F3 any situation that could negatively impact the customer's operation, whether originated by the
. organization, customer, sub-supplier, logistics provider, sub-contractor or other service providers.
3
4
.
Deviations from customer requirements (e.g. quantity, transportation mode, packaging) shall be
1 2) F3
resolved with the appropriate customer contact prior to shipment time.
.
3
4
.
The organization shall use all customer's business systems as required (e.g. inventory
1 3) F3
management, container management, capacity planning, supplier portals).
.
3

MMOG/LE
4.2 Packaging and Labeling X
The organization shall have a process in place that ensures packaging solutions are agreed
4.2.1
to by all involved parties and that the labeling meets the customer's specification.
Packaging and labeling solutions should support the efficient flow and identification of material.
Effective packaging facilitates efficient storage, transportation, and accessibility of parts while
Why? providing protection and preventing deterioration. Labeling allows for visual identification of material
and supports automated data entry, thus increasing the accuracy of data into the production
planning and inventory management systems.
Criteria:
4
. The organization shall have a process in place to develop and define labeling and packaging
2 1) F3 solutions for standard and back-up packaging, including pack size, in conjunction with all involved
. parties and before the start of production.
1
4
.
There is a process in place to validate the packaging and labeling solution with all involved parties.
2 2) F2
The process includes a formal sign-off with the customer for the packaging and labeling solution.
.
1
4
.
The organization periodically audits shipments and conducts a physical review of packaging to
2 3) F2
ensure compliance with defined packaging and labeling requirements.
.
1
4
.
All applicable manufacturing, storage, and shipping processes are considered when developing the
2 4) F1
customer packaging solution.
.
1
4
. There is a process in place to validate the packaging and labeling solution prior to the start of
2 5) F1 regular production by shipping prototype, pre-production, pilot, and PAP parts in assigned
. containers.
1

MMOG/LE
The organization has a container management process in place to ensure availability of
4.2.2
customer-approved containers to support the material flow requirements.
The organization should track the quantity, quality and location of containers to ensure that the
customer-approved container is available at the right time, avoiding disruptions in the production
Why?
and shipping process. An effective container management process/system can avoid extraordinary
costs by preventing material damage, lost containers, and production down-time.
Criteria:
4
. A process agreed to by all parties is in place for the procurement, allocation and monitoring of all
2 1) F2 packaging material (e.g. returnable containers, expendable packaging, dunnage, spacers). The
. process includes a commercial agreement for back-up packaging.
2
4
. The process ensures the right quantity and quality of returnable containers are available to meet
2 2) F2 customer requirements. Where there is a potential for a late delivery there is an escalation process
. in place and preventive measures are taken.
2
4
.
The process includes the management of missing, damaged, dirty, or otherwise unsuitable
2 3) F2
packaging.
.
2
4
.
The process includes notifying the customer prior to shipping when alternative or back-up packaging
2 4) F2
is used.
.
2
4
.
The process ensures that customer-supplied packaging is properly stored and managed based on
2 5) F1
customer requirements.
.
2

MMOG/LE
4.3 Shipping X
The organization has a shipping process that ensures dock operations are optimized and
4.3.1
quantity shipped corresponds with customer requirements.
Missed or inaccurate shipments can result in premium freight, production disruption at the customer,
Why?
and/or negatively impacting the customer delivery/service rating.
Criteria:
4
.
An automatic process is in place to detect potential shipping discrepancies based on the customer's
3 1) F2
requirements (e.g. scanned quantity matches customer requirements in the planning system).
.
1
4
.
A process is in place to ensure the quantity-shipped discrepancies are reconciled quickly with the
3 2) F2
customer, avoiding cost penalties to the customer.
.
1
4
. Dock operations are optimized taking into consideration capacity of preparation areas, dispatch
3 3) F2 schedule, rail docks, loading bays, limits of loading and unloading, freight capacity, scheduled
. window times, carrier on-time performance, etc.
1
The organization shall have a process to ensure transport documents are completed
4.3.2 according to customer, industry and government/international standards. Additionally,
Advanced Shipping Notices (ASNs) are accurate and transmitted in a timely manner.
Accurate and timely documentation helps to avoid delays and extraordinary costs in the
transportation of material, including any potential supply chain security and/or customs issues.
Why?
ASNs transmit information required by the customer so they are aware of shipments that are in
transit and can plan accordingly.
Criteria:
4
. The shipping label shall be reconciled against the customer ship requirements. The data content of
3 1) F3 the shipping labels shall be verified at the last possible point in the shipping process, such as RFID
. or scanning, to ensure consistency between container content, labels, and documentation.
2
4
. The organization shall ensure that the data content of all ASNs is complete, accurate and processed
3 2) F3 in accordance with customer requirements. When master labels are used, individual container
. labels shall be reconciled to master labels.
2
4
. All shipments, including documentation and labeling, shall be prepared to customer, industry, and
3 3) F3 government/international standards and requirements (e.g. customs handling, C-TPAT, PIP, AEO)
. including carrier routings.
2

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4
.
The shipment process shall ensure that each ASN is transmitted at the time of conveyance
3 4) F3
departure.
.
2

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The organization inspects and calibrates at planned intervals all equipment used to
4.3.3
determine the shipment quantity as agreed to with the customer.
When equipment is required to determine the shipment quantity, regular calibration is a fundamental
Why?
requirement to ensure accuracy.
Criteria:
4
.
A procedure is in place that explains the proper use of equipment used to determine shipment
3 1) F2
quantity (e.g. scales, counters), when required by the customer.
.
3
4
.
Equipment used to determine ship quantities is calibrated at planned intervals based on
3 2) F2
recommended and/or customer standards.
.
3
4
.
The inspection status and date for equipment used to determine shipment quantity are clearly
3 3) F1
displayed to the operator.
.
3
4
.
There is a process owner assigned to manage the inspection schedule and ensure the equipment is
3 4) F1
calibrated.
.
3

MMOG/LE
4.4 Transportation X
An assessment process is in place to ensure effective and efficient transportation of finished

4.4.1
goods in compliance with customer, industry, and government/international requirements.
An efficient and effective transportation process provides the means for finished goods to be
delivered on-time, uninterrupted, undamaged, and at minimum cost. Considerations within the
Why? assessment process should also include environmental aspects, customs requirements, supply
chain security, and performance measurements (examples available in Odette's Key Performance
Indicators for Carriers and LSPs guideline).
Criteria:
4 For customer-managed transportation, the organization shall participate in an ongoing assessment

. process as requested by the customer (e.g. performance, cleanliness). For supplier-managed
4 1) F3 transportation, a formal assessment process shall be in place (e.g. AIAG/Odette Global Logistics
. Evaluation for Carriers and LSPs) which considers carrier, LSP and/or Lead Logistics Provider (LLP)
1 capability based on transportation mode, costs, logistics flexibility, performance, quality, etc.
4
.
Appropriate equipment (e.g. bracing, banding) is used to ensure the product is delivered
4 2) F2
undamaged to the customer.
.
1
4
.
Transportation planning is initiated at the beginning of the product life cycle and the carrier, LSP
4 3) F1
and/or LLP is involved as early as possible (e.g. product development process).
.
1
4
. The organization has a process in place to review on a regular basis transportation cost and
4 4) F1 capacity together with the carrier, LSP and/or LLP by sharing information (e.g. production volumes,
. routings).
1
4
.
The organization has established and documented contingency plans in the event of a
4 5) F1
transportation failure, including alternative methods of transport.
.
1
4.4.2 Transport utilization should be optimized and reviewed continually.

Optimized transport utilization will reduce costs and provide environmental savings (e.g. reduce
Why?
CO2 emissions).
Criteria:

MMOG/LE
4
. The organization regularly explores opportunities to reload inbound conveyances with outbound
4 1) F1 product. Underused capacities (both inbound and outbound) are recorded and reviewed regularly to
. drive the transport optimization process.
2
4
.
Inbound and outbound conveyances are managed on a First In First Out (FIFO) basis in order to
4 2) F1
avoid excess cost (e.g. demurrage).
.
2

MMOG/LE
4.5 Customer Satisfaction and Feedback X
4.5.1 The organization has a process to measure and improve overall customer satisfaction.
The measurement of customer satisfaction is fundamental in identifying areas for business

improvement. The process should ensure all customers are treated equally so that any significant
Why? impact with one customer does not negatively impact another customer. High levels of customer
satisfaction impact the organization's overall reputation and is important in developing successful,
proactive and long-term business relationships.
Criteria:
4
.
5 1) F2 A process is in place to determine, measure, and continually improve customer satisfaction.
.
1
4
.
5 2) F1 The customer satisfaction and improvement processes are applied equally to all customers.
.
1
4
. Customer satisfaction results are published and reviewed internally at regular intervals by
5 3) F1 management and with the customer, as required. The results are presented visually using charts,
. graphs, monitors, etc.
1

MMOG/LE
5. PRODUCTION & PRODUCT CONTROL

MMOG/LE
5.1 Material Identification X
The organization shall have a process in place to ensure all material is labeled accurately
5.1.1
and identified clearly at all stages in the supply chain.
Material that is properly identified reduces the risk of misplaced material, delays, and/or production
Why?
disruptions.
Criteria:
5
.
The organization shall have a process in place to correctly identify all material from the point of
1 1) F3
receipt to final shipment, including direct marking when needed.
.
1
5
.
The organization shall have a process in place to ensure part's labels are available at the
1 2) F3
appropriate time and are applied correctly.
.
1
5
.
The organization shall have a process in place to accurately and clearly identify all storage locations
1 3) F3
(e.g. signage, rack labels).
.
1
5
.
The organization shall have a process in place to ensure the appropriate identification of all
1 4) F3
unusable or damaged material (e.g. scrap, returns, rejections).
.
1
5
.
1 5) F1 Bar coding/RFID is used internally to identify and trace material.
.
1

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5.2 Inventory X
The organization has a single integrated system encompassing both perpetual inventory and
5.2.1
associated financial functions (e.g. "one set of books").
The same inventory transaction is used to update both the materials management and accounting
Why?
systems to ensure appropriate business decisions are made.
Criterion:
5
.
The organization has one integrated system encompassing both perpetual inventory and associated
2 1) F1
financial functions.
.
1
There is a process in place that controls the storage conditions and access to all stages of
5.2.2
inventory: finished goods, WIP, and raw material.
Optimal conditions for the storage of inventory should be in place in order to avoid loss and
Why?
consequential cost due to damage, deterioration, or theft.
Criteria:
5
.
The organization has processes in place that control the storage of inventory at all stages, in-house
2 1) F2
and off-site.
.
2
5
.
2 2) F1 The method of storage supports visual management of material (e.g. minimum and maximum levels).
.
2
5
.
There is a controlled storage environment that ensures all parts are protected against damage and
2 3) F1
deterioration.
.
2
5
.
2 4) F1 The organization has a process in place to safeguard fragile, hazardous, and/or high theft material.
.
2
5
.
2 5) F1 Obsolete, scrap, reject, and return material is stored in clearly identified designated locations.
.
2

MMOG/LE
5.2.3 The organization has a process to optimize material flow.
Why? The primary objective of a lean manufacturing/material flow process is to minimize lead time and
costs while creating flexibility within the supply chain. As long as there is a need to move parts from
one location to another, there will be the opportunity to eliminate waste in the material flow process.
Criteria:
5
.
2 1) F2 The organization's material flow is designed to support FIFO where applicable.
.
3
5
.
The organization uses lean techniques (e.g. value stream mapping) to optimize the material flow for
2 2) F1
new and current parts and production processes.
.
3
5
. The organization's material flow is designed to facilitate accurate tracking and recording (e.g.
2 3) F1 reporting of inventory at key production points, use of scanning techniques such as RFID or bar
. coding).
3
5
.
The organization's material flow is designed to minimize handling and transportation (e.g. one-piece
2 4) F1
flow, cellular manufacturing, use of milk runs, load consolidation)
.
3

MMOG/LE
The organization has a process in place that ensures material records are maintained
5.2.4
accurately and discrepancies are fully investigated and corrected in a timely manner.
The maintenance of accurate stock records is a prerequisite to ensuring the availability of product
for the customer and avoiding production line disruptions. Effective control procedures reduce the
Why? risk of stock errors and the consequential impact of excess inventory and obsolescence or
conversely, insufficient material to support customer requirements. The visibility of stock balances
to all relevant parties is important for taking actions in a timely manner.
Criteria:
5
. There is a process in place to ensure accurate stock balance of all inventory types (e.g. finished
2 1) F2 goods, WIP, purchased parts, scrap) and transactions are updated correctly in the organization's
. system in a timely manner.
4
5
. The organization has a process that ensures the structure of the BOM records is accurate and
2 2) F2 maintained in a timely manner. BOM deviations are investigated and the impact on inventory
. balances is corrected through the perpetual inventory process.
4
5
.
2 3) F1 All stock records are visible to all relevant parties.
.
4
5
. The organization has a process in place to ensure accurate physical inventory counts are taken and
2 4) F1 the results are recorded. The inventory counts for each part are performed with adequate
. frequency depending on usage/volume value, waste percentage, etc.
4
5
.
The organization uses techniques (e.g. visual controls, bar coding, elimination of manual entry) that
2 5) F1
eliminate inventory errors. The tools are evaluated periodically.
.
4
5
.
The organization archives material records as defined by the customer or for a time period relevant
2 6) F1
to any potential disputes. The archived records should be easily retrievable and readable.
.
4

MMOG/LE
The organization has a process in place to coordinate "phased-out" inventories (e.g. those
5.2.5 affected by engineering changes and programs that are being phased out) with both supplier
and customer.
During engineering change and product phase-out, it is imperative to know and respond to the level
Why?
of stock in the whole supply chain to avoid the risk of obsolescence and associated waste and cost.
Criteria:
5
.
The organization has a process in place to accurately coordinate "phased-out" inventories in a
2 1) F2
timely manner with suppliers.
.
5
5
.
The organization has a process in place to accurately coordinate "phased-out" inventories in a
2 2) F2
timely manner with customers.
.
5
5
.
The scheduling system automatically considers phased-out items in order to schedule to the
2 3) F2
customer's final release to avoid over-run (e.g. discrete quantity vs. standard pack).
.
5
5.2.6 The organization has a process to continually evaluate and optimize inventory buffers.
To ensure both customer satisfaction and cost effectiveness, the levels of inventory should be
Why? carefully considered for every part to ensure that stock levels are minimized without any risk to
deliveries to customers.
Criteria:
5
.
2 1) F1 The organization has a process to continually evaluate and, if necessary, adjust inventory buffers.
.
6
5
. The evaluation process considers all factors influencing the need for inventory buffers, (e.g. demand
2 2) F1 variability, process capabilities, internal transport and warehousing situation, customer safety stock
. requirements, different industrial calendars, etc.).
6

MMOG/LE
The organization shall have a process in place to identify and route defective or obsolete
5.2.7 material in a timely manner. This process shall ensure that defective or obsolete material is
segregated, reworked, and/or disposed of properly in order to minimize cost.
The process for handling defective or obsolete parts shall ensure material is segregated from
Why?
production in order to prevent unauthorized routing or distribution of material.
Criteria:
5
. The organization shall have a process in place that ensures all defective or obsolete material is
2 1) F3 contained, segregated, reworked and/or disposed of properly. The disposal of material and any
. claims shall be in accordance with customer requirements.
7
5
.
2 2) F1 The process ensures defective or obsolete material is reworked or disposed of in a timely manner.
.
7
5.3 Engineering Change Control X

The organization shall have a documented process for managing engineering change
5.3.1
throughout the supply chain.
The effective management and implementation of engineering change ensures the correct part or
Why?
level is produced and delivered to the customer and minimizes obsolescence and warranty costs.
Criteria:
5 The MP&L function shall participate in the engineering change process to ensure all material
. planning and logistics requirements are addressed and all changes that affect the supply process
3 1) F3 are planned, executed, and communicated in a synchronized manner (e.g. BOM, routings, effectivity
. dates, supplier notification, scheduling, shipping). Back-up plans shall be in place to ensure
1 continuity of supply.
5
.
The MP&L function participates in the review process for proposed engineering changes to evaluate
3 2) F2
the impact on manufacturing operations, material flow, and delivery.
.
1
5
.
All internal and external stakeholders are represented in the review (e.g. Engineering, Production,
3 3) F1
suppliers, customer) and the results are communicated to all affected parties.
.
1
5
. The organization has assigned personnel who understand the engineering change procedures
3 4) F1 internally and at the supplier and customer facilities. The procedures are reviewed on a regular
. basis for effectiveness and potential process improvements.
1

MMOG/LE
5
. There is a process in place to ensure revision control is executed on inbound material from the
3 5) F1 supplier, including part labeling at the correct revision level and signage to alert the change. All
. relevant internal and supplier personnel understand the process.
1

MMOG/LE
The organization manages the life cycle of tooling to ensure customer requirements can be
5.3.2
satisfied at all stages of production.
In order to support customer orders for service/spare parts, tools must be capable of producing
Why?
parts for current and/or past models.
Criteria:
5
.
There is a documented process in place that manages and records a tool's lifecycle (e.g. current
3 1) F2
status, rework history, ownership, authorizations, part assignment, part branding).
.
2
5
.
There is a process in place to determine when a tool is no longer required and the method of
3 2) F1
disposal.
.
2
5
.
3 3) F1 There is a process in place that tracks customer authorizations for the rework or disposal of tools.
.
2
The organization shall have a process in place to obtain written customer authorization
5.3.3 whenever the product or process deviates from that which is currently approved through the
Product Approval Process (PAP).
Product or process changes by the organization could have a negative impact on the quality of the
Why?
part (e.g. form, fit, and function) and/or the cycle time to produce the part.
Criteria:
5
.
There shall be a process in place to obtain formal authorization from the customer whenever the
3 1) F3
product or process deviates from that which was approved during PAP.
.
3
5
.
There is a process in place to ensure that all relevant personnel are notified of the start and end
3 2) F1
date of the approved deviation.
.
3
5
.
For each deviation request, a corrective action and timing plan is in place to ensure eventual
3 3) F1
compliance with the original or superseding specifications.
.
3

MMOG/LE
5.4 Traceability X
A lot or serial traceability process shall be in place as required, which meets customer,
5.4.1
industry, government, and/or international standards.
When an issue occurs (e.g. safety, quality), it is vital to be able to contain the problem, establish the
Why? root cause, and apply corrective measures in a timely manner. The traceability process provides
the means to safeguard the consumer and minimize warranty and potential legal costs.
Criteria:
5
There shall be a process in place that satisfies customer, industry, government and/or internationally
.
mandated traceability standards, including reporting requirements, for all affected parts (e.g.
4 1) F3
Transportation Recall Enhancement, Accountability and Documentation (TREAD) Act, Federal
.
Motor Vehicle Safety Standard (FIVES), End of Life Vehicle (ELVA)).
1
5
There is a process in place to ensure that lot, partial lot, and/or serial traceability is managed
.
according to customer, industry, government, and/or international standards. This may involve
4 2) F2
traceability of individual part/pallet/batches for all stages of inventory (finished goods, WIP, raw
.
material).
1
5
.
Collecting, recording, and tracking of lot, partial lot, and/or serial traceability data are automated
4 3) F1
(e.g. bar coding, RFID).
.
1
5
.
The organization retains traceability records for a period as defined by the customer, industry,
4 4) F1
government, and/or international standard. The records are easily retrievable and readable.
.
1

MMOG/LE
6. SUPPLIER INTERFACE
6.1 Supplier Selection X
The requirements of the MP&L function are considered when selecting suppliers,
6.1.1
subcontractors, or service providers for new or existing products or services.
The selection of capable and agile suppliers who can demonstrate their ability to manage quality,
Why? cost, and delivery performance is extremely important in the development of an effective and
efficient supply chain.
Criteria:
6
.
The Global MMOG/LE (or equivalent) assessment is used as part of the supplier, subcontractor, and
1 1) F2
service provider selection process and the results are communicated to all relevant parties.
.
1

MMOG/LE
6
. The supplier, subcontractor, and service provider selection process includes participation from the
1 2) F2 MP&L function, and the results from the MMOG/LE (or equivalent) assessment is a significant input
. in the decision.
1

MMOG/LE
6.2 MP&L Agreement X
6.2.1 A formal MP&L agreement shall exist with suppliers, sub-contractors and service providers.
The day-to-day operational relationship shall be properly defined and documented in order to clarify
roles and responsibilities, expectations, and commitments and to avoid the possibility of
Why?
misunderstandings and conflict. Use of the AIAG/Odette Global Materials Management and
Logistics Agreement (GMMLA) or equivalent is recommended.
Criteria:
6
. A formal MP&L agreement is in place specifying the responsibilities and procedures of the
2 1) F3 relationship and is approved by all parties before the first delivery; deviations from the MP&L
. agreement are immediately investigated, communicated and rectified.
1
6
.
2 2) F2 A process is in place to ensure the MP&L agreement is regularly reviewed and revised as necessary.
.
1
6
.
The MP&L agreement specifies the language to be used for all forms of communication, including
2 3) F2
corporate and day-to-day operations.
.
1
6
.
The MP&L agreement stipulates operational conditions such as capacity, production flexibility,
2 4) F2
packaging, labeling, and shipping specifications.
.
1

MMOG/LE
6.3 Communication X
A process is in place for two-way communication with suppliers, sub-contractors, and
6.3.1
service providers to resolve day-to-day issues and emergency situations.
The methods of communication for day-to-day operations should be fully defined and documented
Why? in order to clarify roles and responsibilities, expectations, and commitments and to avoid the
possibility of misunderstandings and conflict.
Criteria:
The organization receives a contact list from its suppliers, sub-contractors, and service providers
6
comprising name, function, method of communication (e.g. phone number, fax number, e-mail
.
address), hours of availability, and deputies/back-ups for each MP&L function. The supplier, sub-
3 1) F2
contractor, or service provider is provided with a reciprocal list of the organization's contact
.
information. The contact list is in the organization's preferred format and the contact is able to
1
communicate in the organization's preferred language.
6
.
There is a procedure in place to ensure that the suppliers, sub-contractors, and logistics providers
3 2) F2
notify the organization if there is a deviation from the organization's requirements.
.
1
6
.
3 3) F2 Methods of communication have been agreed to, including contingency (e.g. phone call, e-mail).
.
1
6
.
The planning system has the capability to detect automatically material shortages upon receipt of
3 4) F1
the ASN.
.
1

MMOG/LE
A process for electronic data exchange shall be in place with suppliers, sub-contractors and
6.3.2
logistics providers.
Fast, reliable, and integrated exchange of data significantly improves accuracy, flow, and visibility of
information and reduces lead times, administration, and costs. The real-time, automatic exchange
Why?
of information allows the organization and its suppliers, sub-contractors, and service providers to
respond more quickly by having greater visibility and thus reduce inventory.
Criteria:
The organization exchanges electronically relevant materials and logistics information (e.g. planning
6
release, delivery schedules, ASNs) with suppliers, sub-contractors, and service providers.
.
Traditional EDI or web-based solutions are acceptable means of electronic communication; e-mail
3 1) F3
and fax are not acceptable means of electronic communication. Traditional EDI data shall use an
.
industry standard, non proprietary format. Web-based solutions shall be in compliance with
2
6
. The extent to which traditional EDI or web-based solutions is used with sub-suppliers is in
3 2) F3 compliance with customer requirements (e.g. all sub-suppliers, critical commodities, purchase value,
. part volume).
2
6
. ASNs are transmitted at the time of conveyance departure, and the content of the ASNs is
3 3) F2 automatically entered and processed, without manual intervention, into the organization's system
. (e.g. receiving, inventory, accounts payable).
2
6
.
The organization has a process in place to verify the accuracy of information transmitted and
3 4) F2
received (e.g. planning and shipping schedules, ASNs) and initiate corrective action if necessary.
.
2
6
.
Transmission frequency and planning horizons are adequate for the total lead time of the part or
3 5) F2
commodity.
.
2

MMOG/LE
6.4 Packaging and Labeling X
There is a process in place that ensures packaging solutions are agreed to by all involved
6.4.1
parties and that the labeling meets the organization's specification.
Packaging and labeling solutions should support the efficient flow and identification of material.
Effective packaging facilitates efficient storage, transportation, and accessibility of parts while
Why? providing protection and preventing deterioration. Labeling allows for visual identification of material
and supports automated data entry, thus increasing the accuracy of data into the production
planning and inventory management systems.
Criteria:
6
. The organization has a process in place to develop and define labeling and packaging solutions for
4 1) F1 standard and back-up packaging, including pack size, in conjunction with all involved parties and
. before the start of production.
1
6
.
Existing packaging and labeling standards are used (e.g. AIAG, Odette) and environmental
4 2) F1
guidelines for packaging are incorporated where appropriate.
.
1
6
.
All applicable manufacturing, storage, and shipping processes are considered when developing the
4 3) F1
customer packaging solution.
.
1
The organization has a container management process in place to ensure availability of

6.4.2
containers to support the material flow requirements.
The organization should track the quantity, quality, and location of containers to ensure that the
approved container is available at the right time, avoiding disruptions in the production and shipping
Why?
process. An effective container management process/system can avoid extraordinary costs by
preventing material damage, lost containers, and production down-time.
Criteria:
6
. A control system is in place for the procurement, allocation, and monitoring of all aspects of
4 1) F2 container management (e.g. returnable containers, expendable or disposable packaging, dunnage,
. spacers).
2
6
.
4 2) F2 The responsibilities for container management are agreed to and documented between the parties.
.
2

MMOG/LE
6
.
There is a process in place to regularly review and optimize the container management process in
4 3) F1
order to reduce total MP&L costs.
.
2

MMOG/LE
6.5 Transportation X
There is a process in place to ensure effective and efficient transportation of inbound

