| Keeping a supply chain scorecard is very | | | | It can be related to financial as well as |
| important. This will include four divisions, | | | | operational aspects. A lot of opportunities |
| and these will be the financial, customer, | | | | can be unlocked, and the company can be |
| internal business and training. The first | | | | improved a great deal y looking at the card. |
| part will include all the details about the | | | | Your performance can be assessed very |
| cost of production. This will include the | | | | quickly. |
| cost of storage, transport and complete | | | | |
| manufacture. | | | | The investment will not be much for the |
| | | | scorecard either, in terms of money as well |
| The customer part will talk about the | | | | as time. It is not required to use too much |
| delivery, fill rate for order and backorder | | | | data on this card. Efficiency and |
| levels. The internal business will deal with | | | | effectiveness can be improved with the help |
| forecast error and also whether things are | | | | of scorecards. This is a very important point |
| going as planned. Normally the scorecard is | | | | to note, that the information on the cards |
| not planned for any supply chain, but it will | | | | should be kept to minimum. |
| be an eye opener for many measures. If you | | | | |
| are not comfortable with numbers, then it is | | | | The adaptability of the supply chain can be |
| good to sue this. | | | | improved, and you could also get metrics |
| | | | which are predefined for the scorecards. |
| It is not necessary to look at too many | | | | Besides providing simple views of the |
| figures as well. You will have objectives, | | | | company's objectives, there will be a lot of |
| and thus this will be aligned with the | | | | options for analysis. The best way to use |
| measures. There should be targets for | | | | these scorecards is to give it out to all the |
| measures, and these would be good to keep | | | | people in the organization. |
| tracking every month or so. For most | | | | |
| organizations, this card is becoming very | | | | When this happens, they will all get a chance |
| useful and they are using it to get some | | | | to look at what they are contributing to the |
| foothold over their competition. | | | | company. Performance can also be measured |
| | | | with the help of these cards. A lot of |
| The service post sales should be excelled in, | | | | activities with relation to performance can |
| for better margins and also good customer | | | | be managed with the help of the cards. This |
| service. The inventory position as well as | | | | will be a very important way to improve the |
| service levels can be balanced with the help | | | | rankings of the company. |
| of the scorecard. The greatest services at | | | | |
| the lowest cost can be provided with this. | | | | The visibility of such supply chains is |
| Almost all aspects will be covered by the | | | | important as well, as only then will they |
| scorecard. | | | | become effective in what they offer to the |
| | | | customers. That is why supply chain scorecard |
| A lot of questions can be answered to many | | | | can be beneficial for all partners business. |
| key questions with the help of the scorecard. | | | | |