STI Maintenance Inc. Free Self-Assessment: Spare Parts and Procurement

Reliability and upkeep of purchasing data

To what extent is the purchasing data for your MRO parts complete, accurate, and kept up to date? (vendor records, purchasing info records, source of supply, lead times, pricing)

Efficiency of the MRO purchasing process

To what extent are purchase requisitions processed efficiently, from defining the need through to issuing and following up on vendor purchase orders, while meeting target processing times?

• Very long processing times • Complex process, heavily dependent on individuals • Requisitions frequently incomplete or poorly defined, requiring many back-and-forths for clarification • No target processing time defined, or not met at all • Cumbersome approval process • Vendor confirmations irregular and not tracked • Delays not tracked • Long processing times • Process involves multiple manual steps • Requisitions regularly need clarification before processing • Target processing time defined but rarely met • Fewer than 50% of orders confirmed within 48h • More than 40% of orders late • Limited exception tracking • Target processing time defined and met for about 85% of requisitions • Process is complex but runs smoothly • Requisitions are generally documented well enough to be processed without major intervention or repeated clarification • Functional approval process • About 70% of orders confirmed within 48h • Delays tracked regularly and measured: fewer than 20% of orders are late • Target processing time met 90–95% of the time • Simple, smooth process • Requisitions are standardized and rarely returned for clarification • Delays tracked, analyzed and escalated as needed (10–20%) • About 80% of orders confirmed within 48h and 95% within 72h of issue • 70% of orders created automatically • Simple approval process, generally followed • Target processing time consistently met over 95% of the time • Easy, simple, highly streamlined process • Standard requisitions are mostly processed on a "one-touch order" basis, with no clarification or additional manual intervention • Fewer than 10% of orders are late • Corrective and preventive actions in place • About 90% of orders confirmed within 48h and 95% within 72h of issue • 90% of POs created automatically • Approval process optimized or automated according to established thresholds and delegations

Management of emergency and spot purchases

To what extent are urgent purchases and spot buys (text/manual orders) exceptional, justified, and governed by control processes?

Inventory accuracy and cycle counting

To what extent are inventory quantities accurate and kept up to date through a rigorous cycle counting and discrepancy management process?

• Very frequent inventory errors • Accuracy not measured • System quantities often do not reflect what is actually on hand • Counts not performed, or not structured • Inventories done ad hoc or only when problems are noticed • Discrepancies not analyzed • Low confidence in system quantities • Frequent errors • Accuracy partially measured • Discrepancies between system and physical quantities are regularly observed • Counting plan partial or irregular • KPIs defined but rarely tracked or used • Discrepancies not systematically analyzed, or analyzed with delay • High adjustment volumes after counts • Structured annual counting plan in place • 100% of items counted every year • Inventory accuracy measured and tracked • Counting, discrepancy and adjustment KPIs defined and used to drive performance • Discrepancies are occasional and generally corrected quickly • 90% of discrepancies analyzed and resolved the same day • Fewer than 15% of items require adjustment after a count • Generally good confidence in system quantities • Annual plan followed • Continuous cycle counting • Reliable KPIs, reviewed periodically • 95% of discrepancies analyzed and resolved the same day • Discrepancies are rare and trends are tracked • Recurring discrepancies identified and monitored • Fewer than 5% of items require adjustment after a count • High confidence in system quantities • ABC counting program based on item criticality and value • Continuous counting • Discrepancies are exceptional and root causes are systematically eliminated • Fewer than 2% of items require adjustment after a count • Targeted action plan and continuous improvement • Root-cause analysis of discrepancies • Very high confidence in system quantities

Management of obsolete, dormant, and overstocked items

To what extent are obsolete, dormant, slow-moving, and overstocked items identified, quantified, tracked, and reduced through structured actions?

