Special Requirements and Critical-Items (SRCI) Control Self Assessment/Maturity Model
www.iaqg.org/scmh Section 2.4
Levels
Key Attributes
Process
Process No SR Processes
- Developing a SR
identification strategy,
- Identifying and
documenting SRs
- Analyzing SR
- Assessing SR
handling approach
- Planning & performing
SR handling
- Communicating &
tracking SRs
Behaviour/Actions Identification
Scope of Application Product Design
Rev. A -April 01, 2014
Special Requirements (SR)
1 2 3 4 5
No Process Process Defined / Process Defined Systems Approach System Optimized
Not Effective & Effective
All SR Processes are SR Processes are Same as 3 plus: Same as 4 plus:
established by policies established by policies established by policies SR Processes are Lessons Learned are
and procedures and procedures and procedures integrated (outputs from implemented on new
(Ad-hoc) Process metrics not Process metrics one become inputs to projects and
implemented or demonstrate consistent another) programs.
metrics demonstrate process effectiveness Metrics are used to make Metrics demonstrate
that process is not (Repeatable / effective) decisions on process that SR process is
effective improvements effective and efficient
(Repeatable / not Process metrics (Optimized)
effective) demonstrate continual
Improvements
Lessons Learned Collected
Benchmarks Processes
(Managed)
Identification, Identification, Identification, Identification,
Communication and Communication and Communication and Communication and Communication and
inclusion of SR in Risk inclusion of SR in inclusion of SR in Risk inclusion of SR in Risk inclusion of SR in
Management process Risk Management is Management is Management is Integrated Risk Management
begins After Issues Associated with Associated with with Business Processes Drives Business
Occur (Reactive) Product Requirements Management System (Policy & procedure Decisions; Interaction
Requirements in changes) of SRs is understood
Product/process and managed
Product Design, Product Design, Product Product Design, Product All departments in
department for special Product Quality, & Quality, Contracts, Quality, Contracts, organization, key
design requirements Contracts departments Manufacturing, & Manufacturing, & Supply customers, and key
for special design and Supply Chain Chain departments, and suppliers for all
build requirements, departments for special Key Customers for special special requirements,
critical items, and key design, build, and design, build, and support critical items, and key
characteristics support requirements, requirements, critical characteristics
(AS9100C) critical items, and key items, and key
characteristics characteristics
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 Special Requirements and Critical-Items (SRCI) Control Self Assessment/Maturity Model
www.iaqg.org/scmh Section 2.4
Organization/People
Culture No Organizational Organizational SR SR Methods in use at SR Understanding Active SR Understanding
Understanding of SR Culture is Based on Organizational, Product in All Phases of Product Promoted & Drives
Concepts Individual Knowledge & Process Activities Lifecycle Decisions in All
Phases of Product
Lifecycle
Awareness & Training No Training Planned Only Selective Training & Awareness SR Ownership Defined Integral Part Of The
Training; No Evidence of SR across the Organization, SR Is
Of Application Organization Inherent
Responsibility No Responsibility Responsibility Responsibility Defined Responsibility Defined Responsibility
Defined Defined But Not But No Definition Of But No Operational Defined Dedicated
Acting Workload Resource Network In Resource Network
Place Available And
Acting
Tools & Data No Tools And Data Tools And Data Risk Management Tools RM Tools Driving Project Cross Organizational
Defined Defined But Not Applied SR Decisions Based RM Tools
Practiced SR impact on suppliers Tools Being Systematically Driving SR Decisions
selection Applied o Cross Lifecycle
o Cross Project /
Program
o Cross Product

Process Metrics No Process Metrics No Corrective Actions Corrective Actions Not Effectiveness of Corrective RM Prediction /
Implemented or Implemented based on Preventive But Reactive and Preventive Actions Forecasting/
No Corrective Actions Process Metrics Assessed; Lessons Learned Indication Metrics
Implemented Documented Effectiveness and
Efficiency Metrics
Used to Improve SR
Processes

