Strategic Supply Chain Management - Supply Chain Online

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290 Strategic Supply Chain Management FIGURE C–9 SCOR metrics—Make enable. % Cost of Assets Used for Compliance/Total Make Asset Cost % Downtime Due to Non-Availability of WIP % Downtime Due to Non-Delivery of WIP % Equipment Utilization for Handling/Storage of WIP % Equipment Utilization for In-Transit Handling and Movement of WIP % of Data Accuracy % of Information Management Assets Used/Production Assets % of New or Modified Equipment & Facilities Available when and where needed % of Time Data is Available When Needed % On Time % Rejects % Regulations Met by Required Date % Space Utilization for WIP Storage % Standards Completed On Time % Utilization of Production Rules Preparation % Completed PM Work Orders % of "Right First-Time" Corrective Actions Actual Asset Life Maintenance Cost as % of Replacement Value Administrative Costs Associated with Handling/Storage of WIP Administrative Costs Associated with Movement of In-Process Product Cost of Compliance Including Administrative Costs Cost of Handling of WIP Cost of In-Transit Storage space Make Enable Cost of Noncompliance Cost of Storage Space Cost of WIP Damaged from Handling/Storage as a % of Total Material Cost Costs Associated with Managing Production Performance Decision Timeframe Ratio Equipment/Facility Maintenance Cost as % of Manufacturing Controllable Cost Mean Time Between Failure Mean Time to Repair Asset Plant Level Order Management Costs Production Downtime Due to Compliance Issues Production Process Validation Frequency Production Rules Preparation Cycle Time (PRPCT) Regulatory Documentation Cycle Time Return on Assets Severity of Instances of Nonconformance per Unit Time Time for Network Redesign Time from Occurrence of an Event to Dissemination of the Information Time Interval Between a Performance Standard Request and Availability Time Required to Move WIP Material Time to Comply with Regulatory Changes Total Costs Resulting from Inaccurate Production Rule Details Total Manufacture Time Unplanned Maintenance Downtime % of Total Production Time WIP Inventory Cycle Counting Accuracy
APPENDIX C Comparison of Characteristics for Levels 2 and 3 SCOR Metrics 291 FIGURE C–10 SCOR metrics—Deliver level 2. Stocked Product Make to Order Product Engineer to Order Product Deliver - Level 2 Days of Stock in Retail Deliver Cycle Time x x x Delivery Performance to Customer Commit Date x x Delivery Performance to Customer Request Date x x Downside Delivery Flexibility x x x Fill Rate x x Finished Goods Inventory Days of Supply x x x Inventory Obsolescence as a % of Total Inventory x Order Management Costs x x x Perfect Order Fulfillment x x Published Delivery Cycle Time x x x Replenishment Accuracy Replenishment Lead Times Replenishment Timeliness Retail Store Cost Service Levels/Accuracy Shelf Space To Market Share Ratio Shelf Stock Out % Upside Delivery Flexibility x x x Retail Product x x x x x x x x
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Want to learn more We hope you enjo
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Cohen and Roussel provide a valuabl
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Copyright © 2005 by The McGraw-Hil
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viii CONTENTS OWENS CORNING PROFILE
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x FOREWORD now it has to be brought
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xii FOREWORD Another “early adopt
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xiv FOREWORD through research, use,
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xvi FOREWORD on its promise. Is thi
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xviii ACKNOWLEDGMENTS owe thanks to
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2 Strategic Supply Chain Management
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10 Strategic Supply Chain Managemen
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Page 298 and 299: Stage 4: Cross-Enterprise Collabora
Page 300 and 301: FIGURE B-3 Summary results of popul
Page 330 and 331: 308 Index Business strategy: metric
Page 332 and 333: 310 Index F Faught, Laura, 175-176
Page 334 and 335: 312 Index Mexico, 96, 196 Michelin,
Page 336 and 337: 314 Index Regional planning group,
Page 338: 316 Index Toys “R” Us, 53 Trace
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Strategic Supply Chain Management - Supply Chain Online

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