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Consortial Benchmarks of the FIR - Companies learn from Companies

Initial Situation

Challenges for Industrial Service Providers


Following the classical approach, supply chain management includes the design, planning, execution, control and monitoring of activities throughout the entire supply chain. However, this understanding of supply chain management is increasingly failing to meet today's challenges. The increasing number of networked, digitized products and the associated options for data aggregation and evaluation, for example, enable completely different value creation flows.

The resulting opportunities for production systems in general will not only affect internal company processes, but will also change organization of the supply chain within its core. The progressive decentralization along the supply chains – caused by increasing specialization of the individual companies – also requires completely new supply chain logic (keyword "Supply Chain Collaboration").

This is why the supply chain manager, like any company manager, feels a duty to bring changing requirements and new technologies in line with the structures and processes of his company's reality. But since in reality internal logistics processes appear to be largely "black boxes" anyway, for which only input and output are known, it is difficult to systematically identify development options for your own supply chain management.

Benchmarking therefore addresses supply chain managers and related decision-makers who are oriented towards the success stories of other companies and want to optimize their own processes on this basis.

Quick links

  • Progress of the CBM:
    1 2 3 4 5
    1: Kick-off meeting 
    2: Screening phase 
    3: Review meeting 
    4: Company visits 
    5: Concluding conference 
    - finished successfully - 
(c) 2013-2019 FIR (reg. ass.) at RWTH Aachen University   -   www.konsortialbenchmarking.de