Benchmarking is an established method of working which is often used in order to develop the quality of the organization. However, almost 70% of the organizations with benchmarking fail due to the lack of planning and structuring of the benchmarking exercise. Maintenance sections in the paper and pulp industry are one of those who have decided to conduct benchmarking. Therefore, the purpose of this study is to gain knowledge of how the maintenance sections in the paper and pulp industry deliberately structure and plan to use benchmarking as a driving force for quality development in the maintenance sections. The study is a hermeneutic case study. Telephone interviews and document analysis have been used as data acquisition methods. The results show that there is a lack of both planning and structuring in the benchmarking process, and lack of management commitment for quality improvements within industrial maintenance. Based on the results of the study, discussions and reflections have been made The discussions and reflections are about how the case organization can increase its prospects for the use of benchmarking as a driving force in quality improvement of the maintenance sections, where the committee work plays an essential support in the benchmarking process.