Mathematical Modelling of Engineering Problems

Vol. 8, No. 5, October, 2021, pp. 750-756

Journal homepage: http://iieta.org/journals/mmep

Determining Performance Metrics of Supply Chain Management in Make-to-Order Small-

Medium Enterprise Using Supply Chain Operation Reference Model (SCOR Version 12.0)
Elisa Kusrini*, Suci Miranda

Industrial Engineering Department, Faculty of Industrial Technology, Islamic University of Indonesia, Yogyakarta 55584,
Indonesia

Corresponding Author Email: [email protected]

https://doi.org/10.18280/mmep.080509 ABSTRACT

Received: 21 May 2021 Performance measurement in supply chain management is essential to facilitate the
Accepted: 13 August 2021 company to achieve effectiveness and efficiency to meet customer satisfaction. One of
the models to measure performance in the supply chain is SCOR version 12. This model
Keywords: presents a business process framework, performance indicators, best practices, and
performance measurement, performance metric, unique technologies to support communication and collaboration between supply chain
SCOR 12, supply chain management partners to increase the effectiveness of supply chain management and the effectiveness
of supply chain improvements. This research used SCOR 12.0 to identify the
performance metrics within the supply chain. A make-to-order small-medium enterprise
(SMEs) in Yogyakarta, Indonesia, is the object of the research. We portrayed the
business scope diagram by identifying the process elements in each tier (plan, source,
make, deliver, return, enable) and decomposing each Process into performance
attributes, i.e., Reliability, responsiveness, agility, cost, and asset management
efficiency. We obtained three performance attributes (Reliability, responsiveness, and
cost) based on observation and interviews, 52 performance metrics spread into 47
process elements. The SMEs can use the performance metric framework to measure
supply chain management performance in make-to-order products.

1. INTRODUCTION meet customer demand. It also helps explain procedures

throughout the supply chain and provides a basis for
Economic growth has encouraged the company to conduct improving these processes. The model catches the "as-is" of a
development and improvement, correlated with competition circle for business process reengineering and obtains the
[1]. Competition becomes a challenge for companies to keep "candidate" desired condition. They are benchmarking means
their position in the market to fulfill the customer need and that the model measures the operational performance of
gain more customers [2]. Maintaining customer satisfaction is similar companies and set internal targets based on the results
a key to achieve success and continuity of the business [3]. of "best-in-class." Once the result in "best-in-class"
Customer satisfaction generating from a good supply and performance is gained, characterizing management practices
Supply Chain Management (SCM) is a set to integrate all and software solutions can build a best practices analysis.
actors involve efficiently. Thus, the product is produced and A literature review of more than 450 papers from 1998 to
distributed in the right quantities, to the correct location, and 2018 was conducted by Ka et al. [9]. Related to SCOR, 2.16%
at the right time to minimize system-wide cost while satisfying of articles have applied the SCOR approach in various areas
service level requirements [4]. Yet, according to Greenwood such as small and medium enterprises in India and
and Van Buren III [5], SCM is complex and inconsistent, pharmaceutical supply chain distributors. They identified the
needs good communication from all stakeholders. To maintain critical performance to reduce the complexities of the Supply
it, the company needs to measure the SCMP (Supply Chain Chain using SCOR and the combination of SCOR and BSC,
Management Performance). Analysis performance of supply and SCOR and DEA. There are the most commonly used
chain management is an essential aspect for the success [6] and approaches to supporting Supply Chain Management to
to ensure whether or not the performance is still effective and achieve better performance; Key Performance Indicators
efficient for fulfilling customer satisfaction [7]. (KPIs), Balanced Scorecard (BSC), Total Cost of Ownership,
Since supply chain management performance is essential and Life Cycle Assessments (TCO/LCA), and Maturity
for long-term business, it requires to be measured. A process Assessments [10]. The KPIs are a few strategically important
reference model is a concept of business process reengineering, metrics provided by Supply Chain Council, namely SCOR.
benchmarking, and process measurement into a cross- SCOR is a tool for evaluating, communicate all tiers when
functional framework. The reference model of supply chain deciding. SCOR integrates all the business processes,
operations (SCOR) is a management tool used to address, performance metrics, practices, and people skills into the
improve, and provide supply chain management decisions unified structure. The scope of SCOR describes the business
within a company and with company suppliers and customers activities that can be linked to each other with all phases of
[8]. This model describes the business processes needed to satisfying customer demand. Six primary management

