Difference between revisions of "A109"

Latest revision as of 19:05, 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.

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. Consider developing the Business Strategy Map to 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.

Discuss Contract Custom Solution

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 strategic linkage, 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===
+<p>[[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. </p>
-Without clearly defined supply chains, scorecards may contain aggregate data of conflicting supply chain types e.g.
+An example of such metrics are the level-1 [[SCPM|metrics]] for each [[Attribute|Attribute]] defined in {{OR}}. Where necessary the level-2, 3, and 4 metrics are available to analyze and explain deviations between scorecard targets and actuals for each metric.
-[[Link::t:MTO]] and [[Link::t:MTS]] together. Without strategy, metrics chosen are not clearly linked to strategic priorities. The {{OR}} wiki provides all necessary definitions. [[Category:Process]][[Category:Supply Chain]]
+A {{OR}} supply chain scorecard typically consists of 6-10 level-1 metrics.
+[[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 scorecard.
+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===
+* [[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. Consider developing the [[t:BSM]] to 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.
+<ins>[[Link:t:GRC4]]</ins>
+[[Category:Process]][[Category:Supply Chain]]
 {{Object
 |name=Define Scorecard
 |parent=sc:A1
-|sort=1090
+|sort=4110900
 |level=3
 |keywords=Supply, Chain, Management, Performance, Metrics, Standard, Reporting
 |description=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
 }}

A109

Difference between revisions of "A109"

Latest revision as of 19:05, 17 November 2021

Contents

Use Cases

Notes

Hierarchy

Term(s)

Workflow