Difference between revisions of "A109"

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	A [[t:BSM]] is typically created (and appended to the scorecard) after the supply chain strategy has been defined or refreshed and after the initiatives to operationalize/implement such strategy ('strategic initiatives') have been defined, planned, and funded.		A [[t:BSM]] is typically created (and appended to the scorecard) after the supply chain strategy has been defined or refreshed and after the initiatives to operationalize/implement such strategy ('strategic initiatives') have been defined, planned, and funded.
	===Notes===		===Notes===
−	* [[sc:A101|Busines plan review]] is a key step prior to defining scorecards. Without a deep understanding of the business plan, metrics are typically not --clearly-- linked to business priorities. Developing the [[t:BSM]] will reveal any gaps in linkage between priorities and metrics.	+	* [[sc:A101|Busines plan review (A101)]] is a key step prior to defining scorecards. Without a deep understanding of the business plan, metrics are typically not --clearly-- linked to business priorities. Developing the [[t:BSM]] will reveal any gaps in linkage between priorities and metrics.
−	* The [[sc:A102|discovery (A102)]] and [[sc:A108|documentation/definition (A108)]] of supply chains are a key preceding steps. Without clearly defined supply chains, scorecards may contain aggregate data of conflicting supply chain types e.g. [[Link::t:MTO]] and [[Link::t:MTS]] together.	+	* The [[sc:A102|Discovery (A102)]] and [[sc:A108|Documentation/Definition (A108)]] of supply chains are a key preceding steps. Without clearly defined supply chains, scorecards may contain aggregate data of conflicting supply chain types e.g. [[Link::t:MTO]] and [[Link::t:MTS]] together.
	[[Category:Process]][[Category:Supply Chain]]		[[Category:Process]][[Category:Supply Chain]]

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Revision as of 17:22, 17 November 2021

The activities associated with the selection of the key metrics for each performance attribute for each supply chain. A scorecard is used to define the metrics of most interest to an organization, to arrange them by area of impact, by business priority, and to provide a container for later benchmarking comparisons. Each scorecard is built from a subset of hundreds of OpenReference metrics.

Use Cases

Balanced Scorecard: A standard method to analyze the performance of supply chains is the use of Balanced Scorecards. A Balanced Scorecard consists of a limited number of agreed, well-defined metrics, categorized by business perspective.

An example of such metrics are the level-1 Metrics for each Performance Attribute defined in OpenReference. Where necessary the level-2, 3, and 4 metrics are available to analyze and explain deviations between scorecard targets and actuals for each metric.

A OpenReference supply chain scorecard typically consists of 6-10 level-1 metrics.

Business Strategy Map: OpenReference recommends the use of a Business Strategy Map to visualize and/or communicate the linkage between the business priorities and the metrics/attributes in a scorecard.

A Business Strategy Map is typically created (and appended to the scorecard) after the supply chain strategy has been defined or refreshed and after the initiatives to operationalize/implement such strategy ('strategic initiatives') have been defined, planned, and funded.

Notes

• Busines Plan Review (A101) is a key step prior to defining scorecards. Without a deep understanding of the business plan, metrics are typically not --clearly-- linked to business priorities. Developing the Business Strategy Map will reveal any gaps in linkage between priorities and metrics.
• The Discovery (A102) and Documentation/Definition (A108) of supply chains are a key preceding steps. Without clearly defined supply chains, scorecards may contain aggregate data of conflicting supply chain types e.g. Make-to-Order and Make-to-Stock together.

Note: Common inputs and outputs are listed in alphabetical order. Other inputs and outputs may be required to support varying use cases.Define Scorecard Align Strategy 4110900 3 Supply, Chain, Management, Performance, Metrics, Standard, Reporting Selection of the key metrics for each performance attribute for each supply chain. A scorecard is used to define the metrics of most interest to an organization, to arrange them by area of impact, by strategic linkage, and to provide a container for later benchmarking comparisons