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SCOR 11 > SCOR 11 2017 > Flashcards

SCOR 11 2017 Flashcards

1
Q

sP

A

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
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2
Q

sP1

A

Plan Supply Chain

Plan SC-sP1

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3
Q

6 SCOR PRIMARY management PROCESSES

A 
PLAN
SOURCE
MAKE
DELIVER
RETURN
ENABLE
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4
Q

sP2

A

PLAN Source

Remember, not necessarily to do with “source-ing” but planning any type ofdemand signal

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5
Q

sP3

A

PLAN Make

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6
Q

sP4

A

PLAN Deliver

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7
Q

sP5

A

Plan RETURN

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8
Q

Plan RETURN

A

sP5

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9
Q

Common language name and associated Subprocesses to sP1

A

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

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10
Q

Common language name and associated subprocesses for sP2

A

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

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11
Q

Common language name for and associated subprocesses to sP3

A

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

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12
Q

Common language name and associated subprocesses for sP4

A

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

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13
Q

Common language name and associated subprocesses for sP5

A

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

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14
Q

sS

A 
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
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15
Q

Common language name and associated subprocesses for sS1

A

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
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16
Q

Common language name and associated sub processes for sS2

A

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
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17
Q

Common language name and associated subprocesses for sS3

A 
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
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18
Q

sM

A 
MAKE
#3 of the 6 primary SCOR management process
PLAN
SOURCE
MAKE 
DELIVER
RETURN
ENABLE
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19
Q

Common language name and associated subprocesses for sM1

A

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
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20
Q

Common language name and associated sub processes for sM2

A

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
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21
Q

Common language name and associated subprocesses for sM3

A

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
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22
Q

sD

A

4 of the 6 primary SCOR management processes

Deliver

PLAN
SOURCE
MAKE
DELIVER
RETURN
ENABLE
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23
Q

sR

A

5 of the 6 SCOR primary management processes

RETURN

PLAN
SOURCE
MAKE
DELIVER
RETURN
ENABLE
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24
Q

Common language name and associated subprocesses for sSR1?

A

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

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25
Q

Common language name and associated subprocesses for sSR2?

A

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
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26
Q

Common language name and associated subprocesses for sSR3?

A

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

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27
Q

Common language name and associated subprocesses for sDR1?

A

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

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28
Q

Common language name and associated subprocesses for sDR2?

A

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

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29
Q

Common language name and associated subprocesses for sDR3?

A

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

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30
Q

sE

A

ENABLE

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31
Q

ENABLE

A

sE

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32
Q

Common name and associated subprocesses for sE1?

A

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
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33
Q

Common language name and associated subprocesses for sE2

A

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
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34
Q

Common language name and associated subprocesses for sE3

A

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
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35
Q

Common language name and associated subprocesses for sE4

A

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

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36
Q

Common language name and associated subprocesses for sE5

A

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
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37
Q

Common language name and associated sub processes for sE6

A

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

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38
Q

Common language name and associated subprocesses for sE7

A

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
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39
Q

Common language name and associated sub processes for sE8

A

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
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40
Q

Common language name and associated sub processes for sE9

A

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
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41
Q

What are the six major level 1 SCOR processes

A 
Plan 
source 
make 
deliver 
return 
enable
42
Q

Describe the level one SCOR process PLAN

A

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

43
Q

Describe the level one SCOR process SOURCE

A

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

44
Q

Describe the level one SCOR process MAKE

A

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

45
Q

Describe the level one SCOR process DELIVER

A

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

46
Q

Describe the level one SCOR process RETURN

A

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.

47
Q

Describe the level one SCOR process ENABLE

A

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.

48
Q

What is the rule of thumb for subprocesses associated with each level-1 SCOR process

A

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

49
Q

Short definition for the level–1 SCOR process PLAN

A

The process associated with determining requirements and corrective actions to achieve supply chain objectives

50
Q

Short definition for the level–1 SCOR process SOURCE

A

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

51
Q

Short definition for the level–1 SCOR process MAKE

A

The process of adding value to products through mixing, separating, forming, machining, and chemical processes.

52
Q

Short definition for the level–1 SCOR process DELIVER

A

The processes associated with performing customer – facing order management and order fulfillment activities

53
Q

Short definition for the level–1 SCOR process RETURN

A

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.

54
Q

Short definition for the level–1 SCOR process ENABLE

A

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

55
Q

Basic hierarchy map for SCOR level-1 process PLAN

A 
sP1-plan supply chain
sP2– Plan source
sP3– Plan make
sP4– Plan deliver
sP5– Plan return
56
Q

Basic hierarchy map for SCOR level-1 process SOURCE

A

sS1– Source stocked product
sS2– Source make to order product
sS3– Source engineer to order product

57
Q

Basic hierarchy map for SCOR level-1 process MAKE

A

sM1 – make to stock
sM2 – make to order
sM3– Engineer to order

58
Q

Basic hierarchy map for SCOR level-1 process DELIVER

A

sD1– Deliver stocked product
sD2– Deliver make to order product
sD3– Deliver engineer to order product
sD4– Deliver retail product

