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The glossary page provides information on all the measures that are detailed in the

Supply Chain Analyst dashboard. It also provides information on the computational


logic used for each measure.
Since a given measure such as Total Demand, is displayed in more than one tab
(Demand and Supply, Plan Health Summary, Historical Performance), the measures
have been grouped functionally.
Please note that all the measures listed in this section are defined in an ASCP plan.
Demand Facts
Total Demand
It is the sum of all demands in the supply chain in units. It includes both dependent
demands and independent demand quantities.
Total Demand = Dependent Demand + Total Independent Demand
Total Independent Demand = Forecast + Sales Orders
Forecast
This refers to the unconsumed forecast in ASCP. It is the order quantity with order type
equal to FORECAST.
Sales Orders
It is a confirmed order from the customer and has a due date. It is the order quantity
with order type equal to SALES ORDER.
Shipments to Plan
It is the percentage of Actual Shipments to Planned Shipments. It is computed as:
(Shipment History Quantity / Total Independent Demand Quantity Scheduled to be
Shipped) * 100
Projected Fill Rate
It is the demand fill rate of the end item demands based on quantity satisfied on time. It
is computed:
(Quantity Satisfied by Due Date / Total Forecast Quantity) * 100
Total Demand Difference
This is computed as a percentage of change in Total Demand between the
Comparison and Baseline plans / scenarios:
{(Comparison Value Baseline Value) / Baseline Value} * 100
Current Shipment Plan
The current shipment plan measure combines period to date shipment history and
sales orders (backlog) scheduled to ship in the period. It expresses how much of the
forecast or revenue target is already covered by booked orders that may or may not
have yet shipped. A comparison of this measure to the forecast becomes how much is
"left to book" to meet the forecast.
Excess Facts
Demand within Excess Horizon
It is the cumulative demand in the supply chain over the excess horizon. The demand
includes: Forecasts, Sales Orders, Dependent Demand, and Other Demands. The
excess horizon is defined as the period between Plan Current and Plan Current plus
Excess Horizon Days.
Excess Horizon = Plan Current, Plan Current + Excess Horizon Days
Excess On-Hand
It is the difference between On-Hand Inventory and Demand within Excess Horizon as
given below:
Max{On-Hand - Demand with Excess Horizon, 0}
Excess On-Hand Value
It is computed as:
Excess On-Hand * Item Standard Cost
Excess On-Order
It is the difference between On-Order Inventory and Demand within Excess Horizon as
given below:
Max{On-Order - Demand with Excess Horizon, 0}
Excess On-Order Value
It is computed as:
Excess On-Order * Item Standard Cost
Total Excess
It is sum of excess computed from On-Hand and On-Order.
Total Excess Value
It is the excess quantity computed in equivalent currency as given below:
Total Excess * Item Standard Cost
Obsolescence Facts
Demand within Obsolescence Horizon
It is the cumulative demand in the supply chain over the obsolescence horizon. The
demand includes: Forecasts, Sales Orders, Dependent Demand, and Other Demands.

