Halfway through a global supply-chain transformation program, performance dashboards show that inventory-turnover and order-cycle-time indicators are trending 20 % below the benefits roadmap. The steering committee requests evidence that the revised targets planned for the next gate are realistic. The program manager commissions an external benchmarking study with top-quartile performers. What is the primary objective of using benchmarking in this situation?
To accelerate team morale by publicizing the successes of peer organizations.
To secure additional capital funding by demonstrating underinvestment versus competitor programs.
To justify replacing project managers who failed to deliver scheduled milestones.
To recalibrate benefit targets by comparing current metrics to industry leaders and uncover specific gaps for improvement.
Benchmarking systematically compares the program's key performance metrics with those of industry leaders to quantify performance gaps and recalibrate benefit targets. By identifying how far current results deviate from best-in-class levels, the program manager can set achievable stretch goals and develop improvement actions that are grounded in external evidence. The other options (securing extra funding, replacing project managers, boosting morale) may be secondary outcomes but are not the main purpose of benchmarking.
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PgMP
Program Life Cycle Management
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