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processes support the model (Plan, Source, Make, Deliver, SCOR 12 model consisted of 6 core management processes
Return, Enable) and Performance attributes (Reliability, (plan, source, make, deliver, return, and enable) and five
Responsiveness, Agility, Cost, and Asset Management) [8]. performance attributes (Reliability, responsiveness, agility,
SCOR is a process-based performance measurement costs, and asset management).
method with many advantages. SCOR has a framework that Regarding precise performance for SMEs, KPI is selected
captures the consensus view of supply chain management. It based on observation of Process, and proposed KPI is
provides a unique framework that links business processes, distributed to the company (owner and staff) to evaluate and
metrics, best practices, and technology for support validate them. We provided several possible performance
communication among supply chain partners using a common metrics that could match with the company's condition to the
language to communicate supply chain definitions, metrics, Interviewees. Interviewees were allowed to suggest new
and best practices to all interested parties. SCOR applies indicators and to rejected proposed indicators.
detailed supply chain metrics to measure supply chain The study produces three models to support the objectives:
performance, provides alignment of metrics and activities 1. The business process for make-to-order SMEs. It is
across organizational boundaries, and defines a shared pictured “as-is” condition for the standard description of the
repository of supply chain performance terms and tools [8, 11]. management process.
However, on the other hand, SCOR has many weaknesses. 2. The material flow focuses on level 2 process
One of the main difficulties is the complexity of SCOR, connectivity.
making it easy to miss something and generate an invalid 3. The workflow or process models: highlights
model for supply chain action. For implementing the SCOR information, material, and workflow; communication, people,
model, Organizations must conduct extensive training [11]. and system interaction.
Modeling by SCOR requires a good knowledge of the actual The processes obtained in level 2 are decomposed into level
operation of the activities and conducting studies in the field 3, called performance attributes. It defines its ability to
[12]. Based on the Ref. [13], implementation of SCOR in the compete successfully in its chosen market for each process
automotive sector has many metrics proposed by the SCOR. level defined in level 2. It is used for the standard metrics to
This step makes the task of selecting and tracking all these measure the process framework.
metrics long and tedious.
Although it has weaknesses, the score is very effective for
measuring SCM performance. Application of SCOR in make- 3. RESULT AND DISCUSSION
to-order (MTO) small-medium enterprises (SME) is still
rarely done. Small and medium-sized enterprises (SME) are a We obtained three models based on business process
key to creating new economic sources in Indonesia and have observations and interviews: business scope, thread diagrams,
contributed toward gross domestic product in Indonesia [1]. and workflow/process diagrams. These three models are to
Hence, this sector has an essential role in improving. Therefore, understand the processes that occur in each department and
this study aims to identify the performance metrics within its describe the flow of material and information between
supply chain based on SCOR 12 management processes and operations. Based on the process workflow, the Process is
performance attributes. Measuring the score of supply chain decomposed into more detailed elements to determine the
performance is excluded. It is required to determine the performance attributes and metrics that we proposed to
standard description of the management process and frame the measure SME performance.
relationship among those legal processes. It does not quantify
the performance yet. 3.1 Business process
Furthermore, it has not been found any similar company
measured its supply chain performance. Thus, we built the The supply chain case study is a make-to-order jersey
standard metrics based on our case study, an SME producing product at an SME in Yogyakarta, Indonesia. It has never
jerseys such as a t-shirt and short pants. The results found will measured its performance of the supply chain. The company
be used for Process reengineering within the company and found that it has taken a long time to deliver product delivery
benchmark similar companies to measure their supply chain while expanding its market share by increasing the production
performance. quantity each month. To improve the performance, the
company needs to understand its current implementation of
supply chain management. Before measuring its supply chain
2. RESEARCH METHODOLOGY performance, building the KPI (Key Performance Indicator)
related to a clothes factory is required.
We conducted several stages of the research. The first stage The leading company activities are designing the logo
is observing business processes by identifying the flow of printing and packaging. Other suppliers, namely printing
material and information within the company. The second company carry out different suppliers to print the logo on the
stage decomposes the Process into elements/activities. The jersey fabric and confection company to sew the jersey ordered.
next step is to identify performance indicators based on the Thus, it has two kinds of suppliers: goods suppliers for Fabric
score dictionary and verify the proposed performance and service suppliers for printing and sewing.
indicators. The business process in SME jersey is as follows.
We conducted the study in an SME in Yogyakarta, Customers place orders offline or online. Administrative staff
Indonesia, producing a make-to-order jersey. The data were plan material requirements and place orders for fabrics to
obtained by survey, observation, and interviews with the suppliers. The supplier will send the Fabric according to the
owner and operators. The operators are from the production purchase order. According to the customer's order, the design
and administration departments. The interviews consist of staff designs the clothing logo and sends it to a partner (third
open-ended questions and a questionnaire. The study applied party) called the printing department along with the Fabric.