The obsolescence horizon is defined as the period between Plan Current and End of
Obsolescence Date.
Obsolete On-Hand
It is the difference between On-Hand Inventory and Demand within Obsolescence
Horizon as given below:
Max{On-Hand - Demand within Obsolescence Horizon, 0}
Obsolete On-Hand Value
It is computed as:
Obsolete On-Hand * Item Standard Cost
Obsolete On-Order
It is the difference between On-Order Inventory and Demand within Obsolescence
Horizon as given below:
Max{On-Order - Demand within Obsolescence Horizon, 0}
Obsolete On-Order Value
It is computed as:
Obsolete On-Order * Item Standard Cost
Total Obsolescence
It is sum of obsolescence computed from On-Hand and On-Order.
Total Obsolescence Value
It is the obsolescence quantity computed in equivalent currency as given below:
Total Obsolete * Item Standard Cost
Inventory Analysis Facts
Achieved Service Level
It is a measure of achieved inventory performance. It is specified as a percentage. This
is computed by the engine as:
(Total Demand Quantity of Item Satisfied by Due Date / Total Demand Quantity of
Item) * 100
Target Service Level
It is a measure of Targeted inventory performance. It is specified as a percentage. This
is an input parameter that may be specified at various levels in the following order of
specificity:
a. Plan is the default level
b. Organization
c. Customer
d. Customer - Site
e. Demand Class
f. Organization - Demand Class
g. Category
h. Category - Demand Class
i. Item - Demand Class
j. Item - Organization
k. Item - Organization - Demand Class
Carrying Cost
It is the cost of keeping and maintaining inventory in storage. This is computed in the
engine as:
Average Inventory Over Desired Period * Carrying Cost
Manufacturing Cost
It is the cost of a product determined by the sum of the cost of all the resources that
went into making it including labor, capital, space and taxation.
Purchasing Cost
It is the cost of purchasing a product computed based on product supply and standard
product cost. It is computed in the engine as:
Sum of {Standard Cost * Supply Quantity} for all Items
Transportation Cost
It is the cost of moving inventory from organization to another. This cost depends on
mode, quantity, weight, volume etc.
Total Supply Chain Cost
It is the sum of carrying, manufacturing, purchasing and transportation costs.
Revenue
It is the total revenue from expected sales, computed as:
Sum of Independent Demand * (Item List Price - Discount)
Gross Margin
It is the profit margin computed as the difference between Revenue and Total Supply
Chain Cost.
Gross Margin (as Percent)
It is the profit margin computed as a percentage:
{(Revenue - Total Supply Chain Cost) / Revenue} * 100
Inventory Budget

It is the maximum amount allocated to be spent on inventory during a planning period.


The inventory budget applies to both safety stocks and prebuilt stocks. This may
specified at various levels:
a. Plan is the default level
b. Category
c. Organization
d. Category - Organization
Inventory Value (Units)
It is the equivalent of Inventory Value in Units, computed in the engine as:
Average of projected available balance over the period of interest
Inventory Value
It is the equivalent of achieved Budget in the system. This is computed in the engine
as:
Inventory Value (Units) * Standard Cost of Item
Inventory Value (Days of Cover)
It is the Inventory Value computed in equivalent days as:
Inventory Value (Units) / Average Daily Demand
Safety Stock
It is a minimal amount of inventory that ideally needs to be available at an itemorganization level to account for demand, and lead time variability. The value
represented in reports is safety stock at bucket start date. This is computed in the
engine. The engine out puts two values Safety Stock without Postponement and Safety
Stock with Postponement. These two values are compared in various reports. The
difference between them provides the savings in Safety Stock while achieving desired
Target Service Level.
Safety Stock Value
It is the safety stock computed in equivalent currency as:
Safety Stock * Item Standard Cost
Safety Stock (Days of Cover)
It is the safety stock computed in equivalent days as:
Safety Stock in Units / Average Daily Demand
Safety Stock Carrying Cost
This is the cost of holding the safety stock. Based on Postponement, we have two
values for this: Safety Stock Carrying Cost with Postponement and Safety Stock
Carrying Cost without Postponement. The computation logic is similar to computing
Carrying Cost described above.
The various variability components that indicate the percent contribution of the specific
component to safety stock are described below:
Demand Variability: It captures the measure of uncertainty in demands. This may be
represented in one of two ways: Setting up a discrete probability for demands or by
comparing sales history and forecast (Mean Absolute Percent Error or Mean Absolute
Deviation). Typically a demand planning solution is used to calculate this error
measure.
Supplier Lead Time Variability: It is the measure of uncertainty in supplier lead time. It
tends to capture the variability associated with number of days an order or product has
been delayed by the supplier.
Manufacturing Lead Time Variability: It is the uncertainty in time taken to manufacture
products which results in customer's orders being delayed. There may be several
reasons that lead to manufacturing uncertainty, including: new processes that take time
to stabilize, variation in the quality of raw material that lead to variation in the
processing time, etc.
Transportation Lead Time Variability: It is the variability in lead times when moving
products between organizations. Any mode of transport used in moving products
between organizations could have a factor of uncertainty that include: break down of
transportation mode in transit, delay due to bad weather conditions, delay in shipment
due to non availability of space on desired date, etc.
Inventory Facts
Total Supply
It is the sum of all supply quantities in the supply chain in units. It includes beginning on
hand, scheduled receipts, planned orders.
Total Supply = Beginning On Hand + Scheduled Receipts + Planned Orders
Beginning on Hand
It is the quantity that is available at the start of a plan horizon at an item organization
level. It is defined in the order model with order type equal to On Hand.
Scheduled Receipts
Scheduled Receipts is a derived measure. It is defined in the order model with Order
Quantity as the measure. Sum of all quantities with Order Type = Flow Schedule,

