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SCOR Key Performance Indicators

SAP ASAP provided KPI references

Key Performance Indicators: SCOR
ID KPI Definition Priority
1 Number of Orders Not Delivered Complete Number of orders in which not all of the items on order are delivered in the quantities requested. A
2 Asset Turns Total gross product revenue ÷ Total net assets A
3 Build-to-Ship Cycle Time Average time from when a unit/product is deemed shippable by manufacturing until the unit/product actually ships to a customer. A
4 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. A
5 Cash-to-Cash Cycle Time Cash-to-cash cycle time = inventory days of supply + days sales outstanding – average payment period for materials (time it takes for a dollar to flow back into a company after it has been spent for raw materials). A
6 Create Customer Order Costs Includes costs for creating and pricing configurations to order and preparing order documents. A
7 Cumulative Source/Make Cycle Time The cumulative external and internal lead time to build shippable product (if you start with no inventory on hand, no parts on order, and no prior forecasts existing with suppliers), in calendar days. A
8 Customer Invoicing/Accounting Costs Includes costs for invoicing, processing customer payments, and verifying customer satisfaction. A
9 Days Sales Outstanding 5 point annual average of gross accounts receivable ÷ (total gross annual sales before WIC rebates÷ 365) A
10 Delivery Performance to Customer Request Date The percentage of orders that are fulfilled on or before the customer’s requested date. A
11 Delivery Performance to Scheduled Commit Date The percentage of orders that are fulfilled on or before the original scheduled or committed date. A
12 Demand / Supply Planning Costs Costs associated with forecasting, developing finished goods or end item inventory plans, and coordinating Demand/Supply process across entire supply chain, including all channels. (Not including MIS associated costs.) A
13 Distribution Costs Includes costs for warehouse space and management, finished goods receiving and stocking, processing shipments, picking and consolidating, selecting carrier, and staging products/systems. A
14 Fill Rates The percentage of ship-from-stock orders shipped within 24 hours of order receipt. A
15 Finished Goods Inventory Carrying Costs Sum of all costs associated with finished goods inventory: opportunity cost, shrinkage, insurance and taxes, total obsolescence, channel obsolescence and field sample obsolescence. A
16 Finished Goods Inventory Days of Supply Finished goods inventory days of supply are calculated as gross finished goods inventory ÷ (value of transfers/365 days). A
17 Forecast Accuracy Forecast accuracy is calculated at the shippable end-product level for each distribution channel, and for both units and dollars. Forecast Accuracy = Forecast Sum – Sum of Variance / Forecast Sum. Forecast Sum = The sum of the units or dollars forecasted to be shipped in each month based upon the forecast generated three months prior. Sum of Variances = The sum of the absolute values, at the forecasted line item level, of the differences between each month’s forecast as defined above and actual demand for the same month. A
18 Inventory Carrying Costs Inventory Carrying Costs are the sum of opportunity cost, shrinkage, insurance and taxes, total obsolescence for raw material, WIP, and finished goods inventory, channel obsolescence and field sample obsolescence. A
19 Inventory Days of Supply Total gross value of inventory at standard cost before reserves for excess and obsolescence. Only includes inventory on company books, future liabilities should not be included. 5 point annual average of the sum of all gross inventories (raw materials & WIP, plant FG, field FG, field samples, other) ÷ (COGS ÷ 365). A
20 Inventory Obsolescence as a Percentage of Total Inventory The annual obsolete and scrap reserves taken for inventory obsolescence expressed as a percentage of annual average gross inventory value. A
21 Make Cycle Time The sum of the following average times: Order release to start actual build + Total build cycle + End build to leaves plant (that is, moves to on/off-site distribution or goes to customer). For continuous and mixed processes, manufacturing cycle time is calculated as the average number of units (doses, kilos, pounds, gallons, and so on) in process divided by the average daily output in units. A
22 Material Acquisition Costs Material acquisition costs include costs incurred for production materials: sum of materials management and planning, supplier quality engineering, inbound freight and duties, receiving and material storage, incoming inspection, material process engineering and tooling costs. A
23 Order Fulfillment Costs Includes costs for processing the order, allocating inventory, ordering from the internal or external supplier, scheduling the shipment, reporting order status and initiating shipment. A
24 Order Management Costs The aggregation of the following cost elements (contained in this glossary): Create Customer Order Costs, Order Entry and Maintenance Costs, Contract/Program and Channel Management Costs, Installation Planning Costs, Order Fulfillment Costs, Distribution Costs, Transportation Costs, Installation Costs, Customer Invoicing/Accounting Costs A
