CSCP (ASCM) cheat sheet

SCOR defines six level-1 management processes: Plan, Source, Make, Deliver, Return, and Enable; each is decomposed into level-2 and level-3 process elements.

Strategic fit exists when the supply chain's position on the responsiveness-efficiency frontier matches the implied demand uncertainty of the products it serves; high-uncertainty products favor responsiveness, predictable ones favor efficiency.

Four classic causes of the bullwhip effect: demand-signal processing (forecast updating), order batching, price fluctuation, and shortage gaming/rationing.

Square-root law: safety stock held across n identical stocking locations is approximately sqrt(n) times the safety stock required by one consolidated location, so consolidation reduces total buffer inventory.

The push-pull boundary sits where scale economies end and demand uncertainty begins; postponement (delayed differentiation) moves that boundary downstream toward the customer.

Kraljic segmentation: high profit impact + high supply risk = strategic; high profit impact + low supply risk = leverage; low profit impact + high supply risk = bottleneck; low impact + low risk = non-critical.

Total cost of ownership includes unit price plus transportation, duties and tariffs, inventory carrying cost, quality and inspection, risk exposure, and end-of-life disposal costs.

Capacity strategy options: lead (capacity added ahead of demand, risks idle capacity), lag (capacity added after demand is proven, risks shortfalls), and match/track (capacity added in step with demand).

Order winners are the criteria that cause a customer to choose a supplier; order qualifiers are the minimum acceptable standards a supplier must meet to be considered at all.

S&OP cycle steps: data gathering and demand planning, demand review, supply review, pre-S&OP financial reconciliation, and executive S&OP that produces one consensus plan.

EOQ = square root of (2DS / H), where D = annual demand in units, S = cost per order placed, H = annual holding cost per unit; it minimizes the sum of ordering and holding costs.

Independent-demand reorder point: ROP = (average demand per period x lead time in periods) + safety stock; with normal variability, safety stock = z x standard deviation of demand x square root of lead time.

Forecast accuracy measures: MAD = sum of absolute errors / n; MAPE = average of (absolute error / actual) x 100; tracking signal = running sum of forecast errors / MAD, with |TS| > 4 indicating bias.

MRP net requirements = gross requirements - projected on-hand - scheduled receipts + safety stock; planned order releases are offset by the item's lead time and sized by the lot-sizing rule.

Cash-to-cash cycle = days inventory outstanding + days sales outstanding - days payables outstanding; shortening it releases working capital without changing profit.

Inventory turnover = cost of goods sold / average inventory value; days of supply = 365 / turnover.

Takt time = available production time / customer demand rate; it sets the pace to which a balanced, pull-driven line is leveled.

Theory of constraints five focusing steps: identify the constraint, exploit it, subordinate everything else to it, elevate it, then repeat once it moves.

SCOR performance attributes are reliability, responsiveness, agility, cost, and asset management efficiency; each is measured by level-1 metrics such as perfect order fulfillment, order fulfillment cycle time, and cash-to-cash cycle time.

Perfect order fulfillment counts only orders that are delivered complete, on time, damage-free, and with correct documentation; it is stricter than any single fill-rate or on-time measure.

DMAIC sequence for existing-process improvement: Define, Measure, Analyze, Improve, Control; DMADV (define, measure, analyze, design, verify) applies to new process design.

The seven wastes (TIMWOOD): transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.

Risk response options after scoring likelihood x impact: avoid, mitigate/reduce, transfer (insurance, contracts), and accept with a contingency plan.

Root cause analysis tools: 5 Whys for linear causal chains, fishbone/Ishikawa for grouping candidate causes into categories such as man, machine, method, material, measurement, environment.

Triple bottom line evaluates performance on social, environmental, and economic dimensions; circular economy design keeps materials in use through reuse, repair, remanufacture, and recycling.

Benchmarking types: internal (between own units), competitive (direct rivals), functional/process (similar processes in other industries), and generic (best-in-class regardless of industry).

PDCA (Plan-Do-Check-Act, the Deming cycle) is the iterative loop underlying kaizen, ISO management-system standards, and most continuous improvement programs.