6.5.1
material in compliance with customer, industry, and government/international requirements.
An efficient and effective inbound transportation process provides the means for material to be
delivered on-time, uninterrupted, undamaged and at minimum cost. Considerations within the
Why? assessment process should also include environmental aspects, customs requirements, supply
chain security, and performance measurements (examples available in Odette's Key Performance
Indicators for Carriers and LSPs guideline).
Criteria:
6
.
Transportation planning is initiated at the beginning of the product life cycle and the carrier, LSP
5 1) F2
and/or LLP is involved as early as possible (e.g. product development process).
.
1
6
. There is a documented procedure in place for resolving transportation issues related to quality (e.g.
5 2) F2 damages), cost (e.g. premium freight, demurrage), and delivery (e.g. on-time performance) in a
. timely manner.
1
6
.
The organization has the ability to track and trace inbound material from time of shipment through to
5 3) F2
receipt.
.
1
6
.
The organization has established and documented contingency plans in the event of a
5 4) F1
transportation failure, including alternative methods of transport.
.
1
6.6 Material Receipt X

There is a process in place to ensure efficient management of the material receiving process,
6.6.1
including sufficient capacity and appropriate equipment.
Efficient management of the material receiving process is necessary to facilitate effective material
Why?
flow and ensures the activity does not become a bottleneck.
Criteria:
6
.
There is a process in place to ensure sufficient capacity, personnel, equipment, maintenance,
6 1) F2
space, etc. based on the mode of delivery (e.g. truck, rail, millrun)
.
1

MMOG/LE
6
.
There is a process in place to optimize the use of docks and space. This process considers all
6 2) F1
variables of the receiving activities (e.g. scheduling, fixed time slots).
.
1

MMOG/LE
There is a process in place to verify the accuracy of the labeling and shipping documentation
6.6.2
at the point of receipt.
Accurate labeling and shipping documentation support the identification and efficient flow of
Why? material. Missed or inaccurate information can result in premium freight and production disruption
and could impact delivery to the organization's customer.
Criteria:
6
. The organization has a process in place to ensure complete and accurate data content (e.g. part
6 1) F2 number, quantity, revision level, purchase order) of shipping labels and documentation. Receiving
. discrepancies are recorded and corrective action is initiated.
2
6
.
A process is in place to conduct receiving audits based on the frequency and severity of
6 2) F1
discrepancies.
.
2
6
.
Receiving transactions are assigned a unique identifier that can be referenced for audit and
6 3) F1
investigation purposes.
.
2
6
.
6 4) F1 The organization's receiving process is followed when material is received by a third party.
.
2
6
.
The organization uses visual controls to assist the receiving process (e.g. part display board, part
6 5) F1
identification charts, signage, kanban tools).
.
2
6.7 Supplier Assessment X

There is a process in place to assess partners in the supply chain (e.g. suppliers, sub-
6.7.1
contractors, logistics service providers) on a regular basis.
A formal supplier assessment process provides the means to identify opportunities for improvement,
Why? supports the organization's MP&L strategy, and provides a valuable contribution to the achievement
of high levels of customer satisfaction.
Criteria:
6
. A process is in place to assess partners in the supply chain on a regular basis and the results are
7 1) F2 communicated to all relevant functions. Examples of formal evaluation tools include the Global
. MMOG/LE, Logistics Evaluation for Carriers and LSPs, or equivalent.
1

MMOG/LE
6
. There is a process in place to measure and review the performance level of partners in the supply
7 2) F2 chain on a regular basis and to initiate corrective actions as required. The partner's performance
. level is regularly communicated to the purchasing function.
1

MMOG/LE
Result (Criteria scored x Weight of criteria) Act. Max. % Assessor's Verifier's
Chapter Criteria
1 Weight 2 Weight 3 Weight 4 Weight 5 Weight 6 Weight 7 Weight Score Score Comp Name Name
1 1.1.1 F2 F2 F2 F2 0 8 0%
1.2.1 F2 F2 F2 0 6 0%
1.2.2 F3 F3 F3 F2 F2 F2 F1 0 16 0%
1.3.1 F2 F2 F2 F1 0 7 0%
1.3.2 F2 F2 0 4 0%
1.4.1 F1 F1 F1 0 3 0%
1.4.2 F3 F2 F2 F2 F1 0 10 0%
1.5.1 F1 F1 F1 0 3 0%
1.5.2 F2 F2 F2 0 6 0%
Chapter summary F3 F2 F1
Compliant 0 0 0 Total Chapter 1 0
Non Compliant 4 21 9 MAX Score 63
Non Applicable 0 0 0 % Compliant 0%

Chapter Criteria
2 2.1.1 F1 F1 F1 F1 0 4 0%
2.2.1 F2 F2 F1 F1 0 6 0%
2.3.1 F2 F2 F1 0 5 0%
2.3.2 F3 F3 F2 0 8 0%
2.3.3 F1 0 1 0%
2.4.1 F2 F1 0 3 0%
2.4.2 F1 F1 0 2 0%
2.4.3 F1 F1 F1 F1 0 4 0%
2.4.4 F2 F1 F1 F1 0 5 0%
2.4.5 F1 F1 F1 0 3 0%
Chapter summary F3 F2 F1 Total Chapter 2 0

Compliant 0 0 0 MAX Score 41
Non Compliant 2 7 21 % Compliant 0%
Non Applicable 0 0 0

MMOG/LE
Chapter Criteria
3 3.1.1 F3 0 3 0%
3.2.1 F3 F3 F3 F1 0 10 0%
3.2.2 F1 F1 F1 0 3 0%
3.2.3 F1 F1 0 2 0%
3.2.4 F2 F1 F1 0 4 0%
3.3.1 F3 F3 F1 F1 F1 0 9 0%
3.3.2 F1 F1 F1 0 3 0%
3.4.1 F3 0 3 0%
3.4.2 F2 0 2 0%


Chapter Criteria
4 4.1.1 F2 F2 F1 F1 F1 0 7 0%
4.1.2 F3 F3 F1 0 7 0%
4.1.3 F3 F3 F3 0 9 0%
4.2.1 F3 F2 F2 F1 F1 0 9 0%
4.2.2 F2 F2 F2 F2 F1 0 9 0%
4.3.1 F2 F2 F2 0 6 0%
4.3.2 F3 F3 F3 F3 0 12 0%
4.3.3 F2 F2 F1 F1 0 6 0%
4.4.1 F3 F2 F1 F1 F1 0 8 0%
4.4.2 F1 F1 0 2 0%
4.5.1 F2 F1 F1 0 4 0%


MMOG/LE
Chapter Criteria
5 5.1.1 F3 F3 F3 F3 F1 0 13 0%
5.2.1 F1 0 1 0%
5.2.2 F2 F1 F1 F1 F1 0 6 0%
5.2.3 F2 F1 F1 F1 0 5 0%
5.2.4 F2 F2 F1 F1 F1 F1 0 8 0%
5.2.5 F2 F2 F2 0 6 0%
5.2.6 F1 F1 0 2 0%
5.2.7 F3 F1 0 4 0%
5.3.1 F3 F2 F1 F1 F1 0 8 0%
5.3.2 F2 F1 F1 0 4 0%
5.3.3 F3 F1 F1 0 5 0%
5.4.1 F3 F2 F1 F1 0 7 0%


Chapter Criteria
6 6.1.1 F2 F2 0 4 0%
6.2.1 F3 F2 F2 F2 0 9 0%
6.3.1 F2 F2 F2 F1 0 7 0%
6.3.2 F3 F3 F2 F2 F2 0 12 0%
6.4.1 F1 F1 F1 0 3 0%
6.4.2 F2 F2 F1 0 5 0%
6.5.1 F2 F2 F2 F1 0 7 0%
6.6.1 F2 F1 0 3 0%
6.6.2 F2 F1 F1 F1 F1 0 6 0%
6.7.1 F2 F2 0 4 0%


MMOG/LE
SUMMARY
TOTAL score 0 F3 F2 F1 Σ Classification

Maximum Score 351 Compliant 0 0 0 0
% 0% Non Compliant 35 75 96 206 ###

Non
Applicable 0 0 0 0 NA
Σ 35 75 96 206 ###
*Note: The Company Name, Site Address, Assessor, and Assessment Date must all be entered in order for the classification to be displayed.
*Company Name: FORD MOTOR CO.
*Site Address: Dearborn, MI
Supplier Code(s): t
*Assessor: Verifying Assessor:
*Assessment Date: Verification Date:
Signature : Signature :
Customer Approval for Non Applicable Criteria

There are no non applicable criteria in the assessment.

MMOG/LE
Total Compliant Criteria 0
Total Non Compliant Criteria 206
Non Applicable Criteria 0
Criteria Action Target Completion
Compliant Element Criteria Question # Desired State Assessment Comments Current State Gap Responsibility Cost
Weight Plan Date Date
1.1 Vision and A documented vision is in

1.1.1 1) F2
Strategy place for the MP&L function.
A documented strategy is in
1.1 Vision and
1.1.1 2) F2 place for delivery of the
Strategy
MP&L vision.
The MP&L vision and

strategy is a fundamental
part of the organization's
1.1 Vision and
1.1.1 3) F2 overall business objectives,
Strategy
including customer
requirements and continual
improvement.
The MP&L vision and

strategy are communicated
1.1 Vision and
1.1.1 4) F2 to and understood by all
Strategy
employees within the
organization.
Objectives are documented,

specific, measurable,
achievable, realistic, timely
1.2 Objectives 1.2.1 1) F2
and consistent with the
organization's MP&L
strategy.
Objectives are accepted by

all relevant functions and
1.2 Objectives 1.2.1 2) F2 are clearly communicated
throughout all levels of the
organization.
Objectives are reviewed with

1.2 Objectives 1.2.1 3) F2 top management at planned
intervals.
Delivery performance to
customer (e.g. customer
performance rating, ship-to-
schedule, shipping
discrepancies) shall be
defined and measured.
Supplier delivery
performance metrics (e.g.
on-time delivery, receipt
discrepancies, ASN
accuracy) shall be defined
and measured.
Internal performance metrics

(e.g. build to schedule, labor
1.2 Objectives 1.2.2 3) F3 performance, labor
effectiveness) shall be
Lead times for all supply

chain processes within the
organization's responsibility
1.2 Objectives 1.2.2 4) F2 (e.g. procurement,
manufacturing, transport,
schedule preparation) are
Metrics are defined to

measure the quality of work
within MP&L processes (e.g.
incorrect/missing
documentation, EDI system
downtime, EDI error
messages, packaging and
labeling errors).

Standard costs related to

MP&L processes (e.g.
freight, labor, packaging)
and extraordinary costs
1.2 Objectives 1.2.2 6) F2 associated with
inefficiencies (e.g. premium
freight, overtime, damaged
containers) are identified
and measured.
Inventory levels and/or turns

are measured separately for
1.2 Objectives 1.2.2 7) F1 raw material, work-in-
process (WIP), finished
goods.
Performance against
1.3 Measurement, objectives is measured and
Analysis, and Action 1.3.1 1) F2 reviewed with top
Plans management at planned
intervals.
Performance against
1.3 Measurement, objectives is communicated
Analysis, and Action 1.3.1 2) F2 to all relevant
Plans personnel/functions at
planned intervals.
A structured problem
solving process is in place
to determine root cause and
1.3 Measurement,
prevent the recurrence of
Analysis, and Action 1.3.1 3) F2
any problems within the
Plans
supply chain (e.g. material,
delivery, logistics, systems).
Graphical analysis tools

1.3 Measurement, (e.g. pareto charts)
Analysis, and Action 1.3.1 4) F1 displaying historical and
Plans trend data are used to track
critical metrics over time.
The action plan includes a

description of the problem,
root cause analysis,
preventive and corrective
actions, timing, assigned
1.3 Measurement, responsibilities, and any
Analysis, and Action 1.3.2 1) F2 additional required
Plans resources. Management
prioritizes preventive and
corrective actions and
provides the resources
needed to resolve each
deficiency.
Preventive and corrective

actions are evaluated at the
conclusion of each action to
determine whether the
1.3 Measurement, planned results have been
Analysis, and Action 1.3.2 2) F2 achieved, assess the need
Plans for any further actions (e.g.
update work instructions),
and if lessons learned can
be applied to other
processes.
A continual improvement
process is in place and used
1.4 Continual
1.4.1 1) F1 throughout the entire
Improvement
organization and with all
supply chain partners.
Employees at all levels of
the organization actively
1.4 Continual participate in, and are
1.4.1 2) F1
Improvement allowed time to work on,
continual improvement
activities.
The organization has a

process in place that
1.4 Continual encourages employees and
1.4.1 3) F1
Improvement all supply chain partners to
submit proposals for
continual improvement.

There shall be a process in

place to identify and, where
appropriate, manage
bottleneck processes within
1.4 Continual
1.4.2 1) F3 the supply chain to
Improvement
maximize output while
ensuring production and
delivery to the customer are
not compromised.
Production batch/lot size is

evaluated on a regular basis
1.4 Continual
1.4.2 2) F2 and is adjusted accordingly
Improvement
in support of lean
objectives.
Set-up/change-over time is
evaluated on a regular basis
1.4 Continual
1.4.2 3) F2 and is adjusted accordingly
Improvement
in support of lean
objectives.
Throughput time is
1.4 Continual evaluated on a regular basis
1.4.2 4) F2
Improvement and is improved where
possible.
Cycle counts are used to

measure and improve the
accuracy of perpetual
1.4 Continual
1.4.2 5) F1 inventory records, reducing
Improvement
the need for inventory
adjustments and/or physical
inventory counts.

1.5 Supply Chain documented policy for the
1.5.1 1) F1
Development continual development of all
Documented processes and

action plans are in place to
1.5 Supply Chain
1.5.1 2) F1 implement the continual
Development
development policy with all
A formal method of analysis

1.5 Supply Chain is used to assess all supply
1.5.1 3) F1
Development chain partners (e.g. SWOT
analysis, Benchmarking)
There is a process in place

to identify, document, and
1.5 Supply Chain
1.5.2 1) F2 communicate internal
Development
customer and supplier
requirements.
Internal customer
satisfaction is monitored,
1.5 Supply Chain
1.5.2 2) F2 measured, and analyzed
Development
(e.g. KPIs, internal customer
survey).

to continually develop
working relationships
1.5 Supply Chain
1.5.2 3) F2 between internal customers
Development
and suppliers, and progress
is reviewed on a regular
basis.
There is a documented
organizational structure in
2.1 Organizational place to ensure there is
2.1.1 1) F1
Processes sufficient focus and
resource for all MP&L
processes.
Documentation exists (e.g.

flow charts) describing the
information flow of all MP&L
2.1 Organizational
2.1.1 2) F1 processes, including
Processes
interfaces with other
functions and business
partners.
Documentation exists (e.g.

flow charts) describing the
physical flow aspect of all
2.1 Organizational
2.1.1 3) F1 MP&L processes, including
Processes
interfaces with other
functions and business
partners.

There is an active document

2.1 Organizational control procedure in place
2.1.1 4) F1
Processes (as defined within ISO/TS
16949).
The organization has

procedures, which are
evaluated, implemented, and
2.2 Organizational
2.2.1 1) F2 reviewed at regular intervals
Procedures
to ensure compliance with
the MP&L vision, strategies,
objectives, and processes.
Documented procedures
exist for all customer
interface aspects of the
MP&L process (e.g.
2.2 Organizational
2.2.1 2) F2 materials and logistics
Procedures
agreements, customer order
planning, stock control,
packaging procedures, and
transport management).
exist for all internal aspects
of the MP&L process (e.g.
2.2 Organizational assembly and production
2.2.1 3) F1
Procedures planning, material handling,
stock control, and
warehousing including MRO
inventory).
exist for the interface with
suppliers and other partners
in the supply chain process
2.2 Organizational
2.2.1 4) F1 (e.g. performance
Procedures
assessment of all partners,
receipt of material, stock
control, and requirement
calculations).
The organization has the

ability to adapt its human
resources in order to
manage and balance
2.3 Resource workload (e.g. flexibility
2.3.1 1) F2
Planning agreements, peak hours,
absenteeism, and different
industrial calendars) in
compliance with customer
requirements.
The organization conducts

reviews periodically and/or
at key events (e.g. new
product introduction,
2.3 Resource significant changes in
2.3.1 2) F2
Planning customer demand) to ensure
sufficient resources (e.g.
space and equipment) are
allocated for all MP&L
processes.
Overtime is not used as a

2.3 Resource
2.3.1 3) F1 long-term solution for
Planning
staffing requirements.
The organization's
contingency plans shall be
executed by a pre-
2.3 Resource
2.3.2 1) F3 determined function when
Planning
an emergency occurs and
the system shall be tested
and validated periodically.
2.3 Resource Personnel shall be trained in

2.3.2 2) F3
Planning contingency procedures.
Documented and proven

procedures for all potential
disruptions are identified
with appropriate action and
recovery plans, including
2.3 Resource
2.3.2 3) F2 production and data
Planning
recovery (e.g.
computer/communication
failures, industrial disputes,
transport and production
disruption).

There is a communication
process in place (e.g. formal
meetings, reports) to
2.3 Resource highlight incidents or
2.3.3 1) F1
Planning deviations from the supply
plan (e.g. scheduling
changes, early warning of
delays and stoppages).
The organization performs

2.4 Work regular reviews to ensure
Environment & 2.4.1 1) F2 compliance with all
Human Resources applicable safety and
environmental regulations.
Management is actively
2.4 Work engaged in improving the
Environment & 2.4.1 2) F1 work environment (e.g. 5S/C
Human Resources program, ergonomic
principles).
Job descriptions/skill
matrices exist that include
clearly defined roles and
2.4 Work responsibilities, including
Environment & 2.4.2 1) F1 internal and external
Human Resources customer requirements, and
are regularly reviewed and
updated for each key
function within MP&L .
All key tasks have employee

2.4 Work backups designated and
Environment & 2.4.2 2) F1 fully trained to manage
Human Resources workflow when the primary
employee is not available.
The competence required for

2.4 Work each position and function
Environment & 2.4.3 1) F1 within the MP&L department
Human Resources has been identified and
documented.
The current competence

2.4 Work level of each employee and
Environment & 2.4.3 2) F1 function within the MP&L
Human Resources department has been
The procedure for

identifying training needs
based on a gap analysis of
2.4 Work current versus required
Environment & 2.4.3 3) F1 skills is documented, used
Human Resources for training
recommendations, and
communicated to the
employee.
Training objectives are

clearly defined within the
2.4 Work
MP&L strategy, understood
Environment & 2.4.3 4) F1
by all employees concerned,
Human Resources
and monitored by
management.
There is a process to ensure

sufficient, fully trained
2.4 Work
resources are in place for all
employees including new
Human Resources
hires, relief coverage, and
backups.
Individual training and

development plans exist for
each employee including
education opportunities
offered within the industry
and by the customer. The
2.4 Work
organization should
regularly assess new
Human Resources
training requirements
through internal, external,
and industry websites,
manuals, and/or contracts
(e.g. global terms and
conditions).

Training and development
2.4 Work
plans are documented and
regularly revised (minimum
Human Resources
once/year).
There is a process between

employee and management
2.4 Work
to monitor the effectiveness
of training and development
Human Resources
plans and amend
accordingly.
The performance of the

2.4 Work organization and MP&L
Environment & 2.4.5 1) F1 function is communicated to
Human Resources employees on a regular
basis.
There is a regular (minimum

once a year) performance
review process with the
employee that includes an
2.4 Work evaluation of their
Environment & 2.4.5 2) F1 performance against
Human Resources department and the
organization's objectives.
Opportunities for
professional development
may also be discussed.
There is a process to
develop action plans as a
2.4 Work result of improvement
Environment & 2.4.5 3) F1 opportunities and training
Human Resources needs that have been
identified during the
appraisal review.
The MP&L function shall

participate in the Product
Realization process to
ensure all material planning
and logistics requirements
are addressed and all
changes that affect the
supply process are planned,
3.1 Product executed, and
3.1.1 1) F3
Realization communicated in a
synchronized manner (e.g.
bill of material (BOM),
routings, effectivity dates,
supplier notification,
scheduling, shipping).
Back-up plans shall be in
place to ensure continuity of
supply.
Comparison of resources
versus customer
requirements shall be
reviewed upon receipt of
forecast requirements (e.g.
830/DELFOR/planning
3.2 Capacity
3.2.1 1) F3 release), comparing every
Planning
week of the forecast sent by
customers. Capacity
planning volumes negotiated
with the customer shall also
be incorporated in the
capacity planning process.
Resources versus customer

requirements shall be
reviewed upon receipt of
shipping requirements (e.g.
862/DELJIT/shipping
3.2 Capacity
3.2.1 2) F3 schedules,
Planning
866/DELJIT/sequenced
shipping schedules),
comparing daily ship
requirement sent by
customers.

place to notify customers of
3.2 Capacity
3.2.1 3) F3 any significant resource
Planning
limitations in meeting the
requirements.

Resources for administrative

(e.g. receiving, planning, and
dispatch) and physical (e.g.
loading, unloading of trucks)
3.2 Capacity
3.2.1 4) F1 operations within the MP&L
Planning
function, including time and
cost, are reviewed and
incorporated in the capacity
planning process.
PAP requirements are

3.2 Capacity incorporated into the
3.2.2 1) F1
Planning capacity planning process
and scheduled accordingly.
There is a process to ensure

continuity of supply of the
current part (e.g. inventory
3.2 Capacity buffer) and to provide
3.2.2 2) F1
Planning sufficient capacity for the
development, production,
and evaluation of new or
replacement parts.
Cross-functional PAP
reviews are held on a regular
basis to resolve issues with
meeting customer
3.2 Capacity requirements. Participants
3.2.2 3) F1
Planning should include appropriate
personnel from each
department (e.g. Scheduling,
Production, Material Control,
Engineering).
A process is in place to
ensure there is sufficient
lead-time for review and
3.2 Capacity
3.2.3 1) F1 communication of running
Planning
changes and balance-out
parts in the entire supply
chain.
The capacity planning

process incorporates the
customer's fabrication and
material authorizations for
3.2 Capacity balance-out parts so that the
3.2.3 2) F1
Planning production planning system
will not generate production
orders above customer
requirements for balance-out
items.
Service/spare parts
3.2 Capacity requirements are
3.2.4 1) F2
Planning incorporated into the
capacity planning process.
The planning horizon for

service/spare parts is
3.2 Capacity
3.2.4 2) F1 defined in relation to the
Planning
order quantity and frequency
of customer requirements.
Documented agreements are

in place to ensure the supply
3.2 Capacity
3.2.4 3) F1 of service/spare parts (e.g.
Planning
minimum order quantity,
standard pack size).
The production planning

system shall incorporate
3.3 Production
3.3.1 1) F3 customer requirements
Planning
when generating production
schedules.
Operational parameters (e.g.

transport time, lead times,
inventory levels, packaging)
and internal production
3.3 Production
3.3.1 2) F3 requirements (e.g. supplier
Planning
constraints, scrap rates, set-
up times) shall be integrated
into the production planning
system.

Operational parameters (e.g.

transport time, lead times,
inventory levels, packaging)
and internal production
requirements (e.g. supplier
3.3 Production constraints, scrap rates, set-
3.3.1 3) F1
Planning up times) are integrated into
the production planning
system. The parameters and
requirements are updated
and integrated
automatically.

system is synchronized with
all relevant internal (e.g.
3.3 Production financial reporting, shipping,
3.3.1 4) F1
Planning timekeeping) and external
(e.g. supplier schedules,
lead logistics providers)
systems.

system and its parameters
3.3 Production (e.g. scrap rate, set-up time,
3.3.1 5) F1
Planning lot size, etc.) are reviewed
and approved at planned
intervals.
Pull system concepts (e.g.
kanban, min-max) are used
3.3 Production
3.3.2 1) F1 within the shop floor
Planning
production planning
process.
A process exists that uses

forecast demand in the
design of the pull system
3.3 Production
3.3.2 2) F1 (e.g. kanban loop and lot
Planning
sizes) and the parameters
are reviewed at appropriate
intervals.
3.3 Production The pull planning process
3.3.2 3) F1
Planning extends to suppliers.
Customer order information

as well as internal
production requirements
shall be automatically
integrated into the
organization's planning and
3.4 Systems scheduling systems
3.4.1 1) F3
Integration including error
checking/validation (e.g.
invalid part number,
purchase order or customer
site, cumulative quantity
disagreement, incorrect
customer set-up).
The most current customer

requirements are integrated
3.4 Systems
3.4.2 1) F2 into the material planning
Integration
process as soon as
possible.
process that defines the
4.1 Communication 4.1.1 1) F2 level, frequency, and content
of communication with the
customer.
The customer's expectations

and requirements regarding
MP&L are understood (e.g.
schedule adherence, routing
4.1 Communication 4.1.1 2) F2 instructions, ASN
performance), reviewed
regularly, and
communicated to the
appropriate personnel.

The organization provides

its customer with a contact
list comprising name,
function, method of
communication (e.g. phone
number, fax number, e-mail
address, etc.), hours of
availability, and
deputies/back-ups for each
MP&L function. The
4.1 Communication 4.1.1 3) F1
organization possesses a
reciprocal list of its
customer's contact
information. The contact list
is in the customer's
preferred format and the
contact is able to
communicate in the
customer's preferred
language.
The contact listing covers

the entire scheduled
operating hours of the
customer.
process for reviewing and
updating all contact lists
(e.g. internal contact lists,
customer contact lists) at
regular intervals.

capability to automatically
integrate delivery forecasts
(e.g. 830/DELFOR/planning
releases) into the planning
system, when available
electronically from the
customer. The automatic
integration includes all sites
involved in the
manufacturing and shipping
process to the customer,
including warehousing and
3rd party facilities.

capability to automatically
integrate delivery
requirements (e.g.
862/DELJIT/shipping
schedules,
866/DELJIT/sequenced
shipping schedules) into the
planning system, when
available electronically from
the customer. The
automatic integration
includes all sites involved in
the manufacturing and
shipping process to the
customer, including
warehousing and 3rd party
facilities.
Receipt and integration of

electronic communication is
in accordance with
4.1 Communication 4.1.2 3) F1 automotive industry
guidelines (e.g. AIAG/Odette)
and any customer-specific
requirements.
There shall be documented

procedures in place to notify
the customer and respond
immediately to any situation
that could negatively impact
4.1 Communication 4.1.3 1) F3 the customer's operation,
whether originated by the
organization, customer, sub-
supplier, logistics provider,
sub-contractor or other
service providers.

