1 What is your organization’s legal structure? Federally Incorporated Provincially Incorporated Crown Corporation / Agency Municipal / Government Body Publicly Traded Partnership / Proprietorship Other
2 What sector best describes your primary operations? Transportation / Logistics Supply Chain / Distribution Government / Public Sector Healthcare-Adjacent Crown Corporation / Agency Manufacturing / Industrial Professional Services Other
6 Has your organization engaged external consultants or advisors previously? Yes, within the past 2 years Yes, more than 2 years ago No, this is our first external engagement
If yes, briefly describe the nature of that engagement and its outcome.
7 What is your organization’s primary strategic objective for the next 12-24 months?
8 How would you describe your organization’s current strategic position? Growing, scaling faster than infrastructure supports. Plateaued, performance has stalled despite efforts. Transforming, actively restructuring or repositioning Declining, facing competitive, financial, or operational pressure Recovering, rebuilding after a significant disruption Stable, maintaining strong performance, seeking to optimize
9 What external factors are most significantly affecting your operations right now? Growing, scaling faster than infrastructure supports. Plateaued, performance has stalled despite efforts. Transforming, actively restructuring or repositioning Declining, facing competitive, financial, or operational pressure Recovering, rebuilding after a significant disruption Stable, maintaining strong performance, seeking to optimize
Describe the most significant external factor in more detail
10 What decisions are currently blocked or delayed because of the challenges you are facing?
11 What does success look like for your organization in 24 months? Be specific.
12 Describe the primary challenge or opportunity that has promoted you to seek advisory support.
13 How long has this challenge been present or recognized? Less than 6 months 18 months – 3 years 6-18 months More than 3 years
14 What would you believe is the root cause of this challenge?
What do others in your organization believe the root cause is?
15 What has already been attempted to address this challenge?
What worked, partially or fully?
What did not work, and why?
16 What is estimated cost or business impact of this challenge remaining unresolved? Under $500K annually $2M - $10M annually Impact is non-financial (reputational compliance, capacity) Unknown or not yet quantified $500 - $2M annually Over $10M annually
Describe the impact in your own terms
17 Which operational areas are involved in or affected by this challenge? Transportation & Fleet Operations Supply Chain & Vendor Management Technology Systems (TMS / WMS / ERP) Organizational Structure & Roles Financial Operations & Controls Customer / Client Service Operations Warehouse & Inventory Management Procurement & Contracts Data Management & Reporting Process Design & Standardization Human Resources & Workforce Management Compliance & Regulatory Affairs
What does this rating mean in practice for your organization?
19 How would you describe your current technology environment? Legacy systems – aging infrastructure, limited integration Mixed – combination of legacy and modern platforms Mostly modern but poorly integrated Modern and integrated – systems communicate effectively Highly advanced – data-driven and automated Unclear -limited visibility into the full tech environment
List your primary operational systems (TMS, WMS, ERP, CRM, etc)
20 How would you rate your organization’s current data maturity? Minimal – date is siloed, inconsistent, or inaccessible Developing – some reporting exists but is unreliable or manual Functional – reporting is reliable but limited in scope Advanced – data driven informs operational and strategic decisions Leading – predictive analytics and real-time dashboards in use
Describe any specific cultural dynamics we should understand before engaging:
21 How would you describe the current organizational culture as it relates to change? Resistant – change is met with significant pushback Cautious – change is accepted slowly and with extensive justification required Neutral – neither resistant nor enthusiastic Receptive – leadership and staff are generally open to change Agile – the organization adapts quickly and embraces transformation
What are the biggest gaps in your current data environment?
22 How would you describe your current logistics model? In-house / self-operated Fourth-party logistics (4PL) Not applicable Third-party logistics (3PL) Hybrid – internal and outsourced
24 Where are the most significant inefficiencies in your logistics operations? Route planning & optimization Last-mile delivery Inventory accuracy & management Visibility & real-time tracking Data & reporting Cost management & margin Carrier management & performance Warehouse & distribution operations Customs & regulatory compliance Returns & reverse logistics Technology integration Workforce & driver capacity
Describe the most operationally costly inefficiency in plain terms:
25 What does your current supply chain risk environment look like?
months? on would
If yes, summarize key findings and what action was taken:
27 What internal resources are available to support this engagement? Dedicated project lead / internal champion IT / technology resources HR / change management capacity Limited – capacity is a constraint Operations team with capacity to participate Finance / data access and support Executive time and availability Unknown at this stage
Describe the nature of any misalignment or resistance at the leadership level:
29 Does your organization have budget allocated or in principle approved for this initiative? Yes – budget is confirmed and available In principle – subject is scoping and business case Not yet – a business case is required first Unknown – budget conversation has not occurred
30 What is your target timeline to begin? Immediately – urgency is high 3-6 months Exploratory – no firm timeline Within 3 months 6-12 months
31 What would cause this initiative to stall or fail internally?
32 What does a successful engagement with EvolvAQ look like for your organization?
33 What are your expectations of an external advisory partner?
34 What concerns, if any, do you have about engaging external advisors?
35 Is there anything about your organization’s current situation that would be important for us to know before our first conversation, that you have not yet shared?
36 How did you hear about EvolvAQ? Referred from a colleague or peer Speaking engagement Website / online research CMC-Canada network / event LinkedIn Other
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