5 Sub-dimensions · Click to expand L2 detailClic para expandir detalle L2
💰
› L2N2
L2 · SC Finance & Value Management
Supply chain cost structure (TCO & cost-to-serve), working capital optimization (DIO, DSO, DPO, CCC), SC investment justification (NPV, IRR, business case frameworks), SC KPIs linked to financial performance (EBIT, ROCE, EVA), and SC financial risk management (hedging, insurance, SCF).
The financial management layer of the supply chain — TCO frameworks, working capital optimization tools, investment justification methodologies, financial KPI linkages, and risk management strategies that connect supply chain performance to financial value creation.
L3 Sub-componentsSubcomponentes L3 5 items · click to explore elementos · clic para explorar
01
Supply chain cost structure: total cost of ownership (TCO) & cost-to-serve
TCO = purchase price + ordering + carrying + stockout + quality + end-of-life. 20–30% of customers are unprofitable when full SC cost is allocated. Activity-Based Costing is the reference methodology.
→
02
Working capital optimization: DIO, DSO, DPO & cash conversion cycle
CCC = DIO + DSO − DPO. 1 day DIO reduction for $100M MXN revenue ≈ $270K MXN cash released. SC levers: DIO via demand sensing; DPO via payment terms; DSO via OTC cycle reduction.
→
03
Supply chain investment justification: NPV, IRR & business case frameworks
SC tech investment threshold: payback <3 years, IRR >25%. Business case: current pain → future benefits → investment → NPV/IRR/payback at 3 scenarios.
→
04
Supply chain KPIs linked to financial performance: EBIT, ROCE & EVA impact
OTIF +1 pp → 0.5–1.5% customer credit reduction. DIO −1 day → $revenue/365 × %COGS cash release. SC cost % revenue: FMCG 8–12%, industrial 10–18%, pharma 5–9%.
→
05
SC financial risk management: hedging strategies, insurance & financial resilience
SCF/reverse factoring enables suppliers to receive early payment at buyer cost of capital. FX hedging 40–60% coverage reduces budget variance 50–70%.
→
🏆
› L2N2
L2 · SC Value Performance & Benchmarking
Supply chain maturity models (SCOR, Gartner Top 25), SC benchmarking & competitive KPI positioning, perfect order & OTIF measurement & improvement, inventory performance optimization (turns, fill rate, safety stock), and SC value creation as strategic competitive advantage.
The value performance layer of the supply chain — maturity models, industry benchmarks, perfect order frameworks, inventory optimization tools, and strategic value creation frameworks that elevate supply chain from operational function to competitive differentiator.
L3 Sub-componentsSubcomponentes L3 5 items · click to explore elementos · clic para explorar
01
Supply chain maturity models: SCOR, Gartner SCM Top 25 & capability frameworks
SCOR: Plan–Source–Make–Deliver–Return–Enable. Gartner Top 25: Amazon #1. Distinguishing metrics: perfect order >98%, inventory turns >8×, total SC cost <5% of revenue.
→
02
SC benchmarking: industry KPI benchmarks & competitive positioning
OTIF benchmarks: FMCG >95%, industrial >90%, pharma >97%. Inventory turns: FMCG 8–12×, automotive 15–20×. SC cost %: FMCG 8–12%, industrial 10–18%. Sources: Deloitte Global SC Survey, Gartner Top 25.
→
03
Perfect order & OTIF: measurement, root cause & improvement roadmap
Perfect Order = On-Time × In-Full × Damage-Free × Invoice-Accurate. 97% OTIF × 98% damage-free × 96% invoice-accurate = 91% perfect order. Walmart/OXXO OTIF penalties: 1–3% of invoice.
→
04
Inventory performance: turns, fill rate, service level & safety stock optimization
99% SL requires 41% more safety stock than 95% SL. Carrying cost: 20–30%/year. MAPE −10 pp → safety stock −15–25%. SKU rationalization −25% → inventory −15–20%.
→
05
SC value creation: from operational excellence to strategic competitive advantage
SC value hierarchy: operational excellence → customer experience → revenue enablement → strategic agility. CSCO earns C-suite seat by demonstrating revenue protection AND capital release — not just cost reduction.
→
💰
› L2N2
L2 · Working Capital & Cash Conversion Cycle
Cash Conversion Cycle optimization, DIO reduction, DPO extension via supply chain finance, DSO management, and dynamic discounting — the supply chain as a primary driver of working capital and free cash flow.
Cash Conversion Cycle optimization, DIO reduction, DPO extension via supply chain finance, DSO management, and dynamic discounting — the supply chain as a primary driver of working capital and free cash flow.
L3 Sub-componentsSubcomponentes L3 5 items · click to explore elementos · clic para explorar
11
Cash Conversion Cycle optimization: the SC driver of working capital performance
→
12
Days Inventory Outstanding (DIO) reduction: inventory as working capital lever
→
13
Days Payable Outstanding (DPO) extension: supply chain finance and reverse factoring
→
14
Days Sales Outstanding (DSO): order-to-cash process as SC working capital driver
→
15
Dynamic discounting and supply chain finance programs
→
🔬
› L2N2
L2 · Total Cost of Ownership & Should-Cost Modeling
TCO analysis beyond purchase price, should-cost modeling for supplier negotiations, make-or-buy analysis, cost-to-serve, and COGS decomposition — the analytical foundation for SC cost leadership.
TCO analysis beyond purchase price, should-cost modeling for supplier negotiations, make-or-buy analysis, cost-to-serve, and COGS decomposition — the analytical foundation for SC cost leadership.
L3 Sub-componentsSubcomponentes L3 5 items · click to explore elementos · clic para explorar
16
Total Cost of Ownership analysis: beyond purchase price to full lifecycle cost
→
17
Should-cost modeling: building the analytical foundation for supplier negotiations
→
18
Make-or-buy analysis: the financial and strategic framework for SC boundary decisions
→
19
Cost-to-serve analysis: understanding the true profitability of customers and channels
→
20
COGS decomposition: mapping SC cost drivers for improvement prioritization
→
📈
› L2N2
L2 · SC Investment Prioritization & Business Case
SC business case construction (NPV/IRR/payback), value quantification in EBIT and FCF terms, zero-based SC cost budgeting, performance benchmarking (Gartner Top 25, SCOR), and SC balanced scorecard.
SC business case construction (NPV/IRR/payback), value quantification in EBIT and FCF terms, zero-based SC cost budgeting, performance benchmarking (Gartner Top 25, SCOR), and SC balanced scorecard.
L3 Sub-componentsSubcomponentes L3 5 items · click to explore elementos · clic para explorar
21
SC business case construction: NPV, IRR, and payback for SC investments
→
22
SC value quantification: translating operational KPIs into EBIT and FCF impact
→
23
Zero-based SC cost budgeting: building the cost base from first principles
→
24
SC performance benchmarking: Gartner Top 25, SCOR, and peer comparison
→
25
SC balanced scorecard: integrating operational, financial, and strategic metrics
→