The activities associated with the selection of the key metrics for each performance attribute for each supply chain. A scorecard is used to define the metrics of most interest to an organization, to arrange them by area of impact, by business priority, and to provide a container for later benchmarking comparisons. Each scorecard is built from a subset of hundreds of OpenReference metrics.
Balanced Scorecard example
: A standard method to analyze the performance of supply chains is the use of Balanced Scorecards
. A t:BSC
consists of a limited number of agreed, well-defined metrics, categorized by business perspective.
An example of such metrics are the level-1 Metrics for each Performance Attributes defined in OpenReference. Where necessary the level-2, 3, and 4 metrics are available to analyze and explain deviations between scorecard targets and actuals for each metric.
A OpenReference supply chain scorecard typically consists of 6-10 level-1 metrics.
Business Strategy Map template
recommends the use of a t:BSM
to visualize and/or communicate the linkage between the business priorities and the metrics/attributes in a scorecard.
A t:BSM is typically created (and appended to the scorecard) after the supply chain strategy has been defined or refreshed and after the initiatives to operationalize/implement such strategy ('strategic initiatives') have been defined, planned, and funded.
- Busines Plan Review (A101) is a key step prior to defining scorecards. Without a deep understanding of the business plan, metrics are typically not --clearly-- linked to business priorities. Consider developing the t:BSM to reveal any gaps in linkage between priorities and metrics.
- The Discovery (A102) and Documentation/Definition (A108) of supply chains are a key preceding steps. Without clearly defined supply chains, scorecards may contain aggregate data of conflicting supply chain types e.g. Make-to-Order and Make-to-Stock together.