Deviations from customer

requirements (e.g. quantity,
transportation mode,
4.1 Communication 4.1.3 2) F3 packaging) shall be resolved
with the appropriate
customer contact prior to
shipment time.
The organization shall use

all customer's business
systems as required (e.g.
4.1 Communication 4.1.3 3) F3 inventory management,
container management,
capacity planning, supplier
portals).
The organization shall have

a process in place to
develop and define labeling
and packaging solutions for
4.2 Packaging and
4.2.1 1) F3 standard and back-up
Labeling
packaging, including pack
size, in conjunction with all
involved parties and before
the start of production.

to validate the packaging
and labeling solution with all
4.2 Packaging and involved parties. The
4.2.1 2) F2
Labeling process includes a formal
sign-off with the customer
for the packaging and
labeling solution.
The organization
periodically audits
shipments and conducts a
4.2 Packaging and physical review of
4.2.1 3) F2
Labeling packaging to ensure
compliance with defined
packaging and labeling
requirements.
All applicable
manufacturing, storage, and
4.2 Packaging and shipping processes are
4.2.1 4) F1
Labeling considered when developing
the customer packaging
solution.

to validate the packaging
and labeling solution prior to
4.2 Packaging and the start of regular
4.2.1 5) F1
Labeling production by shipping
prototype, pre-production,
pilot, and PAP parts in
assigned containers.
A process agreed to by all

parties is in place for the
procurement, allocation and
monitoring of all packaging
material (e.g. returnable
4.2 Packaging and
4.2.2 1) F2 containers, expendable
Labeling
packaging, dunnage,
spacers). The process
includes a commercial
agreement for back-up
packaging.
The process ensures the

right quantity and quality of
returnable containers are
available to meet customer
4.2 Packaging and requirements. Where there
4.2.2 2) F2
Labeling is a potential for a late
delivery there is an
escalation process in place
and preventive measures are
taken.
The process includes the

4.2 Packaging and management of missing,
4.2.2 3) F2
Labeling damaged, dirty, or otherwise
unsuitable packaging.

The process includes
notifying the customer prior
4.2 Packaging and
4.2.2 4) F2 to shipping when alternative
Labeling
or back-up packaging is
used.
The process ensures that

customer-supplied
4.2 Packaging and
4.2.2 5) F1 packaging is properly stored
Labeling
and managed based on
An automatic process is in
place to detect potential
shipping discrepancies
based on the customer's
4.3 Shipping 4.3.1 1) F2
requirements (e.g. scanned
quantity matches customer
requirements in the planning
system).
ensure the quantity-shipped
discrepancies are reconciled
4.3 Shipping 4.3.1 2) F2
quickly with the customer,
avoiding cost penalties to
the customer.
Dock operations are

optimized taking into
consideration capacity of
preparation areas, dispatch
schedule, rail docks, loading
4.3 Shipping 4.3.1 3) F2
bays, limits of loading and
unloading, freight capacity,
scheduled window times,
carrier on-time performance,
etc.
The shipping label shall be

reconciled against the
customer ship requirements.
The data content of the
shipping labels shall be
verified at the last possible
4.3 Shipping 4.3.2 1) F3
point in the shipping
process, such as RFID or
scanning, to ensure
consistency between
container content, labels,
and documentation.
The organization shall

ensure that the data content
of all ASNs is complete,
accurate and processed in
4.3 Shipping 4.3.2 2) F3 accordance with customer
requirements. When master
labels are used, individual
container labels shall be
reconciled to master labels.
All shipments, including

documentation and labeling,
shall be prepared to
customer, industry, and
4.3 Shipping 4.3.2 3) F3 government/international
standards and requirements
(e.g. customs handling, C-
TPAT, PIP, AEO) including
carrier routings.
The shipment process shall

ensure that each ASN is
4.3 Shipping 4.3.2 4) F3
transmitted at the time of
conveyance departure.
A procedure is in place that

explains the proper use of
equipment used to
4.3 Shipping 4.3.3 1) F2
determine shipment quantity
(e.g. scales, counters), when
required by the customer.

Equipment used to
determine ship quantities is
calibrated at planned
4.3 Shipping 4.3.3 2) F2
intervals based on
recommended and/or
customer standards.
The inspection status and
date for equipment used to
4.3 Shipping 4.3.3 3) F1 determine shipment quantity
are clearly displayed to the
operator.
There is a process owner
assigned to manage the
4.3 Shipping 4.3.3 4) F1 inspection schedule and
ensure the equipment is
calibrated.
For customer-managed
transportation, the
organization shall
participate in an ongoing
assessment process as
requested by the customer
(e.g. performance,
cleanliness). For supplier-
managed transportation, a
formal assessment process
4.4 Transportation 4.4.1 1) F3 shall be in place (e.g.
AIAG/Odette Global
Logistics Evaluation for
Carriers and LSPs) which
considers carrier, LSP
and/or Lead Logistics
Provider (LLP) capability
based on transportation
mode, costs, logistics
flexibility, performance,
quality, etc.
Appropriate equipment (e.g.

bracing, banding) is used to
4.4 Transportation 4.4.1 2) F2 ensure the product is
delivered undamaged to the
customer.
Transportation planning is
initiated at the beginning of
the product life cycle and
4.4 Transportation 4.4.1 3) F1 the carrier, LSP and/or LLP
is involved as early as
possible (e.g. product
development process).

process in place to review
on a regular basis
transportation cost and
4.4 Transportation 4.4.1 4) F1 capacity together with the
carrier, LSP and/or LLP by
sharing information (e.g.
production volumes,
routings).

established and documented
contingency plans in the
4.4 Transportation 4.4.1 5) F1
event of a transportation
failure, including alternative
methods of transport.
The organization regularly

explores opportunities to
reload inbound conveyances
with outbound product.
Underused capacities (both
inbound and outbound) are
recorded and reviewed
regularly to drive the
transport optimization
process.
Inbound and outbound

conveyances are managed
on a First In First Out (FIFO)
4.4 Transportation 4.4.2 F1
basis in order to avoid
excess cost (e.g.
demurrage).
4.5 Customer
determine, measure, and
Satisfaction and 4.5.1 1) F2
continually improve
Feedback
customer satisfaction.

The customer satisfaction
4.5 Customer
and improvement processes
Satisfaction and 4.5.1 2) F1
are applied equally to all
Feedback
customers.
Customer satisfaction
results are published and
reviewed internally at
4.5 Customer regular intervals by
Satisfaction and 4.5.1 3) F1 management and with the
Feedback customer, as required. The
results are presented
visually using charts,
graphs, monitors, etc.

5.1 Material correctly identify all material
5.1.1 1) F3
Identification from the point of receipt to
final shipment, including
direct marking when needed.

a process in place to ensure
5.1 Material
5.1.1 F3 part's labels are available at
Identification
the appropriate time and are
applied correctly.

5.1 Material
5.1.1 3) F3 accurately and clearly
Identification
identify all storage locations
(e.g. signage, rack labels).

a process in place to ensure
5.1 Material the appropriate identification
5.1.1 4) F3
Identification of all unusable or damaged
material (e.g. scrap, returns,
rejections).
Bar coding/RFID is used

5.1 Material
5.1.1 5) F1 internally to identify and
Identification
trace material.
The organization has one
integrated system
encompassing both
5.2 Inventory 5.2.1 1) F1
perpetual inventory and
associated financial
functions.
processes in place that
5.2 Inventory 5.2.2 1) F2 control the storage of
inventory at all stages, in-
house and off-site.
The method of storage
supports visual
5.2 Inventory 5.2.2 2) F1 management of material
(e.g. minimum and maximum
levels).
There is a controlled storage

environment that ensures all
parts are protected against
damage and deterioration.

process in place to
5.2 Inventory 5.2.2 4) F1 safeguard fragile,
hazardous, and/or high theft
material.
Obsolete, scrap, reject, and
return material is stored in
clearly identified designated
locations.
The organization's material

5.2 Inventory 5.2.3 1) F2 flow is designed to support
FIFO where applicable.
The organization uses lean

techniques (e.g. value
stream mapping) to optimize
the material flow for new and
current parts and production
processes.


flow is designed to facilitate
accurate tracking and
recording (e.g. reporting of
inventory at key production
points, use of scanning
techniques such as RFID or
bar coding).

flow is designed to minimize
handling and transportation
(e.g. one-piece flow, cellular
manufacturing, use of milk
runs, load consolidation)

to ensure accurate stock
balance of all inventory
types (e.g. finished goods,
5.2 Inventory 5.2.4 1) F2 WIP, purchased parts, scrap)
and transactions are
updated correctly in the
organization's system in a
timely manner.

process that ensures the
structure of the BOM
records is accurate and
maintained in a timely
manner. BOM deviations are
investigated and the impact
on inventory balances is
corrected through the
perpetual inventory process.
All stock records are visible

to all relevant parties.

process in place to ensure
accurate physical inventory
counts are taken and the
results are recorded. The
5.2 Inventory 5.2.4 4) F1 inventory counts for each
part are performed with
adequate frequency
depending on usage/volume
value, waste percentage, etc.
The organization uses

techniques (e.g. visual
controls, bar coding,
5.2 Inventory 5.2.4 5) F1 elimination of manual entry)
that eliminate inventory
errors. The tools are
evaluated periodically.
The organization archives

material records as defined
by the customer or for a time
period relevant to any
potential disputes. The
archived records should be
easily retrievable and
readable.

process in place to
accurately coordinate
"phased-out" inventories in
a timely manner with
suppliers.

process in place to
accurately coordinate
"phased-out" inventories in
a timely manner with
customers.
The scheduling system

automatically considers
phased-out items in order to
5.2 Inventory 5.2.5 3) F2 schedule to the customer's
final release to avoid over-
run (e.g. discrete quantity
vs. standard pack).


process to continually
evaluate and, if necessary,
adjust inventory buffers.
The evaluation process

considers all factors
influencing the need for
inventory buffers, (e.g.
demand variability, process
capabilities, internal
transport and warehousing
situation, customer safety
stock requirements, different
industrial calendars, etc.).

a process in place that
ensures all defective or
obsolete material is
contained, segregated,
reworked and/or disposed of
properly. The disposal of
material and any claims
shall be in accordance with
The process ensures

defective or obsolete
5.2 Inventory 5.2.7 2) F1 material is reworked or
disposed of in a timely
manner.
The MP&L function shall

participate in the
engineering change process
to ensure all material
planning and logistics
requirements are addressed
and all changes that affect
the supply process are
5.3 Engineering
5.3.1 1) F3 planned, executed, and
Change Control
communicated in a
synchronized manner (e.g.
BOM, routings, effectivity
dates, supplier notification,
scheduling, shipping).
Back-up plans shall be in
place to ensure continuity of
supply.
The MP&L function

participates in the review
process for proposed
5.3 Engineering
5.3.1 2) F2 engineering changes to
Change Control
evaluate the impact on
manufacturing operations,
material flow, and delivery.
All internal and external

stakeholders are
represented in the review
5.3 Engineering (e.g. Engineering,
5.3.1 3) F1
Change Control Production, suppliers,
customer) and the results
are communicated to all
affected parties.

assigned personnel who
understand the engineering
change procedures
5.3 Engineering internally and at the supplier
5.3.1 4) F1
Change Control and customer facilities. The
procedures are reviewed on
a regular basis for
effectiveness and potential
process improvements.


to ensure revision control is
executed on inbound
material from the supplier,
5.3 Engineering including part labeling at the
5.3.1 5) F1
Change Control correct revision level and
signage to alert the change.
All relevant internal and
supplier personnel
understand the process.
process in place that
manages and records a
5.3 Engineering tool's lifecycle (e.g. current
5.3.2 1) F2
Change Control status, rework history,
ownership, authorizations,
part assignment, part
branding).

5.3 Engineering to determine when a tool is
5.3.2 2) F1
Change Control no longer required and the
method of disposal.

5.3 Engineering that tracks customer
5.3.2 3) F1
Change Control authorizations for the rework
or disposal of tools.

place to obtain formal
authorization from the
5.3 Engineering
5.3.3 1) F3 customer whenever the
Change Control
product or process deviates
from that which was
approved during PAP.

to ensure that all relevant
5.3 Engineering
5.3.3 2) F1 personnel are notified of the
Change Control
start and end date of the
approved deviation.
For each deviation request,

a corrective action and
5.3 Engineering timing plan is in place to
5.3.3 3) F1
Change Control ensure eventual compliance
with the original or
superseding specifications.

place that satisfies
customer, industry,
government and/or
internationally mandated
traceability standards,
including reporting
5.4 Traceability 5.4.1 1) F3 requirements, for all affected
parts (e.g. Transportation
Recall Enhancement,
Accountability and
Documentation (TREAD) Act,
Federal Motor Vehicle Safety
Standard (FIVES), End of
Life Vehicle (ELVA)).

to ensure that lot, partial lot,
and/or serial traceability is
managed according to
customer, industry,
government, and/or
5.4 Traceability 5.4.1 2) F2
international standards. This
may involve traceability of
individual part/pallet/batches
for all stages of inventory
(finished goods, WIP, raw
material).
Collecting, recording, and

tracking of lot, partial lot,
5.4 Traceability 5.4.1 3) F1 and/or serial traceability
data are automated (e.g. bar
coding, RFID).

The organization retains
traceability records for a
period as defined by the
customer, industry,
5.4 Traceability 5.4.1 4) F1
government, and/or
international standard. The
records are easily
retrievable and readable.
The Global MMOG/LE (or

equivalent) assessment is
used as part of the supplier,
6.1 Supplier subcontractor, and service
6.1.1 1) F2
Selection provider selection process
and the results are
communicated to all relevant
parties.
The supplier, subcontractor,

and service provider
selection process includes
participation from the MP&L
6.1 Supplier
6.1.1 2) F2 function, and the results
Selection
from the MMOG/LE (or
equivalent) assessment is a
significant input in the
decision.
A formal MP&L agreement is

in place specifying the
responsibilities and
procedures of the
6.2 MP&L relationship and is approved
6.2.1 1) F3
Agreement by all parties before the first
delivery; deviations from the
MP&L agreement are
immediately investigated,
communicated and rectified.
6.2 MP&L ensure the MP&L agreement
6.2.1 2) F2
Agreement is regularly reviewed and
revised as necessary.
The MP&L agreement

specifies the language to be
6.2 MP&L used for all forms of
6.2.1 3) F2
Agreement communication, including
corporate and day-to-day
operations.
The MP&L agreement

stipulates operational
6.2 MP&L conditions such as capacity,
6.2.1 4) F2
Agreement production flexibility,
packaging, labeling, and
shipping specifications.
The organization receives a

contact list from its
suppliers, sub-contractors,
and service providers
comprising name, function,
method of communication
(e.g. phone number, fax
number, e-mail address),
hours of availability, and
deputies/back-ups for each
MP&L function. The
supplier, sub-contractor, or
service provider is provided
with a reciprocal list of the
organization's contact
information. The contact list
is in the organization's
preferred format and the
contact is able to
communicate in the
organization's preferred
language.
There is a procedure in
place to ensure that the
suppliers, sub-contractors,
6.3 Communication 6.3.1 2) F2 and logistics providers
notify the organization if
there is a deviation from the
organization's requirements.

Methods of communication
have been agreed to,
including contingency (e.g.
phone call, e-mail).
The planning system has the

capability to detect
6.3 Communication 6.3.1 4) F1 automatically material
shortages upon receipt of
the ASN.
The organization exchanges

electronically relevant
materials and logistics
information (e.g. planning
release, delivery schedules,
ASNs) with suppliers, sub-
contractors, and service
providers. Traditional EDI or
web-based solutions are
acceptable means of
electronic communication;
e-mail and fax are not
acceptable means of
electronic communication.
Traditional EDI data shall
use an industry standard,
non proprietary format.
Web-based solutions shall
be in compliance with
The extent to which

traditional EDI or web-based
solutions is used with sub-
suppliers is in compliance
6.3 Communication 6.3.2 2) F3 with customer requirements
(e.g. all sub-suppliers,
critical commodities,
purchase value, part
volume).
ASNs are transmitted at the

time of conveyance
departure, and the content of
the ASNs is automatically
entered and processed,
without manual intervention,
into the organization's
system (e.g. receiving,
inventory, accounts
payable).

process in place to verify the
accuracy of information
transmitted and received
(e.g. planning and shipping
schedules, ASNs) and
initiate corrective action if
necessary.
Transmission frequency and

planning horizons are
6.3 Communication 6.3.2 5) F2 adequate for the total lead
time of the part or
commodity.

process in place to develop
and define labeling and
packaging solutions for
6.4 Packaging and
6.4.1 1) F1 standard and back-up
Labeling
packaging, including pack
size, in conjunction with all
involved parties and before
the start of production.
Existing packaging and

labeling standards are used
6.4 Packaging and (e.g. AIAG, Odette) and
6.4.1 2) F1
Labeling environmental guidelines for
packaging are incorporated
where appropriate.

All applicable
manufacturing, storage, and
6.4 Packaging and shipping processes are
6.4.1 3) F1
Labeling considered when developing
the customer packaging
solution.
A control system is in place

for the procurement,
allocation, and monitoring of
6.4 Packaging and all aspects of container
6.4.2 1) F2
Labeling management (e.g. returnable
containers, expendable or
disposable packaging,
dunnage, spacers).
The responsibilities for

6.4 Packaging and container management are
6.4.2 2) F2
Labeling agreed to and documented
between the parties.

to regularly review and
6.4 Packaging and optimize the container
6.4.2 3) F1
Labeling management process in
order to reduce total MP&L
costs.
Transportation planning is
initiated at the beginning of
the product life cycle and
6.5 Transportation 6.5.1 1) F2 the carrier, LSP and/or LLP
is involved as early as
possible (e.g. product
development process).
procedure in place for
resolving transportation
issues related to quality (e.g.
6.5 Transportation 6.5.1 2) F2 damages), cost (e.g.
premium freight,
demurrage), and delivery
(e.g. on-time performance) in
a timely manner.

ability to track and trace
6.5 Transportation 6.5.1 3) F2 inbound material from time
of shipment through to
receipt.

established and documented
contingency plans in the
event of a transportation
failure, including alternative
methods of transport.

to ensure sufficient capacity,
personnel, equipment,
6.6 Material Receipt 6.6.1 1) F2 maintenance, space, etc.
based on the mode of
delivery (e.g. truck, rail,
millrun)

to optimize the use of docks
and space. This process
6.6 Material Receipt 6.6.1 2) F1
considers all variables of the
receiving activities (e.g.
scheduling, fixed time slots).

process in place to ensure
complete and accurate data
content (e.g. part number,
quantity, revision level,
purchase order) of shipping
labels and documentation.
Receiving discrepancies are
recorded and corrective
action is initiated.
conduct receiving audits
based on the frequency and
severity of discrepancies.

Receiving transactions are
assigned a unique identifier
6.6 Material Receipt 6.6.2 3) F1 that can be referenced for
audit and investigation
purposes.
The organization's receiving
process is followed when
material is received by a
third party.
The organization uses visual
controls to assist the
receiving process (e.g. part
display board, part
identification charts,
signage, kanban tools).
assess partners in the
supply chain on a regular
basis and the results are
communicated to all relevant
6.7 Supplier
6.7.1 1) F2 functions. Examples of
Assessment
formal evaluation tools
include the Global
MMOG/LE, Logistics
Evaluation for Carriers and
LSPs, or equivalent.

to measure and review the
performance level of
partners in the supply chain
6.7 Supplier on a regular basis and to
6.7.1 2) F2
Assessment initiate corrective actions as
required. The partner's
performance level is
regularly communicated to
the purchasing function.

MMOG/LE
CHAPTER ONE STRATEGY AND IMPROVEMENT 0%
CHAPTER TWO WORK ORGANIZATION 0%
CHAPTER THREE CAPACITY & PRODUCTION PLANNING 0%
CHAPTER FOUR CUSTOMER INTERFACE 0%
CHAPTER FIVE PRODUCTION & PRODUCT CONTROL 0%
CHAPTER SIX SUPPLIER INTERFACE 0%
SCORE %
0%
CLASSIFICATION

MMOG/LE
1. STRATEGY AND IMPROVEMENT

1.1 Vision and Strategy 0%
1.2 Objectives 0%
1.3 Measurement, Analysis, and Action Plans 0%
1.4 Continual Improvement 0%
1.5 Supply Chain Development 0%
2.1 Organizational Processes 0%
2.2 Organizational Procedures 0%
2.3 Resource Planning 0%
2.4 Work Environment & Human Resources 0%
3. CAPACITY & PRODUCTION PLANNING

3.1 Product Realization 0%
3.2 Capacity Planning 0%
3.3 Production Planning 0%
3.4 Systems Integration 0%
4. CUSTOMER INTERFACE
4.1 Communication 0%
4.2 Packaging and Labeling 0%
4.3 Shipping 0%
4.4 Transportation 0%
4.5 Customer Satisfaction and Feedback 0%

MMOG/LE
5. PRODUCTION & PRODUCT CONTROL

5.1 Material Identification 0%
5.2 Inventory 0%
5.3 Engineering Change Control 0%
5.4 Traceability 0%
6. SUPPLIER INTERFACE
6.1 Supplier Selection 0%
6.2 MP&L Agreement 0%
6.6 Material Receipt 0%
6.7 Supplier Assessment 0%

MMOG/LE
ALL SUB-CHAPTERS
1.1 Vision and Strategy 0%
1.2 Objectives 0%
1.3 Measurement, Analysis, and Action Plans 0%
1.4 Continual Improvement 0%
1.5 Supply Chain Development 0%
2.1 Organizational Processes 0%
2.2 Organizational Procedures 0%
2.3 Resource Planning 0%
2.4 Work Environment & Human Resources 0%
3.1 Product Realization 0%
3.2 Capacity Planning 0%
3.3 Production Planning 0%
3.4 Systems Integration 0%
4.3 Shipping 0%
4.5 Customer Satisfaction and Feedback 0%
5.1 Material Identification 0%
5.2 Inventory 0%
5.3 Engineering Change Control 0%
5.4 Traceability 0%
6.1 Supplier Selection 0%
6.2 MP&L Agreement 0%
6.6 Material Receipt 0%
6.7 Supplier Assessment 0%

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Month Ending Initial Assessment Dec-09 END
Compliant 0 0
F1 96 0
F2 75 0
F3 35 0
*Non Applicable 0 0
No Target Date 206 206
Total Score % 0% 0%
Classification C C
Initial
Assessment
Month Ending Level C 12/09Level C
F1 96 96
F2 75 74
F3 35 35
Criteria Compliance Weight ActionPlan TargetDate TargetMonth CompletionDate Points Comments

1.1.1.1 NonCompliant F2 Missing Missing Missing N/A 2 N/A
4.4.2. NonCompliant F1 Missing Missing Missing N/A 1 N/A
5.1.1. NonCompliant F3 Missing Missing Missing N/A 3 N/A
MaxTargetDate 12/1899 MissingTargetDate 206 InvalidTargetDate 0 MissingCompletionDate 0

MissingActionPlan 206 NonApplicable 0 Chart Name Chart 12 LastUpdated 12/1/2009
NonApplicable_F1 0 NonApplicable_F2 0 NonApplicable_F3 0 TotalNonApplicable 0
NANonCompliant_F1 0 NANonCompliant_F2 0 NANonCompliant_F3 0 TotalNANonCompliant 0
MMOG/LE
Term Definition
830 Planning Schedule with Release Capability Transaction Set - ASC X12 standard for
the Planning Schedule
856 Ship/Notice/Manifest Transaction Set - ASC X12 standard for the Advanced Ship
Notice (ASN)
862 Shipping Schedule Transaction Set - ASC X12 standard for the Ship Schedule
866 Production Sequence Transaction Set - ASC X12 standard for the In-sequence Ship
Schedule
Advanced Quality Planning (AQP) Systematic means to achieve product and process realization. Advanced Quality
Planning embodies the concepts of error prevention and continual improvement, and
is used in a multidisciplinary approach.
Advanced Shipping (or Ship) An EDI transaction listing the contents of a shipment of goods as well as additional
Notice (ASN) information relating to the shipment including order information, product description,
physical characteristics, packaging type, marking, carrier information and
configuration of goods within the transportation equipment. The ASN completes the
JIT cycle, and when used in conjunction with bar coded shipping labels, it virtually
eliminates manual receiving functions by moving data accounting records for
electronic payment, reducing the need for traditional invoicing procedures.
AIAG abbreviation, Automotive Industry Action Group - A trade association working to

increase member productivity through a cooperative effort of North American vehicle
manufacturers and their suppliers.
ASN Advance Shipping (or Ship) Notice
Assessment The evaluation of achievement against a specified requirement/standard.
Assessor The person responsible for conducting the MMOG/LE assessment.
Balance out The final quantity required by a customer before the item is discontinued from
production.
Bar Code / Bar Code Symbology The combination of symbol characters and features required by a particular
symbology, including quiet zones, start and stop characters, data characters, check
characters, and other auxiliary patterns, which together form a complete scannable
entity.
Benchmarking The process of comparing current performance against the practices of other leading
Organizations for the purpose of improving performance. Companies also benchmark
internally by tracking and comparing current performance with past performance.

