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Business problem

Procurement & Supply

What's on order, when it lands, and how the supplier actually performs.

Supplier performance is usually reported as one blended score, and blending is what makes it useless: a supplier that is best in the base on delivery and worst on quality lands mid-table and is never looked at again. The work here keeps delivery, quality and price as three separate numbers, measures on-time against the supplier's original promise rather than the promise as it was later revised, and treats purchase price variance as a quotient of two summed totals on received units rather than an average of per-line variances. The reference build runs a year of simulated purchase-order lines and includes the small-volume guard, because a supplier with eleven lines has not yet told you anything.

Metric definitions

Computable definitions from the KPI Dictionary — every decision switch made explicit, with the formula and the source tables in each ERP.

Dashboard patterns

A wireframe paired with the star schema underneath it: fact grain, measures with their additivity rules, and the source tables per reference.

Reference builds

Working implementations of the definitions and patterns above, running over frozen, simulated data. Not a resource and not a case study — no client data, and no client named.

Simulated data, frozen snapshot — not a live client system.

In the references

Where this data lives in each source system. A way into the ERP references, not an index of them — every reference landing lists all of its modules.

The other business problems

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Maintained by Summit Analytics, a supply chain analytics practice. The tools and references are free — the consulting is selective.

Part of the Summit Analytics reference library.

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