PHILIPPINE STATE COLLEGE OF AERONAUTICS

INSTITUTE OF ENGINEERING AND TECHNOLOGY

AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

LEARNING
MODULE 02:
Supply Chain
Management
Description Part 2
AE 323
Strategic Operation Supply Chain
Management

Prepared by:
Engr. Divine Mae L. Magangan
AERONAUTICAL ENGINEERING FACULTY 2020
PhilSCA-InET

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

CONTENTS
Title Ref. no Page
Supply Chain Principles / Methodology and Solutions I, II, III, IV 9
Supply Chain Principles I, II, III, IV 10
Methodology of a Supply Chain Management Project
I, II 12
– Solutions
Expected Results / Benefit I, II, III 14
Opportunity Areas (Examples) I, II 15
Characteristics of firms/organizations and Service
I, II, V 17
Providers

TIME COMMITMENT FOR THIS MODULE

Reading Materials Time
Supply Chain Principles 30 minutes
Methodology of a Supply Chain Management Project –
30 minutes
Solutions
Expected Results / Benefit 25 minutes
Opportunity Areas (Examples) 25 minutes
Characteristics of firms/organizations and Service Providers 3 minutes
Activities Time
Learning Module Activity 1 50 minutes
Learning Module Activity 2 50 minutes
Learning Module Activity 3 25 minutes
Video Materials Time
Lesson Discussion / Prerecorded 60 minutes
Characteristics of firms/organizations and Service Providers 2 minutes
TOTAL 300 minutes

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

REFERENCES
Reference No.
Marker, A. (n.d.). Supply Chain Management 101: Principles, Examples, and
Templates. Smartsheet. https://www.smartsheet.com/supply-chain-management
I

Zygiaris, S. (n.d.). Supply Chain Management - 12177 Words | Bartleby. Bartleby.

II
https://www.bartleby.com/essay/Supply-Chain-Management-F335XCDKD6TA

Lu, D. (2011). Fundamentals of Supply Chain Management. Bookboon. III

Khan, S. A. R., & Yu, Z. (2019). Strategic Supply Chain Management
(EAI/Springer Innovations in Communication and Computing) (1st ed. 2019 ed.). IV
Springer.
Rolls-Royce | What Is Our Supply Chain? (2018, October 31). [Video]. YouTube.
V
https://www.youtube.com/watch?v=b3xXKQaqtGk

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
The concentration of this learning module is the second part of description and related
concepts about Supply Chain Management.

LEARNING OUTCOMES
Program Learning Outcomes [PLO]

Course Learning Outcomes [CLO]

PLO 4. Function in multi-
disciplinary and multi- CLO 1. Comprehend supply
cultural teams. Module Learning Outcomes [MLO]
chain management
PLO 11. Use techniques, development and its Topic Learning Outcomes
skills, and modern significant value on MLO 1. Derive principles of [TLO]
engineering tools necessary Customer satisfaction. supply chain management
for aeronautical engineering CLO 2. Identify and from customer
practice. TLO 5. Explain supply
demonstrate the significant needs/demands as well as chain management
PLO 12. Knowledge and roles of effective and links needed.
principles based on
understanding of efficient Supply Chain MLO 2. Review case- customer needs and
engineering and Management by its studies related to supply
management principles as a principles. demand.
chain management
member and leader in a CLO 3. Develop skills in principles. TLO 6. Comprehend
team, to manage projects determining different supply chain
and in multidisciplinary designs of supply chain management
environments. management through the development and its
variance of each. significant value on
CLO 4. Analyze on the Customer satisfaction.
specific functions that works
individually and as members
of the whole supply chain
systems.

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

INTRODUCTION

LEARNING MODULE ACTIVITY 1

Below is the ranking of Top 25 Supply chain of 2020 by a leading research and
advisory company, Gartner Inc.. The ranking is released every year to identify the top
performing supply chain leaders and highlight their best practices. Each supply chain’s
strategies and methods were challenged by changes brought by the COVID-19
pandemic in the business context. Identify the company logos below, describe what
products they offer and if possible, what products did you already purchased from
them.