MMOG/LE
Term Definition
Bill of Lading A legal document generated by a shipper to consign a load to a carrier or transfer
responsibility to a carrier. A bill of lading includes information such as number of
cartons, weight, carrier, ship-to address, etc.
Bill of Lading (master) A consolidated bill of lading, covering a number of individual bills of lading.
Bill of Material (BOM) A list of all material (components, materials, etc.) used in the assembly of a particular
item.
BOM abbreviation, Bill of Material
Bottleneck The point in a process that limits total output.
Buffer A quantity of materials used to protect against process variability.
Calibration A set of operations that establish, under specific conditions the relationship between
values indicated by a measuring system or values represented by a material
measure of reference material and the corresponding values of a quantity realized by
a reference standard.
Capacity The highest number of units that can be consistently produced in a given period of
time. Generally expressed in time increments of both straight time and maximum
sustainable overtime levels.
Changeover (or setup) The amount of time taken to change a process over from the last part of a production
run to the first good repeatable part of the next production run.
Commodity A category of similar products (e.g., electronics, metals).
Competence The ability to demonstrate the application of knowledge and skills.
Container A receptacle, expandable or flexible, covering for shipping goods. Example is a
carton, case, box, bucket, drum, bin, bottle, bundle, or bag, that an item is packed
and shipped in.
Box, bag, package, or pallet.

MMOG/LE
Term Definition
Continual Improvement A strategic objective in order to enhance the Organization's performance to benefit
interested parties. There are two fundamental ways to conduct continual
improvement.
1. Breakthrough projects which either lead to revision and improvement of existing
processes or the implementation of new processes, usually carried out by a cross
functional team outside routine operations.
2. People in the organization are the best source of ideas for small step or ongoing
process improvements and often participate in work groups. Small step ongoing
process improvement activities should be controlled in order to understand their
effect. The people in the organization who are involved should be provided with the
authority, technical support and necessary resources for the change associated with
improvement.
Conveyance Equipment used to move parts and or containers (sea containers, semi trailers, and
rail cars).
Corporate Responsibility An organization's sense of responsibility towards the impacts of their activities on the
public interest including the environment, employment, communities, stakeholders, and society.
Corrective and Preventive Actions Corrective actions fix the cause(s) of an existing problem to stop its recurrence, while
preventive actions fix the cause(s) of a potential problem to prevent its occurrence.
Cum-Based System A system that uses the cumulative quantity received and cumulative quantity shipped
to calculate net quantities required and past due quantities.
Cum Start Date The date that the customer specifies he will begin counting. Used in a cum-based
system.
Cumulative Quantities (CUMS) A running total as a count of parts shipped or received in a series or sequence of
shipments.
Customer Party to which goods and or services are supplied.
Customer Requirements The delivery timeframe and quantity of products that the customer needs to support
its operation.
Customer Scheduling The functional area of an organization that interacts with the customer to support
customer material requirements by coordinating production, shipping, etc., of end
items to the customer.
Cycle Counting A method of auditing inventory accuracy by counting only specified parts/material on
a predetermined schedule

MMOG/LE
Term Definition
Deficiencies Anything that inhibits the attainment of customer demand.
DELFOR Message UN/EDIFACT standard for the delivery forecast with release capabilities.
Delivery Order Reference or A number used for tracking an order (represents a quantity ordered and a delivery or
Number ship date).
DELJIT Message UN/EDIFACT standard for the Delivery Just-in-Time material release.
Demand Variability Fluctuations in demand from one release to another for the same period.
Demurrage 1. Holding a ship, freight car, or other cargo conveyance during loading or unloading
beyond the scheduled time of departure.
2. Compensation paid for such a delay.
DESADV MESSAGE UN/EDIFACT standard for the Advanced Ship Notice (ASN) - (Dispatch Advice).
Direct Marking An additive or deductive process to establish traceability.

Dunnage Packaging material that protects the product during transit.
EDI abbreviation, Electronic Data Interchange
EDIFACT EDI for Administration, Commerce, and Transport. EDIFACT is the current acronym
for international standards developed by the United Nations
Electronic Communication Conducting business electronically via traditional EDI technologies or online by the
internet.
Electronic Data Interchange (EDI) The computer-to-computer exchange of formatted data between trading partners in a
standard format and syntax (e.g., ANSI ASC X12, UN/EDIFACT, VDA).
Enterprise Resource Planning A class of software for planning enterprise-wide the resources needed to take
(ERP) customer orders, ship them, account for them and replenish all needed goods
according to customer orders and forecasts. Often includes electronic commerce
with suppliers.
ERP abbreviation, Enterprise Resource Planning
Fabrication See Material Authorization.
FAQ abbreviation, Frequently Asked Question
FIFO abbreviation, First In First Out
Finished Goods / Parts Inventory Produced items, ready for transfer to the customer
First in First Out (FIFO) Inventory management process ensuring that the first received is the first used.

MMOG/LE
Term Definition
GALIA Groupement pour l'Amélioration des Liaisons dans l'Industrie Automobile. GALIA is a
French industry consortium that defines standards for e-business communications,
engineering data exchange, and logistics management for the automotive industry.
Individual Training Plan Employee training plans targeted to achieve specific levels of performance for
specific tasks.
Internal Customer The next process, operation or function within an organization.
Internal Supplier The previous process, operation or function within an organization.
Inventory Material, supplies and/or finished goods held for future use or sale. Inventory buffers
the production process against the uncertainty of demand, the variability of the
process, and the cycle time of the process.
Inventory Transactions Inventory transactions document the quantitative change in inventory due to a
business event or transaction (e.g., supplier receipt). In addition to the inventory
impact of the event (i.e., the actual receipt quantity of a part), inventory transactions
also record contextual information about the event. In the case of a supplier receipt,
contextual information could include the supplier, date/time of the receipt, part lot
number, etc.
ISO/TS16949 A quality management system that provides for continual improvement, emphasizing
defect prevention and the reduction of variation and waste in the supply chain.
TS16949 applies to the design/development, production and, when relevant,
installation and servicing of automotive-related products. It is based on ISO9001.
Kanban A pull replenishment system used at a stock point in which a supply batch is ordered
based upon a usage of a previous batch.
Key Performance Indicator (KPI) A performance measure (metric) used by the organization to determine its current
performance and identify improvement targets.
KPIs should follow the SMART principle, i.e.:
Specific
Measurable
Achievable
Realistic
Timely.
KPI abbreviation, Key Performance Indicator

MMOG/LE
Term Definition
Lead Logistics Provider (LLP) A logistics operator contracted to manage material flow between supplier and
customer. Also referred to as 3 rd Party Logistics Provider.
Lead Time 1. The time interval between the conception or designing of a product and its actual
production.
2. The time interval between the placing of an order and the delivery of the product or
service
Lean Identifying and eliminating any process or activity within the manufacturing system
that the customer will not pay for which may be regarded as non-added value or
waste.
LLP abbreviation, Lead Logistics Provider
Logistics The process of planning, implementing and controlling the efficient, effective flow and
storage of goods, services and related information from point of origin to point of
consumption for the purpose of conforming to customer requirements.
Logistics Costs The total cost involved in the complete logistics operations.
Logistics Service Provider (LSP) Party providing logistics services, such as warehousing, repacking products,
distribution, assembly, sequencing, and cross docking
Lot A quantity of homogeneous material either manufactured or received.
Master Label A label used to identify and summarize the contents of a multiple pack or unit load of
common items (sharing a single part number), such as a pallet.
Master Production Schedule An aggregation of independent material requirements used as input to the Material
Requirements Planning process.
Material Goods used during the production process, such as components, raw materials and
ancillary materials.
Material Authorization The amount of material that the customer is authorizing a supplier to either purchase
(RAW) or produce (FAB). If the customer should cancel this order, the customer will
pay the supplier for any material that the customer authorized. It is important for the
balance-out process to track the highest value of RAW and FAB authorizations
Material Flow Diagram A graphic representation of a material flow process.

Material Requirements Planning A time-phased replenishment system to support production and/or manufacturing
(MRP) processes. It is generally identified with material/inventory control processes.

MMOG/LE
Term Definition
Materials Planning and Logistics The process of planning implementing and controlling the efficient, effective flow and
storage of goods, services and related information from point of origin to point of
consumption for the purpose of conforming to customer requirements.
Mode Defines the actual type of transportation, i.e. Road, Rail, Air, Sea.
MRP abbreviation, Material Requirements Planning
MRO abbreviation, Maintenance, Repair, and Operating Supplies – Purchased items not
included into the finished product.
Non Applicable (N/A) N/A or n/a is,a common abbreviation for not available or not applicable, used to
indicate the deliberate omission of information from a table or listing.
Non Value Added Any work carried out that is necessary under current conditions but does not increase
product value, e.g., inspection, part movement, tool changing, maintenance.
Organizations should aim to minimize non-value added activities.
Objective Something sought, or aimed for related to the organizations policy.
Obsolescence Out-of-date material designated for disposal. Obsolete material should be controlled
in a manner similar to nonconforming product (e.g. Corrective and Preventive Action
taken).
ODETTE Non-profit organization run by automotive people for automotive people. Its main
members are six European national organizations that represent their local
manufacturers and suppliers (Czech Republic, France, Germany, Spain, Sweden,
and the U.K.)
OEM abbreviation, Original Equipment Manufacturer
Organization A group of people and facilities with an arrangement of responsibilities, authorities
and relationships (e.g., corporation, company, firm, institution or association.)
PAP abbreviation, Production Approval Process

Partial Lot The amount left over from a production run that is insufficient to fill a container or
package to the customer’s required ship quantity.
Performance-to-schedule A performance measurement that represents the percentage of on-time deliveries to
the customer.
Perpetual Inventory 1. The inventory as represented in computer records, used to reconcile against
physical inventory. 2. A structured approach to taking a physical inventory and then
reconciling to computer records, followed where necessary by corrective action. The
accuracy of the data is used as a performance metric.

MMOG/LE
Term Definition
Physical Inventory Physical inventory is a process where an organization physically counts its entire
inventory. A physical inventory may be mandated by financial accounting rules or the
tax regulations to place an accurate value on the inventory, or the organization may
need to count inventory so component parts or raw materials can be restocked.
Organizations may use several different tactics to minimize the disruption caused by
physical inventory.
Pilot Program A program to build saleable vehicles on line with samples of approved parts.
Plant A manufacturing location.
Point of Use The physical point at which the part is consumed (e.g., assembly).
Policy The term is used to describe long- and medium-range management orientations as
well as annual goals or targets. Another aspect of policy is that it is composed of both
goals and measures, that is, both ends and means. Goals are usually quantitative
figures established by top management, such as sales, profit, and market share
targets. Measures, on the other hand, are the specific action programs to achieve
these goals. A goal that is not expressed in terms of such specific measures is
merely a slogan. It is imperative that top management determine both the goals and
the measures and then deploy them throughout the organization.
Pre-Production Manufacture or assembly using production parts and processes prior to continuous
scheduled output.
Premium Freight Charges incurred in addition to contracted delivery, often monitored as an indicator of
potential supply problems and supplier efficiency.
Problem Solving A disciplined process for analyzing problems to determine and eliminate root causes.
Procedure A specified way to carry out an activity or a process.

Where the wording “documented or written procedure” is required this could be a
written procedure, flowchart, work instruction or standard operation.
Process An activity or set of activities that use resources to transform inputs into outputs.
Inputs are: People, Equipment, Materials, Environment and Methods.
Outputs of a product or service can be measured in terms of Quality, Cost and
Delivery.
Product Approval Process (PAP) Generic requirements for production part approval for all production and service
commodities, including bulk materials. It applies equally whether parts are produced
internally or externally by outside suppliers.

MMOG/LE
Term Definition
Product Realization The process of design for both product and process as defined within ISO/TS16949:
2002.
Production The physical process where value added activity takes place.
Production Part A part, assembly, or component that will be assembled into a product.
Pull System Method of ordering where a fixed stock is held for every item and orders are issued
for the immediate replacement of any items that are removed from stock.
Quality Management System Quality Management System - ISO/TS16949: 2002(E), in conjunction with ISO9001:
2000 defines the approach to quality management for the design and development,
production and when relevant, installation and service of automotive related
products. ISO/TS16949: 2002 represents the new global quality management
requirements for the automotive sector and replaces QS9000, VDA6.1, AVSQ and
EAQF as automotive requirements.
Quality Operating System (QOS) QOS is a systematic, disciplined approach that uses standardized tools and methods
to manage a business and achieve ever-increasing levels of customer satisfaction
RAN abbreviation, Receipt Authorization Number

Release Authorization Number A unique number that represents a firm order quantity of an item for a particular
(RAN) delivery date. This number is used to receive material and to track this receipt
through the accounts payable process.
Receiving Discrepancies Variance between documented receipts and physical receipts.
Record Integrity The state in which records match actual occurrence.
Release An order of material against a blanket purchase order. A release tells the supplier
what, when, how much, and to whom to ship. Some common EDI documents used
for releasing are the X12 830, the EDIFACT DELFOR, and the X12 862.
Relief Cover Alternative labor used to cover an operation during absence (e.g. holiday cover).
Returnable Container Shipping container of any material designed to be used for more than one shipment.
Returns Any material that is returned to the supplier, Could be due to quality issues, over-
shipments, foreign stock, etc.
RFID Radio Frequency Identification - Systems that read and or write data to RF tags that
are present in a radio frequency field projected from RF reading / writing equipment.

MMOG/LE
Term Definition
Root Cause The true cause(s) of a problem, not just its superficial symptoms. Identifying and
correcting root cause ensures permanent corrective action will be effective.
Routings Information detailing the method of manufacturing of a particular item. It includes (at
a minimum) the operations to be performed, the work centers involved and the
standards for setup and run time. In some companies, the routing also includes
information on tooling, operator skill levels, inspection operations and testing
requirements
Salvage Disposition for material (i.e., rework, reuse, or recycle).
Schedule A document initially provided by the customer defining their requirements in terms of
product number, delivery quantity and date. This is often translated using an internal
scheduling system to create an internal schedule / manufacturing plan.
Scrap Rate A predictable percentage of raw materials rejected from use in a manufactured
product.
Self Assessment A method by which a facility or organization compares actual methods/performance
to an ideal.
Serial A unique identifier assigned to an entity for tracking purposes.
Service The activity carried out by a supplier for a customer in which no transfer of ownership
of goods takes place. For example: giving advice, performing inspections,
transporting goods, etc.
Service Parts Parts used for the repair or maintenance of an assembled product. Also known as:
repair parts, spare parts.
Shipment Identification Number 1. The control ID number assigned to an ASN transaction.
(SID) 2. A number used by Customs to identify, in a single number, the shipment crossing
the border.
SID abbreviation, Shipment Identification Number
SMMT The Society of Motor Manufacturers and Traders (SMMT) exists to support and
promote the interests of the UK automotive industry at home and abroad. Working
closely with member companies, SMMT acts as the voice of the motor industry,
promoting its position to government, stakeholders, and the media.
Storage Location The interim location where material is kept in inventory between the receiving dock
and point of use.
Strategy The method by which organizations plan to achieve business objectives.
Sub Supplier A supplier to the tier 1, either directly or indirectly.

MMOG/LE
Term Definition
Supplier Party that provides goods and/or services to one or more customers.
Supplier Scheduling A process to provide suppliers with timed customer material requirements
information.
Supply Chain A succession of organizations, starting from OEM, involved in the production of a
product (e.g. all the organizations supplying parts in a steering column assembly)
SWOT Analysis A tool that identifies the strengths, weaknesses, opportunities and threats of an
organization. Specifically, SWOT is a basic, straightforward model that assesses
what an organization can and cannot do as well as its potential opportunities and
threats. Once the SWOT is completed, the analysis determines what may assist the
firm in accomplishing its objectives, and what obstacles must be overcome or
minimized to achieve desired results.
System Work elements working together or connected in some way, forming a whole. It has
an orderly and methodical plan of proceeding; a combination of “input, process,
output”
Third Party A service provider that interfaces between the supplier and customer to modify the
packaging and/or provide a value added process to the product.
Throughput Time The elapsed time from when material starts being used in a process until the product
is finished, either through a plant or through a production network.
Tier The level of supplier (organization) in relationship to the OEM/VM final assembly
plant.
Tier 1 Supplier / organization that supplies parts directly to the OEM/VM final assembly
plant.
Tier n A supplier to the Tier 1, either directly or indirectly.
Traceability A precise degree of documented history regarding the life of an entity such as a lot of
material, including activities performed and components used.
Traditional EDI See Electronic Data Interchange (EDI)
Transit Time The elapsed time from shipping dock to receiving dock.
TREAD The Transportation Recall Enhancement, Accountability and Documentation (or
TREAD) Act is a United States federal law enacted in 2000. This law intends to
increase consumer safety through mandates assigned to the National Highway
Traffic Safety Administration (NHTSA).
Usage Value The annual consumption rate for a part multiplied by its unit cost.

MMOG/LE
Term Definition
Value Added Any work that changes the nature, shape or characteristics of the product in line with
Customer Requirements. Organizations should look to maximize their value added
activities.
VDA Verband der Automobilindustrie. The VDA nationally and internationally promotes the
interests of the entire German automotive industry. Members consist of automobile
manufacturers, suppliers and manufacturers of trailers, special bodies and
containers.
Vendor Managed Inventory The practice of customers making suppliers responsible for determining order size
and timing, usually based on receipt of inventory data. Its goal is to increase
inventory turns and reduce stock outs.
Verifying Assessor An individual or third party who confirms that the assessment has been correctly
conducted by the assessor and the results are a true reflection of the status of the
organization.
Vision The target for the organization, e.g. what/where you want the organization to be.
Visual Management The use of signs, colors, symbols, lights that are readily apparent and can be easily
understood. This information can be used to identify, instruct, or indicate that normal
or abnormal conditions exist and that action may be required.
Good visual management needs no interpretation and provokes a reaction.
VM A vehicle manufacturer (VM) is an organization that produces cars or trucks.
Volume Value The annual consumption rate for a part multiplied by its unit cost.
Waste All unnecessary work
Waste of Bad Quality Scrap or rework.
Waste of Idle Time Operator or machine inactivity during the process cycle.
Waste of Inventory Excess raw material, work in progress or finished goods (more than is required in the
process flow) Inventory waste is a direct result of overproduction.
Waste of Operator Motion Any unnecessary or excessive walking, bending, turning or reaching.
Waste of Overload When any resource (machine or worker) is used beyond its intended capacity or its
intended capacity or its planned capacity. It can lead to producing defective parts or
taking short cuts.
Waste of Overproduction Producing more than the customer requirement, i.e. in bigger batches or ahead of
schedule. Overproduction is regarded as the biggest waste because it potentially
leads to all other types of waste.
Waste of Process Unnecessary or complicated processes.

MMOG/LE
Term Definition
Waste of Transportation Unnecessary moving or handling of parts, e.g. handling equipment, moving empty or
partially loaded containers.
Window Time The time agreed to by the customer and supplier for the loading of outbound
transport.
WIP abbreviation, Work in Process
Work in Process (WIP) Any product on which value added activity has taken place but the product is not yet
in its finished form.
Workplace Organization (5C/5S) A Five-step technique used to stabilize, maintain, and improve the safest and best
work environment. The technique aims at separating the essential from the non-
essential and at designating specific locations for all essential items within the work
area using signs, colors, lines and symbols (see also Visual Management).

MMOG/LE
Frequently Asked Questions (FAQ)
Background
The Introduction and Instruction worksheet within this document contains information on the background of, and operating procedures for, MMOG/LE.
It is recognized that MMOG/LE users could have some questions on the use or application of the assessment tool that may not be fully explained in the
Introduction and Instructions section or some uncertainty about the intent of a particular criterion. The objective of FAQ section is to provide the user with
a process to see if a question has already been asked, or if not, advise how to obtain further guidance.
The MMOG/LE has been in use since 2004 and over this period there have been a number of user questions that have occurred on a frequent basis.
The MMOG/LE management team have used the content of these frequently asked questions, along with other inputs, to progressively improve the
document through the various revisions. Additional explanation or operating instructions have been included in each revision to minimize the need for
users to seek further clarification.
An FAQ website has been established that contains recent inquiries and their corresponding responses. The FAQ website can be found at the following
address:
http://www.aiag.org/staticcontent/committees/workgroup.cfm?workgroup=MMOG&section=committees
Click on "expand all" and scroll down to the download section to download the latest version of this file.
The FAQ website is under continual development. Information regarding the content of the site and any proposed future developments is
explained within the website, which is updated on a regular basis.
How to submit a question

The process of how a question should be submitted, how a response is obtained and the procedure for updating the FAQ list is explained below.
§ The question should first be submitted to the customer or the appropriate National Organization shown in the "Further Information" worksheet. If
the National Organization does not have a specific MMOG/LE contact listed, then call the National Organization at the phone number listed on the
website. The customer or National Organization provides a response and sends a copy to mmog@aiag.org for possible inclusion in the master FAQ
list.
§ If the questioner does not know whom to contact, the question should be forwarded to mmog@aiag.org, who will then forward the question to the
appropriate customer, National Organization, or FAQ committee. The customer, National Organization, or FAQ Subcommittee provides a response
and sends a copy to AIAG for possible inclusion in the master FAQ list.
§ The FAQ Committee meets on a quarterly basis to review all received questions and responses and updates the master FAQ file in English. The
updated file is sent to mmog@aiag.org
§ National Organizations send translated FAQ lists to mmog@aiag.org for inclusion on the FAQ website.
§ AIAG updates the FAQ website and sends notification through "Linked In" that the FAQ list has been updated.

MMOG/LE
The FAQ process flowchart is shown below.

MMOG/LE
Further Information
To obtain related publications as identied in the Global Best Practice Suite in the Introduction Section:
AIAG http://www.aiag.org
Odette http://www.odette.org
Other MMOG/LE associated websites

MMOG/LE "Linked In" site http://www.linkedin.com/groups?gid=1783522&trk=hb_side_g
AIAG Corporate Responsibility site http://cr.aiag.org/index.cfm
Where to go to obtain further information on translated versions of MMOG/LE or to inquire about training:
###
Belgium Odette International www.odette.org
Brazil Odette www.odette.org
Canada AIAG www.aiag.org
China AIAG www.aiag.org
Czech Republic Odette Czech www.odette.cz
France GALIA www.galia.com
Germany VDA www.vda.de
Hungary Odette www.odette.org
Italy Odette www.odette.org
Japan AIAG www.aiag.org
Luxembourg Odette International www.odette.org
Malaysia AIAG www.aiag.org
Mexico AIAG www.aiag.org
Netherlands Odette International www.odette.org
Philippines AIAG www.aiag.org
Portugal Odette www.odette.org
Poland Odette www.odette.org
Romania Odette Romania www.acarom.ro
Russia AIAG www.aiag.org
Singapore AIAG www.aiag.org
Slovenia Odette www.odette.org

South Africa AIAG www.aiag.org
South America AIAG www.aiag.org
South Korea AIAG www.aiag.org
Spain Odette Spain www.odette.es
Thailand AIAG www.aiag.org
Sweden Odette Sweden www.odette.se
Turkey OSD www.osd.org.tr
United Kingdom Odette www.odette.org
United States AIAG www.aiag.org
Vietnam AIAG www.aiag.org

MMOG/LE
Maintenance Request Process

MMOG/LE is revised on a three year basis. If you have any proposals for changes to be made to this document please complete the Maintenance Request Form provided below. When submitting a
change proposal, you must include as much information as possible as outlined in the form.
MAINTENANCE REQUEST FORM

Name of Submitter: Date:
Company:
Company Address:
Contact Details: Phone: Fax: E-mail:
Worksheet to be Changed:
Row / Column Cell Reference:
Document Currently Reads:
Recommended Changes/Should Read:
Recommended Additions:
Reason for Change:
Signature of Submitter:
Please submit your Maintenance Request proposal by email or mail to AIAG using the contact information below:
Automotive Industry Action Group (AIAG)

26200 Lahser Road, Suite 200
Southfield, MI 48034
Telephone: (248) 358-3570
Fax: (248) 358-3253
http://www.aiag.org
email: programmanager@aiag.org

MMOG/LE
Summary of Changes to MMOG/LE Version 3
MMOG/LE Version 3 has undergone the most extensive review and enhancements since its original release. Odette and AIAG revise MMOG/LE at a minimum every
three years to ensure the assessment tool reflects the current needs and expectations of the industry for MP&L processes. The AIAG/Odette global team
responsible for updating MMOG/LE to Version 3 has reviewed and incorporated more than 130 requests received from OEMs, suppliers, assessors and users from
all over the world.
There have been three key drivers for change:
● a need for more definition and greater clarity of meaning for each of the criteria to avoid misunderstanding and misinterpretation
● to provide visual tools to summarize the organization's current and future state by making the presentation of results more simple and meaningful, particularly for
top management
● to make the document more user-friendly by providing aids to navigate around the document more quickly and accurately.
Below is a summary of the changes that have been made to Version 3.
1) Introduction and Instructions
More detailed instructions have been incorporated to address key questions submitted by existing users and to introduce the new features and functionality
within MMOG/LE. The following key points have been explained in more detail:
● MMOG/LE's compatibility with ISO/TS16949 and Lean

● an explanation of how to use the MMOG/LE as a “light” version for Tier 2 - Tier N suppliers
● the approach to be adopted for recording and managing Non Applicable (N/A) criteria
2) Assessment
All criteria within the Assessment section have been reviewed and updated for greater clarity of understanding and to accommodate global usage and
interpretation. Each “Why?” statement has been strengthened further by providing additional explanation of the benefits to the organization (e.g. cost and waste
reduction) of being compliant to the criteria. A comment cell has been added for each criterion.
The recording and management of N/A criteria has been improved and formalized. The status of a criterion may now be designated compliant (ü), non
applicable (N/A), or non compliant ( ) by successively clicking on the appropriate scoring cell within the Assessment worksheet.
3) Scoring Summary
The Scoring Summary worksheet has several additional features including:
● the classification is not displayed until the Company's name, assessor's name and assessment date have been entered
● the number of N/A criteria in each chapter table and the scoring summary table

MMOG/LE
● a "Customer Approval for Non Applicable Criteria" section has been introduced which automatically records the total number of N/A criteria in the
Assessment and allows the user to enter the name of the customer representative confirming approval
● color coding of the N/A status - RED for non approved criteria, GREEN for customer approved criteria.