59
Q

Basic hierarchy map for SCOR level-1 process RETURN

A 
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

60
Q

Basic hierarchy map for SCOR level-1 process ENABLE

A 
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
61
Q

Main metrics associated with sP/PLAN

A

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

62
Q

Total cost to serve - CO.1.001- calculation

A 
Total cost to serve = 
   planning cost 
\+ sourcing cost 
\+ material landed cost 
\+ production cost 
\+ order management cost 
\+ fulfillment cost 
\+ returns cost
63
Q

Planning cost-CO.2.001- calculation

A

Planning cost=
planning labor cost
+ planning automation cost
+ planning property, plant and equipment cost
+ planning governance, risk, compliance (GRC) and overhead cost

64
Q

Main metrics associated with sS/SOURCE

A

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

65
Q

TOTAL COST TO SERVE - CO.1.001 calculation

A 
Total cost to serve= 
   planning cost 
\+ sourcing cost 
\+ material landed cost 
\+ production cost 
\+ order management cost 
\+ fulfillment cost 
\+ returns cost
66
Q

SOURCING COST-CO.2.002-calculation

A

sourcing cost =
sourcing labor cost
+sourcing automation cost
+sourcing property,plant, and equipment cost
+ sourcing governance,risk, and compliance and overhead cost

67
Q

MATERIAL LANDED COST-CO.2.003-calculation

A 
Material landed cost = 
   purchased materials cost
\+ material transportation cost
\+ material customs,duties,taxes and tariffs cost
\+ material risk and compliance costs
84
Q

Main metrics associated with sM/MAKE

A

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)

85
Q

TOTAL COST TO SERVE - CO.1.001- calculation

A 
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
86
Q

PRODUCTION COST -CO.2.004- calculation

A

Production cost =
production (direct) labor cost
+ production automation cost
+ production property, plant and equipment cost
+ production governance, risk, compliance (GRC), inventory and overhead cost

87
Q

COST OF GOODS SOLD- CO.2.008- calculation

A

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)

88
Q

Main metrics associated with sD/DELIVER

A

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

89
Q

ORDER MANAGEMENT COSTS (CO.2.005) -calculation

A

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

90
Q

FULFILLMENT COST (CO.2.006) calculation

A

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

91
Q

Main metrics associated with sR/RETURN

A

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

92
Q

RETURNS COST (CO.2.007) calculation

A

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)

93
Q

Main metrics associated with sE/ENABLE

A 
TOTAL COST TO SERVE CO
PLANNING COST
SOURCING COST
MATERIAL LANDED COST
PRODUCTION COST
ORDER MANAGEMENT COST
FULFILLMENT COST
RETURNS COST
94
Q

What are the five performance attributes of SCOR

A 
– Reliability 
– responsiveness 
– agility 
– cost
 – asset management efficiency
95
Q

Which of the three performance attributes are customer facing?

A

– Reliability
– responsiveness
– agility

96
Q

Which of the performance attributes are to be considered by your organization internally?

A

– Cost

– asset management efficiency

97
Q

What do the five core supply chain performance attributes allow the SCOR model to do?

A

The performance attributes of the supply chain permit it to be analyzed and evaluated against other supply chains.

98
Q

Which level one strategic metric is associated with the performance attribute of reliability?

A

RL.1.1 – perfect order fulfillment

99
Q

Which level one strategic metric is associated with the performance attribute of RESPONSIVENESS?

A

RS.1.1 – order fulfillment cycle time

100
Q

RL.1 .1– perfect order fulfillment calculation

A

[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

101
Q

RS.1.1– order fulfillment cycle time calculation

A

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

102
Q

Which level one strategic metrics are associated with the performance attribute of AGILITY?

A

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)

103
Q

AG.1.1 – upside supply chain flexibility definition and calculation

A

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)

104
Q

AG 1.2 – upside supply chain adaptability definition/calculation

A

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

105
Q

AG 1.3 – downside supply chain adaptability definition/calculation

A

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

106
Q

AG 1.4 – overall value at risk (V a R)

A

VARI is a measure of an organizations exposure to supply chain risk events

107
Q

What is the level one strategic metric associated with the cost performance attribute?

A

CO.1.001 – total cost to serve

108
Q

CEO .1 .001 – total cost to serve, definition and calculation

A

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
109
Q

What is the level one strategic metric associated with the performance attribute asset-management efficiency

A

A.M.1 .1 – cash to cash cycle time

110
Q

What is the definition/calculation for A.M.1.1 – cash to cash cycle time

A

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

111
Q

Cash to cash cycle time calculation

A

Cash to cash cycle time =
[inventory days of supply]
+[days sales outstanding]
- [days payable outstanding]

112
Q

List each of the performance metrics (level 1 through level 3) for the reliability performance attribute

A

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

113
Q

List each of the performance metrics (level 1 through level 3) for the responsiveness performance attribute

A

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

114
Q

List each of the performance metrics (level 1 through level 3) for the AGILITY performance attribute

A

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)
115
Q

List each of the performance metrics (level 1 through level 3) for the COST performance attribute

A

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

116
Q

List each of the performance metrics (level 1 through level 3) for the ASSET MANAGEMENT EFFICIENCY performance attribute

A

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

SCOR 11 (1 decks)

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