Through efficient inventory management, responsive manufacturing and a world-class supply chain, Parker reliably delivers the
products, systems and services needed to help its customers solve problems and keep their business moving forward.
• eBusiness Leadership
Parker’s customers increasingly interact with the company in a multi-channel,
digital environment. By continuing to improve digital capabilities, technologies
and processes, Parker will make it easier than ever for customers to leverage the
unmatched breadth of products, systems and knowledge the company offers.
• Ease of Doing Business
Parker needs to do all of the little things that make it easy to do business with the
company and create a great experience for customers.
• 98%+ On-Time Delivery
As a strategic partner, Parker is focused on fulfilling orders on time. A nearly perfect on-time delivery rate is an absolute
requirement, and Parker precisely manages inventory and production schedules to consistently deliver.
• Six Sigma Quality
Each product that leaves the door bearing a Parker logo is held to the highest standards for quality and reliability. Parker
rigorously adheres to Six Sigma techniques for process improvement to minimize variability in its manufacturing processes and
decrease the number of returned parts per million (RPPM).
• Increase eBusiness Conversion Rate
As customers move through the buying process digitally, they perform key actions such as product information gathering,
downloading CAD files, online chat, requesting a quote and completing a purchase. Parker’s success will be measured by its
ability to guide customers along each of these interaction points.
• Best-in-Class Lead Times & Quote Speed
A central component of growing sales is demonstrating that it is easy to do
business with Parker, using speed during the quoting process and throughout
production as a key metric by which the company’s performance is measured.
• Likelihood to Recommend > 30
Likelihood to recommend is a measure that generates great feedback from customers through a short survey after a transaction is completed. It measures the difference between promoters, the
percentage of those that have a positive experience, and detractors, the percentage with a negative experience. Parker’s goal is
to have a positive differential greater than 30 in scores of promoters over detractors.
Dashboards measure how well the company is performing from the perspective of its customers. If a problem is solved to better
serve a single customer, it enables the improvement of processes across the organization.