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Then, the printing department will send the printed Fabric to a among stories. This diagram identifies level 2 consisted of
confection partner for sewing. After completion, the process categories of each tier decomposed from the business
confection sends the clothes to the company warehouse for scope diagram. The Process carried out in each section is
packaging. The product is ready to be sent to the customer. described by level 2 processes in the SCOR 12 model with
Figure 1 shows the Business Proses. make-to-order categories, namely Source Make-To-Order
(S2), Make-To-Order (M2), Deliver Make-To-Order product
3.2 Thread diagram (D2). Solid lines represent material flow, and dash lines
represent information flow. According to the thread diagram
In terms of understanding the Process conducted in each tier, in Figure 2, material flow from Fabric to the customer with the
a thread diagram determines the material and information flow sequence of process activities.

Figure 1. Business process diagram

Figure 2. Thread diagram

As shown in Figure 2, plan, source, and make Processes are process terminology. SCOR 12 has explained in detail the
in administration. The operators prepare the packaging in the workflow of each performance element. The workflow Source
warehouse before delivering the ordered jersey to the customer, process, as an example, as illustrated in Figure 3.
both offline and online. This study did not include the make Reserve Inventory and Determine Delivery (sD2.3), Issues
Process at fabric suppliers. The company only collects some Sourced/In Process Product (sM2.2), Establish Sourcing Plans
amount of Fabric if it lacks material at the warehouse. Each (sP2.4), and Schedule Production Activities (sM2.1) are the
tier is customer and supplier as well one to another. For predecessor of Schedule Product Deliveries (sS2.1). These
instance, printing service is a warehouse customer that the process elements produce different documents used for sS2.1.
warehouse will send the material to the printing. The printing The output of sS2.1, product on order, is the input for other
service becomes a supplier for confection which the printing performance elements, i.e., sP2.2, sM2.1, and sS2.2. Receipt
service delivers the logo printed on the materials to the verification (MTO) obtained in administration is employed to
confection for sewing. verify products conducted in the warehouse. The rest process
has a similar Process of workflow identification. They do not
3.3 Process models stand alone but are preceded by other performance elements,
whether carried out by a department or another department.
Process models describe the workflows with the SCOR We obtained these metrics for the Key Performance
processes and present detailed process element information for Indicator provided by SCOR 12. For instance, there are four
each level 2 process category. It was required to determine the performance elements and four performance metrics in each
process element (level 3) by observing process business to element's plan process. In contrast, we excluded other
create a workflow and then choosing all performance elements performance elements such as Plan Supply Chain, Plan Make,
related to MTO (make-to-order) based on SCOR 12 standard Plan Delivery, Plan Return, and Plan Enable. Plan sources

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identify material resources, balance product resources with Reliability (RL. 3.37) and responsiveness (RS. 3.41). Yet, we
product requirements, and establish sourcing plans to meet did not use RL. 3.37 (forecast accuracy) since the product is
supply chain requirements. According to SCOR 12 model, in make-to-order, the company has never counted any forecast
sP2, one performance metric measures each performance since the product is make-to-order. Table 1. describes an
element (sP2.2- sP2.4) but sP2.1. It has two metrics: example of a Key Performance Indicator of the Plan Process.

