Benchmarking is the measurement of a firm’s policies and practices through a logical comparison with another firm or a unit of the same firm in order to determine the relative performance. The main objectives of benchmarking include identification of what improvements are necessary and how high performance is attained by other companies. When conducted well, it has the power to reveal important gaps which can be certainly used to improve the company’s performance (Stauffer, 2003). It therefore remains relevant in the current global operations as more companies strive to achieve best results in a highly competitive market setting. In order to experience notable success in benchmarking, a company will need to be more creative especially by using companies whose core business is totally outside its industry. The best way to approach this is to begin by looking at things from the customers’ point of view. To achieve this, the steps a customer takes in acquiring a product are considered alongside the companies that provide the products. These companies are then analyzed in order to understand how they carry out their processes (Iacobucci & Nordhielm, 2003). For companies with locations spread across the world, benchmarking needs to be carefully conducted bearing in mind the aspect of international context which is fundamental in global benchmarking. Factors like time of existence, number of employees and locality have to be analyzed precisely while conducting the benchmarking exercise. Benchmarking methodologies will differ from company to company depending on the company structure and the localities where it conducts its business. Some companies operate in one country while others operate internationally in various countries, often spread across the world. The methodologies adopted by a company are crucial in determining the relevance and eventual success of the exercise. There are numerous benchmarking methodologies that can be used by a company with locations spread across the world. They include reengineering, benchmarking questionnaires, task-resource maps and diagrams. For benchmarking questionnaires, organizations may need to turn to outside sources like academic institutions that engage in gathering relevant data. Other sources they can utilize include specialized consulting companies whose core business is to collect such type of data. The questionnaires can then be used to obtain useful quantitative and qualitative data that is specific to every location of the organization across the world. Task-resource maps can also be employed especially where internal processes are the subject of examination. They can map the flow of information systems, communication, orders, decisions, channels of communication and even customers in the various locations. Reengineering focuses mainly on making rapid changes in people, processes, and the organization as move to attain a required change for the business to continue remaining relevant at a global scale. However, it must be equally noted that reengineering can also lead to a sudden downturn if not implemented successfully, but it can improve an organization quite dramatically if it is implemented wisely especially through adoption of a global benchmark for guiding the process (Schnie