MMOG/LE
4) Gap Analysis
The Gap Analysis has been enhanced to better support the development and management of action plans. Several user-friendly functions have been added
including filtering options, data validation, and color coding to highlight areas that require attention. The corresponding comments from the Assessment are
displayed in the Gap Analysis for each criterion. The Gap Analysis has been extended to accommodate Target Dates for non compliant criteria and Completion
Dates for compliant criteria. The addition of these dates allows the organization to create a Progression Chart when the data within the Gap Analysis is fully
updated. To assist in maintaining data accuracy 15 pre-defined filter options have been incorporated into the worksheet.
5) Radar Charts
A total of eight Radar Charts have been introduced to display the total score by chapter, the score for each chapter and all sub chapters. The Radar Charts
provide a summarized and visual representation of the assessment results which should be used by top management to understand the organizations current
status and improvement opportunities and priorities.
6) Progression Chart
The Progression Chart is a new addition which provides a graphical representation of the scoring progress for attaining level “A” classification based on the
action plan target dates entered in the Gap Analysis. This chart may also be used by the customer or top management to assess if the improvement activities are
correctly prioritized and being conducted in a timely manner.
7) Frequently Asked Questions (FAQs)
The FAQ section is a new addition to assist organizations seeking further clarification on a particular topic or criteria. The FAQ section provides instructions on
how to submit questions to MMOG/LE subject matter experts. FAQs and their corresponding responses can be accessed on AIAG’s web site.
8) Further Information
This section is an addition that provides information on how organizations or users can obtain MMOG/LE training and translated versions. This section also
includes information on associated publications and web sites.
9) Technical Enhancements
Enhancements have been made to the MMOG/LE to be more user-friendly and support easier navigation. The features include:
● "Go To" drop down lists - to access other MMOG/LE worksheets or specific chapters/sub chapters of the Assessment
● hyperlinks - to access specific criteria or additional information
● toggle key - to return to the previous position within the document
● filter options - 15 pre-determined filters within the Gap Analysis
● "Current Score" display
● Error messages for invalid dates, incorrect data etc.
For more detailed information and explanation on the topics covered above, please read the Introduction and Instructions section.

MMOG/LE
Tab Location Change From Change To
Print Macro This tab removed.
FAQs New tab added
ALL Turn off gridlines in entire document
ALL Continuous improvement Continual improvement
ALL Materials Planning and Logistics MP&L after first use
ALL Page Footer Added the file name to the left section of the page footer.
Added page numbers in the center section.
Added the dated printed in the right section.
ALL Page Setup Set print profile for each page.
Cover Row 1:1 Added "Go to Worksheet" label and combo box Input range for this combo box is name "SelectWorksheetInputRange". The cell link is name
"SelectWorksheet". Both ranges are located on the Assessment worksheet. The label and
combo box have been grouped.
Acknowledgement Row 1:1 Added "Go to Worksheet" label and combo box Input range for this combo box is name "SelectWorksheetInputRange". The cell link is name
s "SelectWorksheet". Both ranges are located on the Assessment worksheet. The label and
Introductions & Row 1:1 Added "Go to Worksheet" label and combo box Input range for this combo box is name "SelectWorksheetInputRange". The cell link is name
Instructions "SelectWorksheet". Both ranges are located on the Assessment worksheet. The label and
Introductions & Row 1:1 Added "Go to Chapter/Criteria" label and combo box Input range for this combo box is name "SelectCriteriaInputRange". The cell link is name
Instructions "SelectCriteria". Both ranges are located on the Assessment worksheet. The label and
Introductions & Worksheet The entire section was reviewed and enhanced for clarification.
Instructions
Radar Chart New tab added
Radar Chart Row 1:1 Added "Go to Worksheet" label and combo box Input range for this combo box is name "SelectWorksheetInputRange". The cell link is name
Radar Chart Row 1:1 Added "Go to Chapter/Criteria" label and combo box Input range for this combo box is name "SelectCriteriaInputRange". The cell link is name
"SelectCriteria". Both ranges are located on the Assessment worksheet. The label and
Radar charts - new tab added
Subchapters
Assessment Self-Assessment Changed tab name to "Assessment"
Assessment Relocate the Comment section to the right of each question.
Set Assessment worksheet to print in landscape
Assessment D13 - D659 Formatted font to Wingdings
Assessment All F3 elements Changed cell format from black text Changed cell format to white text
Assessment Row 1:1 Added "Go to Worksheet" label and combo box Input range for this combo box is name "SelectWorksheetInputRange". The cell link is name
Assessment Row 1:1 Added "Go to Chapter/Criteria" label and combo box Input range for this combo box is name "SelectCriteriaInputRange". The cell link is name
Scoring Summary Page Setup Reformatted print area and page setup.
Scoring Summary Row 1:1 Added "Go to Worksheet" label and combo box Input range for this combo box is name "SelectWorksheetInputRange". The cell link is name
Scoring Summary Row 2:2 Added "Go to Chapter/Criteria" label and combo box Input range for this combo box is name "SelectCriteriaInputRange". The cell link is name
Scoring Summary R117 Formula updated so the cell will not display unless entry made in cell D126
Scoring Summary A132 Note:
Scoring Summary B122 Plant/Location: Plant/Location(s):

Scoring Summary E126 Name of self-assessor Assessor
Scoring Summary E126 Name of verified assessor Verifying Assessor
Scoring Summary B132:T132 Merged cells and added Text:

If more than one site was required to complete the assessment (e.g. manufacturing site, ship
site), please list all sites.
Scoring Summary B133:T130 Various changes to realign and reformat section.
Scoring Summary E123:T123 Merged cells and added a bottom border.
Gap Analysis Row 1:1 Add text box:

You can create a Progression Chart to show your proposed Scoring and Classification
progress according to the Target Dates within the action plan.
Reference the Introduction & Instructions worksheet for additional information on how to use
the Progression Chart.
Gap Analysis Cell A5 Choice Fulfilled
Gap Analysis Column G (Inserted new column) Inserted "Assessment Comments" column. Inserted formulas in each cell to link to the
"Comments" from the "Assessment" worksheet for each corresponding criteria.
Gap Analysis Cell K5 "Time to Complete" "Target Date"
Gap Analysis Column L (Inserted new column) Inserted a column to include "Completion Date".
Assessment 1.1.1 The organization has a strategy that ensures the Materials Planning and Logistics vision is The organization has a documented Materials Planning and Logistics (MP&L) vision and
achieved. strategy.
Assessment 1.1.1 For the Materials Planning and Logistics process to be efficient and effective, it needs to be It is important that all employees have a clear understanding of the organization's vision and
Why acknowledged as an important part of the operation and receive adequate resources. Good strategy, with everyone working to common goals and objectives. A vision statement is not
knowledge of long-term strategy is a condition for employees to work consistently and be about what the company currently is, but what the company hopes to become. The
pro-active. organization's MP&L vision and strategy should be a fundamental part of the overall business
vision and strategy. As an example, the company may already meet the required standard in
customer support, but has a vision to move customer support to a higher level within a given
time period. For the MP&L process to be efficient and effective, the MP&L vision including
MMOG/LE, should be acknowledged as an important part of the operation and resources
allocated accordingly.
Assessment 1.1.1.1 A documented vision exists for the Materials Planning and Logistics function. A documented vision is in place for the MP&L function.
Assessment 1.1.1.2 A documented strategy exists with activities for implementing the Materials Planning and A documented strategy is in place for delivery of the MP&L vision.
Logistics vision.
Assessment 1.1.1.3 The Materials Planning and Logistics vision and strategy is linked to the organization's The MP&L vision and strategy is a fundamental part of the organization's overall business
overall objectives, including customer requirements and continual improvement. objectives, including customer requirements and continual improvement.
Assessment 1.1.1.4 The Materials Planning and Logistics vision and strategy is communicated and understood The MP&L vision and strategy are communicated to and understood by all employees within
within the organization. the organization.
Assessment 1.2.1 Objectives relative to the Materials Planning and Logistics function are defined, There is a process in place to define MP&L objectives. Objectives should be measurable,
communicated and understood within the organization. communicated, and understood within the organization.
Assessment 1.2.1 Objectives allow departments and employees to focus on areas of importance to achieve MP&L objectives should define the deliverables necessary to achieve the strategy in terms
Why customer satisfaction and the organization's Materials Planning and Logistics strategy. that can be quantified and measured and can provide a focus for departments and
employees to prioritize improvement activities. Key objectives could include customer
satisfaction, waste elimination, and internal and external supply chain performance.
Assessment 1.2.1.1 All objectives are measurable and consistent with the organization's Materials Planning and Objectives are documented, measurable, and consistent with the organization's MP&L
Logistics strategy. strategy.
Assessment 1.2.1.2 Objectives are accepted by all relevant functions and are clearly cascaded throughout the Objectives are accepted by all relevant functions and are clearly communicated throughout all
organization. levels of the organization.
Assessment 1.2.1.3 Objectives are reviewed with senior management at planned intervals. Objectives are reviewed with top management at planned intervals.
Assessment 1.2.2 Key Performance Indicators (KPIs) for all areas of the Material Planning and Logistics The organization shall have Key Performance Indicators (KPIs) defined and in place for key
processes shall be in place. areas of the MP&L process that support meeting both the organization's business objectives
and customer requirements.
Assessment 1.2.2 KPIs are used to identify the organization's current performance and areas for improvement. Defining, collecting, and analyzing KPI data assists the organization to determine the
Why effectiveness of the MP&L process. In addition, the process helps identify areas where
continual improvement can be made to achieve the organization's business objectives and/or
to satisfy customer requirements.

Assessment 1.2.2.1 Delivery performance to customer. The measurement is in accordance with customer Delivery performance to customer (e.g. customer performance rating, ship-to-schedule,
requirements. shipping discrepancies) shall be defined and measured.
Assessment 1.2.2.2 Supplier delivery performance. Supplier delivery performance metrics (e.g. on-time delivery, receipt discrepancies, ASN
accuracy) shall be defined and measured.
Assessment 1.2.2.3 Internal performance (plan vs. actual); e.g.: build to schedule, material handling. Internal performance metrics (e.g. build to schedule, labor performance, labor effectiveness)
shall be defined and measured.
Assessment 1.2.2.4 Lead times for all supply chain processes within the organization's responsibility (physical Lead times for all supply chain processes within the organization's responsibility (e.g.
and information). procurement, manufacturing, transport, schedule preparation) are defined and measured.
Assessment 1.2.2.5 KPI's for Material Planning and Logistics quality (e.g., incorrect/missing documentation, Metrics are defined to measure the quality of work within MP&L processes (e.g.
messages, packaging and labeling). incorrect/missing documentation, EDI system downtime, EDI error messages, packaging and
labeling errors).
Assessment 1.2.2.6 KPI's for Material Planning and Logistics ordinary and extraordinary costs (e.g., Premium Standard costs related to MP&L processes (e.g. freight, labor, packaging) and extraordinary
freight, packaging, handling and storage space). costs associated with inefficiencies (e.g. premium freight, overtime, damaged containers) are
identified and measured.
Assessment 1.2.2.7 Stock levels / stock turn broken down into raw material, WIP, finished goods. Inventory levels and/or turns are measured separately for raw material, work-in-process
(WIP), finished goods.
Assessment 1.3 1.3 Measurement, Analysis and Action Plans 1.3 Measurement, Analysis, and Action Plans
Assessment 1.3.1 Objectives are measured, analyzed, and action plans created where necessary. The organization has a process in place for monitoring, measuring, and analyzing MP&L
performance metrics on a regular basis to ensure customer satisfaction and that the
organization's objectives are met.
Assessment 1.3.1 Measurement and analysis is necessary to ensure awareness of current performance and to Regular review and analysis of metrics is essential to monitor progress and performance
Why engage employees in the improvement process. against objectives. Monitoring, measurement, and analysis of the MP&L processes are
necessary to demonstrate conformity and continually improve their effectiveness.
Assessment 1.3.1.1 Performance against objectives is monitored at planned intervals and reviewed with senior Performance against objectives is measured and reviewed with top management at planned
management. intervals.
Assessment 1.3.1.2 All relevant personnel/functions are informed about performance at planned intervals. Performance against objectives is communicated to all relevant personnel/functions at
planned intervals.
Assessment 1.3.1.3 A structured problem solving method is used to determine root cause(s) and prevent A structured problem solving process is in place to determine root cause and prevent the
recurrence of material problems. recurrence of any problems within the supply chain (e.g. material, delivery, logistics,
systems).
Assessment 1.3.1.4 Graphical analysis tools, (e.g., Pareto graphs) displaying historical and trend data are used Graphical analysis tools (e.g. pareto charts) displaying historical and trend data are used to
to track critical areas over time. track critical metrics over time.
Assessment 1.3.2 Corrective and preventive actions, identified by KPI analysis, to improve performance are There is a process in place to document, implement and verify the effectiveness of preventive
documented. and corrective actions for any deficiency within the MP&L process. The timing and status of
the corrective actions are reviewed with management to prioritize actions and provide the
necessary resources to achieve the results.
Assessment 1.3.2 Documentation helps to ensure that identified action plans have been successfully An effective corrective action process prevents recurrence of the issue, thus avoiding
Why implemented and results shared across similar processes. extraordinary cost and improving customer satisfaction. Formally documenting the corrective
action process provides a more controlled method for monitoring, implementing, and verifying
the results of the corrective action.
Assessment 1.3.2.1 The management prioritizes documented action plan items. The action plan includes the The action plan includes a description of the problem, root cause analysis, preventive and
action, responsibility, timing and allocated resource. corrective actions, timing, assigned responsibilities, and any additional required resources.
Management prioritizes preventive and corrective actions and provides the resources needed
to resolve each deficiency.
Assessment 1.3.2.2 Evaluations of corrective/preventive actions are performed at the conclusion of each action Preventive and corrective actions are evaluated at the conclusion of each action to determine
plan. The review shall be used to determine the effectiveness, the application to similar that the planned results have been achieved, the need for any further actions (e.g. update
processes and the need for any further action. work instructions), and if lessons learned can be applied to other processes.
Assessment 1.4.1 Continual improvement within the supply chain is driven through a well-established process. There is a process in place that engages management, employees and business partners in
continually improving the efficiency and effectiveness of the MP&L processes throughout the
entire organization and with all supply chain partners.
Assessment 1.4.1 Improvement activities throughout the supply chain are necessary in order to achieve overall The deployment of improvement activities throughout the supply chain is necessary in order
Why customer satisfaction. to increase efficiency, reduce waste and cost, and improve overall customer satisfaction. The
objective is to develop a continual improvement culture in all supply chain partners so that the
resulting processes are lean, stable, and sustainable.
Assessment 1.4.1.1 A defined process supported by management for continual improvement is used within the A continual improvement process is in place and used throughout the entire organization and
entire organization and with all supply chain partners. with all supply chain partners.

Assessment 1.4.1.2 Employees have a documented responsibility for and are allowed time to work on continual Employees at all levels of the organization actively participate in, and are allowed time to
improvement tasks. work on, continual improvement activities.
Assessment 1.4.1.3 The organization encourages employee involvement through an active suggestion program. The organization has a process in place that encourages employees and all supply chain
partners to submit proposals for continual improvement.
Assessment 1.4.2 There shall be a process to identify and take corrective actions on deficiencies and/or There is a process in place to identify and analyze constraints that limit the organization's
unstable processes found during internal assessments. ability to optimize throughput. Actions are taken to reduce, minimize, or eliminate constraints.
Assessment 1.4.2 For organizations to remain competitive and reduce cost, specific areas of improvement For organizations to remain competitive and reduce cost, specific areas of improvement need
Why need to be identified. to be identified throughout the supply chain. Listed in the criteria below there are
fundamental processes that should be evaluated by the MP&L function as a minimum
requirement. There may be additional constraints identified through the organization's
internal assessment process and/or continual improvement metrics.
Assessment 1.4.2.1 Bottle neck processes. There shall be a process in place to identify and, where appropriate, manage bottleneck
processes within the supply chain to maximize output while ensuring production and delivery
to the customer are not compromised.
Assessment 1.4.2.2 Production batch/lot sizes. Production batch/lot size is evaluated on a regular basis and is adjusted accordingly in
support of lean objectives.
Assessment 1.4.2.3 Set-up/Change-over times. Set-up/change-over time is evaluated on a regular basis and is adjusted accordingly in
support of lean objectives.
Assessment 1.4.2.4 Throughput time. Throughput time is evaluated on a regular basis and is minimized where possible.
Assessment 1.4.2.5 Reduction of complete physical inventories. Cycle counts are used to measure and improve the accuracy of perpetual inventory records,
reducing the need for inventory adjustments and/or physical inventory counts.
Assessment 1.5.1 Actions are taken to improve the relationship between all parties in the supply chain. There is a process in place to continually develop the relationship between all partners in the
supply chain.
Assessment 1.5.1 Why A strong and successful relationship requires mutual trust and understanding. Supply chain Successful supply chain relationships begin with mutual trust and respect. The development
optimization relies on organizations working together. process should consider customer expectations as well as aspects of corporate responsibility
such as social, environmental, economic, and legal requirements. Developing relationships
relies on organizations working together for mutual benefit and reward for the medium and
long term. The process provides a strong basis for responding to market conditions and
increasing competitiveness by continually examining the use and introduction of new
business techniques, processes, and technology.
Assessment 1.5.1.1 A structured approach is in use for development of all relationships. The organization has a documented policy for the continual development of all supply chain
partners.
Assessment 1.5.1.2 Action plans, processes and relationships of the parties in the supply chain are documented. Documented processes and action plans are in place to implement the continual
development policy with all supply chain partners.
Assessment 1.5.1.3 Methods of analysis are used to assess the supply chain: {e.g. SWOT analysis (Strengths, A formal method of analysis is used to assess all supply chain partners (e.g. SWOT analysis,
Weaknesses, Opportunities, Threats), Benchmarking, Business Networks} Benchmarking)
Assessment 1.5.2 Internal customer satisfaction objectives related to Materials Planning and Logistics are There is a process in place to continually develop working relationships with other functions
identified, measured and communicated within the organization. within the organization to ensure that overall business objectives are satisfied.
Assessment 1.5.2 Internal customer satisfaction is important for facilitating continuous improvement in Understanding, communicating, and satisfying the requirements of other functions are key
Why response to customer requirements. elements for developing internal relationships in order to achieve business objectives and,
ultimately, improving external customer service. In a typical organization, other functions can
be both an internal customer and a supplier. For example, Purchasing provides MP&L with
supplier purchase order information and MP&L provides Purchasing with supplier
performance metrics.
Assessment 1.5.2.1 Clear understanding of internal customer requirements. There is a process in place to identify, document, and communicate internal customer and
supplier requirements.
Assessment 1.5.2.2 Internal customer satisfaction is measured (e.g., press shop parts supplied to the assembly Internal customer satisfaction is monitored, measured, and analyzed (e.g. KPIs, internal
area). customer survey).
Assessment 1.5.2.3 Measurements are fully implemented, used and communicated to relevant functions. There is a process in place to continually develop working relationships between internal
customers and suppliers, and progress is reviewed on a regular basis.
Assessment 2.1.1 Materials Planning and Logistics processes are described starting from customer interface, The facility has an organizational structure that recognizes the importance of, and places
through internal production until supplier interface. appropriate emphasis on, supply chain processes.
Assessment 2.1.1 It is vital to gain an overall view and understanding of your own and your business partners It is vital to gain a clear understanding of the organizational structure and processes in order
Why processes in order to provide a good foundation for continuous improvement. to provide a solid foundation for achieving customer satisfaction, internal strategies and
objectives, and continual improvement.

Assessment 2.1.1.1 There is a documented organizational structure in place to ensure appropriate focus (e.g., There is a documented organizational structure in place to ensure there is sufficient focus
direct reporting to the senior management) and resources for all Materials Planning and and resource for all MP&L processes.
Logistics processes.
Assessment 2.1.1.2 Documentation exists (e.g., flow charts) describing the information flow of all Materials Documentation exists (e.g. flow charts) describing the information flow of all MP&L
Planning and Logistics processes, including interfaces with other functions and business processes, including interfaces with other functions and business partners.
partners.
Assessment 2.1.1.3 Documentation exists (e.g., flow charts) describing the physical flow aspect of all Materials Documentation exists (e.g. flow charts) describing the physical flow aspect of all MP&L
Planning and Logistics processes, including interfaces with other functions and business processes, including interfaces with other functions and business partners.
partners.
Assessment 2.1.1.4 There is an active document control procedure in place. (as defined within TS There is an active document control procedure in place (as defined within ISO/TS 16949).
16949/QS9000)
Assessment 2.2.1 Organizational procedures exist for all functions within Materials Planning and Logistics. Documented procedures are in place including the customer interface, internal production,
supplier interface, and all other partners in the supply chain.
Assessment 2.2.1 To ensure a standard way of working and help facilitate learning, it is important to have Documented procedures are important to facilitate training and ensure standardized
Why documented procedures. processes are in place in order to avoid disruptions in the supply chain.
Assessment 2.2.1.1 The organization has procedures, which are evaluated and implemented to ensure The organization has procedures, which are evaluated, implemented, and reviewed at regular
compliance with the Materials Planning and Logistics vision. intervals to ensure compliance with the MP&L vision, strategies, objectives, and processes.
Assessment 2.2.1.2 Documented procedures for all customer interface aspects of the Materials Planning and Documented procedures exist for all customer interface aspects of the MP&L process (e.g.
Logistics process exist (e.g., customer order planning, stock control, packaging procedures materials and logistics agreements, customer order planning, stock control, packaging
and transport management). procedures, and transport management).
Assessment 2.2.1.3 Documented procedures for all internal aspects of the Materials Planning and Logistics Documented procedures exist for all internal aspects of the MP&L process (e.g. assembly
process exist (e.g., assembly and production planning, material handling, stock control and and production planning, material handling, stock control, and warehousing including MRO
warehousing including MRO inventory). inventory).
Assessment 2.2.1.4 Documented procedures for all supplier interface aspects of the Materials Planning and Documented procedures exist for the interface with suppliers and other partners in the supply
Logistics process exist (e.g., supplier performance assessment, receipt of material, stock chain process (e.g. performance assessment of all partners, receipt of material, stock control,
control and requirement calculations). and requirement calculations).
Assessment 2.3.1 Resource flexibility and availability are optimized. A process exists to ensure adequate resources are in place and that availability and flexibility
are assured.
Assessment 2.3.1 It is essential that resources are optimized to fulfill capacity requirements of all the Materials It is essential that resources (e.g. employees, equipment) are optimized and adaptable to
Why Planning and Logistics operations. meet the requirements of all MP&L operations. Corporate responsibility regarding the
wellbeing of personnel should be in compliance with customer requirements for all classes of
employee (e.g. hourly, salaried, temporary).
Assessment 2.3.1.1 The organization has the ability to adapt its human resources in order to manage and The organization has the ability to adapt its human resources in order to manage and balance
balance workload (e.g., flexibility agreements, peak hours, absenteeism and different workload (e.g. flexibility agreements, peak hours, absenteeism, and different industrial
industrial calendars). calendars) in compliance with customer requirements.
Assessment 2.3.1.2 The organization conducts periodic reviews to ensure sufficient resources (e.g., space and The organization conducts reviews periodically and/or at key events (e.g. new product
equipment) are allocated for all Materials Planning and Logistics processes. introduction, significant changes in customer demand) to ensure sufficient resources (e.g.
space and equipment) are allocated for all MP&L processes.
Assessment 2.3.2 Contingency plans shall exist to avoid disruptions when something unexpected happens in Contingency plans shall exist to ensure continuity of supply following unplanned events within
the supply chain the supply chain
Assessment 2.3.2 Why Without contingency plans, any disruption within the Materials Planning and Logistics Contingency plans are used to avoid disruption within the supply chain (e.g. assembly line
process might endanger deliveries to the customer (including e.g., assembly lines, stoppages, labor disruptions, financial stress, supply chain security) and to support the
workshops). recovery process. Contingency plans should be short-term with a return to normal business
process as quickly as possible.
Assessment 2.3.2.1 The organization's contingency plans shall be implemented by a pre-determined function The organization's contingency plans shall be executed by a pre-determined function when
when an emergency occurs and the system shall be tested and validated periodically. an emergency occurs and the system shall be tested and validated periodically.
Assessment 2.3.2.3 Documented and proven procedures for all potential disruptions are identified with Documented and proven procedures for all potential disruptions are identified with
appropriate action and recovery plans, including production and data recovery (e.g., appropriate action and recovery plans, including production and data recovery (e.g.
computer/communication failures, industrial disputes, transport and production disruption). computer/communication failures, industrial disputes, transport and production disruption).
Assessment 2.3.3 A system exists for highlighting and communicating with both customers and suppliers within An internal process exists for highlighting and communicating any incident or deviation from
the plant, any incident or deviation from the production plan. the supply plan.
Assessment 2.3.3 Appropriate management of internal customers and suppliers should rely upon Appropriate management of internal customers and suppliers should rely upon
Why communication upstream and downstream of any incidents that could affect the normal communication upstream and downstream of any incidents that could affect the supply chain
production process. process.
Assessment 2.3.3.1 There are procedures in place to highlight and communicate incidents or deviations, (e.g., There is a communication process in place (e.g. formal meetings, reports) to highlight
schedule information, early warning of delays and stoppages), from the production plan, incidents or deviations from the supply plan (e.g. scheduling changes, early warning of delays
(e.g., regular meetings, reporting and ad-hoc meetings). and stoppages).