Figure 3. Plan source workflow

Table 1. Example of key performance indicator of plan process

Supply Chain Operation Reference Version 12.0

Performance
Level 1 Level 2 Level 3 Performance Metrics
Attribute
(sP) (sP2) Plan (sP2.1) Identify, Prioritize, and Aggregate (RS. 3.41) Identify, Prioritize and Aggregate Product
Responsiveness
Plan Source Product Requirements Requirements Cycle Time
(sP2.2) Identify, Assess and Aggregate (RS. 3.38) Identify, Assess, and Aggregate Product
Responsiveness
Product Resources Resources Cycle Time
(sP2.3) Balance Product Resources with (RS. 3.12) Balance Product Resources with Product
Responsiveness
Product Requirements Requirements Cycle Time
(sP2.4) Establish Sourcing Plans (RS. 3.29) Establish Plans Cycle Time Responsiveness

3.4 Process categories and process elements performance attributes of responsiveness followed by
Reliability (18 metrics) and cost (6 metrics). The following
Performance attributes consist of Reliability, Table 2 shows the detailed performance metrics.
responsiveness, agility, cost, and assets management. According to the SCOR model, several process elements
Reliability, responsiveness, and cost are associated with applied the same metrics: Order Management Costs (CO. 3.14)
customer-facing, while cost and assets management focuses found in sD. 2.1 (Process Inquiry and Quote), sD. 2.2 (Receive,
on internal performance. In this study, we found two attributes Configure, Enter, and Validate order), sD. 2.3 (Reserve
in customer orientation, and an attribute was internal. Inventory and Determine Delivery Date), sD. 2.4 (Consolidate
Reliability means performing tasks as expected: on time, the Orders), sD. 2.5 (Build Loads), and sD. 2.6 (Route Shipments).
correct quantity, the right quality. Responsiveness is the speed These process elements belong to Delivery Make-to-Order
of performing the processes, including cycle-time metrics. Product (sD2). Another repeated metrics was RL. 3.33
In comparison, costs refer to operating the supply chain (Delivery Item Accuracy), RL. 3.34 (Delivery Location
processes such as material costs, labor costs, and management Accuracy), RL. 3.35 (Delivery Quantity Accuracy), RL. 2.22
and transportation cost. In this study, we found two attributes (Delivery Performance to Customer Commit Date), RL. 2.4
in customer orientation, and an attribute was internal. (Perfect Condition), and RL. 2.3 (Documentation Accuracy),
According to [8], several performance metrics measure each which was also in the sD2 process category. In enable Process,
performance element (level 3). Yet, this study did not involve Manage Supply Chain Asset (sE4), the same metrics will
all metrics but those that match the company's supply chain measure all process elements involved: RS. 3.56 (Manage
based on the interview with the owner and operators. We Capital Asset Cycle Time), RS. 3.64 (Manage Integrated
identified 47 process elements (level 3) and 52 performance Supply Chain Capital Asset Cycle Time, and RS. 3.67
metrics spread within the entire supply chain based on the (Manage MAKE Equipment and Facilities Cycle Time).
business scope diagram above. Of 52, 28 metrics are Enable Process related to establishing, maintaining, and

