SCOR-P key terms

A standardized framework that describes supply chain activities using common process definitions, performance metrics, and best practices, allowing organizations to compare and improve their operations across industries.

The current evolution of the SCOR framework maintained by ASCM, delivered as a digital resource that integrates process modeling, metrics, skills, and practices for configuring and benchmarking supply chains.

A structured catalog of business processes at multiple levels of detail, with standard names and definitions, used to align terminology and enable consistent measurement and comparison across organizations.

The top tier of the SCOR process hierarchy, defining the six core management processes: Plan, Source, Make, Deliver, Return, and Enable, used to scope the overall supply chain.

The second tier of the SCOR hierarchy, which breaks each Level 1 process into process categories such as make-to-stock or make-to-order, reflecting configuration choices.

The third tier of the SCOR hierarchy, detailing the process elements and activities that make up a Level 2 category, used to define how work is actually performed.

The SCOR Level 1 process that supports and connects the other processes by providing governance, rules, performance measurement, data, and resource management across the supply chain.

The SCOR Level 1 process concerned with balancing demand and supply, including forecasting, aggregate planning, inventory planning, and aligning resources to meet expected requirements.

The SCOR Level 1 process covering procurement activities such as supplier selection, ordering, receiving, and managing inbound materials and services needed to fulfill demand.

The SCOR Level 1 process that transforms inputs into finished outputs through production activities, including scheduling, fabrication, assembly, testing, and packaging.

The SCOR Level 1 process covering order management, warehousing, transportation, and distribution activities that fulfill customer demand and deliver finished goods or services.

The SCOR Level 1 process managing the reverse flow of goods, including returns of defective or excess products and the handling of maintenance, repair, and overhaul activities.

A production strategy in which goods are manufactured based on forecasts and held in inventory before customer orders arrive, enabling fast fulfillment from stock.

A production strategy in which manufacturing begins only after a customer order is received, allowing customization but typically requiring longer lead times.

A production strategy where each order involves unique design and engineering work before production, used for highly customized or one-of-a-kind products.

A high-level grouping of related metrics in SCOR that expresses a strategic priority, such as reliability, responsiveness, agility, cost, or asset management efficiency.

A top-level, strategic performance measure used to benchmark and compare supply chain performance across organizations, often tied directly to a performance attribute.

A diagnostic performance measure that explains the causes behind a Level 1 metric, enabling organizations to pinpoint improvement opportunities within specific processes.

A detailed, process-level performance measure used to diagnose root causes and drive operational improvements within specific activities of the supply chain.

A reliability metric measuring the percentage of orders delivered complete, on time, undamaged, and with correct documentation, reflecting overall delivery quality.

A responsiveness metric measuring the average time from receiving a customer order to delivering it, indicating how quickly demand is satisfied.

An agility metric measuring how much additional volume a supply chain can deliver within a defined time frame without significant cost or service penalties.

An asset management metric measuring the time between paying suppliers for materials and receiving payment from customers, reflecting working capital efficiency.

An asset management metric estimating how many days current inventory would last based on average consumption or sales, indicating inventory efficiency.

The practice of comparing an organization's performance metrics against industry peers or internal targets to identify gaps and prioritize improvement efforts.

A staged framework describing progressive levels of capability in a process area, used to assess current maturity and plan a path toward higher performance.

A proven approach, method, or technique documented in SCOR that has demonstrated superior results and can be adopted to improve a specific supply chain process.

A structured, organization-wide change effort that redesigns processes, technology, and capabilities to achieve significantly improved supply chain performance and strategic alignment.

A comparison of current performance and capabilities against desired targets or benchmarks, used to identify the differences that improvement initiatives must close.

The design of a supply chain's structure, including which processes, locations, flows, and process categories are used to serve specific markets and products.

The defined set of regions, countries, or markets that a supply chain configuration is designed to serve, influencing sourcing, production, and distribution decisions.

The systematic identification, assessment, and mitigation of events that could disrupt supply chain flows, supported in SCOR by risk-related process and metric elements.

The ability of a supply chain to anticipate, absorb, and recover from disruptions while maintaining continuity of service to customers.

The process of forecasting future customer demand using historical data, market intelligence, and statistical methods to guide supply and inventory decisions.

A cross-functional planning process that aligns sales forecasts with supply capabilities, balancing demand and supply at an aggregate level to support executive decisions.

The activities used to select, evaluate, develop, and govern relationships with suppliers to ensure reliable delivery, quality, and value from sourced goods and services.

The planning and management of the flow of goods backward from customers for returns, repairs, recycling, or disposal, including associated information and financial flows.

A working capital metric measuring the average number of days it takes to collect payment from customers after a sale, reflecting receivables efficiency.

The lowest detailed activity within a SCOR Level 3 process, describing specific tasks and, where applicable, detailed work instructions and inputs and outputs.