Company Logo Company Name Products they Products you

Rank
offer already purchased

25

24

23

22

21

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

20

19

18

17

16

15

14

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

13

12

11

10

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

As an institution of higher learning, students are expected to display highest degree of honesty and professionalism in
their class work, requirements, and activities; thus, in no case that cheating—or any form of it, may it be plagiarism,
copying other students' works, and fabrication of materials—shall be tolerated. The Philippine State College of
Aeronautics assumes as a simple and minimal preferred of habits in academic matters that students be truthful and
that they publish for deposit solely the merchandise of their personal efforts.

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
SUPPLY CHAIN PRINCIPLES/METHODOLOGY AND SOLUTIONS

LEARNING MODULE ACTIVITY 2

WHAT MAKES A SUCCESSFUL SUPPLY CHAIN?
Create your own checklist on what makes a successful supply chain. Based on LM Activity
1.1, choose one supply chain company and briefly explain why it qualifies on your checklist
(You can search the internet about your chosen supply chain company to support your
explanation).

CHECKLIST FOR A SUCCESSFUL SUPPLY CHAIN

✓ 1.
✓ 2.
✓ 3.
✓ 4.
✓ 5.
✓ (You can add an item if you want to)

(Name of the supply chain company) is qualified to be a successful supply chain

because____________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
References: (Cite your references)

As an institution of higher learning, students are expected to display highest degree of honesty and professionalism in
their class work, requirements, and activities; thus, in no case that cheating—or any form of it, may it be plagiarism,
copying other students' works, and fabrication of materials—shall be tolerated. The Philippine State College of
Aeronautics assumes as a simple and minimal preferred of habits in academic matters that students be truthful and
that they publish for deposit solely the merchandise of their personal efforts.

9|Page
PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2

Supply Chain Principles

Principle 1 Segment customers based on service needs and adapt supply chain
based on the service needs of each customer segment.
Business managers and sales professionals traditionally focus on customer needs
only. However, every business has a large base of customers and they need to divide
or as we call it in business terms ‘segment’ the customers into smaller groups. This
segmentation can be done based on sales volume, demographics, customer types,
etc.
The 1st principle suggests that for better efficiency of the supply chain management
the customers should be grouped based on their service needs like same day delivery,
one week delivery, etc.
Principle 2: Customize the logistics network to the service requirement of the
customer segments.
Customization is the key to providing the best service experience. Once customers
are segmented as per their service needs, tailor made supply chain networks must be
designed to meet separate customer segments. Many business houses run into the
mistake of using a median technique of supply chain to reach out to all customers.

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
However, the 2nd principle strongly holds that separate, distinct and customized
logistics networks must be implemented for different segments of customers like
different modes of transport, diverse delivery type, etc.
Principle 3: Listen to signals of market demand and plan accordingly ensuring
steady forecasting and optimum resource allocation.
The 3rd principle focuses on cumulative forecasting. A single business involves many
departments like production, warehousing, sales, etc. It is of utmost necessity that
forecasting of market demand must be done at a cross functional level and not at an
individual department level alone. Each department must plan towards a common
operational goal for minimizing costs, cutting down inventory levels and maximizing
profits.
Principle 4: Differentiate product closer to the customer and speed conversion
in the supply chain process.
The 4th principle stresses on having different variants of the product for different
segments of the customers. The basis of product differentiation must be the customer
needs. There must be provisions for differentiation of the products as one single
standard product cannot fulfil the demands and needs of all customers. There must
be a flexibility to modify, alter, redesign the product and also make it readily available
to the end customer on time. The redesigned products or parts of the product must be
readily available within a shorter lead time. To achieve this, the flexibility to modify the
product must be as near to the end of the production as possible.
Principle 5: Source strategically and reduce the cost of owning materials and
services.
Outsourcing a part or all of the operations must be done strategically. The 5th principle
suggests that having multiple players when it comes to sourcing is the key to maintain
a competitive environment and receive the best quote on the services. Every business
should be smart enough to realize that suppliers’ costs are indirectly the cost of the
company. The goal of cost reduction should be shared by the channel partners to
lower market prices and enhance the profit margin.
Principle 6: Develop a supply chain-wide technology strategy that supports
multiple levels of decision making.
Principle 6 is nothing but the IOT (Internet of Things). Even powerful and well-
established businesses can benefit from the use of advanced technologies. However,
the use of advanced and complex information system is not the real solution to achieve
reengineered business process. The information system in use must be such that it
not only captures the data pertaining to the supply chain management process but
also translates them into actionable and useful insights. These insights must help the
business to better their practices and operations on a real time basis.
A detailed report with all the information that flows in and out of the business but
provides no real output is not desirable by any business manager. Internet applications
and advanced systems should make the process easier and speed up the supply chain