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monitoring information, relationships, resources, assets, We found only nine metrics in Reliability that goes into part
business rules, compliance, and contract required to operate of 10 strategic metrics (RL. 1.1 Perfect Order Fulfillment),
the supply chain and monitoring and managing the supply including delivery location accuracy (RL. 3.34), delivery item
chain's overall performance, SCOR explained. Manage supply accuracy (RL. 3.33), and delivery quantity delivery accuracy
chain human resources (sE4) and Manage supply chain assets (RL. 3.35), whereas the others left out of them. Similar to costs,
(sE5) were considered in this study, particularly any activities RL. 2.2, RL. 2.3, and RL. 2.4 means that they will be measured
to ensure staff is available at the proper levels and other by all metrics provided for each. Perfect condition (RL. 2.4),
activities necessary to sustain supply chain execution. In this for instance, has five performance metrics considered in
case, the company has three suppliers for providing material perfect condition: RL. 3.12 (% of fault installations), RL. 3.24
(Fabric) and service (printing and sewing). As we mentioned (% orders/lines received damage-free), RL. 3.41 (orders
before, the main activities within the company are designing delivered damage-free conformance), RL., 3.42 (orders
the logo for the jersey, packing, and shipping the orders. delivered defect-free conformance), and RL. 3.55 (warranty
Choosing suppliers for printing and sewing is also part of this and returns). Furthermore, we must have a well-understanding
enable Process of managing supply chain human resources to of defect and damage definition. Defect represents the
satisfy the skills and competency requirement. However, we condition of the product not being intact, e.g., manufacture
do not include the training and hiring processes but focusing defect while damage is associated with injury or harm, such as
on identifying the skill/resource requirement, matching the suspected damages found to boxes delivered. Some shipping
available skill/resource with the condition, determining claims state that inspection is required before the trucker
training/education for staff, and determining the hiring process. leaves the premises if any box has damage. The
misunderstanding of both metrics may lead to incorrect data
3.5 Performance attributes and performance metrics obtained and the wrong measurement as well.
These proposed metrics were discussed and approved by the
There are six metrics of costs in Deliver, Return, Enable. interviewees, so they did not suggest any new metrics nor
They are order management costs (CO. 3.14), cost to deliver eliminate them. The most performance attribute belongs to
(CO. 2.4), cost to verify product (CO. 3.10), cost to return (CO. responsiveness. All performance metric identified is shown in
2.5), cost to make (CO. 2.3), and direct labor cost (CO. 3.13). Table 3.
The process elements of CO. 2.3, CO. 2.4, CO. 2.5, and direct As we stated before that SCOR has many weaknesses. The
labor cost (CO. 3.13) are part of CO. 1.1 (Total Supply Chain complexity of SCOR has been found during the research that
Management Cost), which is one of 10 strategic metrics (level- it can lead to miss something and generate an invalid model
1 metrics). They are in level 2, so all metrics provided for each for supply chain action [11]. It also requires a good knowledge
level 3 will measure level 2. Cost to make (CO. 2.3) is the sum of both understanding the SCOR guidance and the actual
of costs associated with Make consists of CO. 3.11 (Direct operation of the activities in the field [12]. Moreover,
Material Cost), CO. 3.12 (Indirect Cost Related to Production), converting the SCOR explanation to an easy language is the
and CO. 3.13 (Direct Labor Cost). Cost to deliver is also be most challenging task of the research. It is required to have a
measured by CO. 3.14 (Order Management Costs) and CO. deep learning of the SCOR model. Otherwise, we can have a
3.15 (Order Delivery Costs). While the cost to return is the misinterpretation of each definition in the book. Despite the
sum of the cost to return to sources (CO. 3.16) and customer weaknesses, the performance measurement using SCOR can
(CO. 3.17). The rest of the costs are not part of strategic benefit any company to improve their business, including
metrics. When the company wants to conduct a supply chain SMEs. Small and medium-sized enterprises (SME) are a key
measurement, it must ensure each definition and formula of to creating new economic sources in Indonesia and have
performance metrics explained in SCOR 12. Direct labor cost contributed toward gross domestic product in Indonesia [1].
(CO. 3.13) is the direct cost of production labor but does not Hence, this sector has an essential role in improving SMEs
include COGS (cost of goods sold). The direct labor cost is producing clothes. We did not measure the score of supply
labeled CO. 2.8 (direct labor cost), which counts the direct cost chain performance but determining the KPIs. These metrics
of production labor. Both have the same metric name but can be helpful as a standard for assessing the Supply Chain
different meanings. performance in the future.

Table 2. Process categories and process elements

Level 1 Level 2 Level 3

(sP) Plan (sP2) Plan Source (sP2.1) Identify, Prioritize, and Aggregate Product Requirements
(sP2.2) Identify, Assess and Aggregate Supply Chain Product Resources
(sP2.3) Balance Product Resources with Product Requirements
(sP2.4) Establish Sourcing Plan
(sS) Source (sS2) Source Make-To-Order Product (sS2.1) Schedule Product Deliveries
(sS2.2) Receive Product
(sS2.3) Verify Product
(sS2.4) Transfer Product
(sS2.5) Authorize Supplier Payment
(sM) Make (sM2) Make-To-Order (sM2.1) Schedule Production Activities
(sM2.2) issue Sourced/In Process Product/Identity Service
(sM2.3) Produce and Test
(sM2.4) Package
(sM2.5) Stage Finished Product
(sD) Deliver (sD2) Deliver Make-To-Order Product (sD2.1) Process Inquiry and Quote
(sD2.2) Receive, Configure, Enter and Validate Order

