When it comes to sales process, an occasional "clean sheet of paper" look is a good idea.
Take, for example, a company that starts with a few salespeople and co-founders selling the first few accounts, then evolves into a $250 million organization using both direct and indirect sales. The VP of Sales was the first salesperson hired all those years ago. A wonderful success story, all around—and yet, in our experience, the company could derive a great deal of benefit from a third party facilitating a session to evaluate (1) where the business is heading, (2) what markets they are attempting to penetrate, and (3) who is calling where.
Just as offerings, markets, and sales situations are dynamic, sales processes, too, must be reviewed and adjusted on an ongoing basis, if they are to reflect how your salespeople sell. A review is advisable, and milestones should be either verified or modified by analyzing the results. This may be done as often as quarterly, for a relatively new market or offering, or on an annual basis for mature organizations.
As suggested above, consider reviewing your top five wins to highlight best practices in selling. And as unpleasant a task as it may be, review your toughest five losses as well, in an attempt to see if your process needs to be changed.