04. Supply Chain Business Objectives & Metrics

Paul Fox: 04. Supply Chain Business Objectives & Metrics

Paul Fox — Tue, 02 May 2006 20:18:15 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
Characteristics of business objectives may be: essential;-short term targets-defined by executive mandate-customer specific-implicit; untested. Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge. Department budgets and objectives lable supply chain activity.	Business and Supply Chain objectives, practices and metrics are integrated and internally aligned. The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls. In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive: Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data. Certain metrics may be shared across multiple tiers.

Probably ove this to the Info Tech section: Technology to allow real-time, concurrent, and consistent metrics shared across supply chain network;

Paul Fox: 4. Supply Chain Business Objectives & Metrics

Paul Fox — Mon, 01 May 2006 03:36:06 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
Characteristics of business objectives may be: essential;-short term targets-defined by executive mandate-customer specific-implicit; untested. Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge. Department budgets and objectives lable supply chain activity.	Business and Supply Chain objectives, practices and metrics are integrated and internally aligned. The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls. In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive: Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data. Certain metrics may be shared across multiple tiers.

Probably ove this to the Info Tech section: Technology to allow real-time, concurrent, and consistent metrics shared across supply chain network;

Dean Strausl: 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 17:54:23 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
1. Characteristics of business objectives may be: essential;-short term targets-defined by executive mandate-customer specific-implicit; untested. Supply chain specific objectives are typically not seen as essential to core business ~~activity.~~ activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	2. Supply chain practices support business objectives but may not be mutually ~~developed.~~ developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge. Department budgets and objectives lable supply chain activity.	3. Business and Supply Chain objectives, practices and metrics are integrated and internally aligned. The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	4. Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. ~~Explicit~~ *Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental ~~Metrics:~~ Metrics: Metrics may be dictated by customer and/or limited to basic financial ~~controls.~~ In controls.In general the supply chain and supply chain relationships are not measured as such.	Defined ~~Metrics:~~ Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	~~Comprehensive:~~ ~~Use~~ Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard ~~approach.~~ approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	~~Mutual:~~ Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time ~~delivery.~~ delivery. Partners share a common interpretation, agreed accountability, and agreed single source of ~~data.~~ ~~Certain~~ data.Certain metrics may be shared across multiple tiers.

Probably ove this to the Info Tech section: Technology to allow real-time, concurrent, and consistent metrics shared across supply chain ~~network;~~network; Paul,I couldn’t do the dots to make them consistent with the other dimensions. I some how got level four of the objectives mixed in with three and can’t get it over.

Dean Strausl: I lost one of the 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 17:19:13 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
1. Characteristics of business objectives may be: essential;-short term targets-defined by executive mandate-customer specific-implicit; untested.Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	2. Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge.Department budgets and objectives lable supply chain activity.3. Business and Supply Chain objectives, practices and metrics are integrated and internally aligned.The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	4. Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. *Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls.In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data.Certain metrics may be shared across multiple tiers.

Probably ove this to the Info Tech section: Technology to allow real-time, concurrent, and consistent metrics shared across supply chain network; Paul,I couldn’t do the dots to make them consistent with the other dimensions. I some how got level four of the objectives mixed in with three and can’t get it over.

Dean Strausl: 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 17:16:38 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
1. Characteristics of business objectives may be: essential;-short term targets-defined by executive mandate-customer specific-implicit; untested.Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	2. Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge.Department budgets and objectives lable supply chain activity.3. Business and Supply Chain objectives, practices and metrics are integrated and internally aligned.The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	4. Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. *Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls.In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data.Certain metrics may be shared across multiple tiers.

Probably ove this to the Info Tech section: Technology to allow real-time, concurrent, and consistent metrics shared across supply chain network; Paul,I couldn’t do the dots to make them consistent with the other ~~dimensions. I some how got level four of the objectives mixed in with three and can’t get it over.~~dimensions.

Dean Strausl: 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 17:13:14 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
1. Characteristics of business objectives may be: essential;-short term targets-defined by executive mandate-customer specific-implicit; untested.Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	2. Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge.Department budgets and objectives lable supply chain activity.3. Business and Supply Chain objectives, practices and metrics are integrated and internally aligned.The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	4. Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. *Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls.In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data.Certain metrics may be shared across multiple tiers.

Dean Strausl: 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 17:11:23 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
Characteristics of business objectives may be: essential;-short term targets-defined by executive mandate-customer specific-implicit; untested.Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge.Department budgets and objectives lable supply chain activity.Business and Supply Chain objectives, practices and metrics are integrated and internally aligned.The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. *Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls.In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data.Certain metrics may be shared across multiple tiers.