25 Perfect Order Fulfillment A “perfect order” is defined as an order that meets all of the following standards: Delivered complete; all items on order are delivered in the quantities requested; Delivered on time to customer’s request date, using your customer’s definition of on-time delivery; Documentation supporting the order including packing slips, bills of lading, invoices, and so on, is complete and accurate; Perfect condition: Faultlessly installed (as applicable), correct configuration, customer-ready, no damage A
26 Plant Finished Goods Inventory Days of Supply Plant finished goods inventory days of supply are calculated as gross plant finished goods inventory ÷ (value of transfers/365 days). A
27 Production Flexibility Upside Flexibility: The number of days required to achieve an unplanned sustainable 20% increase in production. Downside Flexibility: The percentage order reduction sustainable at 30 days prior to delivery with no inventory or cost penalties. A
28 Raw Material & WIP Inventory Days of Supply Raw material & WIP inventory days of supply are calculated as gross raw material and WIP inventory ÷ (value of transfers/365 days). A
29 Raw Material Days-of-Supply Raw material inventory days of supply are calculated as gross raw material inventory ÷ (value of transfers/365 days). A
30 Raw Material Inventory Carrying Costs Sum of all costs associated with raw material inventory: opportunity cost, shrinkage, insurance and taxes, and total obsolescence. A
31 Raw Material Shrinkage The costs associated with breakage, pilferage, and deterioration of raw material inventories. A
32 Return on Assets A financial measure of the relative income-producing value of an asset. It is calculated as net income divided by total assets. A
33 Shrinkage The costs associated with breakage, pilferage, and deterioration of inventories. A
34 Source Cycle Time Cumulative lead time (total average combined inside-plant planning, supplier lead time [internal or external], receiving, handling, and so on, from demand identification at the factory until the materials are available in the production facility) required to source 95% (chosen to eliminate outlying data) of the dollar value of materials from internal and external suppliers. A
35 Supplier On-Time Delivery Performance The percentage of orders that are fulfilled on or before the original customer requested date (suppliers performance measured by the customer). A
36 Supply Chain Finance Costs Costs associated with paying invoices, auditing physical counts, performing inventory accounting, and collecting accounts receivable. (Does not include customer invoicing / accounting costs.) A
37 Total Build Time Total build time is the average time for build-to-stock or configure-to-order products from when production begins on the released work order until the build is completed and unit deemed shippable. A
38 Total Logistics Costs Total logistics costs are the sum of supply-chain related MIS, Finance and Planning, Inventory Carrying, Material Acquisition, and Order Management costs. A
39 Total WIP Inventory DOS Total WIP inventory days of supply are calculated as gross WIP inventory ÷ (value of transfers/365 days). A
40 Training/ Education   A
41 Value-Added Employee Productivity Value added per employee is calculated as total product revenue less total material purchases ÷ total employment (in full-time equivalents). A
42 Warranty and Returns Number of returns within the warranty period. Warranty is a commitment, either expressed or implied, that a certain fact regarding the subject matter of a contract is presently true or will be true. A
43 Warranty Costs Warranty costs include materials, labor and problem diagnosis for product defects. A
44 WIP Shrinkage The costs associated with breakage, pilferage, and deterioration of WIP inventories. A
45 Work-In-Process Inventory Carrying Costs Sum of all costs associated with WIP inventory: opportunity cost, shrinkage, insurance and taxes, and total obsolescence. A
46 Percentage of EDI Transactions Percentage of orders received via electronic data interchange (EDI). B
47 Average Plant-Wide Salary   B
48 Build Cycle Time Built cycle time is the average cycle time for builid-to-stock products calculated as the average number of units in process divided by the average daily output in units. B
49 Complete Manufacture to Order Ready for Shipment Time Includes pick/pack and prepare for shipment time, in calendar days. B
50 Contract/Program and Channel Management Costs Includes all costs for activities related to contract negotiation, monitoring progress and reporting against the customer’s contract, including administration of performance or warranty related issues. B
51 Customer Signature/Authorization to Order Receipt Time Time, in calendar days, from when the customer authorizes an order to the time that the order is received. B
52 End-of-Life Inventory Inventory on hand that will satisfy future demand for products that are no longer in production at your entity. B
53 Faultless Invoices The number of invoices issued without error. Examples of potential invoice defects are: Change from customer purchase order without proper customer involvement, Wrong Customer Information (for example, name, address, telephone number), Wrong Product Information (for example, part number, product description), Wrong Price (for example, discounts not applied), Wrong Quantity or Wrong Terms or Wrong Date. B
54 Field Finished Goods Inventory The inventory which is kept at locations outside the four walls of the manufacturing plant, that is, distribution center, warehouse. B
55 Finished Goods Shrinkage The costs associated with breakage, pilferage, and deterioration of finished goods inventories. B
