Login



For PLUS+ subscription assistance, contact customer service.

Not a PLUS+ Subscriber?

Become a PLUS+ Subscriber today and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access
  • 7 Magazine Issues per Year
  • Companion Digital Editions
  • Digital Edition Archives
  • Bonus Email Newsletters

Subscribe Today!

Premium access to exclusive online content, companion digital editions, magazine issues and email newsletters.

Subscribe Now.


Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

PLUS+ Customer Service Support


Customer service for all PLUS+ subscribers is available Mon-Fri, 9am-5pm Eastern time.

Email: scmrsubs@ehpub.com
Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)
Mail: PO Box 1496, Framingham MA 01701-1496, USA



You have been logged out of PLUS+


For PLUS+ subscription assistance, contact customer service.

Need to access our premium PLUS+ Content?
Upgrade your subscription now.


Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: scmrsubs@ehpub.com Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?


To begin or upgrade your subscription, Become a PLUS+ subscriber now.

For assistance with your PLUS+ subscription, contact customer service.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For PLUS+ subscription assistance, contact customer service.

Final word on scorecarding

Meanwhile, it’s still possible to improve your scorecarding proficiency simply by working hard to avoid some of the following all-too-common mistakes

By ·
By ·

Editor’s Note: Scorecards are widely used by shippers to monitor and grade the individual performance of their 3PLs today. But not all scorecards in the world are being designed and used to derive the best possible efficacies they are capable of delivering. This is the third of a three-part exclusive web exclusive written by David Frentzel is APL Logistics’ Vice President for Global Contract Logistics.
The article discusses the benefits that can be derived from using scorecards, shares some of the best practices in scorecarding, and highlights the common mistakes that should be avoided in deploying the scorecard system.


Clearly it may not be possible for your company to engage in all of these best scorecarding practices yet.  However each one that you are able to adopt should increase the possibility that you’ll derive more from your scorecards than being able to say you have and use them. Meanwhile, it’s still possible to improve your scorecarding proficiency simply by working hard to avoid some of the following all-too-common mistakes.

Using Scorecards As Punitive Rather Than Collaborative Devices

As many championship athletes can tell you, even the best performers occasionally have a less-than-stellar day or week.  Instead of getting ready to put your 3PL in the penalty box every time you see an underwhelming scorecard result, consider it as a signal that you may need to talk with, rather than yell at, its personnel.

Keeping Scorecard Results To Yourself

Just as you can’t always be sure of where your 3PLs’ performance has room for improvement until you see specific data, neither can the top management at your 3PLs.  If you want your scorecards to inspire performance improvement, you must be willing to grant your 3PLs timely access to their scores.

Making Scorecard Preparation Too Work-Intensive

When you’re dealing with measurement tools, there’s always the possibility that someone will have to be responsible for interpreting or repackaging the results to make them more presentable or accessible.  However if there’s too much preparation required to get your scorecard results “ready for prime time,” there’s always a chance that the process will eventually become too much of a time drain for your company to continue.  Having too big of a gap between how data is collected and how it’s later packaged also exposes your company to another risk:  the possibility that your 3PLs may begin to question whether or not their results were presented accurately. The more simple and direct your company can make the process, the happier everyone will ultimately be.

Treating Scorecards As A One-Way Street

This final note is one so important that it bears repeating, so keep it handy and refer to it again and again:  Your company’s 3PLs may be the parties responsible for supplying the performance data that populates scorecards.  But in the end, only your company can determine whether your scorecarding process will be successful.  Scorecards are only truly useful if they’re being used – and by used I mean reviewed, analyzed and acted upon by the organization that developed them.  So before you invest too much into building better scorecards, make sure you’re prepared as a company to devote a good deal of your own strategic time and energy into looking at them in a timely fashion and using what they reveal to build better relationships with and pave the way for improved performance from your 3PLs.

If you are, you’re already off to an outstanding start.  If you aren’t, well, you probably know the score. 


About the Author

Patrick Burnson, Executive Editor
Patrick Burnson is executive editor for Logistics Management and Supply Chain Management Review magazines and web sites. Patrick is a widely-published writer and editor who has spent most of his career covering international trade, global logistics, and supply chain management. He lives and works in San Francisco, providing readers with a Pacific Rim perspective on industry trends and forecasts. You can reach him directly at pburnson@peerlessmedia.com.

Subscribe to Supply Chain Management Review Magazine!

Subscribe today. Don't Miss Out!
Get in-depth coverage from industry experts with proven techniques for cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Latest Whitepaper
Third Party Risk: Too Close for Comfort
You’ve got a handle on many of the potential supply chain "disrupters" that can paralyze your business. But the real risk is embedded in areas you may have overlooked.
Download Today!
From the September-October 2017
Additive manufacturing and 3D printing promise to simplify manufacturing, reduce inventories, and streamline operations. But, to determine when and how to apply additive manufacturing, organizations need a decision model that assesses it’s market strategy, supply chain performance, and complexity.
View More From this Issue
Subscribe to Our Email Newsletter
Sign up today to receive our FREE, weekly email newsletter!


Latest Webcast
The Perfect Formula for Determining the Right Amount of Inventory
This webcast explains how the science of theoretical minimums, a new approach to inventory optimization, provides a simple and elegant way to reduce cost and increase customer service levels by monetizing time delays across the extended supply chain.
Register Today!
EDITORS' PICKS
Supply Chains in Advanced Markets Should Become More Agile, Says Atradius
Higher inflation, falling unemployment, and strengthening Purchasing Manager Indices all suggest...
Trade Trends Report Confirms E-Commerce Urgency
Because trade policies remain fluid, shippers must have the information needed to be flexible and...

Supply Chain Digitization of Ocean Cargo Gateways Examined by chainPORT
The chainPORT initiative is led by the Ports of Los Angeles and Hamburg Port Authority in Germany,...
Procurement Still Falls Behind in Digitized Supply Chains, Says Accenture
“The digital revolution has largely overlooked procurement,” says Accenture.