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
management process by reducing time, effort and cost through automated electronic
transactions, invoices and payment records.
Principle 7: Adopt channel-spanning performance measures to achieve
collective success in reaching the end user effectively.
The 7th and the last principle in this context focuses on performance measurement.
No business can determine their success or identify new opportunities for betterment
until and unless their performance is regularly monitored and measured. Every supply
chain management also needs to have its own assessment card highlighting the
achievement of its goals and targets. This allows the process to showcase the areas
of expertise and identify scope for further utilization of these expertise to the overall
advancement of the supply chain management process.

Methodology of a Supply Chain Management Project-Solutions

For one, they focus intensely on actual customer demand. Instead of forcing into the
market product that may or may not sell quickly (and thereby inviting high warehousing
costs), they react to actual customer demand. And by doing so, these supply-chain
leaders minimize the flow of raw materials, finished product, and packaging materials
at every point in the pipeline.
To respond more accurately to actual customer demand and keep inventory to a
minimum, leading companies have adopted several speed-to-market management
techniques. The names by now have become part of the Supply Chain Management
vernacular JIT manufacturing and distribution, quick response (QR), efficient
consumer response (ECR), vendor managed inventory (VMI), and more. These are
the tools that help build a comprehensive supply-chain structure.
There are key supply chain processes that you must take into consideration to
effectively understand and manage them. These processes are all at play regardless
of the type of supply chain you are using.
Customer relationship management (CRM) comes first, because as the principles
of SCM state, you must adapt everything in the supply chain to the customer. If no one
is buying, there is no need to produce anything. At the front of your supply chain, where
a store’s staff interacts with its consumers, they must have plans in place for ongoing
relationships. They need CRM tools to gather customer information for marketing and
market research, all to determine the products and services to offer in the future.
Customer service management is another process that ties in, as it is where you
gather negative and positive feedback to determine future needs.
Demand management is intricately linked with the previous two, as it takes customer
interactions and orders into account to determine the workload all the way up the
supply chain. At its core, customers buying more means make more, and customers
buying less means make less. Customer forecasting is an important task that analysts
must perform well to determine the current demand and what it will be in the future, to
prevent waste in the supply chain.

