SCOR 11 2017 Flashcards
sP
Plan
Plan is the first of the the 6 PRIMARY management PROCESSES (PLAN,SOURCE,MAKE,DELIVER,RETURN,ENABLE)and consists of 5 sub process
sP1- PLAN SC sP2- PLAN Source sP3- PLAN Make sP4- PLAN Deliver sP5- PLAN Return
sP1
Plan Supply Chain
Plan SC-sP1
6 SCOR PRIMARY management PROCESSES
PLAN SOURCE MAKE DELIVER RETURN ENABLE
sP2
PLAN Source
Remember, not necessarily to do with “source-ing” but planning any type ofdemand signal
sP3
PLAN Make
sP4
PLAN Deliver
sP5
Plan RETURN
Plan RETURN
sP5
Common language name and associated Subprocesses to sP1
Plan SC
sP1.1= identify, prioritize and aggregate SC REQUIREMENTS
sP1.2=identify, prioritize and aggregate SC RESOURCES
sP1.3=balance SC RESOURCES with SC REQUIREMENTS
sP1.4=establish and communicate supply chain plans
Common language name and associated subprocesses for sP2
Plan Source
sP2.1= identify, prioritize and aggregate product REQUIREMENTS
sP1.2=identify, prioritize and aggregate Product RESOURCES
sP1.3=balance Product RESOURCES with Product REQUIREMENTS
sP1.4=establish sourcing plans
Common language name for and associated subprocesses to sP3
Plan Make
sP3.1= identify, prioritize and aggregate Production REQUIREMENTS
sP3.2=identify, prioritize and aggregate Production RESOURCES
sP3.3=balance Production RESOURCES with Production REQUIREMENTS
sP3.4=establish production plans
Common language name and associated subprocesses for sP4
Plan DELIVER
sP4.1= identify, prioritize and aggregate Delivery REQUIREMENTS
sP4.2=identify, prioritize and aggregate Delivery RESOURCES
sP4.3=balance Delivery RESOURCES and capabilities with Delivery REQUIREMENTS
sP4.4=establish delivery plans
Common language name and associated subprocesses for sP5
Plan Return
sP5.1= identify, prioritize and aggregate return REQUIREMENTS
sP5.2=identify, prioritize and aggregate Return RESOURCES
sP5.3=balance return RESOURCES with Return REQUIREMENTS
sP5.4=establish and communicate return supply chain plans
sS
SOURCE #2 of the 6 primary SCOR management processes
Note- not necessarily having to do with actual “source-ing” or procurement activities, but having to do with any demand signal processing
PLAN SOURCE MAKE DELIVER RETURN ENABLE
Common language name and associated subprocesses for sS1
Source Stocked Product
sS1.1- schedule product deliveries sS1.2-receive product sS1.3-verify product sS1.4-transfer product (simply movement of product to needed location) sS1.5-authorize supplier payment
Common language name and associated sub processes for sS2
Source MTO Product
sS2.1- schedule product deliveries sS2.2-receive product sS2.3-verify product sS2.4-transfer product (simply movement of product to needed location) sS2.5-authorize supplier payment
Common language name and associated subprocesses for sS3
Source ETO product sS3.1- identify sources of supply sS3.2- select final supplier and negotiate sS3.3- schedule product deliveries sS3.4-receive product sS3.5-verify product sS3.6-transfer product (simply movement of product to needed location) sS3.7-authorize supplier payment
sM
MAKE #3 of the 6 primary SCOR management process
PLAN SOURCE MAKE DELIVER RETURN ENABLE
Common language name and associated subprocesses for sM1
Make to Stock
sM1.1- schedule production activities sM1.2-issue material sM1.3-produce and test sM1.4-package sM1.5-stage product sM1.6-release product to deliver sM1.7-waste disposal
Common language name and associated sub processes for sM2
Make to Order
sM2.1- schedule production activities sM2.2-issue sourced/in process product sM2.3-produce and test sM2.4-package sM2.5-stage finished product sM2.6-release finished product to deliver sM2.7-waste disposal
Common language name and associated subprocesses for sM3
Engineer to order
sM3.1- finalize production engineering sM3.2- schedule production activities sM3.3-issue material sM3.4-produce and test sM3.5-package sM3.6-stage finished product sM3.7-release product to deliver sM3.8-waste disposal
sD
4 of the 6 primary SCOR management processes
Deliver
PLAN SOURCE MAKE DELIVER RETURN ENABLE
sR
5 of the 6 SCOR primary management processes
RETURN
PLAN SOURCE MAKE DELIVER RETURN ENABLE
Common language name and associated subprocesses for sSR1?
