Scor S Exam

Front 1

Plan

Back 1

includes gathering customer requirements, collecting information on available resources, and balancing
requirements and resources to determine planned capabilities and resource gaps

Front 2

Source

Back 2

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

Front 3

Make

Back 3

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

Front 4

Deliver

Back 4

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.

Front 5

Return

Back 5

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.

Front 6

Best Practices

Back 6

current, structured, and repeatable
practices that have had a proven and positive impact on
supply chain performance.

Front 7

Leading Practices

Back 7

introduce new
technology, knowledge, or radically different
ways of organizing processes

Front 8

Common Practices

Back 8

how a wide range of
organizations have historically done business by default
or happenstance

Front 9

Poor Practices

Back 9

represent ways of doing
business, which can be widespread, that
have proven to result in poor supply chain
performance as indicated by key metrics

Front 10

Skill

Back 10

the capacity to deliver predetermined
results with minimal input of time and energy

Front 11

Experience

Back 11

the knowledge or ability
acquired by observation or active participation

Front 12

Aptitude

Back 12

a natural, acquired,
learned, or developed ability to perform a certain kind
of work at a certain level.

Front 13

Training

Back 13

develops a skill or type of behavior
through instruction

Front 14

Competency

Back 14

describe the level
or state of qualification to perform a certain role or
tasks.

Front 15

Perfect Order Fulfillment (Reliability)

Back 15

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

Front 16

Order Fulfillment Cycle Time (Responsiveness)

Back 16

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.

Front 17

Upside Supply Chain Flexibility (Agility)

Back 17

The number of days required to achieve an unplanned sustainable 20% increase in quantities delivered.

Front 18

Up/Downside Supply Chain Adaptability (Agility)

Back 18

The maximum sustainable percentage increase/decrease in quantity delivered that can be achieved in 30 days.

Front 19

Overall Value At Risk (Agility)

Back 19

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.

Front 20

Total Supply Chain Management Costs (Cost)

Back 20

Cost to Plan + Cost to Source + Cost to Deliver + Cost to Return

Front 21

Cost of Goods Sold (Cost)

Back 21

The cost associated with buying raw materials and producing finished goods. (Direct Materials + Direct Labor + Overhead)

Front 22

Cash-to-Cash Cycle Time (AM)

Back 22

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.)

Front 23

Return on Supply Chain Fixed Assets (AM)

Back 23

measures the return an organization receives on its invested capital in supply chain fixed assets. (Profit/Fixed Assets)

Front 24

Return on Working Capital (AM)

Back 24

a measurement which assesses the magnitude of investment relative to a company's working capital position versus the revenue generated from a supply chain.