CAPS ResearchBenchmarking

Presentation to the

Arizona State Capitol Chapter of NIGP

“…IT’S ALL ABOUT PRIORITIES”

August 10, 2010

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Benchmarking Programs

Focus Studies

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Overview of CAPS ResearchProducts, Programs, and Tools

Results

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Priorities…

Are the following topics on your radar?

• Assessing Supplier Financial Strength.• Environmental Sustainability.• Talent Management.• Accelerating Innovation within the Supply Chain.• Market Baskets of Goods – Price Comparisons.• Internal Customer Satisfaction Measurements. • Cost Savings (Reduction and Avoidance). • Spend Management .• Pcard Spend Management.

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New Research Results from CAPS Research

CAPS Research collaborated with the Electric Utility Industry Sustainable Supply Chain Alliance to measure sustainable environmental performance throughout their community of suppliers. The survey questions were designed to be consistent with Environmental Protection Administration (EPA) Green Supplier Network standards; the Global Reporting Initiative (GRI) Environmental Performance Indicators; and guidance provided in the Carbon Disclosure Project (CDP).

Supplier Environmental Sustainability Evaluation

The following are the impact areas evaluated:

• Policy and Environmental Management

• Greenhouse Gas (GHG) Emissions

• Energy Consumption and Conservation

• Water Use

• Waste and Materials Management

• Innovation and Leadership

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Supplier Environmental Sustainability Evaluation:Supplier Population (manufacturing and non-manufacturing)

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Supplier Environmental Sustainability Evaluation: Supplier community revenue profile

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Supplier Environmental Sustainability Evaluation Supplier community revenue profile

Approx 70% of the Suppliers have revenues less than $500

Million

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Supplier Environmental Sustainability Evaluation Policy and Environmental Management

Observation: Manufacturers are more likely to have in place environmental management policies and systems than non-manufacturers.

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Supplier Environmental Sustainability Evaluation Greenhouse Gas (GHG) Emissions

Observation: Manufacturers are more likely to have robust programs to verify and audit GHG emissions than are non-manufacturers.

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Supplier Environmental Sustainability Evaluation Energy Consumption and Conservation

Observation: Manufacturers are about twice as likely to measure and trend energy consumption than are non-manufacturers.

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A green supply chain should yield benefits beyond improved environmental performance including:

•Sustained cost reductions and improved operational efficiencies

•Reduced environmental compliance risk

•Improved supplier relationships

•Support of company strategic goals and values

•Enhanced ability to attract and retain top talent

Supplier Environmental Sustainability Evaluation - Summary

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Supply Management Development and Retention:

CAPS Research Supply Management Talent Development and Retention Benchmarking Report

CAPS Research partnered with The Ohio State University Fisher College of Business and Rutgers Business School to establish a baseline of key supply management talent development and retention strategies. Key Questions on the survey include:

Is there currently a shortage of talent in Supply Management?

Does the new talent entering the workforce need to be managed differently?

What does the future hold for talent management?

July, 2008

5.8%

July, 2008

5.8%

June, 2009

9.5%

June, 2009

9.5%

Supply Management Development and Retention:Time Frame of Responses (U. S. Unemployment Rate)

Per

cen

t

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CAPS Research

Supply Management Development and Retention: Distribution of Responding Companies by Revenue

217 responding firms

from over 25 major industries

Manufacturing

56%

Manufacturing

56%Service

44%

Service

44%

Supply Management Development and Retention: Industry Sector of Respondents

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Supply Management Development and Retention: Positions in Past Year

(Percent of Responding Companies)

54%

no open positions

80%

filled positions in

3.75 months

20% unfilled

positions

46%

open positions

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Supply Management Development and Retention: Difficulty in Hiring at Different Positions

(scale: 1 = Not Difficult; 4 = Very Difficult)

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Supply Management Development and Retention:Strategies for completing work for unfilled positions

(scale: 1 = Less Likely; 5 = Very Likely)

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Supply Management Development and Retention: Strategies for completing work for unfilled positions

(scale: 1 = Less Likely; 5 = Very Likely)

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Supply Management Development and Retention:Recruiting Gen-Y Talent (Age 21-30)

(scale: 1 = Less Important; 5 = Very Important)

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Supply Management Development and Retention:What does the future hold?

(scale: 1 = Less Important; 5 = Very Important)

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QUESTIONS

D. STEVEN WADEDIRECTOR OF BENCHMARKING PROGRAMS

CAPS RESEARCH SWADE@CAPSRESEARCH.ORGVOICE: 1.800.888.6276 EXT 3060

MAIN: 1.480.752.2277

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