Source Return Defective Product-sSR1
sSR1.1- Identify defective product condition
sSR1.2-Disposition defective product
sSR1.3-Request defective product return authorization
sSR1.4-Schedule defective product shipment
sSR1.5-Return Defective product
Common language name and associated subprocesses for sSR2?
SOURCE Return MRO product- sSR2
sSR2.1- Identify MRO product condition sSR2.2-Disposition MRO product sSR2.3-Request MRO return authorization sSR2.4-Schedule MRO shipment sSR2.5-Return MRO product
Common language name and associated subprocesses for sSR3?
SOURCE return excess product-sSR3
sSR3.1- Identify excess product condition
sSR3.2-Disposition excess product
sSR3.3-Request excess product return authorization
sSR3.4-Schedule excess product shipment
sSR3.5-Return excess product
Common language name and associated subprocesses for sDR1?
Deliver Return Defective Product-dDR1
sDR1.1- Authorize defective product return
sDR1.2-Schedule defective return receipt
sDR1.3-Receive defective product (incl. verify)
sDR1.4-transfer defective product shipment
Common language name and associated subprocesses for sDR2?
Deliver Return MRO Product-sDR2
sDR2.1- Authorize MRO product return
sDR2.2-Schedule MRO return receipt
sDR2.3-Receive MRO product
sDR2.4-transfer MRO product
Common language name and associated subprocesses for sDR3?
Deliver Return Excess Product-dDR3
sDR3.1- Authorize EXCESS product return
sDR3.2-Schedule EXCESS return receipt
sDR3.3-Receive EXCESS product
sDR3.4-transfer EXCESS product
sE
ENABLE
ENABLE
sE
Common name and associated subprocesses for sE1?
ENABLE- Manage SC business rules
sE1.1- gather business rule requirements sE1.2- Interpret business rule requirement sE1.3- document business rule sE1.4- communicate business rule sE1.5- release/publish business rule sE1.5- retire business rule
Common language name and associated subprocesses for sE2
Manage SC Performance - Enable
sE2.1- initiate reporting sE2.2- analyze reports sE2.3- Find root cause sE2.4-Prioritize root causes sE2.5-Develop Corrective actions sE2.6- Approve and Launch
Common language name and associated subprocesses for sE3
Manage SC data and Information
sE3.1- receive maint. Request sE3.2- determine/scope work sE3.3- maintain content/code sE3.4- maintain access sE3.5- publish information sE3.6- verify information
Common language name and associated subprocesses for sE4
Manage SC human resources-sE4
sE4.1- identify skills/resource requirement
sE4.2-identify available skills/resources
sE4.3-match skills/resources
sE4.4-determine hiring/redeployment
sE4.5-determine training/education
sE4.6-approve, prioritize, and launch
Common language name and associated subprocesses for sE5
Manage SC assets –sE5
sE5.1-schedule asset management activities sE5.2-take asset off-line sE5.3-inspect and troubleshoot sE5.4-install and configure sE5.5-clean maintain and repair sE5.6-decommission and dispose sE5.7-inspect maintenance sE5.8-reinstate asset
Common language name and associated sub processes for sE6
Manage SC contracts- sE6
sE6.1-receive contract/contract updates
sE6.2-enter and distribute contract
sE6.3-activate/archive contract
sE6.4-review contractual performance
sE6.5-identify performance issues/opportunities
sE6.6-identify resolutions/improvements
sE6.7-select, prioritize and distribute resolutions
Common language name and associated subprocesses for sE7
Manage SC network- sE7
sE7.1-select scope and organization sE7.2-gather input and data sE7.3-develop scenarios sE7.4-model/simulate scenarios sE7.5-project impact sE7.6-select and approve sE7.7-develop change program sE7.8-launch change program
Common language name and associated sub processes for sE8
Manage SC regulatory compliance-sE8
sE8.1-monitor regulatory entities sE8.2-assess regulatory publications sE8.3-identify regulatory deficiencies sE8.4-define remediation sE8.5-verify/obtain license sE8.6-publish remediation
Common language name and associated sub processes for sE9
Manage SC risk- sE9
sE9.1-establish context sE9.2-identify risk events sE9.3-quantify risks sE9.4-evaluate risks sE9.5-mitigate risks
What are the six major level 1 SCOR processes
Plan source make deliver return enable
Describe the level one SCOR process PLAN
The PLAN processes describe the activities associated with developing plans to operate the supply chain. The plan processes include the gathering of requirements, gathering of information on available resources, balancing requirements and resources to determine planned capabilities and gaps in demand or resources and identify actions to correct these gaps
Describe the level one SCOR process SOURCE
The source processes describe the ordering (or scheduling of deliveries) And receipt of goods and services. The source process embodies the issuance of purchase orders or scheduling deliveries, receiving, validation and storage of goods and accepting the invoice from the supplier. With the exception for sourcing engineer to order goods or services, all supplier identification, qualification, and contract to go she Asian processes are not described using source process elements.