Dean Strausl: 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 17:08:40 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

~~Level 1~~	~~Level 2~~	~~Level 3~~	~~Level 4~~
~~Implicit~~ \|.Level 1\|.Level 2\|.Level 3\|.Level 4\|\|.Implicit or ~~Reactive~~	~~Documented~~ Reactive\|.Documented / ~~Explicit~~	~~Internally Aligned~~	~~Partner Aligned~~
Explicit\|.Internally Aligned\|.Partner Aligned\|\|Characteristics of business objectives may be: ~~essential;-short~~ essential; -short term ~~targets-defined~~ targets; -defined by executive ~~mandate-customer specific-implicit; untested.~~mandate; -customer specific; -implicit; untested. Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	~~Supply~~ \|Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors ~~emerge.~~emerge. Department budgets and objectives lable supply chain activity. \|Business and Supply Chain objectives, practices and metrics are integrated and internally ~~aligned.~~aligned. The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.

Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. *Explicit understanding flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls.In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data.Certain metrics may be shared across multiple tiers.

Dean Strausl: 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 17:01:21 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

|~~.Level 1|~~~~.Level 2|~~~~.Level 3|~~~~.Level 4||~~~~.Implicit~~

Level 1

Level 2

Level 3

Level 4

Implicit or ~~Reactive|.Documented~~ Reactive

Documented / ~~Explicit|~~~~.Internally Aligned|~~~~.Partner Aligned||~~~~Characteristics~~ Explicit

Internally Aligned

Partner Aligned

*Characteristics of business objectives may be: essential; -short term targets; ~~-defined~~
defined by executive mandate; ~~-customer~~ customer specific; ~~-implicit;~~ implicit; untested. Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.

~~|Supply~~

Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge. Department budgets and objectives lable supply chain activity.

Business and Supply Chain objectives, practices and metrics are integrated and internally aligned. The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.

	Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. *Explicit This explicit understanding then flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls.In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data.Certain metrics may be shared across multiple tiers.

Dean Strausl: 4. Supply Chain Business Objectives & Metrics

Dean Strausl — Sun, 30 Apr 2006 16:55:53 +0000

The progression in this dimension is from a lack of definition, to integrated objectives to to shared goals and objectives.

Level 1	Level 2	Level 3	Level 4
Implicit or Reactive	Documented / Explicit	Internally Aligned	Partner Aligned
*Characteristics Characteristics of business objectives may be: essential; ~~-short~~ short term targets; defined by executive mandate; customer specific; implicit; untested. Supply chain specific objectives are typically not seen as essential to core business activity. Departments do supply chain things in siloed isolation at customer behest and or based on departmental budget/objectives to support product and sales goals.	Supply chain practices support business objectives but may not be mutually developed. The organisation has explicitlity defined and documented objectives, practices and metrics. Cross functional activities begin. Executive sponsors emerge. Department budgets and objectives lable supply chain activity.	Business and Supply Chain objectives, practices and metrics are integrated and internally aligned. The business takes into account the impact of supply chain decisons on financial results (e.g. inventory impacts on cash-to-cash cycle and ROI). Supply chain concepts such as a differentiation, postponement, cost of supply chain, cost of ownership, creep into staff level discussions.	Align objectives with strategic trading partners. Agreed objectives and potential tensions are determined as a precursor to writing a contract in order to best align the partners to behave in mutual self-interest. This explicit understanding then flows though to risk management, metric design, contract preparation, process integration, team selection, IT integration and continuous improvement.
Incidental Metrics: Metrics may be dictated by customer and/or limited to basic financial controls.In general the supply chain and supply chain relationships are not measured as such.	Defined Metrics: Metrics have been explicitly defined, but may not be integrated to business objectives. Most often determined by customer by default, i.e.,QBR. Each independently monitored. Often moving toward externally agreed metrics before internally integrated and agreed metrics	Comprehensive:Use of comprehensive metrics dashboard or balanced scorecard approach. Ability to use an appropriate small number of metrics depending on the busienss cycle. Closed loops and timely data to turn metrics into action in a timely manner.	Mutual: Metrics are jointly developed as part of the agreement and reflect both mutual objectives and oposing tensions, e.g. customer forecast accuracy balanced against supplier inventory and on-time delivery. Partners share a common interpretation, agreed accountability, and agreed single source of data.Certain metrics may be shared across multiple tiers.