Assessment 2.4.1 Plans exist for the control and improvement of the work environment. A process exists for the control and continual improvement of the work environment.
Assessment 2.4.1 People are organizations' main asset, and the organization is responsible for providing safe People are the organization's main asset. Management is responsible for providing safe and
Why and healthy working conditions. healthy working conditions. The environment should provide a forum for effective
communication through all levels of the organization.
Assessment 2.4.1.1 All applicable safety and environmental regulations (including respective certification) have The organization performs regular reviews to ensure compliance with all applicable safety
been identified and met. and environmental regulations.
Assessment 2.4.1.2 Management are actively responsible for providing and improving the work environment Management is actively engaged in improving the work environment (e.g. 5S/C program,
(e.g., 5S/C program, ergonomic principles). ergonomic principles).
Assessment 2.4.2 The roles and responsibilities within the Materials Planning and Logistics function are clearly The roles and responsibilities within the MP&L function are clearly documented.
documented.
Assessment 2.4.2 Clearly defined roles and responsibilities reduce the risk of conflicts and define ownership of Clearly defined roles and responsibilities identify ownership of issues, improve customer
Why issues. satisfaction, reduce the risk of conflict, and assist human resources with finding qualified
candidates.
Assessment 2.4.2.1 Clearly defined job descriptions/skills matrices exist and are regularly reviewed and updated Job descriptions/skill matrices exist that include clearly defined roles and responsibilities,
for each key function within Materials Planning and Logistics. including internal and external customer requirements, and are regularly reviewed and
updated for each key function within MP&L .
Assessment 2.4.2.2 All key tasks have employee backups designated to manage workflow when the primary All key tasks have employee backups designated and fully trained to manage workflow when
employee is not available. the primary employee is not available.
Assessment 2.4.3 There is a process identifying current and required skills within the organization. There is a process in place to identify current and required skills for each position and
function within the MP&L department.
Assessment 2.4.3 Understanding the competence gap within the organization is important for improvement. Understanding the competence gap within the organization is important for improvement and
Why for supporting customer specific requirements (e.g., customer systems, container
management, engineering change control, etc.).
Assessment 2.4.3.1 The competence required for each position and function within the Materials Planning and The competence required for each position and function within the MP&L department has
Logistics department have been identified and documented. been identified and documented.
Assessment 2.4.3.2 The current competence level for each employee and function within the Materials Planning The current competence level of each employee and function within the MP&L department
and Logistics department have been identified and documented. has been identified and documented.
Assessment 2.4.3.3 The procedure for identifying training needs based on a gap analysis of current versus The procedure for identifying training needs based on a gap analysis of current versus
required skills, is documented, appropriately distributed and used for training required skills is documented, used for training recommendations, and communicated to the
recommendations. employee.
Assessment 2.4.3.4 Training objectives are clearly defined within the Materials Planning and Logistics strategy, Training objectives are clearly defined within the MP&L strategy, understood by all employees
understood by all employees concerned and monitored by management. concerned, and monitored by management.
Assessment 2.4.4 A training and development program exists for each employee in the Materials Planning and A training and development plan exists for each employee in the MP&L function.
Logistics function.
Assessment 2.4.4 A flexible and effective organization requires competent personnel. A flexible and effective organization requires competent and knowledgeable personnel to
Why support both internal and external customer-specific requirements.
Assessment 2.4.4.1 There is a process to ensure sufficient resources (e.g., relief cover/backup) are available to There is a process to ensure sufficient, fully trained resources are in place for all employees
support and implement the training needs identified. including new hires, relief coverage, and backups.
Assessment 2.4.4.2 Individual training and development plans exist for each employee. Individual training and development plans exist for each employee including education
opportunities offered within the industry and by the customer. The organization should
regularly assess new training requirements through internal, external, and industry websites,
manuals, and/or contracts (e.g. global terms and conditions).
Assessment 2.4.4.4 There is a process between employee and management to monitor the effectiveness of There is a process between employee and management to monitor the effectiveness of
training and to derive necessary actions. training and development plans and amend accordingly.
Assessment 2.4.5 Actions are taken to improve employee motivation and empowerment in the Materials A process is in place to assess and improve employee motivation and performance within the
Planning and Logistics function. MP&L function.
Assessment 2.4.5 To ensure employees are motivated to perform at their best, they need encouragement and Managers should provide feedback on the employee's performance in order to recognize
Why to feel that their efforts are worthwhile. outstanding achievement and/or to take corrective actions when improvement is needed.
The appraisal process is also an opportunity for the manager and employee to discuss issues
that could improve performance in the entire organization.
Assessment 2.4.5.1 The performance of the organization and Materials Planning and Logistics function is The performance of the organization and MP&L function is communicated to employees on a
communicated to employees on a regular basis. regular basis.
Assessment 2.4.5.2 Regular appraisal review and feedback is given to each employee (minimum once/year). There is a regular (minimum once a year) performance review process with the employee that
includes an evaluation of their performance against department and the organization's
objectives. Opportunities for professional development may also be discussed.
Assessment 2.4.5.3 Follow-up from appraisal review leading to the identification of improvement opportunities There is a process to develop action plans as a result of improvement opportunities and
and action plans exists on a regular basis. training needs that have been identified during the appraisal review.

Assessment 3.1.1 The organization's Materials Planning and Logistics function shall formally participate in, and The MP&L function shall formally participate in, and sign off, the Product Realization process.
sign off, the Product Realization process.
Assessment 3.1.1 The material organization's physical sign off verifies their involvement in the early stages of The material organization is involved in each stage (e.g., quoting, engineering) of the Product
Why the Product Realization process and therefore are prepared to support the organization at Realization process to ensure supply chain issues are addressed and parts are available for
the start of production. all phases of production (e.g. prototypes, preproduction, production).
Assessment 3.1.1.1 The Materials Planning and Logistics function shall participate in and sign off the Product The MP&L function shall participate in the Product Realization process to ensure all material
Realization process. planning and logistics requirements are addressed and all changes that affect the supply
process are planned, executed, and communicated in a synchronized manner (e.g. bill of
material (BOM), routings, effectivity dates, supplier notification, scheduling, shipping). Back-
up plans shall be in place to ensure continuity of supply.
Assessment 3.2.1 The organization shall perform a comparison of its resources against the customer's long, The organization shall perform a comparison of its resources against the customer's short-,
medium and short-term requirements. A process shall be in place that ensures prompt medium-, and long-term requirements for both production and service parts. A process shall
communication to the customer of any risk that could affect their operations. be in place that ensures prompt communication to the customer of any risk that could affect
their operations.
Assessment 3.2.1 A major goal of the scheduling system shall be to review customer requirements far enough A major goal of the planning system is to review customer requirements far enough in
Why in advance to detect potential problems in meeting those customer requirements. This advance to detect potential problems in meeting the demand for both production and service
process must occur in a timeframe that allows for corrective action and minimizes the impact parts. This process must occur in a timeframe that allows for corrective action and minimizes
to the customer. the impact to the customer.
Assessment 3.2.1.1 Comparison of resources versus customer requirements shall be reviewed upon receipt of Comparison of resources versus customer requirements shall be reviewed upon receipt of
forecast requirements (e.g., 830/DELFOR), comparing every week of the forecast (e.g., from forecast requirements (e.g. 830/DELFOR/planning release), comparing every week of the
week 3 to month 6 of the planning horizon) sent by customers. forecast sent by customers. Capacity planning volumes negotiated with the customer shall
also be incorporated in the capacity planning process.
Assessment 3.2.1.2 Resources versus customer requirements shall be reviewed upon receipt of shipping Resources versus customer requirements shall be reviewed upon receipt of shipping
requirements (e.g., 862/DELJIT), comparing daily ship requirement (usually current week requirements (e.g. 862/DELJIT/shipping schedules, 866/DELJIT/sequenced shipping
and week 2) sent by customers. schedules), comparing daily ship requirement sent by customers.
Assessment 3.2.1.4 Time and cost for administrative, (e.g., receiving, planning and despatch), and physical Resources for administrative (e.g. receiving, planning, and dispatch) and physical (e.g.
(e.g., loading, unloading of trucks) operations of the Materials Planning and Logistics loading, unloading of trucks) operations within the MP&L function, including time and cost,
function are quantified. are reviewed and incorporated in the capacity planning process.
Assessment 3.2.2 The organization's capacity planning process has the flexibility to ensure that the Product The organization's capacity planning process has the capability to ensure that the Product
Approval Process (PAP) requirements are available in a timely manner to support customer Approval Process (PAP) requirements are available in a timely manner to support customer
change-overs/launches. requirements.
Assessment 3.2.2 The organization's capacity planning process needs to be able to account for regular The organization's capacity planning process should account for production, service, and
Why production, as well as PAP requirements to ensure that production requirements are met. PAP requirements, to ensure that all requirements are met.
Assessment 3.2.2.1 PAP requirements are prioritized accordingly within the scheduling system. PAP requirements are incorporated into the capacity planning process and scheduled
accordingly.
Assessment 3.2.2.2 There is a process for building an inventory buffer of current parts prior to production time There is a process to ensure continuity of supply of the current part (e.g. inventory buffer) and
needed for new model parts approval/evaluation. to provide sufficient capacity for the development, production, and evaluation of new or
replacement parts.
Assessment 3.2.2.3 PAP reviews are held with the participation of Scheduling, Production, Material Control, Cross-functional PAP reviews are held on a regular basis to resolve issues with meeting
Engineering, etc. on a regular basis to resolve any issues with meeting customer customer requirements. Participants should include appropriate personnel from each
requirements. department (e.g. Scheduling, Production, Material Control, Engineering).
Assessment 3.2.3 The organization implements measures to minimize obsolescence of Raw Material, WIP and The capacity planning process considers balance-out parts to minimize obsolescence of raw
Finished Goods. material, WIP and finished goods.
Assessment 3.2.3 For obsolescence claims purposes, a process exists for recording and maintaining The proper management of balance-out parts avoids unnecessary cost such as the purchase
Why maximum material authorization from the customer. and/or overproduction of materials that would be obsolete.
Assessment 3.2.3.1 A process is in place to ensure there is sufficient lead-time for review and communication of A process is in place to ensure there is sufficient lead-time for review and communication of
running changes and balance-out parts to avoid purchasing and over-producing materials running changes and balance-out parts in the entire supply chain.
that would be obsolete.
Assessment 3.2.4.3 Documented agreements exist to ensure the supply of service/spare parts (e.g., minimum Documented agreements are in place to ensure the supply of service/spare parts (e.g.
order quantity, standard pack size). minimum order quantity, standard pack size).
Assessment 3.3.1.2 A set of parameters, (e.g., transport time, lead times, inventory levels, packaging), and A set of parameters, (e.g. transport time, lead times, inventory levels, packaging), and
internal production requirements, (e.g., supplier constraints, scrap rates set-up times), shall internal production requirements, (e.g. supplier constraints, scrap rates, set-up times), shall
be integrated into the production planning system. Update of parameters and requirements be integrated into the production planning system.
is made manually.
Assessment 3.3.1.3 A set of parameters, (e.g., transport time, lead times, inventory levels, packaging), and Operational parameters (e.g. transport time, lead times, inventory levels, packaging) and
internal production requirements, (e.g., supplier constraints, scrap rates set-up times), are internal production requirements (e.g. supplier constraints, scrap rates, set-up times) are
integrated into the production planning system. Update of parameters and requirements is integrated into the production planning system. The parameters and requirements are
made automatically. updated and integrated automatically.

Assessment 3.3.1.4 The production planning system is synchronized with all relevant internal (e.g. financial The production planning system is synchronized with all relevant internal (e.g. financial
reporting, shipping) and external (e.g. supplier schedules, lead logistics providers) systems. reporting, shipping, timekeeping) and external (e.g. supplier schedules, lead logistics
providers) systems.
Assessment 3.3.1.5 The production planning system and its parameters, (e.g., scrap rate, set-up time, lot size, The production planning system and its parameters, (e.g. scrap rate, set-up time, lot size,
etc.), are updated at planned intervals by a clearly defined responsibility. etc.), are updated at planned intervals.
Assessment 3.3.2 The internal production scheduling system supports lean manufacturing (e.g., pull systems). The internal production planning process supports lean manufacturing through the use of pull
systems that regulate the flow of material in a manufacturing process by replacing only what
has been consumed.
Assessment 3.3.2 To ensure production schedules reflect customer releases and shipping schedules. Pull systems are an economical approach to simplify the planning process, reduce inventory,
Why shorten and control lead times, and improve cash flow.
Assessment 3.3.2.1 Pull system concepts (such as Kanban) are utilized within the shop floor production planning Pull system concepts (e.g. kanban, min-max) are used within the shop floor production
process. planning process.
Assessment 3.3.2.2 A daily forecast schedule of part numbers and quantities due by date is utilized, integrating A process exists that uses forecast demand in the design of the pull system (e.g. kanban loop
pull system techniques into the production planning process. and lot sizes) and the parameters are reviewed at appropriate intervals.
Assessment 3.3.2.3 Pull system automatically offsets losses or gains based upon inventory verification. The pull planning process extends to suppliers.
Assessment 3.4.1 Customer order information shall be transferred directly into the organization's planning and Customer order information shall be transferred and integrated automatically into the
scheduling systems. organization's planning and scheduling systems.
Assessment 3.4.1 Why Direct electronic transfer of data will improve the efficiency and speed of communication, Direct electronic transfer of data improves the efficiency and speed of communication and
and reduces the possibility of error. reduces the possibility of error throughout the supply chain. Centralizing data provides the
means for a single source of information that can be accessed and used by relevant functions
to streamline the production planning process and facilitate decision making.
Assessment 3.4.1.1 Customer schedule information as well as internal production requirements shall be Customer order information as well as internal production requirements shall be automatically
automatically integrated into the organization's releasing system to avoid manual integrated into the organization's planning and scheduling systems including error
transference of data by using ODETTE/AIAG (or equivalent) electronic communication checking/validation (e.g. invalid part number, purchase order or customer site, cumulative
standards or any other web based electronic standard. quantity disagreement, incorrect customer set-up).
Assessment 3.4.2 The organization sets the timing of the Material Requirements Planning System (MRP) The organization sets the timing of the Material Requirements Planning (MRP) system
process to coincide with the receipt of the expected customer requirements. process to coincide with the receipt of the expected customer requirements.
Assessment 3.4.2 Why The MRP system should calculate the schedule based on the most current information The MRP system should calculate schedules (e.g. production, shipping, supplier) based on
available from the customer. the most current information available from the customer to ensure that any changes are
processed in a timely manner.
Assessment 3.4.2.1 MRP uses the most current customer requirements in the actual MRP run to calculate The most current customer requirements are integrated into the material planning process as
production operating plans. soon as possible.
Assessment 4.1.1 The organization maintains a process (eg: via a Trading Partners Agreement, Logistics The communication processes are defined and agreed to between the customer and supplier.
Agreement ) to ensure a co-operative communication based on actual and adequate The methods of communication are documented and readily available, fully operational, and
information for both parties. sustained between parties.
Assessment 4.1.1 Why To maintain customer relations, prevent misunderstandings and ensure continued business The methods of communication for day-to-day operations should be fully defined and
based on co-operative communication. documented in order to clarify roles and responsibilities, expectations, and commitments and
to avoid the possibility of misunderstandings and conflict. Ideally, the communication process
should be defined in a materials management and logistics agreement (e.g. AIAG/Odette
Global Materials Management and Logistics Agreement (GMMLA)).
Assessment 4.1.1.1 There are agreed contingency plans established between both parties to maintain There is a documented process that defines the level, frequency, and content of
permanent communication during bottle-neck situations. communication with the customer.
Assessment 4.1.1.2 The customers' goals regarding Materials Planning and Logistics performance are clearly The customer's expectations and requirements regarding MP&L are understood (e.g.
defined (e.g., Customer delivery instructions/schedules), visualized and followed-up by the schedule adherence, routing instructions, ASN performance), reviewed regularly, and
organization. communicated to the appropriate personnel.
Assessment 4.1.1.3 The organization provides for its customers a contact list containing name, function, method The organization provides its customer with a contact list comprising name, function, method
of communication (e.g., phone number, fax number, e-mail address, language spoken, of communication (e.g. phone number, fax number, e-mail address, etc.), hours of availability,
etc…), hours of availability and deputies/back-ups for each Materials Planning and Logistics and deputies/back-ups for each MP&L function. The organization possesses a reciprocal list
function. The organization possesses a reciprocal list of its customer's contact information. of its customer's contact information. The contact list is in the customer's preferred format
and the contact is able to communicate in the customer's preferred language.
Assessment 4.1.1.4 The contact list must support the entire scheduled operating hours of all customers. The contact listing covers the entire scheduled operating hours of the customer.
Assessment 4.1.1.5 There is a documented process (including process owner) for maintaining contact There is a documented process for reviewing and updating all contact lists (e.g. internal
information internally and updating the contact information on the customers' system. contact lists, customer contact lists) at regular intervals.
Assessment 4.1.2 The organization has the ability and, when available from a customer, shall receive The organization has the capability to electronically receive delivery forecasts and
electronically requirements planning and shipping information (EDI or web based tools). requirements via traditional EDI or web-based tools.

Assessment 4.1.2 Why Electronic data transfer reduces the possibility of a typographical error or incorrect Electronic transfer of data eliminates manual data entry errors and increases efficiency by
translation of data when human intervention is involved. Speed is increased by the conveying schedule information more quickly through the supply chain, thus reducing
electronic/mechanical transfer of data while reaction time updates in customer requirements reaction time and cost. The reduction of administrative tasks (e.g. re-keying customer
for pre-production, production and service parts is improved. schedules) allows resources to be more productive by working on other value-added
activities.
Assessment 4.1.2.1 Customer delivery forecasts (e.g., 830/DELFOR/planning releases) shall be automatically The organization has the capability to automatically integrate delivery forecasts (e.g.
integrated into the organization's planning system to avoid manual transference of data. 830/DELFOR/planning releases) into the planning system, when available electronically from
the customer. The automatic integration includes all sites involved in the manufacturing and
shipping process to the customer, including warehousing and 3rd party facilities.
Assessment 4.1.2.2 Customer delivery requirements (e.g. 862/DELJIT, shipping schedules, sequenced shipping The organization has the capability to automatically integrate delivery requirements (e.g.
schedules) shall be automatically integrated into the organization's planning system to avoid 862/DELJIT/shipping schedules, 866/DELJIT/sequenced shipping schedules) into the
manual transference of data. planning system, when available electronically from the customer. The automatic integration
includes all sites involved in the manufacturing and shipping process to the customer,
including warehousing and 3rd party facilities.
Assessment 4.1.2.3 Receipt and integration of electronic communication is in accordance with international Receipt and integration of electronic communication is in accordance with automotive industry
automotive guidelines (e.g., AIAG/Odette.) and, if necessary, customer specific guidelines (e.g. AIAG/Odette) and any customer-specific requirements.
requirements.
Assessment 4.1.3 The organization shall have a process to ensure that any potential problems that could The organization shall have a process to immediately communicate any potential problems
impact the customer operation are communicated as soon as they are identified. that could impact the customer's operation, including a proposed corrective action.
Assessment 4.1.3 Why For the supply chain to remain uninterrupted at all times, any problems with the customer Notifying the customer immediately provides the parties with the opportunity to collaborate on
must be resolved in a timely manner. a mutually acceptable solution to prevent interruptions in the delivery process.
Assessment 4.1.3.1 There shall be documented procedure in place for the Materials Planning and Logistics There shall be documented procedures in place to notify the customer and respond
personnel to notify the customer and respond immediately to any situation whether identified immediately to any situation that could negatively impact the customer's operation, whether
by the organization or the customer, that could negatively impact the customer's business. originated by the organization, customer, sub-supplier, sub-contractor, or service provider.
Assessment 4.1.3.2 Differences shall be resolved with the appropriate customer contact prior to shipment time if Deviations from customer requirements (e.g. quantity, transportation mode, packaging) shall
the agreed requirement cannot be met (e.g., transportation mode, quantity-shipped be resolved with the appropriate customer contact prior to shipment time.
discrepancies, packaging, etc…).
Assessment 4.1.3.3 The organization shall use interactive inventory management systems where they are The organization shall use all customer's business systems as required (e.g. inventory
available from the customer (e.g., DDL, Smart, other VMI systems). management, container management, capacity planning, supplier portals).
Assessment 4.2.1 The organization shall have a procedure for packaging development, coordinated with the The organization shall have a process in place that ensures packaging solutions are agreed
Product Approval Process. to by all involved parties and that the labeling meets the customer's specification.
Assessment 4.2.1 Why To ensure that the packaging efficiently supports material flow requirements as handling and Packaging and labeling solutions should support the efficient flow and identification of
distribution. material. Effective packaging facilitates efficient storage, transportation, and accessibility of
parts while providing protection and preventing deterioration. Labeling allows for visual
identification of material and supports automated data entry, thus increasing the accuracy of
data into the production planning and inventory management systems.
Assessment 4.2.1.1 The organization shall have a process and supporting documentation to define standard The organization shall have a process in place to develop and define labeling and packaging
packaging, (usually reusable container), and back-up packaging (usually expendable solutions for standard and back-up packaging, including pack size, in conjunction with all
containers), and pack size before start of production (e.g., agreements about packaging involved parties and before the start of production.
type and rules for use with customer, involvement of all internal departments connected with
the packaging process).
Assessment 4.2.1.2 Requirements for packaging development/specification is agreed and documented. There is a process in place to validate the packaging and labeling solution with all involved
parties. The process includes a formal sign-off with the customer for the packaging and
labeling solution.
Assessment 4.2.1.3 The organization periodically audits shipments and conducts a physical review of packaging The organization periodically audits shipments and conducts a physical review of packaging
to ensure compliance with defined packaging requirements. to ensure compliance with defined packaging and labeling requirements.
Assessment 4.2.1.4 Customer specific packaging is developed for integration into the manufacturing process All applicable manufacturing, storage, and shipping processes are considered when
(e.g., max. use of transportation conveyance, transport optimization). developing the customer packaging solution.
Assessment 4.2.1.5 When shipping runoff, pilot, PAP parts, the organization makes all shipments in assigned There is a process in place to validate the packaging and labeling solution prior to the start of
containers so that the customer can validate the container use in their material system. regular production by shipping prototype, pre-production, pilot, and PAP parts in assigned
containers.
Assessment 4.2.2 The organization manages the container process to ensure that the availability of The organization has a container management process in place to ensure availability of
returnable/non-returnable containers is adequate to support the material flow requirements, customer-approved containers to support the material flow requirements.
regardless of ownership.