NOTE- managing demand signals per instructor
D-COR
Describe the level one SCOR process MAKE
The make processes describe the activities associated with the conversion of materials or creation of the content for services. Conversion of materials is used rather than “production” or “manufacturing” as make represents all types of material conversions: Assembly, chemical processing, maintenance, repair, overhaul, recycling, refurbishment, remanufacturing and other common names for material conversion processes. As a general guideline: these processes are recognized by the fact that one or more item number go in and one or more different item numbers come out of this process
Describe the level one SCOR process DELIVER
The delivery processes describe the activities associated with the creation, maintenance and fulfillment of customer orders. The delivery process embodies the receipt, validation and creation of customer orders, scheduling order delivery, pick, pack and shipment and invoicing the customer. The sD4 deliver retail process provides a simplified view of source and deliver processes operated in a make to stock only retail operation
Describe the level one SCOR process RETURN
The return processes describe the activities associated with the reverse flow of goods. The return process embodies the identification of the need to return, the disposition decision making, the scheduling of the return, the shipment and the receipt of the returned good. Repair, recycling, refurbishment, and re-manufacturing processes are not described using return process elements. See MAKE.
Describe the level one SCOR process ENABLE
The enable processes describe the activities associated with the management of the supply chain. Enable processes include management of business rules, performance management, data management, resource management, facilities management, contract management, supply chain network management, managing regulatory compliance and risk management.
What is the rule of thumb for subprocesses associated with each level-1 SCOR process
For each level–1 process, three or more differentiating level–2 process categorizations exist. Each level–2 process contains level–3 process elements. These hierarchal relationships provide classification of processes
Short definition for the level–1 SCOR process PLAN
The process associated with determining requirements and corrective actions to achieve supply chain objectives
Short definition for the level–1 SCOR process SOURCE
The processes associated with ordering, delivery, receipt and transfer of raw material items, subassemblies, product and/or services.
Note- management of demand signals per instructor
Short definition for the level–1 SCOR process MAKE
The process of adding value to products through mixing, separating, forming, machining, and chemical processes.
Short definition for the level–1 SCOR process DELIVER
The processes associated with performing customer – facing order management and order fulfillment activities
Short definition for the level–1 SCOR process RETURN
The processes associated with moving material from the customer back through the supply chain to address defect in the product, ordering, or manufacturing, or to perform upkeep activities.
