Partners are electronically connected -- planning, scheduling, contract, engineering, quality data, etc. Pull system for common products and materials. There are well defined time fences -- firm schedules and quantities that are delivered within a specific period.

All equipment have accurate Bill of Resources (Bill of Materials and consumables).

Through the coordination of procurement, planning, and finite scheduling, material movement and system transactions are monitored and most problems resolved quickly. Inventory and distribution decisions are based on costs and criticality of equipment/materials using decision support systems (e.g., Inventory Optimization Systems, Distribution Resource Planning, Criticality analysis).

Suppliers are tracked, rated and an effective certification program is in place. The size of the Supplier base is minimized.

Focus is on resource optimization and appropriate roles & responsibilities to improve material flow while reducing total material costs. Operators and maintenance personnel identify and signal material needs. The organization reflects a supply process with minimal handoffs among functions. Roles & responsibilities for material flow are aligned and linked to R&R at the functional and job levels. People have the appropriate skill sets for their jobs.

Suppliers manage selected commodities and items.

The entire Supply Chain is optimized using demand-based scheduling, lean and agile manufacturing techniques, standardized parts and materials, and an effective portfolio of supplier relationships.

Client needs have been met effectively through the alignment of service-networks with the urgency, or criticality, of a clients's need (internal and external).

There is a collaborative Client/Supplier product and equipment specification process.

Throughput and support flexibility can meet all demand variations.