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 (sD2.3) Reserve Inventory and Determine Delivery Date
(sD2.4) Consolidate Orders
(sD2.5) Build Loads
(sD2.6) Route Shipments
(sD2.8) Receive Product from Source or Make
(sD2.9) Pick Product
(sD2.10) Pack Product
(sD2.11) Load Product and Generate Shipping Docs
(sD2.12) Ship Product
(sD2.13) Receive and Verify Product by Customer
(sD2.14) Install Product
(sDR1) Deliver Return Defective Product (sDR1.1) Authorize Defective Product Return
(sDR1.2) Schedule Defective Return Receipt
(sDR1.3) Receive Defective Product (includes verify)
(sDR1.4) Transfer Defective Product
(sE) Enable (sE4) Manage Supply Chain Human Resource (sE4.1) Identify Skills/Resource Requirement
(sE4.2) Identify Availabe Skills/Resources
(sE4.3) Match Skills/Resources
(sE4.4) Determine Hiring/Redeployment
(sE4.5) Determine Training/Education
(sE4.6) Approve, Prioritize and Launch
(sE5) Manage Supply Chain Assets (sE5.1) Schedule Aset Management Activities
(sE5.2) Take Aset Off-line
(sE5.3) Inspect and Troubleshoot
(sE5.4) Install and Configure
(sE5.5) Clean, Maintain, and Repair
(sE5.7) Inspect Maintenance
(sE5.8) Reinstate Asset

Table 3. Performance metrics framework

COST RELIABILITY RESPONSIVENESS

1 (CO. 2.3) Cost to Make (RL. 3.11) % of Faultiness Invoice (RS. 3.4) Package Cycle Time
2 (CO. 2.5) Cost to Return (RL. 3.18) % Orders/Lines Processed Complete (RS. 3.5) Authorized Defective Return Cycle Time
3 (CO. 2.4) Cost to Deliver (RL. 3.19) % Orders/ Lines Received Defect Free (RS. 3.8) Authorize Supplier Payment Cycle Time
(CO. 3.10) Cost to Verify (RL. 3.20 % Orders/Lines Received On-Time to (RS. 3.12) Balanced Product Resources with Product
4
Product Demand Requirement Requirements Cycle Time
(CO. 3.13) Direct Labor (RL. 3.27) % Schedule Change within Supplier’s
5 (RS. 3.16) Build Loads Cycle Time
Cost Lead Time
(CO. 3.14) Order (RL. 3.21) % Orders/Lines Received with correct
6 (RS. 3.18) Receive Product from Make/Source Cycle Time
Management Cost content
(RL. 3.25) % Product Transferred ON-Time to
7 (RS. 3.29) Establish Plans Cycle Time
Demand Requirement
(RL. 3.26) % Product Transferred without (RS. 3.38) Identify, Assess and Aggregate Product
8
Transaction Errors Resources Cycle Time
(RS. 3.41) Identify, Prioritize and Aggregate Product
9 (RL. 3.33) Delivery Item Accuracy
Requirements Cycle Time
10 (RL. 3.34) Delivery Location Accuracy (RS. 3.50) Issue Sourced/ In-Process Product Cycle Time
11 (RL. 3.35) Delivery Quantity Accuracy (RS. 3.56) Manage capital asset cycle time
(RL. 3.41) Orders Delivered Damage Free (RS. 3.64) Manage integrated supply chain capital assets
12
Conformance cycle time
(RL. 3.42) Orders Delivered Damage Free (RS. 3.67) Manage MAKE equipment and facilities cycle
13
Conformance time
14 (RL. 3.49) Achievement of production schedule (RS. 3.95) Pack Product Cycle Time
15 (RL. 3.103) Receive and Verify Product Cycle Time (RS. 3.96) Pick Product Cycle Time
16 (RL. 2.1) % of Orders Delivered in Full (RS. 3.101) Produce and Test cycle time
(RL. 2.2) Delivery Performance to Customer (RS. 3.102) Receive and Verify Product by Customer Cycle
17
Commit Date Time
18 (RL. 2.3) Documentation Accuracy (RS. 3.104) Receive Defective Product Cycle Time
(RS. 3.110) Receive Product from Source to Make Cycle
19 (RL. 2.4) Perfect Condition
Time
20 (RS. 3.114) Release Finished Product to Deliver Cycle Time
(RS. 3.115) Reserve Inventory & Determine Delivery Date
21
Cycle Time
22 (RS. 3.117) Route Shipments Cycle Time
23 (RS. 3.118) Schedule Defective Return Receipt Cycle Time
24 (RS. 3.126) Ship Product Cycle Time
25 (RS. 3.128) Stage Finished Product Cycle Time
26 (RS. 3.136) Transfer Defective Product Cycle Time
27 (RS. 3.139) Transfer Product Cycle Time

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