Short definition for the level–1 SCOR process ENABLE
The processes associated with establishing, maintaining and monitoring information, relationships, resources, assets, Business rules, compliance and contracts required to operate the supply chain. Enable processes support the realization and governance of the planning and execution processes of the supply chain
Basic hierarchy map for SCOR level-1 process PLAN
sP1-plan supply chain sP2– Plan source sP3– Plan make sP4– Plan deliver sP5– Plan return
Basic hierarchy map for SCOR level-1 process SOURCE
sS1– Source stocked product
sS2– Source make to order product
sS3– Source engineer to order product
Basic hierarchy map for SCOR level-1 process MAKE
sM1 – make to stock
sM2 – make to order
sM3– Engineer to order
Basic hierarchy map for SCOR level-1 process DELIVER
sD1– Deliver stocked product
sD2– Deliver make to order product
sD3– Deliver engineer to order product
sD4– Deliver retail product
Basic hierarchy map for SCOR level-1 process RETURN
sSR1– Source return defective product sSR2– Source return MRO product sSR3– Source return excess product sDR1– deliver return defective product sDR2– Deliver return MRO product sDR3– Deliver return excess product
NOTE-source return is when your organization is the customer, deliver return is when your organization was provider
Basic hierarchy map for SCOR level-1 process ENABLE
sE1– Manage supply chain business rules sE2– Manage performance sE3– Manage data and information sE4– Manage supply chain human resources sE5– Manage supply chain acids sE6– Manage supply chain contracts sE7– Manage supply chain network sE8– Manage regulatory compliance sE9– Manage supply chain risk
Main metrics associated with sP/PLAN
Total cost to serve - CO.1.001
Total cost to serve = planning cost + sourcing cost + material landed cost + production cost + order management cost + fulfillment cost + returns cost
And
Planning cost-CO.2.001
Planning cost= planning labor cost + planning automation cost + planning property, plant and equipment cost + planning governance, risk, compliance (GRC) and overhead cost
Total cost to serve - CO.1.001- calculation
Total cost to serve = planning cost \+ sourcing cost \+ material landed cost \+ production cost \+ order management cost \+ fulfillment cost \+ returns cost
Planning cost-CO.2.001- calculation
Planning cost=
planning labor cost
+ planning automation cost
+ planning property, plant and equipment cost
+ planning governance, risk, compliance (GRC) and overhead cost
Main metrics associated with sS/SOURCE
TOTAL COST TO SERVE - CO.1.001
Total cost to serve= planning cost + sourcing cost + material landed cost + production cost + order management cost + fulfillment cost + returns cost
And
SOURCING COST-CO.2.002
sourcing cost = sourcing labor cost+sourcing automation cost+sourcing property,plant, and equipment cost+ sourcing governance,risk, and compliance and overhead cost
And
MATERIAL LANDED COST-CO.2.003
Material landed cost = purchased materials cost+material transportation cost+ material customs,duties,taxes and tariffs cost+ material risk and compliance costs
Main metrics associated with sS/SOURCE
TOTAL COST TO SERVE - CO.1.001 calculation
Total cost to serve= planning cost \+ sourcing cost \+ material landed cost \+ production cost \+ order management cost \+ fulfillment cost \+ returns cost
SOURCING COST-CO.2.002-calculation
sourcing cost =
sourcing labor cost
+sourcing automation cost
+sourcing property,plant, and equipment cost
+ sourcing governance,risk, and compliance and overhead cost
MATERIAL LANDED COST-CO.2.003-calculation
Material landed cost = purchased materials cost \+ material transportation cost \+ material customs,duties,taxes and tariffs cost \+ material risk and compliance costs
Main metrics associated with sM/MAKE
TOTAL COST TO SERVE - CO.1.001
Total cost to serve= planning cost + sourcing cost + material landed cost + production cost + order management cost + fulfillment cost + returns cost
And
PRODUCTION COST -CO.2.004
Production cost = production (direct) labor cost + production automation cost + production property, plant and equipment cost + production governance, risk, compliance (GRC), inventory and overhead cost
And
COST OF GOODS SOLD- CO.2.008
Cost of good sold = direct labor aka (CO.3.013 direct labor cost) + direct materials aka(CO.3.009 direct materials cost) + overhead cost aka(CO.3.014+CO.3.015+CO.3.016+CO.3.017)
TOTAL COST TO SERVE - CO.1.001- calculation
TOTAL COST TO SERVE - CO.1.001 Total cost to serve= planning cost \+ sourcing cost \+ material landed cost \+ production cost \+ order management cost \+ fulfillment cost \+ returns costs
PRODUCTION COST -CO.2.004- calculation
Production cost =
production (direct) labor cost
+ production automation cost
+ production property, plant and equipment cost
+ production governance, risk, compliance (GRC), inventory and overhead cost
COST OF GOODS SOLD- CO.2.008- calculation
Cost of good sold =
direct labor aka(CO.3.013 direct labor cost) + direct materials aka(CO.3.009 direct materials cost)
+ overhead cost aka(CO.3.014+CO.3.015+CO.3.016+CO.3.017)
Main metrics associated with sD/DELIVER
TOTAL COST TO SERVE - CO.1.001
Total cost to serve= planning cost + sourcing cost + material landed cost + production cost + order management cost + fulfillment cost + returns cost
And
ORDER MANAGEMENT COSTS (CO.2.005)
