A109
Difference between revisions of "A109"
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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. | 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. | ||
| − | === | + | ===Use Cases=== |
| − | [[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]]. A [[t:BSC]] consists of a limited number of agreed, well-defined metrics, categorized by business perspective. | + | [[File:OR-BSC.png|thumb|Balanced Scorecard example]][[t:BSC]]: A standard method to analyze the performance of supply chains is the use of [[t:BSC|Balanced Scorecards]]. A [[t:BSC]] consists of a limited number of agreed, well-defined metrics, categorized by business perspective. |
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| − | + | [[File:OR-BSM.png|thumb|Business Strategy Map template]][[t:BSM]]{{OR}} recommends the use of a [[t:BSM]] to visualize and/or communicate the linkage between the business priorities and the metrics/attributes in a {{this}}. | |
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| − | [[File:OR-BSM.png|thumb|Business Strategy Map template]]{{OR}} recommends the use of a [[t:BSM]] to visualize and/or communicate the linkage between the business priorities and the metrics/attributes in a {{this}}. | ||
===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]] 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. | ||
Revision as of 18:12, 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.
Contents
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.
Notes
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.
Workflow
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