Internal Requisition, In-transit Receipt, In-transit Shipment, PO Acknowledgment, PO in


Receiving, Purchase Order, Purchase Requisition, Transfer Order, Work Order.
Scheduled Receipts have both a quantity and date associated with them.
Planned Orders
These are system recommended order quantities that are generated in response to a
demand signal within the plan horizon.
Safety Stock
It is a minimal amount of inventory that ideally needs to be available at an itemorganization level to account for demand, supply and lead time variability. The value
represented in reports is safety stock at bucket start date.
Projected Available Balance - Quantity
It is the projected inventory at the end of a period / bucket represented in quantity units.
It is computed as net cumulative supply minus demand in units.
Projected Available Balance - Days of Cover
It is the projected inventory at the end of a period / bucket represented in time units. It
is computed as:
{(Net Cumulative Supply - Demand) / Average Daily Demand for the Item in Plan}
Inventory Value
This measure is similar to projected available balance - days of cover.
WIP Start
It is sum of all make orders that start within a given bucket. It is computed as sum of all
make order quantities (all types of work orders and make planned orders) based on the
WIP start date.
Production to Plan
It is the percentage of Actual Production to Plan
(Production History Quantity / Total Make Order Quantity) * 100
Projected Inventory Turns
It is the number of times inventory cycles in a year. It is computed as ratio of
annualized cost of goods sold (COGS) to average projected available balance (PAB):
(Annualized Cost of Goods Sold / Average Projected Available Balance)
Where:
Annualized Cost of Goods Sold = {(Standard Item Cost * Sum of Independent Demand
* 365) / Number of Days in Plan}
Average PAB = Average of beginning value and ending value of each bucket
Total Supply Difference
This is computed as a percentage of change in Total Supply between the Comparison
and Baseline plans / scenarios:
{(Comparison Value - Baseline Value) / Baseline Value} * 100
Resource Facts
Resource Requirements
It defines the total resource requirement. Resource requirement is measured as:
Required Hours * Assigned Units
Resource Availability
It defines the total resource availability. Resource availability is measured as:
Resource Hours * Capacity Units
Resource Utilization
It is defined as the percentage of resource requirements to resource availability:
(Resource Requirement / Resource Availability) * 100
Exception Facts
Exception Count
It indicates the number of violations of a given exception type in the plan. Of the preseeded exception types in the SCA dashboard, the following have this fact: Late Sales
Orders, Late Forecast, Safety Stock Violations, Stock Outs, Use Alternate Sources,
Use Alternate Suppliers, Rescheduled Orders IN, Rescheduled Orders OUT.
Exception Days
It indicates the average number of days a given exception is either early or late. The
following pre-seeded exception types in the SCA dashboard have this fact: Late Sales
Orders, Late Forecast, Rescheduled Orders IN, Rescheduled Orders OUT.
Exception Value
It indicates the average value of a given exception. It is the reporting currency in which
this value is displayed. The following pre-seeded exception types in the SCA
dashboard have this fact: Late Sales Orders, Late Forecast.
Exception Ratio
It is an indicator of the violation with reference to the base measure. The following preseeded exception types in the SCA dashboard have this fact: Resource Overloaded,
Resource Underloaded.