Difference between revisions of "A109"

Revision as of 15:44, 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.

Balanced Scorecard example

A standard method to analyze the performance of supply chains is the use of Balanced Scorecards.

Business Strategy Map template

A Business Strategy Map

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 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.

The OpenReference wiki provides all necessary definitions.

Hierarchy

ID	Name	Level	x
A1	Align Strategy	2	A1
A109	Define Scorecard	3	A109

Term(s)

ID	Name	x
BSC	Balanced Scorecard	BSC
MTO	Make-to-Order	MTO
MTS	Make-to-Stock	MTS

Workflow

From

Input(s)

Process

Output(s)

To

wf_process	wf_arrow
A115	Strategic Priorities
A108	Network Definition
A107	Strategic Priorities
A104	Prioritized Supply Chains
A103	Supply Chain Definition

A109

wf_arrow	wf_process
Scorecard Definition	A110
Scorecard	A112

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

@@ Line 1: / Line 1: @@
 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 {{OR}} metrics.
-[[File:OR-BSC.png|thumb|Balanced Scorecard example]]A standard method to analyze the performance of supply chains is the use of [[t:BSC]]s.
+[[File:OR-BSC.png|thumb|Balanced Scorecard example]]A standard method to analyze the performance of supply chains is the use of [[t:BSC|Balanced Scorecards]].
+[[File:OR-BSM.png|thumb|Business Strategy Map template]]A [[t:BSM]]
 ===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.
+[[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.
 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.