The amount of accounts receivable outstanding expressed in dollars.
Calculation
The [5 point rolling average of gross accounts receivable (AR)] in $.
AM.2.7
Inventory
The amount of inventory (stock) expressed in dollars.
Calculation
The [5 point rolling average of gross value of inventory at standard cost] in $.
BP.055 Freight Carrier Delivery Performance Evaluation BP.161 Enterprise Level Spend Analysis
BP.050 Customer Incentives / Promotions for Large Inventory Purchases BP.056 Supplier Raw Material Quality Improvement
BP.058 Inventory Management Training BP.026 Improve S&OP process
BP.027 Pull-Based Inventory Replenishment BP.028 Inventory Optimization
BP.029 Inventory Management Using Supply Chain Network Optimization BP.030 Inventory Record Accuracy
BP.031 Stock keeping Unit (SKU) Rationalization/Cost of Sales Analysis BP.032 Reduce / Write-off Slow Moving Inventory
BP.033 Traditional Demand Forecasting Improvement
BP.034 Extend Inventory Planning using Collaboration (Key Suppliers) BP.036 Consignment Inventory with Key Suppliers
BP.037 Manufacturing Direct/Drop Shipment BP.038 Batch Size Reduction
BP.039 Right Size Frequency of Production Wheel BP.040 MTO Order Fulfillment Strategy
BP.041 Transportation Optimization
BP.042 Regular Review of Procurement Terms and Conditions BP.043 Consignment Inventory Reduction
BP.044 Inventory Financing Evaluation BP.045 Delay Inbound Supplier Shipments BP.046 Expedite Outbound Customer Shipments BP.047 Finished Goods Inventory Postponement BP.048 Inventory incentives / promotions for customers BP.051 Embed Inventory Management Goals
BP.052 Design for Logistics (DFL) Management BP.053 Manufacturing Reliability Improvement
BP.054 Manufacturing Quality Improvements for Return Reduction
1.5.18 Practices
AM.2.8
Inventory
BP.059 Employee Incentives for Effective Inventory Management BP.060 Order Lead Time Corrective Action
BP.061 Reduce Non-Strategic Inventory Level BP.062 Master Data Accuracy
BP.063 Optimize Sourcing Decisions to Local Source Point BP.064 Safety Stock Reduction
BP.065 Seasonal Packaging Reduction/Removal BP.066 Returns Policy to Reduce Returns Inventory BP.067 Returns Inventory Reduction
BP.068 Supplier Delivery Performance Analysis BP.069 Raw Materials Receiving Process BP.070 Planning/scheduling inventory training
BP.071 Freight Costs and Inventory Stocking Optimization BP.130 Identification of Obsolete Capital Assets
AM.2.8
AM.3.2 % of material that has a valid
% of the product content that has a supplier take- back program for recycling or reuse.
AM.3.3 % of materials that are recyclable/ reusable
% of the product content that is recyclable or reusable
AM.3.4 % of packaging/shipping materials reused internally
The percent of scrap from packaging that is immediately reused in the packaging process AM.3.5 % of production materials reused
The percent of scrap from production that is immediately reused in the production process AM.3.6 % of products consisting of previously used
components
The weight of recycled material in the product as a percent of total product weight
AM.3.8 Average age of Excess Inventory Average age of Excess Inventory in days AM.3.9 Capacity Utilization
A measure of how intensively a resource is being used to produce a good or service. Some factors that should be considered are internal
manufacturing capacity, constraining processes, direct labor availability and key components/
materials availability.
AM.3.12 Deliver Return Cycle Time
The average time associated with returns.
AM.3.14 Hazardous materials used during production process as a % of all materials
• sS3.1 Identify Sources of Supply
• sS3.1 Identify Sources of Supply
• sM2.4 Package
• sM1.3 Produce and Test
• sM2.3 Produce and Test
• sM3.4 Produce and Test
• sM1.3 Produce and Test
• sM2.3 Produce and Test
• sM3.4 Produce and Test
• sSR3 Source Return Excess Product
• sM1.1 Schedule Production Activities
• sM1.3 Produce and Test
• sM1.4 Package
• sM2.1 Schedule Production Activities
• sM2.3 Produce and Test
• sM2.4 Package
• sM3.2 Schedule Production Activities
• sM3.4 Produce and Test
• sM3.5 Package
• sE4 Manage Supply Chain Human Resources
• sE5 Manage Supply Chain Assets
• sDR1 Deliver Return Defective Product
• sDR2 Deliver Return MRO Product
• sM1.3 Produce and Test
• sM2.3 Produce and Test
• sM3.4 Produce and Test 1.5.20
Level-3 Metrics
AM
The % of material (by weight) issued for production that is classified as hazardous material
AM.3.15 Hazardous waste as % of total waste The % of waste (by weight) generated from production that is classified as hazardous material AM.3.16 Inventory Days of Supply - Raw Material
Value of raw materials / (COGS / 365) in days.