Order management cost = order management labor cost + order management automation cost + order management property, plant and equipment cost + order management governance, risk, compliance (GRC) and overhead cost
and
FULFILLMENT COST (CO.2.006) Fulfillment cost = transportation cost + fulfillment customs, duties, taxes and tariffs cost + fulfillment labor cost + for fulfillment automation cost + fulfillment property, plant and equipment cost + fulfillment governance, risk, compliance (GRC), inventory and overhead cost
Main metrics associated with sD/DELIVER
ORDER MANAGEMENT COSTS (CO.2.005) -calculation
Order management cost =
order management labor cost
+ order management automation cost
+ order management property, plant and equipment cost
+ order management governance, risk, compliance (GRC) and overhead cost
FULFILLMENT COST (CO.2.006) calculation
FULFILLMENT COST (CO.2.006)
Fulfillment cost =
transportation cost
+ fulfillment customs, duties, taxes and tariffs cost + fulfillment labor cost
+ fulfillment automation cost
+ fulfillment property, plant and equipment cost
+ fulfillment governance, risk, compliance (GRC), inventory and overhead cost
Main metrics associated with sR/RETURN
TOTAL COST TO SERVE - CO.1.001
Total cost to serve= planning cost + sourcing cost + material landed cost + production cost + order management cost + fulfillment cost + returns cost
And
ORDER MANAGEMENT COSTS (CO.2.005)
Order management cost = order management labor cost + order management automation cost + order management property, plant and equipment cost + order management governance, risk, compliance (GRC) and overhead cost
and
FULFILLMENT COST (CO.2.006) Fulfillment cost = transportation cost + fulfillment customs, duties, taxes and tariffs cost + fulfillment labor cost + for fulfillment automation cost + fulfillment property, plant and equipment cost + fulfillment governance, risk, compliance (GRC), inventory and overhead cost
And
RETURNS COST (CO.2.007) Returns Cost = discounts and refunds cost aka(CO.3.028) + disposition cost aka(CO.3.029) + return governance, risk, compliance (GRC), inventory and overhead cost aka(CO.3.030)
Main metrics associated with sR/RETURN
RETURNS COST (CO.2.007) calculation
Returns Cost =
discounts and refunds cost aka(CO.3.028)
+ disposition cost aka(CO.3.029)
+ return governance, risk, compliance (GRC), inventory and overhead cost aka(CO.3.030)
Main metrics associated with sE/ENABLE
TOTAL COST TO SERVE CO PLANNING COST SOURCING COST MATERIAL LANDED COST PRODUCTION COST ORDER MANAGEMENT COST FULFILLMENT COST RETURNS COST
What are the five performance attributes of SCOR
– Reliability – responsiveness – agility – cost – asset management efficiency
Which of the three performance attributes are customer facing?
– Reliability
– responsiveness
– agility
Which of the performance attributes are to be considered by your organization internally?
– Cost
– asset management efficiency
What do the five core supply chain performance attributes allow the SCOR model to do?
The performance attributes of the supply chain permit it to be analyzed and evaluated against other supply chains.
Which level one strategic metric is associated with the performance attribute of reliability?
RL.1.1 – perfect order fulfillment
Which level one strategic metric is associated with the performance attribute of RESPONSIVENESS?
RS.1.1 – order fulfillment cycle time
RL.1 .1– perfect order fulfillment calculation
[Total perfect orders] / [total number of orders] X 100%
NOTE- A perfect order is only perfect if the individual line items making up that order are all perfect
RS.1.1– order fulfillment cycle time calculation
Order fulfillment cycle time =[Sum actual cycle times for all orders delivered] / [total number of orders delivered] in days
Note – this is the average actual cycle time consistently achieved to fulfill customer orders, the cycle time starts from the order receipt and ends with customer acceptance of the order
Which level one strategic metrics are associated with the performance attribute of AGILITY?
AG .1 .1 – upside supply chain flexibility
AG .1 .2 – upside supply chain adaptability AG .1 .3 – downside supply chain adaptability
AG .1 .4 – overall value at risk (VAR)
AG.1.1 – upside supply chain flexibility definition and calculation
Upside supply chain flexibility is the number of days (minimum time) required to achieve an unplanned sustainable 20% increase in quantities delivered when considering source make and deliver components
Calculation is total elapsed days between the occurrence of the unplanned event and the achievement of sustained plan source make deliver and return performance (elapsed days are not necessarily the sum of days required because some activities may occur simultaneously)
AG 1.2 – upside supply chain adaptability definition/calculation
The maximum sustainable percentage increase in quantity delivered that can be achieved in 30 days
Supply chain adaptability is the least quantity sustainable considering the source, make, deliver and return components
AG 1.3 – downside supply chain adaptability definition/calculation
The reduction in quantity ordered sustainable it 30 days prior to delivery with no inventory or cost penalties
Downside supply chain adaptability =
downside source adaptability
+ downside make adaptability
+ downside deliver adaptability
AG 1.4 – overall value at risk (V a R)
VARI is a measure of an organizations exposure to supply chain risk events
What is the level one strategic metric associated with the cost performance attribute?
