SCM 300 FINAL EXAM 3 ASU Questions and Correct
Answers with Complete Solutions | New Update
2026/27 | Graded A+
Performance metric (PM) - ANSWERS a single performance measurement
used to evaluate, motivate, and improve performance.
System of metrics - ANSWERS A group of metrics that collectively attempt to
provide a multi-dimensional view of a resource or outcome.
Reasons organizations use PMs - ANSWERS (a) Helps to establish and support
standards,
(b) Motivate good behavior,
(c) Identify trends,
(d) Managing large numbers of resources,
(e) Performance data can facilitate decision making and planning
Importance of Goals and Stakeholders - ANSWERS key to developing metrics
that meet stakeholder goals is first recognizing all the stakeholders and then
understanding their individual goals.
Consequences of poor metrics - ANSWERS ill-conceived metrics can motivate
bad behavior: (ex) SC goals are not met, poor output, waste, undesirable
,employee behaviors, managers may make poor decisions, employee victimization,
undeserved winners, lack of contentment.
Requirements of a good metric - ANSWERS measureable, easily understood,
attainable, strategically oriented, easy to measure, provides value, provides
guidance, cheater proof
SMART metrics - ANSWERS a metric that is Specific, Measurable, Attainable,
Relevant, and Timely. A helpful device that can guide managers in the
development of useful managerial metrics.
3 Key measurement system attributes - ANSWERS (1) Effective: were the
desired goals met?
(2) Efficient: A measure of the resources used in the process.
(3) Adaptable: measure of the conditions under which the tasks were completed.
Keys to designing a system of metrics - ANSWERS Stakeholders and goals,
Good metrics, Simplicity, Completeness, Redundancy (avoid), Continuous
improvement, Leadership
KPIs (Key Performance Indicators) - ANSWERS Individual performance metrics
identified by the company as being imperative to achieving the organization's
most important goals.
Executive dashboards - ANSWERS computer-generated visual representation
of a company's performance that is often available to executives on any of their
digital devices. Often include KPIs, real-time and historical data, and color-coded
, performances centers that helps them quickly identify positive, negative, and
neutral output.
Managerial paralysis - ANSWERS situation where managers are inundated with
data. This slows decision-making and may result in managers stalling or avoiding
decision-making.
Common measurement pitfalls - ANSWERS Managers fail to use the data,
Blind belief in institutional metrics, incomplete measurements, Utilizing too many
metrics, Driving toward perfection may waste resources, What do those numbers
really mean?
Shared metrics - ANSWERS A metric that impacted by two related parties.
Balanced scorecard (BSC) - ANSWERS performance management tool that
focuses on strategic activity and outcomes. (tracks 4 different traditional output
areas.)
(1) Financial results
(2) Customer-related results
(3) Internal business process results,
(4) Learning and growth results.
-All of these are used to locate problems before they impact financial results.
SCOR Model (Supply Chain Operations Reference Model) - ANSWERS
Measurement tool that allows SC partners to track performance, communicate
progress, and develop opportunities for improvement. (5 primary SC processes:
Plan, Source, Make, Deliver, Return) This is a tool used to integrate the SC.
Answers with Complete Solutions | New Update
2026/27 | Graded A+
Performance metric (PM) - ANSWERS a single performance measurement
used to evaluate, motivate, and improve performance.
System of metrics - ANSWERS A group of metrics that collectively attempt to
provide a multi-dimensional view of a resource or outcome.
Reasons organizations use PMs - ANSWERS (a) Helps to establish and support
standards,
(b) Motivate good behavior,
(c) Identify trends,
(d) Managing large numbers of resources,
(e) Performance data can facilitate decision making and planning
Importance of Goals and Stakeholders - ANSWERS key to developing metrics
that meet stakeholder goals is first recognizing all the stakeholders and then
understanding their individual goals.
Consequences of poor metrics - ANSWERS ill-conceived metrics can motivate
bad behavior: (ex) SC goals are not met, poor output, waste, undesirable
,employee behaviors, managers may make poor decisions, employee victimization,
undeserved winners, lack of contentment.
Requirements of a good metric - ANSWERS measureable, easily understood,
attainable, strategically oriented, easy to measure, provides value, provides
guidance, cheater proof
SMART metrics - ANSWERS a metric that is Specific, Measurable, Attainable,
Relevant, and Timely. A helpful device that can guide managers in the
development of useful managerial metrics.
3 Key measurement system attributes - ANSWERS (1) Effective: were the
desired goals met?
(2) Efficient: A measure of the resources used in the process.
(3) Adaptable: measure of the conditions under which the tasks were completed.
Keys to designing a system of metrics - ANSWERS Stakeholders and goals,
Good metrics, Simplicity, Completeness, Redundancy (avoid), Continuous
improvement, Leadership
KPIs (Key Performance Indicators) - ANSWERS Individual performance metrics
identified by the company as being imperative to achieving the organization's
most important goals.
Executive dashboards - ANSWERS computer-generated visual representation
of a company's performance that is often available to executives on any of their
digital devices. Often include KPIs, real-time and historical data, and color-coded
, performances centers that helps them quickly identify positive, negative, and
neutral output.
Managerial paralysis - ANSWERS situation where managers are inundated with
data. This slows decision-making and may result in managers stalling or avoiding
decision-making.
Common measurement pitfalls - ANSWERS Managers fail to use the data,
Blind belief in institutional metrics, incomplete measurements, Utilizing too many
metrics, Driving toward perfection may waste resources, What do those numbers
really mean?
Shared metrics - ANSWERS A metric that impacted by two related parties.
Balanced scorecard (BSC) - ANSWERS performance management tool that
focuses on strategic activity and outcomes. (tracks 4 different traditional output
areas.)
(1) Financial results
(2) Customer-related results
(3) Internal business process results,
(4) Learning and growth results.
-All of these are used to locate problems before they impact financial results.
SCOR Model (Supply Chain Operations Reference Model) - ANSWERS
Measurement tool that allows SC partners to track performance, communicate
progress, and develop opportunities for improvement. (5 primary SC processes:
Plan, Source, Make, Deliver, Return) This is a tool used to integrate the SC.