56 Forecast Cycle The time between forecast regenerations that reflect true changes in marketplace demand for shippable end-products. Only true “bottom-up” forecasts are counted: for example, if weekly or monthly updates to the forecast only recalendarize or shift dates for the forecast to avoid changing the annual dollar-based forecast, they should not be considered true forecast regenerations. B
57 Indirect to Direct Labor Headcount Ratio Ratio of total number of employees required to support production in general without being related to a specific product, indirect labor, to the total number of employees that is specifically applied to the product being manufactured or used in the performance of the service, direct labor. B
58 Machine Waiting Time   B
59 Material Management and Planning Costs as a Percentage of Material Acquisition Costs Material (Commodity) Management and Planning – All costs associated with supplier sourcing, contract negotiation and qualification and the preparation, placement, and tracking of a Purchase Order expressed as a percentage of material acquisition costs. This category includes all costs related to buyer/planners. B
60 Material Process Engineering as a Percentage of Material Acquisition Costs Material Process Engineering – Cost associated with tasks required to document and communicate material specification, as well as reviews to improve the manufacturability of the purchased item expressed as a percentage of material acquisition costs.. B
61 Number of End Products/SKUs Total number of unique end item product offerings. End items are individually planned and managed. B
62 Order Entry and Maintenance Costs Includes costs for maintaining the customer data base, credit check, accepting new orders and adding them to the order system as well as later order modifications. B
63 Order Entry Complete to Order Ready for Shipment Time Including release to manufacturing, order configuration verification, production scheduling, build, pick/pack, and prepare for shipment time, in calendar days. B
64 Order Entry Complete to Start Manufacture Time Time from completion of order entry to that of the release to manufacturing, in calendar days. B
65 Order Fulfillment Lead Times The average actual lead times consistently achieved, from Customer Signature/ Authorization to Order Receipt, Order Receipt to Order Entry Complete, Order Entry Complete to Start-Build, Start Build to Order Ready for Shipment, Order Ready for Shipment to Customer Receipt of Order, and Customer Receipt of Order to Installation Complete. B
66 Overhead Cost Costs incurred in the operation of a business that cannot be directly related to the individual products or services produced. These costs, such as light, heat, supervision, and maintenance, are grouped in several pools and distributed to units of product or service by some standard allocation method such as direct labor hours, direct labor dollars, or direct materials dollars. B
67 Percentage of Orders Scheduled to Customer Request The percentage of orders whose delivery is scheduled to within a agreed to time frame of the customer’s requested delivery date. B
68 Plant Cost per Hour   B
69 Quarantine Time Setting aside of items from availability for use or sale until all required quality tests have been performed and conformance certified. B
70 Receiving & Material Storage Costs as a Percentage of Material Acquisition Costs Receiving and Material Storage – All costs associated with taking possession of and storing material. Includes warehouse space and management, material receiving and stocking, processing work orders, pricing, and internal material movement. This does not include incoming inspection. B
71 Receiving costs as a % of Material Acquisition Costs All costs associated with taking possession of material expressed as a percentage of material acquisition costs. This does not include inspection. B
72 Scrap Expense Expenses incurred from material falling outside of specifications and possessing characteristics that make rework impractical. B
73 Supplier Fill Rate   B
74 Total Source Lead Time Total source lead time is the cumulative lead time required to source 95% of the dollar value of materials from internal and external suppliers. B
75 Transportation Costs Includes all company paid freight and duties from point of manufacture to end-customer or channel. B
76 Unit Cost Total labor, material, and overhead cost for one unit production, for example, one part, one gallon, one pound. B
77 Number of Call-Backs as Percentage of Total Inquiries   C
78 Number of Orders with Complete and Accurate Documentation Number of orders without correct documentation supporting the order, including packing slips, bills of lading, invoices, and so on. C
79 Percentage of Faultless Installations   C
80 Actual-to-Theoretical Cycle Time   C
81 Bill of Material Data Accuracy   C
82 Channel Inventory Finished Goods inventory that is allocated to a particular distribution channel, that is, OEM goods, retail. C
83 Commodity Management Profile Number of distinct part numbers (purchased commodities) sourced within the following areas: 200 miles, Own country, Own continent, Off-shore. C
84 Cross-Training The providing of training or experience in several different areas, for example, training an employee on several machines rather than one. Cross-training provides backup workers in case the primary operator is unavailable. C
85 Customer Receipt of Order to Installation Complete Includes product installation, acceptance and product up and running time, in calendar days. C
86 Delivery Locations by Geography The number of ship-to locations by geography (United States/Canada, Europe, Middle East/Africa, Japan, Asia/Pacific, Mexico/Central America /South America). C