AM.3.17 Inventory Days of Supply - WIP
Total value of Work in Process / (COGS / 365) in days. WIP = Work In Process.
AM.3.19 Packaging as % of total material
The % by weight of packaging material to total raw material weight
AM.3.21 Rebuild or recycle rate
Number of returned products that are rebuilt or recycled as a percent of the total number of products returned
AM.3.22 Recyclable waste as % of total waste The % of waste (by weight) generated from production that is recyclable
AM.3.25 Return for Recycle Rate
Number of returns that are for recycling or re use as a per cent of the total number of products returned
AM.3.26 Return Rate
Weight of products returned divided by the weight of product shipped
AM.3.28 Percentage Defective Inventory
The value of defective product inventory as a percentage of the value of total inventory (%) Calculation [Total Defective Product Inventory Value] / [Total Inventory Value] x 100%
• sM1.7 Waste Disposal
• sM2.7 Waste Disposal
• sM3.8 Waste Disposal
• sS1 Source Stocked Product
• sS2 Source Make-to-Order Product
• sS3 Source Engineer-to-Order Product
• sM2 Make-to-Order
• sM3 Engineer-to-Order
• sD1 Deliver Stocked Product
• sD2 Deliver Make-to-Order Product
• sD3 Deliver Engineer-to-Order Product
• sM1.2 Issue Material
• sM2.2 Issue Sourced/In-Process Product
• sM3.3 Issue Sourced/In-Process Product
• sSR1 Source Return Defective Product
• sSR1.5 Return Defective Product
• sSR2 Return MRO Product
• sM1 Make-to-Stock
• sM2 Make-to-Order
• sM3 Engineer-to-Order
• sDR3 Deliver Return Excess Product
• sDR1 Deliver Return Defective Product
• sSR1 Source Return Defective Product
• sDR1 Deliver Return Defective Product
AM
AM.3.29 Percentage Defective Inventory in Disposition The value of defective product awaiting a disposition decision as a percentage of the value of the total defective product inventory (%) Calculation [Value of Defective Inventory in Disposition Stage] / [Total Inventory Value] x 100%
AM.3.30 Percentage Defective Inventory in Return Authorization
The value of defective product awaiting return authorization as a percentage of the total defective product inventory value (%) Calculation [Value of Defective Product Inventory in Request Return Authorization Stage] / [Total Defective Product Inventory Value] x 100%
AM.3.31 Percentage Defective Product Inventory in Transportation
The value of defective product inventory in transportation as a percentage of total defective product inventory (%) Calculation [Value of Defective Product Inventory in Physical Return and Transportation Stage] / [Total Defective Product Inventory Value] x 100%
AM.3.32 Percentage Defective Product Inventory in Scheduling
The value of defective product inventory awaiting scheduling as a percentage of the total defective product inventory value (%) Calculation [Value of Defective Product in Scheduling Stage] / [Total Defective Product Inventory Value] x 100%
AM.3.33 Percentage Excess Inventory in Disposition Inventory Awaiting Return in the disposition decision stage. Calculation [Excess Inventory in Disposition Stage] / [Total Inventory Value] x 100%
AM.3.34 Percentage Excess Inventory in Transportation Excess process in physical return and
transportation stage as a percentage of total excess product inventory (%) Calculation [Value of excess product inventory in physical return and transportation stage] / [Total excess inventory value] x 100%
AM.3.35 Percentage Excess Inventory in Request Return Authorization
Inventory Awaiting Return Authorization (%) Calculation [Value of excess product in request return authorization stage] / [Value of total excess inventory] x 100%
• sSR1.1 Identify Defective Product Condition
• sSR1.2 Disposition Defective Product
• sSR2.2 Disposition MRO Product
• sSR1.3 Request Defective Product Return
Authorization
• sSR1.5 Return Defective Product
• sSR1.4 Schedule Defective Product Shipment
• sSR3.2 Disposition Excess Product
• sSR3.5 Return Excess Product
• sSR3.3 Request Excess Product Return
Authorization
1.5.22
AM
AM.3.36 Percentage Excess Inventory in Identification Inventory awaiting return in the identification stage as a percentage of total excess inventory (%) Calculation [Value of Excess Inventory in Identification Stage] / [Total Inventory Value] x 100%
AM.3.37 Percentage Excess Inventory
The value of excess inventory as a percentage of the value of total inventory (%) Calculation [Value of Excess Inventory] / [Total Inventory Value] x 100%