2
Rev. A -April 01, 2014
 Special Requirements and Critical-Items (SRCI) Control Self Assessment/Maturity Model
www.iaqg.org/scmh Section 2.4
Critical Items (CI)
Levels 1 2 3 4 5
No Process Process Defined / Process Defined Systems Approach System Optimized
Key Attributes Not Effective & Effective
Process
Process No CI Processes All CI control CI control Processes Same as 3 plus: Same as 4 plus:
- Developing CI established by policies Processes are (including Key CI control and key Lessons Learned are
identification strategy, and procedures established by policies characteristics characteristics implemented on new
- Identifying and (Ad-hoc) and procedures management process) management processes are projects and
documenting the CIs Process metrics not are established by integrated (outputs from programs.
- Analyzing, implemented or policies and procedures one become inputs to Metrics demonstrate
classification and metrics demonstrate Process metrics another) that CI control process
prioritization of CIs that process is not demonstrate consistent Metrics are used to make is effective and
effective process effectiveness decisions on process efficient
- Assessing CI control (Repeatable / not (Repeatable / effective) improvements (Optimized)
measures
effective) Process metrics
- Planning & performing demonstrate continual
CI control Improvements
- Communicating & Lessons Learned Collected
monitoring CI risks Benchmarks Processes
(Managed)
Behaviour/Actions Identification, Identification, Identification, Identification, Identification,
classification, classification, classification, classification, classification,
Communication and Communication and Communication and Communication and Communication and
control of CIs Begins control of CIs control of CIs control of CIs Integrated control of CIs Drives
After Issues Occur Associated with Associated with with Business Processes Business Decisions;
(Reactive) Product Requirements Management System (Policy & procedure Interaction of risks
Requirements changes) understood and
managed

Closed-loop CI control Trial & Error Solutions Issue management Preventive Action Organizational Lessons Aggregates Effects of
Process To Issues; in Fire Driven by Experience Drives CI control Learned Feedback into Individual CI control
Fighting Mode process and KC Proposal & Planning, and to Assess Program
variation management Other Processes Impacts
CI control Processes
have Forecasting /
Predictive Capability

3
Rev. A -April 01, 2014
 Special Requirements and Critical-Items (SRCI) Control Self Assessment/Maturity Model
www.iaqg.org/scmh Section 2.4
Scope of Application Product Design Product Design, Product Design, Product Product Design, Product All departments in
department for special Product Quality, & Quality, Contracts, Quality, Contracts, organization, key
design requirements and Contracts departments Manufacturing, & Manufacturing, & Supply customers, and key
CI definition for special design and Supply Chain Chain departments, and suppliers for all
build requirements, departments for special Key Customers for special special requirements,
critical items, and key design, build, and design, build, and support critical items, and key
characteristics support requirements, requirements, critical characteristics
(AS9100C) critical items, and key items, and key
characteristics characteristics
Organization/People
Culture No Organizational Organizational CI CI control approach is in CI control Active in All CI control Promoted
Understanding of CI control Culture is use at Organizational, Phases of Product & Drives Decisions in
control Concepts Based on Individual Product & Process Lifecycle All Phases of Product
Knowledge Activities Lifecycle
Awareness & Training No Training Planned Only Selective Training & Awareness CI control Ownership Integral Part Of The
Training; No Evidence of CI control across the Defined Organization CI
Of Application Organization control Is Inherent
Responsibility No Responsibility Responsibility Responsibility Defined Responsibility Defined Responsibility
Defined Defined But Not But No Definition Of But No Operational Defined Dedicated
Acting Workload Resource Network In Resource Network
Place Available And
Acting
Tools & Data No Tools And Data Tools And Data FMEA/PFMEA Tools CI control Tools Driving Cross Organizational
Defined Defined But Not Applied Project Risk Decisions Based CI control
Practiced KC variation Tools Being Systematically Tools Driving Risk
management defined Applied Decisions
and applied o Cross Lifecycle
CI control approach o Cross Project /
impacts supplier Program
selection o Cross Product
Process Metrics No Process Metrics No Corrective Actions Corrective Actions Not Effectiveness of Corrective RM Prediction /
Implemented or Implemented based on Preventive But Reactive and Preventive Actions Forecasting/
No Corrective Actions Process Metrics Assessed; Lessons Learned Indication Metrics
Implemented Documented Effectiveness and
Efficiency Metrics
Used to Improve CI
control Processes

4
Rev. A -April 01, 2014