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In designing SCRAM, a nuclear power plant game, I faced the following problem: how can a player control an entire nuclear power plant with only a joystick At first glance, the task seems hopeless Nevertheless, the solution I eventually discovered works very well The player moves a cursor through the plant.

practices. Participating companies characterize both their dominant and emerging practices. This question set is used to characterize companies by stage of maturity.

The simulation results are shown in Fig. 5.11 along with the previous transient simulation results in order to see the effect of the output resistance.

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The BICC index was developed by selecting a small set of four of SCOR level 1 metrics (see Appendix C and 2). Based on an evaluation of the rationale for each metric, these metrics were selected to provide a representation of both customer-facing and internal-facing metrics.

14.180 14.076

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Upside production flexibility was selected based on the assumption that companies with more flexible manufacturing capacity are better able to respond rapidly to and take advantage of changes in market conditions. Delivery performance to commit date was selected because companies have more influence over their performance that they commit to than they do over delivery performance to request, which varies considerably based on market demand, stability of supply, manufacturing strategy, and demand patterns. Cash-to-cash cycle time was selected for its comprehensive view of payables, receivables, and inventory levels. Despite being a component of cash-to-cash, inventory days of supply also was selected because it is such a widely used supply chain metric.

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display With the cursor adjacent to a piece of controllable equipment, the player presses the joystick button and pushes the stick up to turn on or increase power, and down to turn off or decrease power The system is simple and easily understood once the player has seen it There is a general solution, at the theoretical level, to the dilemma of option richness versus input cleanliness; I call this solution "the webwork" To design a webwork game, we start with a small number of pieces We then define a relationship that applies to all pairs of pieces The set of relationships between pieces constitutes a webwork The webwork can easily become quite complex, yet few pieces are required to create the webwork In general, the number of pairwise relationships is equal to N*(N-1), where N is the number of pieces.

2.2000M

These choices are not meant to imply that these are the only metrics appropriate for measuring overall supply chain performance. The traditional and still widely used net asset turns metric was not selected because it is influenced by the company s choice of capital structure (i.e., short- and longterm debt-to-asset ratio). Similarly, order-fulfillment lead time was avoided because a large part of its variation can be attributed to primary manufacturing strategy. Total supply-chain management cost was considered, but this also was dropped because the companies with the lowest total supply chain management cost may not reflect the best supply chain performance (e.g., low materials acquisition, order management, and inventory management costs often are the result of spending on supply chain systems or a company s outsourcing strategy). Other level 1 metrics, such as assert turns, were not included because they are considered to be dependent on other metrics.

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In order to remove industry bias within the metric values, each of the four components of the index was normalized for each organization over the industry average for the organization. For example, if a specific consumer-goods company s delivery performance is 99 percent, and the consumer goods industry average for delivery performance is 90 percent, then the company s normalized delivery performance value = (99/90), or 1.1. The score derived from the sum of the four normalized values produces the BICC index. The BICC index was used to segment the population into three subpopulations:

3.0000M

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