87 ECO Cost Costs incurred from revisions to a blueprint or design released by engineering to modify or correct a part. The request for the change can be from a customer or from production quality control or another department. C
88 Incoming Material Quality   C
89 In-Process Failure Rates   C
90 Installation Costs Includes costs for verifying site preparation, installing, certifying, and authorizing billing. C
91 Installation Planning Costs Includes costs for installation engineering, scheduling and modification, handling cancellations and planning the installation. C
92 Intra-Manufacturing Replan Cycle Time between when a regenerated forecast is accepted by the end-product producing location and the time the the revised plan is reflected the master production schedule of all the affected plants, excluding external vendors. C
93 Inventory Accuracy   C
94 Inventory Aging The percentage of total gross inventory (based on value) covered by expected demand within specific time buckets. C
95 Inventory Cycle-Counting Accuracy   C
96 Make Flexibility   C
97 Material Overhead Cost Per Dollar of Material Expenditure   C
98 Material Requisition Cycle Time   C
99 Number of Channels The number of different channels through which product is shipped to customers. C
100 Number of ECOs Total number of revisions to a blueprint or design released by engineering to modify or correct a part, engineering change orders (ECO). The request for the change can be from a customer or from production quality control or another department. C
101 Number of Orders, Line Items, and Shipments in the Channel The aggregated of orders, line items and shipments for the retail channel. C
102 Number of Supply Sources Total number of internal and external direct production material suppliers used. C
103 Order Consolidation Profile Consolidation is defined as the activities associated with filling a customer order by bringing together in one physical place all of the line items ordered by the customer. Some of these may come directly from the production line, others may be picked from stock. The following profiles have been captured: Shipped direct to customer’s dock from point of manufacture (No Consolidation). Shipped direct to customer with consolidation completed local to customer by your transport company. Moved to on-site staging location for consolidation and shipment direct to customer. Moved to on-site stockroom for later pick, pack and ship. Shipped to different locations for consolidation or later pick, pack and ship. Shipped to different locations for consolidation or later pick, pack and ship. C
104 Order Entry Methods The method of how orders are entered into a company’s system, whether the orders are entered by: the customer, sales personnel in the field, sales support personnel in remote sales offices, or sales support personnel in business unit or corporate headquarters. C
105 Order Management Cycle Time   C
106 Order Ready for Shipment to Customer Receipt of Order Time Including total transit time (all components to consolidation point), consolidation, queue time, and additional transit time to customer receipt of order, in calendar days. C
107 Order Receipt Modes The mode of how an order is received by a company, whether it received via: EDI, fax, mail, or phone. C
108 Order Receipt to Order Entry Complete Time Time required, in calendar days, for order revalidation, configuration check, credit check, and scheduling of received orders. C
109 Percentage Defective   C
110 Percentage of Parts Delivered to Point of Use The percentage of material receipts that are delivered directly to production or a consolidation point or to point of use on the production floor with no inspection or minor visual/paperwork inspection only. C
111 Plan Stability   C
112 Planning Interval Data Accuracy   C
113 Plant-Level Order Management Costs   C
114 Product & Process Data Accuracy (Bills of Material, Routings, Planning Factors, and so on)   C
115 Product/Grade Changeover Time   C
116 Production Plan Adherence   C
117 Published Delivery Lead Times The typical standard lead time (after receipt of order) currently published to customers by the sales organization. For typical orders only, not standing / re-supply orders. C
118 Purchased Material by Geography Number of the following distinct part numbers of: Raw materials, Externally manufactured intermediates, Toll manufactured finished products, Packaging material, Labeling material that are sourced in within the following areas: 200 miles, Own country, Own continent, Off-shore. C
119 Quality Levels   C
120 Ratio of Actual to Theoretical Cycle Time   C
121 Receiving and Put-Away Cycle Time   C
122 Replan Cycle Time The time between the initial creation of the regenerated forecast and its reflection in the Master Production Schedule of the end-product production facilities. C
123 Responsiveness Lead Time   C
124 Routing Data Accuracy   C
125 Schedule Achievement The percentage of time that a plant achieves its production schedule. This calculation is based on the number of scheduled end-items or total volume for a specific period. Note: overships do not make up for undership. C
126 Source Flexibility   C
127 Supplier Cycle Time   C
128 Total Manufacturing Employment   C
129 Touch Labor Job Classifications   C
130 Yield The ratio of usable output from a process to its input. C
131 Yield Factor Data Accuracy   C
132 Yield Variability The condition that occurs when the output of a process is not consistently repeatable either in quantity, quality, or combination of these. C

 


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