SCOR-P flashcards
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32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- SCOR Level 1 processes
- The six top-level management processes: Plan, Source, Make, Deliver, Return, and Enable. Level 1 defines the scope of the entire supply chain and provides the framework for lower-level decomposition.
- Performance attributes in SCOR
- The five attributes are Reliability, Responsiveness, Agility, Cost, and Asset Management Efficiency. Each attribute groups Level 1 metrics used to characterize supply chain performance against competitive strategy.
- SCOR Level 2 categories
- Process categories are configurations of a Level 1 process, such as make-to-stock or make-to-order. They define the operating strategy for a process and are the level at which a company typically configures its supply chain.
- SCOR Level 3 elements
- Process elements decompose a Level 2 category into detailed activities with defined inputs, outputs, and metrics. Level 3 is where companies map their actual processes and identify improvement opportunities.
- Enable process
- The Enable process (sE) supports and coordinates Plan, Source, Make, Deliver, and Return. It covers business rules, performance management, data, and alignment of processes across the supply chain.
- Return process scope
- Return includes source-return (inbound returns of sourced material) and deliver-return (outbound returns, including maintenance, repair, and overhaul). Both are modeled as distinct Level 2 categories.
- SCOR as reference model
- SCOR standardizes terminology, process decomposition, and metrics across industries. It is descriptive and diagnostic, not prescriptive - it does not mandate a specific operating design or technology.
- Digital standard purpose
- The digital standard encodes SCOR's model, metrics, and processes in structured, machine-readable formats. This enables system-to-system interoperability and consistent metric definitions across applications and partners.
- Perfect Order Fulfillment
- Percentage of orders delivered complete, on time, damage-free, and with correct documentation. It is a Reliability Level 1 metric and a composite measure of order execution quality.
- Order Fulfillment Cycle Time
- The average actual cycle time from customer order receipt to order delivery. It is a Responsiveness Level 1 metric measuring how quickly the supply chain responds to customer demand.
- Upside Supply Chain Flexibility
- The number of days required to achieve an unplanned 20% increase in delivered quantities without a significant cost penalty. It is an Agility Level 1 metric.
- Cash-to-Cash Cycle Time
- Inventory Days of Supply plus Days Sales Outstanding minus Days Payable Outstanding. It measures how long cash is tied up in the supply chain and is an Asset Management Efficiency metric.
- Total SC Management Cost
- The sum of costs to plan, source, make, deliver, and return, typically expressed as a percentage of revenue. It is a Cost Level 1 metric used for benchmarking against peers.
- Return on SC Fixed Assets
- Supply Chain Revenue minus Total Supply Chain Management Cost, divided by Supply Chain Fixed Assets. It measures how effectively fixed assets generate return and is an Asset Management Efficiency metric.
- Benchmarking decomposition
- The practice of comparing Level 1 metric performance against peers, then decomposing the variance into Level 2 and Level 3 metrics to identify root causes of the gap.
- Reliability vs responsiveness
- Reliability metrics measure outcome quality (on-time, in-full, damage-free delivery). Responsiveness metrics measure speed of response (cycle time). They are distinct performance attributes, not interchangeable.
- Inventory Days of Supply
- The average number of days of inventory on hand, calculated from inventory value divided by average daily cost of goods sold. It is a component of Cash-to-Cash Cycle Time.
- Metric hierarchy purpose
- Level 1 metrics are diagnostic and cross-industry; Level 2 metrics are configuration-specific; Level 3 metrics are implementation-specific. The hierarchy links strategic goals to operational measures.
- Improvement closed loop
- Baseline current performance, benchmark externally, identify gaps, prioritize projects, implement changes, then re-measure. The loop repeats to sustain improvement over time.
- Gap prioritization rule
- Each performance gap is weighted by business impact and implementation feasibility. Gaps with high impact and high feasibility are addressed first to deliver value quickly.
- Transformation phases
- Strategy alignment, current-state assessment, future-state design, roadmap development, and execution with governance. Each phase produces artifacts that feed the next phase.
- Maturity progression
- Supply chains mature from functional silos, to cross-functional integration, to external cross-enterprise collaboration. Each stage requires different governance, data sharing, and process alignment.
- Business case quantification
- A transformation business case translates expected metric improvement into financial impact. It states the baseline, target metric value, expected benefit, cost, and payback period.
- Change management workstream
- Process and system changes require aligned roles, incentives, and training. Change management runs in parallel with technical implementation to ensure adoption and sustain results.
- Post-implementation review
- After implementation, realized metric movement is compared against the baseline and target. The review validates the business case and informs the next improvement cycle.
- Project scoping in SCOR
- Improvement projects are scoped to a specific Level 2 process category and its Level 3 elements. Narrow scope makes changes measurable and attributable to specific interventions.
- Configuration starting point
- Configuration starts with a competitive strategy statement defining customer segments and their order-winning and qualifying criteria. These criteria determine which process categories apply.
- Order fulfillment strategies
- Make-to-stock, make-to-order, configure-to-order, and engineer-to-order determine which Level 2 process categories apply. The choice reflects where the customer order penetrates the supply chain.
- Supply chain threads
- The specific source-make-deliver paths defined by geographic scope and product portfolio. Threads are the combinations modeled during configuration to represent the actual supply chain.
- Deliver process categories
- Deliver categories distinguish stocked product (sD1) from make-to-order product (sD2), among others. The selection depends on whether inventory is held before or after the customer order.
- Plan process span
- Plan processes (sP1 Plan Supply Chain through sP5 Plan Return) coordinate and balance demand and supply across Source, Make, Deliver, and Return. They are cross-cutting rather than sequential.
- Efficient vs responsive model
- Efficient (lean) models minimize cost for predictable demand; responsive (agile) models prioritize speed and flexibility for volatile demand. Configuration should match the model to each product or segment.