INTRODUCTION

Intel Corporationis an Americanmultinational corporationheadquartered inSanta Clara,

California. It is one of theworld's largest and highest valued semiconductorchip makers,
based on revenue.It is the inventor of thex86series ofmicroprocessors, the processors
found in most personal computers.
Intel Corporation, founded on July 18, 1968, is aportmanteauofIntegratedElectronics. Intel
also makesmotherboardchipsets,network interface controllersandintegrated circuits,flash
memory,graphic chips,embedded processorsand other devices related to communications
and computing. Founded by semiconductor pioneersRobert NoyceandGordon Mooreand
widely associated with the executive leadership and vision ofAndrew Grove.
The 2013 rankings of the world's 100 most valuable brands published by Millward Brown
Optimor showed the company's brand value at number 61.

Acquisitions : McAfee, Infineon Technologies, Telmap,

BASIS, Indisys, Passwordbox, Vuzix, Stonesoft
Corporation etc.

Problem Definition
Intel is not aware of the planning process followed by its competitors and
also across other industries. Earlier the planning process was solely left to
the discretion of the manager. But with the recent developments in the
planning arena, most of the industries follow a structured planning process.

Objective:
A systematic and documented approach to employ benchmarking in the
planning process is being presented which can be used to assess the equally
successful enterprises as best practices in target plan or by building a
transition plan, utilize the supply chain planning process.

Proposed methodology:
Benchmarking is a very structured process that consists of several steps to be taken. These steps are shown in the following
block diagram:
Determine which
functions to
benchmark
Identify
Performance
Variables and
collect Data
Select Best-inClass companies

Measure Own
Performance

Compare

Specify Programs
and Actions to
Meet &
Surpass

Implement and
Monitor

Recalibrate

Measure Bestin-Class
Performance

WHAT IS BENCHMARKING?
Benchmarking a process is simply comparing one process
to another more effective one in order to find ways to
improve the first. The comparison can spur rapid learning
and change and can be made an integral part of
organization-wide learning and improvement.

BENCHMARKIN
G

EXTERNAL

INTERNAL

Comparing with those considered

company

Benchmarking within ones

best-in-class or world-class. A
department

with respect to division,

cross-industry approach which

or location; that can act as

a
includes search for best practices
regardless of the nature of
the business.

benchmarking partner for others.

BENCHMARKING PROCESS STAGES :

PART 1
Benchmarking follows a series of steps grouped into ten major stages based on
the PDCA cycle. There are five stages that help you prepare for benchmarking:
1.Prepare as a team.
2.Learn about customer needs and possible processes for benchmarking.
3.Determine what process parameters you will measure.
4.Research competitors, markets, other industries, and customers to find a
partner.
5.Establish a partner.

BENCHMARKING PROCESS STAGES :

PART
Five more2
stages help you complete the task:
1.Observe and collect pertinent data. Only ask for what you would be willing
to give.
2.Debrief and analyze the data. Search for breakthrough points where you
can leapfrog the competition.
3.Design changes in the process and adapt what you learned to suit your
needs.
4.Implement the new process.
5.Standardize if it proves successful.
The steps in each stage are tools brainstorm, affinity diagram, flowchart, etc.
that help you accomplish each of these tasks.

PROCESS BENCHMARKING AND THE

CUSTOMER
It is important to remember that benchmarking is
ultimately about creating ways to better serve
customers. Your organization will benefit along the way,
but this should be a secondary concern. Benchmarking
will be most effective if the process is one that is vital to
the customer, and learning is directed by the question,
"How can we best provide what the customer wants?"

HOW TO BENCHMARK?
A verity of different plans and methods is available to aid
interested companies in the benchmarking process.
Certain steps and procedures will be part of every
benchmarking experience. The following steps are
usually facets of benchmarking
1. Determine
the focus

2. Understand
your organization

3. Determine
what to
measure
4.Determine who
to benchmark
against

Repeat cycle for

new level of
performance
6. Improve
performance

5. Benchmark

STEPS OF BENCHMARKING
Eight steps of Benchmarking :
Select what to bench mark
Allocate Resource
Plan what to measure
Identify Bench Mark Partner
Data Collection
Gap Analysis
Adapting
Implementing and Monitoring of the Benchmarking Process

CRITICAL ISSUES IN PROCESS

BENCHMARKING
CRITICAL SUCCESS FACTOR (CSF)

Price

Payment
Method

Color

Quality

Loan
facilities
with bank

Weight

Cycle time
i.e.
delivery

Customer Service

Guarantee

Reliability

Service time i.e.

call response

Texture

Packaging

Credibility
performance
after service