No hand written answers or using the same exact response already posted on Chegg please. It would be appreciated, thank you.

Questions

Critical Thinking Exercise, you will review the Balanced Score Card and the SCOR models. Search for companies using each model and review any results relating to the company's success. Then discuss in what ways are these models similar? Different? Which model do you think is best suited to measure supply chain performance and why?

Information

balanced scorecard (BSC) A management system developed in the early 1990s by Robert Kaplan and David Norton that helps companies to continually refine their vision and strategy. The balanced scorecard uses a set of measures to provide feedback on internal business performance in order to continually improve strategic performance. Also referred to as scorecarding.

The BSC framework consists of four perspectives:

Financial Perspectivemeasures that address revenue and profitability growth, product mix, cost reduction, productivity, asset utilization, and investment strategies. Traditional financial measures are typically used.

Figure 14.1 The Balanced Scorecard Framework

Internal Business Process Perspectivefocuses on performance of the most critical internal business processes of the organization including quality, new product development, flexibility, innovative elements of processes, and time-based measures.

Customer Perspectivemeasures that focus on customer requirements and satisfaction including customer satisfaction ratings, reliability and responsiveness, customer retention, new customer acquisition, customer-valued attributes, and customer profitability.

Learning and Growth Perspectivemeasures concentrating on the organizations people, systems, and external environment and including retaining and training employees, enhancing information technology and systems, employee safety, and health and environmental sustainability issues.

The supply chain operations reference (SCOR model) separates supply chain operations into six process categories: plan, source, make, deliver, return, and enable, as described below:

PLANDemand and supply planning including balancing resources with requirements; establishing/communicating plans for the supply chain; management of business rules, supply chain performance, data collection, inventory, capital assets, transportation, and regulatory requirements.

SOURCESourcing stocked, make-to-order, and engineer-to-order products including scheduling deliveries, receiving, verifying, and transferring product, authorizing supplier payments, identifying and selecting suppliers, assessing supplier performance, and managing incoming inventory and supplier agreements.

MAKEMake-to-stock, make-to-order, and engineer-to-order production execution including scheduling production activities, producing, testing, packaging, staging, and releasing product for delivery, finalizing engineering for engineer-to-order products, managing work-in-process, equipment, facilities, and the production network.

DELIVEROrder, warehouse, transportation, and installation management for stocked, make-to-order, and engineer-to-order product including all order management steps from order inquiries and quotes to routing shipments and selecting carriers, warehouse management from receiving and picking to loading and shipping product, invoicing customer, managing finished product inventories, and import/export requirements.

RETURNReturns of purchased materials to suppliers and receipt of finished goods returns from customers including authorizing and scheduling returns, receiving, verifying, and disposition of defective or excess products, return replacement or credit, and managing return inventories.

ENABLEThe processes associated with establishing, maintaining, and monitoring information, relationships, resources, assets, business rules, compliance, and contracts required to operate supply chains. Enable processes support the design and management of the planning and execution processes of supply chains.

The SCOR model is designed to enable effective communication, performance measurement, and integration of processes between supply chain members. A standardized reference model helps management focus on management issues, serving internal and external customers, and instigating improvements along the supply chain.