CO.1.001 – total cost to serve
CEO .1 .001 – total cost to serve, definition and calculation
The sum of the supply chain cost to deliver products and services to customers. Total cost to serve includes the cost to plan the supply chain, cost to source materials, products, goods, merchandise and services, cost to produce, manufacture, remanufacture, refurbish, repair and maintain goods and services if applicable, cost to manage orders, customer inquiries and returns, and cost to deliver products and services at the agreed location (point of revenue)
NOTE- total cost to serve comprises two types of costs
– direct costs or costs that can be directly attributed to fulfilling customer orders (i.e.; the cost of the materials used and/or delivered, all direct supply chain labor, etc.)
– Indirect costs over costs required (or occurring) to operate the supply chain (i.e.; cost to lease and maintain equipment, inventory depreciation, damage and returns costs, etc.)
Total cost to serve = CO.2.001 planning cost \+ CO.2.002 sourcing cost \+ CO.2.003 material landed cost \+ CO.2.004 production cost \+ CO.2.005 order management cost \+ CO.2.006 fulfillment cost \+ CO.2.007 returns cost
What is the level one strategic metric associated with the performance attribute asset-management efficiency
A.M.1 .1 – cash to cash cycle time
What is the definition/calculation for A.M.1.1 – cash to cash cycle time
Cash to cash cycle time is the time it takes for an investment made to flow back into a company after it has been spent for raw materials. NOTE-For services, this represents the time from the point where a company pays for the resources consumed in the performance of the service to the time that the company received payment from the customer for those services
Cash to cash cycle time =
inventory days of supply
+ days sales outstanding
- days payable outstanding
Cash to cash cycle time calculation
Cash to cash cycle time =
[inventory days of supply]
+[days sales outstanding]
- [days payable outstanding]
List each of the performance metrics (level 1 through level 3) for the reliability performance attribute
RL .1 .1 – perfect order fulfillment,
RL .2 .1– % of orders delivered in full
RL. 3.33 – delivery item accuracy,
RL. 3.35 – delivery quantity accuracy,
RL .2 .2 – delivery performance to customer commit date
RL.3.32-customer commit date achievement time customer receiving
RL.3.34-delivery location accuracy
RL.2.3-documentation accuracy
RL.3.31-compliance documentation accuracy
RL.3.43-other required documentation accuracy
RL.3.45-payment documentation accuracy
RL..3.50-shipping documentation accuracy
RL.2.4- perfect condition
RL.3.12-percent of faultless installations
RL.3.24-percent of orders/lines received damage free
RL.3.41-orders delivered damage free conformance
RL.3.42-orders delivered defect free conformance
RL.3.55-warranty and returns
List each of the performance metrics (level 1 through level 3) for the responsiveness performance attribute
RS.1.1- order fulfillment cycle time
RS .2 .1 – source cycle time
RS .3 .8 – authorize supplier payment cycle time
RS .3 .107 – receive product cycle time
RS .3 .122 – schedule product deliveries cycle time
RS .3.125 – select supplier and negotiate cycle time
RS .3 .139 – transfer product cycle time
RS .3 .140 – verify product cycle time
RS .2 .3 – deliver cycle time
RS .3 .16 – build loads cycle time
RS .3 .46 – install product cycle time
RS .3 .51 – load product & generating shipping documentation cycle time
RS .3 .102 – receive and verify product by customer cycle time
RS .3 .110 – receive product from source for make cycle time
RS .3 .111 - receive, configure, enter, and validate order cycle time
RS .3 .116 – reserve resources determine delivery date cycle time
RS .3 .117 – route shipments cycle time
RS .3 .124 – select carriers and rate shipments cycle time