AM.3.38 Percentage Excess Inventory in Scheduling Percentage of excess inventory awaiting scheduling the return (%) Calculation [Value of Excess Product Inventory in Scheduling Stage] / [Total Excess Product Inventory Value] x 100%
AM.3.39 Percentage Unserviceable MRO Inventory in Disposition
The value of unserviceable MRO Inventory in disposition stage as a percentage of total MRO inventory value (%) Calculation [Value of Unserviceable MRO Inventory in Disposition Stage] / [Total MRO Inventory Value] x 100%
AM.3.40 Percentage Unserviceable MRO Inventory in Transportation
The value of unserviceable MRO inventory in transportation as a percentage of the total MRO inventory value (%) Calculation [Value of
Unserviceable MRO Inventory in Physical Return and Transportation Stage] / [Total MRO Inventory Value] x 100%
AM.3.41 Percentage Unserviceable MRO Inventory in Return Authorization
The value of unserviceable MRO inventory awaiting return authorization as a percentage of the total MRO inventory value (%) Calculation [Value of Unserviceable MRO Inventory in Request Return Authorization Stage] / Total MRO Inventory Value] x 100%
AM.3.42 Percentage Unserviceable MRO Inventory in Identification
The value of unserviceable MRO Inventory awaiting identification as a percentage of total MRO inventory value (%) Calculation [Value of Unserviceable MRO Inventory in Identification Stage] / [Total MRO Inventory Value] x 100%
• sSR3.1 Identify Excess Product Condition
• sSR3 Source Return Excess Product
• sDR3 Deliver Return Excess Product
• sSR3.4 Schedule Excess Product Shipment
• sSR2.2 Disposition MRO Product
• sDR2 Deliver Return MRO Product
• sSR2.5 Return MRO Product
• sSR2.3 Request MRO Return Authorization
• sSR2.1 Identify MRO Product Condition
AM
AM.3.43 Percentage Unserviceable MRO Inventory in Scheduling
The value of unserviceable MRO inventory awaiting scheduling as a percentage of the total MRO inventory value (%) Calculation [Value of Unserviceable MRO inventory in Scheduling Stage] / [Total MRO Inventory Value] x 100%
AM.3.45 Inventory Days of Supply - Finished Goods Finished goods inventory days of supply are calculated as gross finished goods inventory / (value of transfers / 365 days) in days.
• sSR2.4 Schedule MRO Shipment
• sD1 Deliver Stocked Product
• sD2 Deliver Make-to-Order Product
• sD3 Deliver Engineer-to-Order Product
1.5.24
AM
Processes
Introduction to Processes
A process is a unique activity performed to meet pre-defined outcomes. The processes in SCOR have been identified as unique processes a supply chain requires to execute in order to support its primary objective to fulfill customer orders. For each unique process SCOR only has one representation †.
SCOR recognizes 6 major processes (level-1 processes):
Plan
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.
Source
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 negotiation processes are not described using Source process elements. See DCOR (www.supply-chain.org/dcor).
Make
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 1 or more item numbers go in and 1 or more different item numbers come out of this process.
Deliver
The Deliver processes describe the activities associated with the creation, maintenance and fulfillment of customer orders. The Deliver 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.
Return
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 and the shipment and receipt of the returned goods. Repair, recycling, refurbishment and remanufacturing processes are not described using Return process elements.
See Make.
2.0.1
Enable
The Enable processes describe the 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.
For each level-1 process 3 or more differentiating level-2 process categorizations exist. Each level-2 process contains level-3 process elements. These hierarchical relationships provide classification of processes.
† It is recognized that some processes are duplicated throughout the SCOR model. This includes processes: sD1.13, sD1.14, sD2.13, sD2.14, sD3.13, sD3.14, sD4.1, sD4.7.
Plan
Plan
The processes associated with determining requirements and corrective actions to achieve supply chain objectives.
sP1 Plan Supply Chain
sP2 Plan Source
sP3 Plan Make
sP4 Plan Deliver
sP5 Plan Return
CO.1.001 Total Cost to Serve CO.2.001 Planning Cost Metrics
Hierarchy
sP
Metrics