Assessment 4.2.2 Why Adequate quantity and quality of returnable/non-returnable containers need to be available The organization should track the quantity, quality and location of containers to ensure that
to keep material protected as well as support any production needs. the customer-approved container is available at the right time, avoiding disruptions in the
production and shipping process. An effective container management process/system can
avoid extraordinary costs by preventing material damage, lost containers, and production
down-time.
Assessment 4.2.2.1 A documented control system exists for the procurement, allocation and monitoring of all A process agreed to by all parties is in place for the procurement, allocation and monitoring of
packing material (e.g., returnable containers, expendable packaging, dunnage, spacers). all packaging material (e.g. returnable containers, expendable packaging, dunnage, spacers).
The process includes a commercial agreement for back-up packaging.
Assessment 4.2.2.2 A documented and implemented process exists to ensure that returnable container The process ensures the right quantity and quality of returnable containers are available to
inventory and their availability in quantity and quality is adequate to cover customer meet customer requirements. Where there is a potential for a late delivery there is an
requirements. escalation process in place and preventive measures are taken.
Assessment 4.2.2.3 A documented, customer approved process exists in case of missing, damaged, dirty or The process includes the management of missing, damaged, dirty, or otherwise unsuitable
otherwise unsuitable packaging. packaging.
Assessment 4.2.2.4 There is a process to notify the customer for each shipment when alternative or back-up The process includes notifying the customer prior to shipping when alternative or back-up
packaging is used. packaging is used.
Assessment 4.2.2.5 A documented process for the storage of customer-supplied packaging is available and The process ensures that customer-supplied packaging is properly stored and managed
followed (e.g., suitable storage and cleaning facilities for returnable containers). based on customer requirements.
Assessment 4.3.1 The organization controls its processes to assure that the physical shipments correspond The organization has a shipping process that ensures dock operations are optimized and
with the customer demand. quantity shipped corresponds with customer requirements.
Assessment 4.3.1 Why To ensure accurate shipment, container and label information and any other necessary Missed or inaccurate shipments can result in premium freight, production disruption at the
documentation will fulfill customer requirements. customer, and/or negatively impacting the customer delivery/service rating.
Assessment 4.3.1.1 The implemented and documented process to detect quantity shipped discrepancies is The implemented and documented process to detect quantity shipped discrepancies is
automated (e.g., scan based shipment and loading control systems). automated (e.g. scan based shipment and loading control systems).
Assessment 4.3.1.1 The implemented and documented process to detect quantity shipped discrepancies is An automatic process is in place to detect potential shipping discrepancies based on the
automated (e.g. scan based shipment and loading control systems). customer's requirements (e.g. scanned quantity matches customer requirements in the
planning system).
Assessment 4.3.1.2 The organization ensures that any quantity-shipped disagreements with the customer are A process is in place to ensure the quantity-shipped discrepancies are reconciled quickly with
detected and reconciled in a timely manner without cost penalties to the customer. the customer, avoiding cost penalties to the customer.
Assessment 4.3.1.3 Dock operations (e.g., capacity of preparation areas, loading bays, limits of loading and Dock operations are optimized taking into consideration capacity of preparation areas,
unloading, rules of freight capacity, schedule of dispatch handling) are optimized, using dispatch schedule, rail docks, loading bays, limits of loading and unloading, freight capacity,
scheduled window times and carrier on-time performance is tracked. scheduled window times, carrier on-time performance, etc.
Assessment 4.3.2 The organization shall have a process to ensure complete and accurate data content and The organization shall have a process to ensure transport documents are completed
timely transmission of all Advanced Shipping Notices (ASN). according to customer, industry and government/international standards. Additionally,
Advanced Shipping Notices (ASNs) are accurate and transmitted in a timely manner.
Assessment 4.3.2 Why Advanced Shipping Notices (ASN) transmits relevant information to the customer so they Accurate and timely documentation helps to avoid delays and extraordinary costs in the
are aware of what the supplier has shipped and can plan accordingly. transportation of material, including any potential supply chain security and/or customs
issues. ASNs transmit information required by the customer so they are aware of shipments
that are in transit and can plan accordingly.
Assessment 4.3.2.1 The organization shall verify The shipping label shall be reconciled against the customer ship requirements. The data
a) The data contents of shipping labels at the last possible point in the shipping process to content of the shipping labels shall be verified at the last possible point in the shipping
assure consistency between container content, labels and documentation (the use of process, such as RFID or scanning, to ensure consistency between container content, labels,
electronic based support systems such as RFID or scanning is mandatory for some and documentation.
customers); and
b) The scanned shipping label reconciles against customer's delivery requirements.
Assessment 4.3.2.2 The organization shall ensure that the data content of all ASN's is complete and accurate in The organization shall ensure that the data content of all ASNs is complete, accurate and
accordance with customer requirements. When Master Labels are used, individual container processed in accordance with customer requirements. When master labels are used,
labels shall be reconciled to Master labels. individual container labels shall be reconciled to master labels.
Assessment 4.3.2.3 All shipments, including documentation and labeling, shall be prepared to customer, industry All shipments, including documentation and labeling, shall be prepared to customer, industry,
and government standards and requirements (e.g., customs handling) including carrier and government/international standards and requirements (e.g. customs handling, C-TPAT,
routings. PIP, AEO) including carrier routings.
Assessment 4.3.2.4 The shipment process shall ensure that each ASN is transmitted a the time of conveyance The shipment process shall ensure that each ASN is transmitted at the time of conveyance
departure. departure.
Assessment 4.3.3 The organization inspects and calibrates all shipment quantity-determination equipment at The organization inspects and calibrates at planned intervals all equipment used to determine
planned intervals to an acceptable accuracy level, as defined by the customer. the shipment quantity as agreed to with the customer.
Assessment 4.3.3 Why To ensure accurate shipment to the customer, all shipment determination equipment must When equipment is required to determine the shipment quantity, regular calibration is a
be calibrated at planned intervals. fundamental requirement to ensure accuracy.
Assessment 4.3.3.1 There is a procedure describing the proper use of shipment quantity-determination A procedure is in place that explains the proper use of equipment used to determine
equipment (e.g., scales, counters). shipment quantity (e.g. scales, counters), when required by the customer.

Assessment 4.3.3.2 All quantity-determination equipment is calibrated to a recognized standard at planned Equipment used to determine ship quantities is calibrated at planned intervals based on
intervals. recommended and/or customer standards.
Assessment 4.3.3.3 The inspection status and date for all quantity-determination equipment is clearly displayed The inspection status and date for equipment used to determine shipment quantity are clearly
on the equipment. displayed to the operator.
Assessment 4.3.3.4 An inspection schedule is created and one person has the responsibility of equipment There is a process owner assigned to manage the inspection schedule and ensure the
calibration. equipment is calibrated.
Assessment 4.4.1 The organization shall assure the transport of finished goods satisfies customer An assessment process is in place to ensure effective and efficient transportation of finished
requirements (e.g., carrier, mode, special equipment, cost responsibility). goods in compliance with customer, industry, and government/international requirements.
Assessment 4.4.1 Why To ensure transport to the customer according to agreed delivery agreements/conditions An efficient and effective transportation process provides the means for finished goods to be
with customer. delivered on-time, uninterrupted, undamaged, and at minimum cost. Considerations within
the assessment process should also include environmental aspects, customs requirements,
supply chain security, and performance measurements (examples available in Odette's Key
Performance Indicators for Carriers and LSPs guideline).
Assessment 4.4.1.1 For organization managed transportation the carrier/Lead Logistics Provider is selected and For customer-managed transportation, the organization shall participate in an ongoing
shall be assessed regarding logistics, flexibility and quality parameters. assessment process as requested by the customer (e.g. performance, cleanliness). For
supplier-managed transportation, a formal assessment process shall be in place (e.g.
AIAG/Odette Global Logistics Evaluation for Carriers and LSPs) which considers carrier, LSP
and/or Lead Logistics Provider (LLP) capability based on transportation mode, costs, logistics
flexibility, performance, quality, etc.
Assessment 4.4.1.2 Appropriate equipment (e.g., bracing, banding) is used to ensure the product is delivered to Appropriate equipment (e.g. bracing, banding) is used to ensure the product is delivered
the customer damage-free. undamaged to the customer.
Assessment 4.4.1.3 Transportation planning is included from beginning of the products life cycle and the
Transportation planning is initiated at the beginning of the product life cycle and the carrier,
carrier/Lead Logistics Provider is involved as early as possible (e.g., product development
LSP and/or LLP is involved as early as possible (e.g. product development process).
process).
Assessment 4.4.1.4 The organization has a process to plan transportation capacity together with the carrier/LLP The organization has a process in place to review on a regular basis transportation cost and
in line with its own processes and their capacities. capacity together with the carrier, LSP and/or LLP by sharing information (e.g. production
volumes, routings).
Assessment 4.4.1.5 The organization has established documented contingency plans in the event of failure of The organization has established and documented contingency plans in the event of a
transport, including quantified alternative methods of transport. transportation failure, including alternative methods of transport.
Assessment 4.4.2 Transportation capacity should be continuously reviewed and optimized. Transport utilization should be optimized and reviewed continually.
Assessment 4.4.2 Why Permanent management of transportation utilization will lead to cost reduction opportunities Optimized transport utilization will reduce costs and provide environmental savings (e.g.
as well as environmental savings. reduce CO2 emissions).
Assessment 4.4.2.1 The organization regularly explores opportunities to reload inbound conveyances with The organization regularly explores opportunities to reload inbound conveyances with
outbound product. Empty transportation capacities (both inbound and outbound) are outbound product. Underused capacities (both inbound and outbound) are recorded and
captured daily. Quarterly (or more frequent) reviews are established to ensure transportation reviewed regularly to drive the transport optimization process.
optimization.
Assessment 4.4.2.2 FIFO practices are used to minimize potential detention and demurrage related charges on Inbound and outbound conveyances are managed on a First In First Out (FIFO) basis in
inbound and outbound conveyances. order to avoid excess cost (e.g. demurrage).
Assessment 4.5.1 The organization has a process to assess customer satisfaction whether or not the customer The organization has a process to measure and improve overall customer satisfaction.
provides feedback.
Assessment 4.5.1 Why Superior Materials Planning and Logistics performance will ensure customer satisfaction, The measurement of customer satisfaction is fundamental in identifying areas for business
which will lead to a long-term business relationship. improvement. The process should ensure all customers are treated equally so that any
significant impact with one customer does not negatively impact another customer. High
levels of customer satisfaction impact the organization's overall reputation and is important in
developing successful, proactive and long-term business relationships.
Assessment 4.5.1.1 Based on the customer's feedback or industry standards, the organization develops A process is in place to determine, measure, and continually improve customer satisfaction.
measures to improve customer satisfaction. Where feedback is not automatically given from
the customer, the organization solicits this information.
Assessment 4.5.1.2 The organization has a process to regularly assess its performance to all of its customers. The customer satisfaction and improvement processes are applied equally to all customers.
Assessment 4.5.1.3 The measures are regularly reviewed internally by the management (e.g., warning of unfilled Customer satisfaction results are published and reviewed internally at regular intervals by
requirements) and externally (e.g., Logistics performance measures), as required with the management and with the customer, as required. The results are presented visually using
customer. An adequate visualization method (e.g., customer satisfaction monitor, charts, charts, graphs, monitors, etc.
graphs) is used.
Assessment 5.1.1 There shall be a process/method in place to ensure all parts are labeled accurately and The organization shall have a process in place to ensure all material is labeled accurately and
identified easily. identified clearly at all stages in the supply chain.

Assessment 5.1.1 Why Material that is improperly identified could result in misplaced material, lost time and/or Material that is properly identified reduces the risk of misplaced material, delays, and/or
production disturbances. production disruptions.
Assessment 5.1.1.1 The organization shall have a process to correctly identify all material, including in-process The organization shall have a process in place to correctly identify all material from the point
material and including direct marking when needed. of receipt to final shipment, including direct marking when needed.
Assessment 5.1.1.2 The organization shall have a process to ensure part's labels are available at the The organization shall have a process in place to ensure part's labels are available at the
appropriate time and are applied correctly. appropriate time and are applied correctly.
Assessment 5.1.1.3 The organization shall have a process to clearly identify all storage locations accurately. The organization shall have a process in place to accurately and clearly identify all storage
locations (e.g. signage, rack labels).
Assessment 5.1.1.4 The organization shall have a process to assure the appropriate identification of all unusable The organization shall have a process in place to ensure the appropriate identification of all
or damaged material (scrap, returns, rejections, etc…). unusable or damaged material (e.g. scrap, returns, rejections).
Assessment 5.1.1.5 Bar codes are used to identify and trace material where appropriate. Bar coding/RFID is used internally to identify and trace material.
Assessment 5.2.1 The organization has one integrated system encompassing both perpetual inventory and The organization has a single integrated system encompassing both perpetual inventory and
associated financial functions (e.g., "one set of books"). associated financial functions (e.g. "one set of books").
Assessment 5.2.1 Why To ensure that inventory transactions and balances are accounted for properly. The same inventory transaction is used to update both the materials management and
accounting systems to ensure appropriate business decisions are made.
Assessment 5.2.2 There are systems in place that facilitate access to and management of all types of There is a process in place that controls the storage conditions and access to all stages of
inventory - finished goods, Works-in-Process (WIP), and raw material. inventory: finished goods, WIP, and raw material.
Assessment 5.2.2 Why To properly support the planning process stock management systems must be in place to Optimal conditions for the storage of inventory should be in place in order to avoid loss and
ensure ready access to material. consequential cost due to damage, deterioration, or theft.
Assessment 5.2.2.1 The organization has a process that facilitates management of all types of inventory, in- The organization has processes in place that control the storage of inventory at all stages, in-
house and off-site. house and off-site.
Assessment 5.2.2.2 The organization has visual controls in place to support inventory management (designated The method of storage supports visual management of material (e.g. minimum and maximum
storage, minimum and maximum levels). levels).
Assessment 5.2.2.3 The storage environment is appropriately controlled for material on hand, ensuring that all There is a controlled storage environment that ensures all parts are protected against
parts have sufficient protection. damage and deterioration.
Assessment 5.2.2.4 The organization has a process to safeguard easily damaged material and high theft The organization has a process in place to safeguard fragile, hazardous, and/or high theft
material. material.
Assessment 5.2.2.5 Obsolete material is stored in designated areas and is reviewed at defined intervals for Obsolete, scrap, reject, and return material is stored in clearly identified designated locations.
potential rework, salvage and for claims purposes, and disposed of in a timely manner.
Assessment 5.2.3 The organization has a process to optimize the material flow. The primary objective of a lean manufacturing/material flow process is to minimize lead time
and costs while creating flexibility within the supply chain. As long as there is a need to move
parts from one location to another, there will be the opportunity to eliminate waste in the
material flow process.
Assessment 5.2.3 Why The primary objective of a lean manufacturing/material flow process is to efficiently and The primary objective of a lean manufacturing/material flow process is to minimize lead time
effectively support the needs of the organization. As long as there is a need to move parts and costs while creating flexibility within the supply chain. As long as there is a need to move
from one location to another there will be the opportunity to eliminate waste in the material parts from one location to another there will be the opportunity to eliminate waste in the
flow process. material flow process.
Assessment 5.2.3.2 The organization has a process to optimize the material flow for new and current parts and The organization uses lean techniques (e.g. value stream mapping) to optimize the material
production processes. flow for new and current parts and production processes.
Assessment 5.2.3.3 The organization's material flow is designed to facilitate accurate tracking. The organization's material flow is designed to facilitate accurate tracking and recording (e.g.
reporting of inventory at key production points, use of scanning techniques such as RFID or
bar coding).
Assessment 5.2.3.4 The organization's material flow is designed to minimize handling and transportation costs. The organization's material flow is designed to minimize handling and transportation (e.g.
one-piece flow, cellular manufacturing, use of milk runs, load consolidation)
Assessment 5.2.4 The organization has a process that ensures that all material records are maintained and The organization has a process that ensures that all material records are maintained and
accurate, and deviations investigated and corrected. accurate; deviations are investigated and corrected.
Assessment 5.2.4 The organization has a process that ensures that all material records are maintained and The organization has a process in place that ensures material records are maintained
accurate; deviations are investigated and corrected. accurately and discrepancies are fully investigated and corrected in a timely manner.
Assessment 5.2.4 Why To ensure customer product availability and to minimize stock errors it is necessary to have The maintenance of accurate stock records is a prerequisite to ensuring the availability of
a stock control system. Efficient stock control procedures reduce the risk of obsolescence, product for the customer and avoiding production line disruptions. Effective control
stock balance errors and the costs of administration and quality problems. A correct stock procedures reduce the risk of stock errors and the consequential impact of excess inventory
balance is a prerequisite for reliable material supply to production. and obsolescence or conversely, insufficient material to support customer requirements. The
visibility of stock balances to all relevant parties is important for taking actions in a timely
manner.
Assessment 5.2.4.1 There is a process in place to ensure accurate stock balance of all inventory types (e.g., There is a process in place to ensure accurate stock balance of all inventory types (e.g.
finished goods, scrap) and that these stock balance figures are accurately updated in the finished goods, WIP, purchased parts, scrap) and transactions are updated correctly in the
organization's systems in a timely manner. organization's system in a timely manner.
Assessment 5.2.4.2 The organization has a process that ensures the structure of the Bill of Material (BOM) The organization has a process that ensures the structure of the BOM records is accurate
records are maintained and are accurate. Any deviations are investigated and reflected and maintained in a timely manner. BOM deviations are investigated and the impact on
accurately in perpetual inventory records. inventory balances is corrected through the perpetual inventory process.

Assessment 5.2.4.3 Records are maintained, compared to schedule, and information supplied to all appropriate All stock records are visible to all relevant parties.
persons, for evaluations of important material processes for the organization.
Assessment 5.2.4.4 The organization has a process to ensure physical inventory counts, when performed, are The organization has a process in place to ensure accurate physical inventory counts are
done accurately and reported in inventory records. These inventory counts are performed taken and the results are recorded. The inventory counts for each part are performed with
with an adequate frequency for every part, depending on volume value, waste percentage, adequate frequency depending on usage/volume value, waste percentage, etc.
etc.
Assessment 5.2.4.5 The organization has error reduction tools (e.g., visual controls, bar coding, elimination of The organization uses techniques (e.g. visual controls, bar coding, elimination of manual
manual entry) for part storage, part movement and accurate inventory records. The tools entry) that eliminate inventory errors. The tools are evaluated periodically.
are evaluated periodically.
Assessment 5.2.4.6 The organization shall archive material records for the appropriate length of time (retention The organization archives material records as defined by the customer or for a time period
requirements). These records must be retrievable and readable. relevant to any potential disputes. The archived records should be easily retrievable and
readable.
Assessment 5.2.5 The organization has a process in place to coordinate "phased out" inventories (e.g., those The organization has a process in place to coordinate "phased-out" inventories (e.g. those
affected by engineering changes and programs that are being phased out) with both affected by engineering changes and programs that are being phased out) with both supplier
supplier and customer. and customer.
Assessment 5.2.5 Why To manage risk and avoid obsolescence costs. During engineering change and product phase-out, it is imperative to know and respond to
the level of stock in the whole supply chain to avoid the risk of obsolescence and associated
waste and cost.
Assessment 5.2.5.1 The organization has a process in place to coordinate accurately "phased out" inventories The organization has a process in place to accurately coordinate "phased-out" inventories in
with suppliers. a timely manner with suppliers.
Assessment 5.2.5.2 The organization has a process in place to coordinate accurately "phased out" inventories The organization has a process in place to accurately coordinate "phased-out" inventories in
with customers. a timely manner with customers.
Assessment 5.2.5.3 The scheduling system automatically considers phased out items in order to schedule to the The scheduling system automatically considers phased-out items in order to schedule to the
customer's final release (e.g., piece vs. standard pack) to avoid over-run. customer's final release to avoid over-run (e.g. discrete quantity vs. standard pack).
Assessment 5.2.6 The organization has a process to continuously evaluate and optimize inventory buffers. The organization has a process to continually evaluate and optimize inventory buffers.
Assessment 5.2.6 Why To ensure both customer satisfaction and cost efficiency, the levels of inventory should be To ensure both customer satisfaction and cost effectiveness, the levels of inventory should be
carefully considered for every part to ensure that stock levels can be kept at a low level carefully considered for every part to ensure that stock levels are minimized without any risk
without any risk to deliveries to customers. to deliveries to customers.
Assessment 5.2.6.1 The organization has a process to continually evaluate, and adjust if necessary, inventory The organization has a process to continually evaluate and, if necessary, adjust inventory
buffers. buffers.
Assessment 5.2.6.2 The evaluation process considers all factors influencing the need for inventory buffers, (e.g., The evaluation process considers all factors influencing the need for inventory buffers, (e.g.
demand variability, process capabilities, internal transport and warehousing situation, demand variability, process capabilities, internal transport and warehousing situation,
customer safety stock requirements, different industrial calendars, etc...). customer safety stock requirements, different industrial calendars, etc.).
Assessment 5.2.7 The organization shall have a process to identify and route defective/obsolete material in a The organization shall have a process in place to identify and route defective or obsolete
timely manner. This process shall ensure that defective/obsolete material is segregated and material in a timely manner. This process shall ensure that defective or obsolete material is
disposed of properly (e.g., reworked or scrapped). segregated, reworked, and/or disposed of properly in order to minimize cost.
Assessment 5.2.7 Why To ensure that any defective/obsolete parts are segregated from production material. The process for handling defective or obsolete parts shall ensure material is segregated from
production in order to prevent unauthorized routing or distribution of material.
Assessment 5.2.7.1 The organization shall have a process that ensures defective/obsolete material is contained, The organization shall have a process in place that ensures all defective or obsolete material
segregated, reworked or disposed of properly. is contained, segregated, reworked and/or disposed of properly. The disposal of material and
any claims shall be in accordance with customer requirements.
Assessment 5.2.7.2 Determinations and material movements are made in a timely manner. The process ensures defective or obsolete material is reworked or disposed of in a timely
manner.
Assessment 5.3.1 The organization shall manage engineering revision levels with documented procedures for The organization shall have a documented process for managing engineering change
customer, supplier, and internal changes. throughout the supply chain.
Assessment 5.3.1 Why Parts changes can disrupt normal production flow and delivery to the customer if not The effective management and implementation of engineering change ensures the correct
properly managed. part or level is produced and delivered to the customer and minimizes obsolescence and
warranty costs.
Assessment 5.3.1.1 A formal engineering change/sign-off review shall exist to ensure that all changes which The MP&L function shall participate in the engineering change process to ensure all material
affect the materials planning and Logistics process are planned, performed and planning and logistics requirements are addressed and all changes that affect the supply
communicated in a synchronized manner, (e.g., process sign-off sheet with Bill of Material process are planned, executed, and communicated in a synchronized manner (e.g. BOM,
(BOM) review, routing changes, effective dates, notification to suppliers, scheduling, routings, effectivity dates, supplier notification, scheduling, shipping). Back-up plans shall be
shipping). in place to ensure continuity of supply.

Assessment 5.3.1.2 There is a formal review process for proposed engineering changes to evaluate the impact The MP&L function participates in the review process for proposed engineering changes to
on manufacturing operations, physical material flow and delivery. evaluate the impact on manufacturing operations, material flow, and delivery.
Assessment 5.3.1.3 All affected parties are represented in the review (e.g., Materials, Engineering, Suppliers, All internal and external stakeholders are represented in the review (e.g. Engineering,
Customer) and the results are communicated to all affected parties. Production, suppliers, customer) and the results are communicated to all affected parties.
Assessment 5.3.1.4 All affected personnel understand engineering change procedures internally, and at the The organization has assigned personnel who understand the engineering change
supplier and customer facilities. These procedures are reviewed on a regular basis for procedures internally and at the supplier and customer facilities. The procedures are
effectiveness and potential process improvements. reviewed on a regular basis for effectiveness and potential process improvements.
Assessment 5.3.1.5 There is a process for ensuring that inbound material has adequate revision control, There is a process in place to ensure revision control is executed on inbound material from
including labels with revision level if applicable, and all material personnel understand the the supplier, including part labeling at the correct revision level and signage to alert the
process. change. All relevant internal and supplier personnel understand the process.
Assessment 5.3.2 The organization manages the life cycle of tools to ensure customer requirements at all The organization manages the life cycle of tooling to ensure customer requirements can be
stages of production. satisfied at all stages of production.
Assessment 5.3.2 Why In order to support customer orders for service/spare parts, tools must be capable of In order to support customer orders for service/spare parts, tools must be capable of
producing past model parts. producing parts for current and/or past models.
Assessment 5.3.2.1 There is a documented, implemented and periodically evaluated process, which tracks a There is a documented process in place that manages and records a tool's lifecycle (e.g.
tool's lifecycle (e.g., current status, rework history, ownership, authorizations, BOM item current status, rework history, ownership, authorizations, part assignment, part branding).
link).
Assessment 5.3.2.2 There is a sub-process for evaluating tool disposition when related to past models or There is a process in place to determine when a tool is no longer required and the method of
inactive parts. disposal.
Assessment 5.3.2.3 There is a sub-process, which tracks customer authorizations for reworking or disposing of There is a process in place that tracks customer authorizations for the rework or disposal of
tools. tools.
Assessment 5.3.3 The organization shall use a process to obtain written customer authorization for deviation The organization shall have a process in place to obtain written customer authorization
whenever the product or process is different from that currently approved through Product whenever the product or process deviates from that which is currently approved through the
Approval Process (PAP). Product Approval Process (PAP).
Assessment 5.3.3 Why Both parties approve material produced during the initial PAP. Form, fit and function Product or process changes by the organization could have a negative impact on the quality
requirements can be affected by changes to the product or process changes. of the part (e.g. form, fit, and function) and/or the cycle time to produce the part.
Assessment 5.3.3.1 There shall be a process in place to obtain documented authorization from the customer There shall be a process in place to obtain formal authorization from the customer whenever
whenever the product or process deviates from that, which was approved through PAP. the product or process deviates from that which was approved during PAP.
Assessment 5.3.3.2 There is a process in place to ensure that all appropriate material personnel are aware of There is a process in place to ensure that all relevant personnel are notified of the start and
the expiration date for the deviation. end date of the approved deviation.
Assessment 5.3.3.3 Each time a deviation is requested, there is a clear plan to ensure eventual compliance with For each deviation request, a corrective action and timing plan is in place to ensure eventual
the original or superseding specifications. compliance with the original or superseding specifications.
Assessment 5.4.1 Where regulation and/or the customer requires traceability, a system that supports lot and/or A lot or serial traceability process shall be in place as required, which meets customer,
serial traceability shall be in place. industry, government, and/or international standards.
Assessment 5.4.1 Why When failures occur, it is vital to be able to contain the issue to protect the customer, When an issue occurs (e.g. safety, quality), it is vital to be able to contain the problem,
establish the cause and apply corrective measures in a timely manner. establish the root cause, and apply corrective measures in a timely manner. The traceability
process provides the means to safeguard the consumer and minimize warranty and potential
legal costs.
Assessment 5.4.1.1 There shall be a process in place that supports government mandated traceability, including There shall be a process in place that satisfies customer, industry, government and/or
reporting to the customer, for all affected parts (e.g., TREAD Act) internationally mandated traceability standards, including reporting requirements, for all
affected parts (e.g. Transportation Recall Enhancement, Accountability and Documentation
(TREAD) Act, Federal Motor Vehicle Safety Standard (FMVSS), End of Life Vehicle (ELV)).
Assessment 5.4.1.2 There is a process for controlling partial lots, which are identified appropriately and There is a process in place to ensure that lot, partial lot, and/or serial traceability is managed
accounted for accurately, (e.g., separated from other products). according to customer, industry, government, and/or international standards. This may
involve traceability of individual part/pallet/batches for all stages of inventory (finished goods,
WIP, raw material).
Assessment 5.4.1.3 The collection, recording and tracking of lot, partial lot and/or serial traceability data is Collecting, recording, and tracking of lot, partial lot, and/or serial traceability data are
automated (e.g. bar coding, RFID). automated (e.g. bar coding, RFID).
Assessment 5.4.1.4 The lot and serial traceability process supports historical tracking to the level required by The organization retains traceability records for a period as defined by the customer, industry,
regulation or the customer. government, and/or international standard. The records are easily retrievable and readable.
Assessment 6.1.1 Materials Planning and Logistics criteria is considered when selecting suppliers or other The requirements of the MP&L function are considered when selecting suppliers,
business partners for new or existing products or services. subcontractors, or service providers for new or existing products or services.
Assessment 6.1.1 Why A strong supply chain requires well-functioning organizations not only in the first tier, but The selection of capable and agile suppliers who can demonstrate their ability to manage
also in every link of the chain. All important aspects, including quality, cost and delivery is quality, cost, and delivery performance is extremely important in the development of an
necessary for a well-functioning supply chain. effective and efficient supply chain.