RS .3 .126 – ship product cycle time
RS .2 .4 – delivery retail cycle time
RS .3 .17 – check out cycle time
RS .3 .32 – fill shopping cart cycle time
RS .3 .34 – generate stocking schedule cycle time
RS .3 .97 – pick product from back room cycle time
RS .3 .109 – receive product at store cycle time
RS .3 .129 – stock shelf cycle time
List each of the performance metrics (level 1 through level 3) for the AGILITY performance attribute
AG .1 .1 – upside supply chain flexibility
AG.2.1 – Upside flexabilty (source)
AG.2. 2 – Upside flexabilty (make)
AG.2. 3 – Upside flexabilty (deliver)
AG.2. 4 – Upside return flexabilty (source)
AG.2. 5 – Upside return flexabilty (deliver)
AG.1.2 - upside supply chain adaptability
AG.2. 6- Upside adaptability (source)
AG.2. 7- Upside adaptability (make)
AG.2. 8- Upside adaptability (deliver)
AG.2. 9-Upside return adaptability (source)
AG.2. 10-Upside return adaptability (deliver)
AG.1.3- downside supply chain adaptability
AG.2.11- Downside adaptability (source)
AG.2.12-Downside adaptability (make)
AG.2.13- Downside adaptability (deliver)
AG.1.4- overall value at risk (VaR) AG.2.14-suppliers/customers/products risk rating AG.2.15-value at risk (plan) AG.2.16-value at risk (source) AG.2.17-value at risk (make) AG.2.18-value at risk (deliver) AG.2.19-value at risk (return)
List each of the performance metrics (level 1 through level 3) for the COST performance attribute
CO.1.001-total cost to serve
CO.2.001-planning cost CO.3.001-planning labor cost CO.3.002-planning automation cost CO.3.003-planning property, plant, and equipment cost CO.3.004-planning GRC and overhead cost
CO.2.002-SOURCING COST
CO.3.005-sourcing labor cost
CO.3.006-sourcing automation cost
CO.3.007-Sourcing property, plant, and equipment cost
CO.3.008-Sourcing GRC inventory and overhead cost
CO.2.003-material landed cost
CO.3.009-purchased materials cost
CO.3.010-material transportation cost
CO.3.011-material customs, duties, taxes, and tariffs cost
CO.3.012-material risk and compliance cost
CO.2.004-PRODUCTION COST
CO.3.013-
CO.3.014-production labor cost
CO.3.015-production automation cost
CO.3.016-Production property,plant, and equipment cost
CO.3.017-production GRC, inventory, and overhead cost
CO.2.005-ORDER MNGMNT COST
CO.3.018-order management labor cost
CO.3.019-order management automation cost
CO.3.020-order management property, plant and equipment cost
CO.3.021-order management GRC and overhead cost
CO.2.006-FULFILLMENT COST
CO.3.022-transportation cost
CO.3.023-fulfillment customs, duties, taxes and tariffs cost
CO.3.024-fulfillment labor cost
CO.3.025-fulfillment automation cost
CO.3.026-fulfillment property, plant and equipment cost
CO.3.027-fulfillment GRC, inventory and overhead cost
CO.2.007-RETURNS COST
CO.0328-discounts and refunds cost
CO.3.029-disposition cost
CO.3.030-return GRC, inventory and overhead cost
CO.2.008-COST OF COODS SOLD
List each of the performance metrics (level 1 through level 3) for the ASSET MANAGEMENT EFFICIENCY performance attribute
AM1.1- CASH TO CASH CYCLE TIME
AM.2.1-DAYS SALES OUTSTANDING
AM.2.2-INVENTORY DAYS OF SUPPLY
AM.3.16-inventory days of supply (raw material)
AM.3.17-inventory days of supply (W I P)
AM.3.23-recycle days of supply
AM.3.28-percentage defective inventory
AM.3.37-percentage excess inventory
AM.3.44-percentage unserviceable MRO inventory
AM.3.45-inventory days of supply (finished goods)
AM.2.3-DAYS PAYABLE OUTSTANDING
AM.1.2-RETURN ON SUPPLY CHAIN FIXED ASSETS
AM.2.5-SUPPLY CHAIN FIXED ASSETS AM.3.11-fixed asset value (deliver) AM.3.18-fixed asset value (make) AM.3.20-fixed asset value (plan) AM.3.24-fixed asset value (return) AM.3.27-fixed asset value (source)
AM.1.3-RETURN ON WORKING CAPITAL
AM.2.6-ACCOUNTS PAYABLE(PAYABLES OUTSTANDING)
AM.2.7-ACCOUNTS RECEIVABLE (SALES OUTSTANDING)
AM.2.8- INVENTORY
