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24 Cards in this Set
- Front
- Back
Plan
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includes gathering customer requirements, collecting information on available resources, and balancing
requirements and resources to determine planned capabilities and resource gaps |
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Source
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describe the ordering (or scheduling) and receipt of goods and services. This process includes issuing purchase orders, scheduling deliveries, receiving, shipment validation and
storage, and accepting supplier invoices |
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Make
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describe the activities associated with the conversion of materials or creation of
the content for services. It focuses on conversion of materials rather than production or manufacturing because this represents all types of material conversions: assembly, chemical processing, maintenance, repair, overhaul, recycling, refurbishment, remanufacturing, and other material conversion processes |
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Deliver
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describe the activities associated with the creation, maintenance, and fulfillment
of customer orders. It includes the receipt, validation, and creation of customer orders; scheduling order delivery; pick, pack, and shipment; and invoicing the customer. |
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Return
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describe the activities associated with the reverse flow of goods back from the
customer. This process includes the identification of the need for a return, the disposition decision making, the scheduling of the return, and the shipment and receipt of the returned goods. |
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Best Practices
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current, structured, and repeatable
practices that have had a proven and positive impact on supply chain performance. |
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Leading Practices
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introduce new
technology, knowledge, or radically different ways of organizing processes |
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Common Practices
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how a wide range of
organizations have historically done business by default or happenstance |
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Poor Practices
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represent ways of doing
business, which can be widespread, that have proven to result in poor supply chain performance as indicated by key metrics |
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Skill
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the capacity to deliver predetermined
results with minimal input of time and energy |
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Experience
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the knowledge or ability
acquired by observation or active participation |
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Aptitude
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a natural, acquired,
learned, or developed ability to perform a certain kind of work at a certain level. |
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Training
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develops a skill or type of behavior
through instruction |
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Competency
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describe the level
or state of qualification to perform a certain role or tasks. |
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Perfect Order Fulfillment (Reliability)
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The percentage of orders meeting delivery performance with complete and accurate documentation and no delivery damage. Components include all items and quantities on-time using the customer's definition of on-time, and documentation
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Order Fulfillment Cycle Time (Responsiveness)
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The average actual cycle time consistently achieved to fulfill customer orders. For each individual order, this cycle time starts from the order receipt and ends with customer acceptance of the order.
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Upside Supply Chain Flexibility (Agility)
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The number of days required to achieve an unplanned sustainable 20% increase in quantities delivered.
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Up/Downside Supply Chain Adaptability (Agility)
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The maximum sustainable percentage increase/decrease in quantity delivered that can be achieved in 30 days.
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Overall Value At Risk (Agility)
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the sum of the probability of risk events times the monetary impact of the events which can impact any core supply chain functions (e.g. Plan, Source, Make, Deliver and Return) or key dependencies.
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Total Supply Chain Management Costs (Cost)
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Cost to Plan + Cost to Source + Cost to Deliver + Cost to Return
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Cost of Goods Sold (Cost)
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The cost associated with buying raw materials and producing finished goods. (Direct Materials + Direct Labor + Overhead)
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Cash-to-Cash Cycle Time (AM)
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The time it takes for an investment made to flow back into a company after it has been spent for raw materials. ([Inventory Days of Supply] + [Days Sales Outstanding] - [Days Payable Outstanding] in days.)
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Return on Supply Chain Fixed Assets (AM)
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measures the return an organization receives on its invested capital in supply chain fixed assets. (Profit/Fixed Assets)
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Return on Working Capital (AM)
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a measurement which assesses the magnitude of investment relative to a company's working capital position versus the revenue generated from a supply chain.
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