Assessment 6.1.1.1 The Global MMOG/LE (or equivalent) is used as part of the selection process of suppliers The Global MMOG/LE (or equivalent) assessment is used as part of the supplier,
and sub-contractors, and the results are communicated to all involved. subcontractor, and service provider selection process and the results are communicated to all
relevant parties.
Assessment 6.1.1.2 The purchasing decision process includes participation from the Materials Planning and The supplier, subcontractor, and service provider selection process includes participation
Logistics function including the results from the MMOG/LE (or equivalent) document. from the MP&L function, and the results from the MMOG/LE (or equivalent) assessment is a
significant input in the decision.
Assessment 6.2 6.2 Materials Planning and Logistics Agreement/Instruction 6.2 MP&L Agreement
Assessment 6.2.1 Documented agreement/instruction shall exist with suppliers and sub-contractors/outside A formal MP&L agreement shall exist with suppliers, sub-contractors and service providers.
processors regarding Materials Planning and Logistics.
Assessment 6.2.1 Why To avoid misunderstandings and to make expectations and responsibilities clear among the The day-to-day operational relationship shall be properly defined and documented in order to
parties involved. clarify roles and responsibilities, expectations, and commitments and to avoid the possibility
of misunderstandings and conflict. Use of the AIAG/Odette Global Materials Management
and Logistics Agreement (GMMLA) or equivalent is recommended.
Assessment 6.2.1.1 Procedures shall exist where any deviations from the Materials Planning and Logistics A formal MP&L agreement is in place specifying the responsibilities and procedures of the
instructions are immediately investigated, communicated and rectified by the supplier. relationship and is approved by all parties before the first delivery; deviations from the MP&L
agreement are immediately investigated, communicated and rectified.
Assessment 6.2.1.2 A regularly revised document exists for all suppliers, sub-contractors and logistic providers, A process is in place to ensure the MP&L agreement is regularly reviewed and revised as
specifying the responsibilities and procedures of the relationship, agreed by all parties necessary.
before the first delivery.
Assessment 6.2.1.3 The agreement specifies communication procedures including language and contacts within The MP&L agreement specifies the language to be used for all forms of communication,
all functions. including corporate and day-to-day operations.
Assessment 6.2.1.4 The MP&L agreement stipulates operational conditions, such as capacity, production The MP&L agreement stipulates operational conditions such as capacity, production
flexibility, packaging, labeling and shipping specifications. flexibility, packaging, labeling, and shipping specifications.
Assessment 6.3.1 A method of communication exists between suppliers, sub-contractors and logistic providers A process is in place for two-way communication with suppliers, sub-contractors, and service
covering day to day issues and emergency situations. providers to resolve day-to-day issues and emergency situations.
Assessment 6.3.1 Why For the supply chain to remain uninterrupted at all times, it is important that empowered The methods of communication for day-to-day operations should be fully defined and
personnel from key areas can be contacted at all times. documented in order to clarify roles and responsibilities, expectations, and commitments and
to avoid the possibility of misunderstandings and conflict.
Assessment 6.3.1.1 The organization should receive a contact list from its suppliers that includes the name, The organization receives a contact list from its suppliers, sub-contractors, and service
function, method of communication (e.g. phone number, fax number, e-mail address, providers comprising name, function, method of communication (e.g. phone number, fax
language spoken, etc.), hours of availability and deputies/back-ups for each MP&L function. number, e-mail address), hours of availability, and deputies/back-ups for each MP&L
The organization provides a reciprocal list to its suppliers. function. The supplier, sub-contractor, or service provider is provided with a reciprocal list of
the organization's contact information. The contact list is in the organization's preferred
format and the contact is able to communicate in the organization's preferred language.
Assessment 6.3.1.2 The organization receives from its suppliers a contact list containing name, function, There is a procedure in place to ensure that the suppliers, sub-contractors, and logistics
method of communication (e.g., phone number, fax number, e-mail address, language providers notify the organization if there is a deviation from the organization's requirements.
spoken, etc…), hours of availability and deputies/back-ups for each Materials Planning and
Logistics function. The organization provides a reciprocal list to its suppliers.
Assessment 6.3.1.3 Methods of communication, including contingency, have been agreed upon (e.g., phone call, Methods of communication have been agreed to, including contingency (e.g. phone call, e-
e-mail, etc…). mail).
Assessment 6.3.1.4 Information on inbound shipment is used to detect material shortages. The planning system has the capability to detect automatically material shortages upon
receipt of the ASN.
Assessment 6.3.2 Procedures for data exchange shall be implemented with Suppliers and Logistics providers. A process for electronic data exchange shall be in place with suppliers, sub-contractors and
logistics providers.
Assessment 6.3.2 Why A fast, reliable, integrated, exact and standardized information flow is necessary to reduce Fast, reliable, and integrated exchange of data significantly improves accuracy, flow, and
lead times both in the physical and the administrative flow. visibility of information and reduces lead times, administration, and costs. The real-time,
automatic exchange of information allows the organization and its suppliers, sub-contractors,
and service providers to respond more quickly by having greater visibility and thus reduce
inventory.
Assessment 6.3.2.1 The organization shall have the capability to send and receive electronic communication in The organization exchanges electronically relevant materials and logistics information (e.g.
accordance with customer requirements and relevant industry standards. Traditional EDI or planning release, delivery schedules, ASNs) with suppliers, sub-contractors, and service
Web-based EDI are acceptable means of electronic communication. E-mail and Fax are not providers. Traditional EDI or web-based solutions are acceptable means of electronic
acceptable means of electronic communication. communication; e-mail and fax are not acceptable means of electronic communication.
Traditional EDI data shall use an industry standard, non proprietary format. Web-based
solutions shall be in compliance with customer requirements.

Assessment 6.3.2.2 Electronic communication shall be implemented, including sending and receiving capabilities For suppliers, sub-contractors and logistics providers who are not currently EDI (traditional or
with suppliers, sub-contractors and logistics providers. There is a timeline in place, in web-based) capable, there is an implementation action plan in place, in accordance with
accordance with customer requirements, to establish electronic communications with customer requirements.
suppliers, sub-contractors and logistics providers that are not currently able to send and
receive an electronic format. Traditional EDI or Web-based EDI are acceptable means of
electronic communication. E-mail and Fax are not acceptable means of electronic
communication.
Assessment 6.3.2.2 For suppliers, sub-contractors and logistics providers who are not currently EDI (traditional The extent to which traditional EDI or web-based solutions is used with sub-suppliers is in
or web-based) capable, there is an implementation action plan in place, in accordance with compliance with customer requirements (e.g. all sub-suppliers, critical commodities, purchase
customer requirements. value, part volume).
Assessment 6.3.2.3 Shipment notification messages are integrated in the receiving system without manual ASNs are transmitted at the time of conveyance departure, and the content of the ASNs is
intervention. automatically entered and processed, without manual intervention, into the organization's
system (e.g. receiving, inventory, accounts payable).
Assessment 6.3.2.4 The accuracy of information transmitted and received is verified and corrective actions taken The organization has a process in place to verify the accuracy of information transmitted and
if necessary. (e.g..: delivery requirements, ASN's, etc.) received (e.g. planning and shipping schedules, ASNs) and initiate corrective action if
necessary.
Assessment 6.3.2.5 Transmission frequency and planning horizons are adequate for the commodity produced Transmission frequency and planning horizons are adequate for the total lead time of the part
and accounts for the lead times of purchased parts and material. or commodity.
Assessment 6.4.1 There is a documented procedure for packaging development. There is a process in place that ensures packaging solutions are agreed to by all involved
parties and that the labeling meets the organization's specification.
Assessment 6.4.1 Why Appropriate packaging and unit loads ensure transport handling and cost efficiency, quality, Packaging and labeling solutions should support the efficient flow and identification of
a better environment and enables the respect of lead times. material. Effective packaging facilitates efficient storage, transportation, and accessibility of
parts while providing protection and preventing deterioration. Labeling allows for visual
identification of material and supports automated data entry, thus increasing the accuracy of
data into the production planning and inventory management systems.
Assessment 6.4.1.1 Design and development responsibility is agreed between partners; packaging design The organization has a process in place to develop and define labeling and packaging
requirements (e.g., standard packaging, pack size, back-up packaging) are documented in a solutions for standard and back-up packaging, including pack size, in conjunction with all
detailed procedure and communicated to the supplier before the start of production and involved parties and before the start of production.
covers the entire product life cycle.
Assessment 6.4.1.2 Existing standards are used; returnable, reusable or recyclable containers are considered as Existing packaging and labeling standards are used (e.g. AIAG, Odette) and environmental
a part of environmental guidelines. guidelines for packaging are incorporated where appropriate.
Assessment 6.4.1.3 Optimization of transport, variety of packaging, material receiving, and handling until point of All applicable manufacturing, storage, and shipping processes are considered when
use is considered. developing the customer packaging solution.
Assessment 6.4.2 Packaging management and control is organized in an efficient way. The organization has a container management process in place to ensure availability of
containers to support the material flow requirements.
Assessment 6.4.2 Why Appropriate packaging management ensures quality, cost efficiency, availability and delivery The organization should track the quantity, quality, and location of containers to ensure that
performance. the approved container is available at the right time, avoiding disruptions in the production
and shipping process. An effective container management process/system can avoid
extraordinary costs by preventing material damage, lost containers, and production down-
time.
Assessment 6.4.2.1 A documented control system exists for the procurement, allocation and monitoring of all A control system is in place for the procurement, allocation, and monitoring of all aspects of
packing material (e.g., standard packaging & back-up packaging) and the responsibilities container management (e.g. returnable containers, expendable or disposable packaging,
are clearly defined between partners. dunnage, spacers).
Assessment 6.4.2.2 There is a documented procedure to control the return of empty packaging in quality and The responsibilities for container management are agreed to and documented between the
quantity; alternatively there is a process for appropriate handling of non returnable parties.
packaging.
Assessment 6.4.2.3 Packing material is considered and optimized as a part of the total Materials Planning and There is a process in place to regularly review and optimize the container management
Logistics costs. process in order to reduce total MP&L costs.
Assessment 6.5.1 Procedures exist regarding management and cost optimization of inbound transportation. There is a process in place to ensure effective and efficient transportation of inbound material
in compliance with customer, industry, and government/international requirements.
Assessment 6.5.1 Why A transportation policy that focuses on cost-efficiency, timing, lead-time and environmental An efficient and effective inbound transportation process provides the means for material to
issues is a key factor in ensuring reliable material supply. be delivered on-time, uninterrupted, undamaged and at minimum cost. Considerations within
the assessment process should also include environmental aspects, customs requirements,
supply chain security, and performance measurements (examples available in Odette's Key
Performance Indicators for Carriers and LSPs guideline).

Assessment 6.5.1.1 Transportation set-up is considered as part of the product development process, including
Transportation planning is initiated at the beginning of the product life cycle and the carrier,
transportation specification, (e.g., lead time), optimization and environmental consideration
LSP and/or LLP is involved as early as possible (e.g. product development process).
together with carriers and Lead Logistics providers.
Assessment 6.5.1.2 Documented procedures for the follow-up of transportation issues relating to quality There is a documented procedure in place for resolving transportation issues related to
(damages), cost (normal, premium freight and detention/demurrage costs), and delivery quality (e.g. damages), cost (e.g. premium freight, demurrage), and delivery (e.g. on-time
(ordering and on-time performance) exists. performance) in a timely manner.
Assessment 6.5.1.3 The organization has the ability to track and trace in-bound material from time of supplier The organization has the ability to track and trace inbound material from time of shipment
shipment through to receipt of material. (e.g.: when shipments are delayed) through to receipt.
Assessment 6.5.1.4 Transportation function supplies the scheduling function with information on in-bound The organization has established and documented contingency plans in the event of a
transportation modes and associated transit times (e.g., lead-time, window times). transportation failure, including alternative methods of transport.
Assessment 6.6.1 Sufficient capacity and appropriate equipment in the material receiving function is ensured There is a process in place to ensure efficient management of the material receiving process,
and optimized. including sufficient capacity and appropriate equipment.
Assessment 6.6.1 Why Without sufficient capacity and/or the right equipment, material receipt could become a Efficient management of the material receiving process is necessary to facilitate effective
bottleneck. material flow and ensures the activity does not become a bottleneck.
Assessment 6.6.1.1 A planning function exists to allocate resources to ensure adequate capacity (personnel, There is a process in place to ensure sufficient capacity, personnel, equipment, maintenance,
equipment, maintenance and layout/space). space, etc. based on the mode of delivery (e.g. truck, rail, milkrun)
Assessment 6.6.1.2 All variables that affect the receiving activities are considered to balance the utilization of the There is a process in place to optimize the use of docks and space. This process considers
docks and space (e.g., scheduling, fixed time slots). all variables of the receiving activities (e.g. scheduling, fixed time slots).
Assessment 6.6.2 A process exists to verify labeling and documentation against Materials Planning and There is a process in place to verify the accuracy of the labeling and shipping documentation
Logistics requirements for procured parts. at the point of receipt.
Assessment 6.6.2 Why Reliable material supply requires assurance that the parts and associated documentation Accurate labeling and shipping documentation support the identification and efficient flow of
delivered meet the specified Materials Planning and Logistics requirements. material. Missed or inaccurate information can result in premium freight and production
disruption and could impact delivery to the organization's customer.
Assessment 6.6.2.1 The organization ensures shipping labels are accurate and comply with AIAG/Odette The organization has a process in place to ensure complete and accurate data content (e.g.
labeling standards. part number, quantity, revision level, purchase order) of shipping labels and documentation.
Receiving discrepancies are recorded and corrective action is initiated.
Assessment 6.6.2.2 The organization compares shipping documents with actual goods received to ensure A process is in place to conduct receiving audits based on the frequency and severity of
accuracy and compliance to organization's requirements/standards. discrepancies.
Assessment 6.6.2.3 A procedure exists for the correction and follow-up of any discrepancies in the receipt of Receiving transactions are assigned a unique identifier that can be referenced for audit and
material (e.g., quality and quantity verification [including packaging]). The organization investigation purposes.
ensures that each receiving transaction has a unique identifier to support problem
resolution.
Assessment 6.6.2.4 When material is received by authorized third parties, all of the above criteria apply. The organization's receiving process is followed when material is received by a third party.
Assessment 6.6.2.5 The organization uses visual controls to assist the receiving process. The organization uses visual controls to assist the receiving process (e.g. part display board,
part identification charts, signage, kanban tools).
Assessment 6.7.1 Partners (suppliers, sub-contractors and logistics service providers) in the supply chain are There is a process in place to assess partners in the supply chain (e.g. suppliers, sub-
assessed regularly according to a defined procedure. contractors, logistics service providers) on a regular basis.
Assessment 6.7.1 Why A strong supply chain requires well-functioning organizations not only in the first tier, but A formal supplier assessment process provides the means to identify opportunities for
also in every link of the chain. Follow-up of performance allows parties to focus on areas of improvement, supports the organization's MP&L strategy, and provides a valuable
importance to achieve the Materials Planning and Logistics strategy and customer contribution to the achievement of high levels of customer satisfaction.
satisfaction.
Assessment 6.7.1.1 As part of the evaluation process, the Global MMOG/LE (or equivalent) is used to assess A process is in place to assess partners in the supply chain on a regular basis and the results
suppliers and sub-contractors on a regular basis and the results are communicated to all are communicated to all relevant functions. Examples of formal evaluation tools include the
involved functions. Global MMOG/LE, Logistics Evaluation for Carriers and LSPs, or equivalent.
Assessment 6.7.1.2 The organization has a process to review supplier performance levels on a regular basis. There is a process in place to measure and review the performance level of partners in the
Summarized information about the suppliers' performance is provided to the purchasing supply chain on a regular basis and to initiate corrective actions as required. The partner's
function and the supplier on a regular basis, according to industry standards where they performance level is regularly communicated to the purchasing function.
exist.
Assessment Minimum requirement (Additional areas to be covered by specific customer requirements).
Glossary AIAG Automotive Industry Action Group - A trade association working to increase member abbreviation, Automotive Industry Action Group - A trade association working to increase
productivity through a cooperative effort of North American vehicle manufacturers and their member productivity through a cooperative effort of North American vehicle manufacturers
suppliers. and their suppliers.
Glossary ASN Advance Shipping Notice
Glossary Assessor Assessor is the person responsible for conducting the MMOG/LE assessment.
Glossary BOM The point in a process that limits total output. abbreviation, Bill of Material
Glossary Bottleneck A quantity of materials used to protect against process variability. The point in a process that limits total output.

Glossary Buffer A set of operations that establish, under specific conditions the relationship between values A quantity of materials used to protect against process variability.
indicated by a measuring system or values represented by a material measure of reference
material and the corresponding values of a quantity realized by a reference standard.
Glossary Calibration A set of operations that establish, under specific conditions the relationship between values
indicated by a measuring system or values represented by a material measure of reference
material and the corresponding values of a quantity realized by a reference standard.
Glossary Commodity A category of similar products (e.g., electronics, metals ). A category of similar products (e.g., electronics, metals).
Glossary Container A receptacle, expandable or flexible,B44 covering for shipping goods. Example is a carton, A receptacle, expandable or flexible, covering for shipping goods. Example is a carton, case,
case, box, bucket, drum, bin, bottle, bundle, or bag, that an item is packed and shipped in. box, bucket, drum, bin, bottle, bundle, or bag, that an item is packed and shipped in.
Glossary Continual A strategic objective in order to enhance the Organization's performance to benefit A strategic objective in order to enhance the Organization's performance to benefit interested
Improvement interested parties. There are two fundamental ways to conduct continuous improvement. parties. There are two fundamental ways to conduct continual improvement.
Glossary Corporate A business’ sense of responsibility towards the impacts of their activities on the public interest
Responsibility including the environment, employment, communities, stakeholders, and society.
Glossary Corrective and Corrective actions fix the cause(s) of an existing problem to stop its recurrence, while
Preventative preventive actions fix the cause(s) of a potential problem to stop its occurrence.
Actions
Glossary Cumulative An running total as a count of parts shipped or received in a series or sequence of A running total as a count of parts shipped or received in a series or sequence of shipments.
Quantities (CUMS) shipments.
Glossary Demand Variability Fluctuations in demand from one release to another for the same period Fluctuations in demand from one release to another for the same period.
Glossary Demurrage 1. Detention of a ship, freight car, or other cargo conveyance during loading or unloading 1. Holding a ship, freight car, or other cargo conveyance during loading or unloading beyond
beyond the scheduled time of departure. 2. Compensation paid for such detention. the scheduled time of departure.
2. Compensation paid for such a delay.
Glossary Direct Marking see "Demurrage" An additive or deductive process to establish traceability.
Glossary Dunnage An additive or deductive process to establish traceability. Packaging material that protects the product during transit.
Glossary EDI Packaging material that protects the product during transit. abbreviation, Electronic Data Interchange
Glossary Electronic Data The computer-to-computer exchange of formatted data between trading partners in a The computer-to-computer exchange of formatted data between trading partners in a
Interchange (EDI) standard format and syntax, e.g., ANSI, ASCX12 or UN/EDIFACT. standard format and syntax (e.g., ANSI ASC X12, UN/EDIFACT, VDA).
Glossary ERP abbreviation, Enterprise Resource Planning
Glossary Fabrication See material authorization.
Glossary FAQ abbreviation, Frequently Asked Question
Glossary FIFO abbreviation, First In First Out
Glossary GALIA Groupement pour l'Amélioration des Liaisons dans l'Industrie Automobile. GALIA is a French
industry consortium that defines standards for e-business communications, engineering data
exchange, and logistics management for the automotive industry.
Glossary ISO/TS16949 A quality management system that provides for continual improvement, emphasizing defect
prevention and the reduction of variation and waste in the supply chain. TS16949 applies to
the design/development, production and, when relevant, installation and servicing of
automotive-related products. It is based on ISO9001.
Glossary KPI abbreviation, Key Performance Indicator
Glossary Lean Identifying and eliminating any process or activity within the manufacturing system that the
customer will not pay for which may be regarded as non-added value or waste.
Glossary LLP abbreviation, Lead Logistics Provider
Glossary Mode Defines the actual type of transportation, ie Road, Rail, Air, Sea. Defines the actual type of transportation, i.e. Road, Rail, Air, Sea.
Glossary MRO Maintenance, Repair, and Operating Supplies – Purchased items not included into the abbreviation, Maintenance, Repair, and Operating Supplies – Purchased items not included
finished product. into the finished product.
Glossary MRP abbreviation, Material Requirements Planning
Glossary Non Applicable N/A or n/a is a common abbreviation for not available or not applicable, used to indicate the
(N/A) deliberate omission of information from a table or listing.
Glossary OEM Original Equipment Manufacturer abbreviation, Original Equipment Manufacturer
Glossary PAP abbreviation, Production Approval Process

Glossary Physical Inventory A method of verifying inventory record balances by physically counting all inventory on hand. Physical inventory is a process where an organization physically counts its entire inventory. A
physical inventory may be mandated by financial accounting rules or the tax regulations to
place an accurate value on the inventory, or the organization may need to count inventory so
component parts or raw materials can be restocked. Organizations may use several different
tactics to minimize the disruption caused by physical inventory.
Glossary Quality Quality Management System Requirements - ISO/TS16949: 2002, in conjunction with Quality Management System - ISO/TS16949: 2002(E), in conjunction with ISO9001: 2000
Management ISO9001: 2000 defines the quality management system requirements for the design and defines the approach to quality management for the design and development, production and
System development, production and when relevant, installation and service of automotive related when relevant, installation and service of automotive related products. ISO/TS16949: 2002
products. ISO/TS16949: 2002 represents the new global quality management requirements represents the new global quality management requirements for the automotive sector and
for the automotive sector and replaces QS9000, VDA6.1, AVSQ and EAQF as automotive replaces QS9000, VDA6.1, AVSQ and EAQF as automotive requirements.
requirements.
Glossary RAN abbreviation, Receipt Authorization Number

Glossary SID abbreviation, Shipment Identification Number
Glossary SMMT The Society of Motor Manufacturers and Traders (SMMT) exists to support and promote the
interests of the UK automotive industry at home and abroad. Working closely with member
companies, SMMT acts as the voice of the motor industry, promoting its position to
government, stakeholders and the media.
Glossary Sub Supplier A supplier to the tier 1, either directly or indirectly.
Glossary SWOT Analysis A tool that identifies the strengths, weaknesses, opportunities and threats of an organization.
Specifically, SWOT is a basic, straightforward model that assesses what an organization can
and cannot do as well as its potential opportunities and threats. Once the SWOT is
completed, the analysis determines what may assist the firm in accomplishing its
objectives, and what obstacles must be overcome or minimized to achieve desired results.
Glossary Traditional EDI see Electronic Data Interchange (EDI)

TREAD The Transportation Recall Enhancement, Accountability and Documentation (or TREAD) Act
is a United States federal law enacted in the fall of 2000. This law intends to increase
consumer safety through mandates assigned to the National Highway Traffic Safety
Administration (NHTSA).
Glossary Usage Value The annual consumption rate for a part multiplied by its unit cost.
Glossary VDA Verband der Automobilindustrie. The VDA nationally and internationally promotes the
interests of the entire German automotive industry. Members consist of automobile
manufacturers, suppliers and manufacturers of trailers, special bodies and containers.
Verifying Assessor An organization or individual who evaluates the results of the assessment for purposes of
confirming that the criteria has been met.
Glossary VM A vehicle manufacturer (VM) is an organization which produces cars or trucks.
Glossary Volume Value The annual consumption rate for a part multiplied by its unit cost.
Glossary WIP abbreviation, Work in Process
Window Time The time agreed to by the customer and supplier for the loading of outbound transport
Glossary Work place A Five-step technique used to stabilize, maintain and improve the safest best work A Five-step technique used to stabilize, maintain and improve the safest best work
Organization environment. environment. The technique aims at separating the essential from non-essential and the
(5C/5S) location of specific locations for all essential items within the work area, using signs, colors,
lines and symbols (see also visual management).
Glossary Release Receipt Authorization Number (RAN) Release Authorization Number (RAN)
Authorization
Number (RAN)

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MMOG/LE

Global Materials Management Operations Guideline / Logistics Evaluation

Minimum System Requirements:

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AIAG Copyright and Trademark Notice:

© 2009 Automotive Industry Action Group

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AIAG Copyright and Trademark Notice:

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MMOG/LE Document Revisions

Ø understanding and meeting requirements

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Explanation of the Evaluation Document

Materials Planning and Logistics Business Model

1. STRATEGY & IMPROVEMENT

Order/Release Shipping Schedules

Production Production Schedules

Production Production Schedules

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APTER FOUR – CUSTOMER INTERFACE

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indicates that the organization is COMPLIANT with the criterion.

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§ Name of the customer representative providing the approval

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Scoring Summary Results

STRATEGY AND IMPROVEMENT

PRODUCTION & PRODUCT CAPACITY & PRODUCTION

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§ total score and percentage

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It is possible to apply an alternative filter by taking the following steps:

§ Click on in any column heading.

§ Select a value from the drop-down list OR

Ø Developing an Action Plan

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MMOG/LE Progression Chart

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§ Missing Completion Dates

§ Missing Target Dates

§ Missing Action Plans

§ Invalid Completion Dates

§ Past Due Target Dates

§ N/A Criteria with Target Dates

§ N/A Criteria with Completion Dates

§ N/A Criteria Missing Comments

Button located in Gap Analysis worksheet -

Button located in Progression Chart

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