• Statuses not measured • No formal definition of obsolete, dormant, or overstocked items • Stock value unknown • No review process • Decisions made reactively • Actions ad hoc and unstructured • Statuses partially known • Identification criteria defined but applied inconsistently • Obsolescence policy exists • Value of problematic stock estimated • Action plan partial or incomplete • Occasional reviews • Statuses quantified and tracked • Monthly KPIs in place • Value and quantity of obsolete, dormant, and overstocked stock known • Inventory policy known and generally applied • Structured periodic review process • Disposal actions carried out regularly • Non-critical inventory older than 10 years kept limited • Active governance in place • Reuse, inter-site transfer, and substitution prioritized before any new purchase • KPIs tracked and analyzed monthly • Controlled item entry and exit processes, including validation of new items • Inventory-related policy documented and applied • Monthly review and accountability • Obsolescence considerations occasionally integrated into projects and equipment changes • Occasional tracking of manufacturer obsolescence on critical parts • Proactive governance and continuous improvement • Only critical parts or asset-preservation items remain in stock long-term • Obsolescence virtually nil outside strategic parts • Obsolescence considerations systematically integrated into projects and equipment changes • Robust tracking of tied-up capital • Systematic tracking of manufacturer obsolescence, with mitigation plans in place for critical parts • Rigorous control over new item creation to prevent future accumulation of dormant or obsolete stock

Replenishment strategies and inventory parameters

To what extent are replenishment strategies and inventory parameters (min-max, safety stock, lot sizes, lead times, MRP, etc.) defined, understood, reviewed, and effective?

• Replenishment strategies poorly defined or not defined at all • Parameters rarely updated • Initial parameters set based on individual judgment • Replenishment logic poorly understood • Recurring stockouts • Excess inventory on certain items • Inconsistencies not controlled • Reviews done only as needed • Strategies known but rarely applied • Parameters defined but applied inconsistently • Basic understanding of parameters • Inconsistencies regularly observed • Recurring stockouts on certain items • Replenishment strategies documented and generally well controlled • Periodic parameter review • Parameters defined according to established management rules • Partial control of stockouts • Strategies adapted for certain item families • Discrepancies and inconsistencies corrected when identified • Occasional stockouts, but analyzed • Strategies adapted to business needs • Parameters reviewed periodically • Parameters defined and adjusted based on documented, analyzed criteria • Parameters are reviewed when there are significant changes in consumption, criticality, or lead time • Parameters generally prevent stockouts without creating significant overstock • Parameter consistency controlled • Strategies differentiated by certain item families or categories • Advanced understanding of parameters among stakeholders • Stockouts rare and analyzed • Strategy optimized by family and risk level • Parameters prevent stockouts without creating significant overstock • Parameters optimized based on consumption data, risk, criticality, and business objectives • Parameters reviewed monthly or based on defined triggers • Strategies differentiated by criticality, risk, and consumption behavior • Stockouts exceptional, with root causes analyzed • Continuous optimization of tied-up capital • Robust governance of inventory parameters

Management of critical parts and linkage to assets (BOM/EAM)

To what extent are critical parts identified, assessed against established criteria, and linked to equipment (BOM/EAM) to support operations and procurement?

Receiving and making parts available

To what extent are received parts quickly identified, recorded in the system (ERP/EAM), labeled, and made available for operations?

Physical organization and control of the storeroom

To what extent are storeroom areas clearly organized, controlled, secured, and maintained according to 5S principles?

Parts issue process (GI) & compliance

To what extent are parts issues controlled, properly recorded, and compliant with established processes?

Roles, responsibilities, and access rights

To what extent are roles, responsibilities, access rights, and segregation-of-duties rules clearly defined, applied, and reviewed periodically?

Skills, succession, and operational continuity

To what extent are skills developed, maintained, and transferred to ensure operational continuity?

Management and quality of spare parts master data

To what extent are MRO items created, maintained, and controlled to ensure data quality, effective search, and duplicate prevention?

Management of locations and parts labeling

To what extent are part locations and labeling accurate, complete, and consistent with system information (ERP/EAM)?

Management of stocking decisions and purchasing channels

To what extent are stocking rules and procurement strategies defined, applied, and used consistently?

Industrial Maintenance Consulting Services

IBM Maximo

SAP PM experts team

Technical Services

Maintenance Spare Parts Management Self-Assessment (MRO)

The questionnaire