Much has been written about the difficulty of introducing quality concepts into an R&D environment. Progress can be made once it accepted that research and development should be viewed as processes. Process thinking allows R&D to be considered as an activity where there some structure rather than being unique in every application. It then becomes a reasonable proposition to seek ways of improving the R&D process and related practices. Currently, R&D budgets are being closely scrutinized. Business management needs to be assured that R&D being conducted effectively and efficiently. Businesses that invest in R&D have the right to expect that practices are being applied to R&D, even though results cannot be guaranteed. It is, therefore, incumbent on the R&D manager to look continuously to improve R&D performance. Benchmarking helps organizations make substantial improvements in their processes, practices, services, and products. It appropriate to consider benchmarking for its potential to improve R&D-related processes and practices. There are a number of variations on the definition of benchmarking. I prefer the following fairly comprehensive definition: Benchmarking a formalized quality process that used to continuously measure products, services, processes, and practices against competitors or best practice companies, determining how the best-in-class companies achieve those levels and applying that knowledge to your own operations to achieve competitive advantage. Such a definition captures the fact that benchmarking structured, has broad application, learns from one's own and other industries, and provides actionable information for change. A more widely used definition that benchmarking is the search for practices which lead to superior performance (1). Certainly, the search for R&D practices a necessary goal. Some literature does exist on R&D benchmarking. It was the subject of a study by Meritus Consulting for an unidentified client (2). Data were gathered from the major players in one segment of the chemical industry, and 13 R&D practices common to the better performers were identified. SRI International conducted a much larger study, on an international level, for a French government agency. The study dubbed TEC-400, also identified practices, approaches and organizations that favor effective R&D (3). A recent book on product design and development used as a resource base the experience and practices of a dozen large manufacturing companies (4). The process for identifying the most effective product development practices was similar to a benchmarking process. The Quality Directors Network of the Industrial Research Institute has recognized the applicability of benchmarking to the R&D process, and conducting a study of R&D decision quality using the benchmarking process. This work builds on a similar study by the Strategic Decisions Group (5). The benchmarking process itself has a number of subprocesses. Different benchmarking models divide the subprocesses in different ways, leading to confusion about the number of in a particular model. Respondents to an International Benchmarking Clearinghouse survey identified processes with between 4 and 33 steps (6). To avoid this confusion, I shall use a generic format that includes the key elements of any benchmarking model. These are: A. Selection of the process or function to benchmark. B. Understand the existing process or function. C. Identify benchmarking partners. D. Collect data and information. E. Identify gaps and reasons for them. F. Develop programs to implement findings. G. Implement changes and monitor results. Most models recommend revisiting a study according to a predetermined timetable or when a particular goal achieved. …