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
Product development is an important part of the supply chain that is informed by
consumer demand. You must work with CRM and customer service data to determine
what they want, which influences new products, product line extensions, and also what
to stop making. You must integrate suppliers in this process because it affects cost,
quality, and delivery time.
Supplier relationship management goes without saying - if you want to produce your
products on time and on budget, you need a solid rapport with everyone you’re
outsourcing to in the chain. This impacts manufacturing flow management, which
ensures everything gets where it needs to go without delay, and at the correct spec.
Order fulfilment involves coordinating with distribution centers and either retail
locations or 3PL (Third-party logistics) to get the product direct to consumers. You
have now made it all the way back to the beginning of the cycle and need to pay
attention to new CRM and customer service data.
Returns management, also known as the “reverse supply chain,” is a vital part of the
flow of products that does not fit perfectly into the clean supply chain cycle. It involves
picking up online orders from 3PL (Third-party logistics) locations or from consumers’
addresses and accepting returns at retail locations. Once these items are put back
into inventory, they must be ready to get to a different customer while the product run
is still live.
A Four Step Integrated Approach
In view of the importance of Supply Chain Management to commercial success,
making the right decision about which system is best is vital. Before deciding how to
develop new service Supply Chain Management chains and economical distribution
centers, many factors must be considered, such as, the required customer service
levels, optimum location, stock holding policies and EDP systems. To help
organizations make the best decisions, the Miebach Supply Chain Management
Group employs an integrated planning approach, consisting of four steps from
planning to realization: "The integrated planning process helps to find solutions that
best match clients’ requirements and the technical demands of the problem", states
Dr Joachim Miebach, Chairman of the Miebach Supply Chain Management Group.
"The only way to manage the growing complexity in international Supply Chain
Management chains is through the integration of strategy, engineering and IT systems
and methods."
• Potential analysis
• Concept study
• Detailed planning
• Project or change management

The main feature of Miebachs integrated approach is the simultaneous consideration

of strategy, engineering and IT at every step to arrive at an optimum Supply Chain
Management solution, the problem".

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
EXPECTED RESULTS/BENEFIT

Where the Supply Chain Creates Value

Supply chain management's ability to affect profitability and shareholder value should
come as no surprise. As Richard Thompson, a partner in Ernst & Young's supply chain
practice, points out, supply chain management affects virtually every aspect of a
company's business. "Everything is involved," he says. "Supply chain
management [influences] plan-buy-make-move-and-sell." Enhanced revenues,
tighter cost control, more effective asset utilization, and better customer service are
just the beginning.
Thompson and his colleagues have identified five areas in which supply chain
management can have a direct effect on corporate value. They include:
a. Profitable growth
Supply chain management contributes to profitable growth by allowing
assembly of "perfect orders," supporting after-sales service, and getting
involved in new product development. The bottom-line numbers give the
answer. According to A.T. Kearney's research, inefficiencies in the supply chain
can waste up to 25 percent of a company's operating costs. With profit margins
of only 3 to 4 percent, the consultants point out, even a 5-percent reduction in
supply-chain waste can double a company's profitability.
b. Working-capital reductions
Increasing inventory turns, managing receivables and payables, minimizing
days of supply in inventory, and accelerating the cash-to-cash cycle all are
affected by supply chain execution. Thompson cites the case of a consumer-
products company that took 20 minutes to make a product and five and a half
months to collect payment for it. "If you can cut the cash cycle down, there are
millions of dollars there," he says.
c. Fixed-capital efficiency
This refers to network optimization--for instance, assuring that the company has
the right number of warehouses in the right places, or outsourcing functions
where it makes more economic sense.
d. Global tax minimization
"There's a ton of money here," Thompson says, if companies look at assets
and sales locations, transfer pricing, customs duties, and taxes.
e. Cost minimization
This largely focuses on day-to-day operations, but it also may involve making
strategic choices about such issues as outsourcing and process design.

Based on experience with companies participating in MIT's Integrated Supply Chain

Management Program, there has been found that the most commonly reported bottom
line benefits are centered on reduced costs in such areas as inventory management,
transportation and warehousing, and packaging; improved service through techniques

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
like time-based delivery and make-to-order; and enhanced revenues, which result
from such supply-chain-related achievements as higher product availability and more
customized products.

Studies from different firms and research organizations revealed benefits,

performance, and accomplishments of SCM by best supply chains.

a. 50-percent inventory reduction.

b. 40-percent increase in on-time
deliveries.
c. 27-percent decrease in cumulative cycle
Metz research organization time.
d. doubling of inventory turns coupled with
a nine-fold reduction in out-of-stock
rates.
e. 17-percent revenue increase.
a. Outperform their counterparts along
such key metrics as reducing
operating costs, improving asset
productivity, and compressing order-
Mercer Management Consulting Firm cycle time.
b. specific supply-chain improvement
projects that affirms their highest
levels of supply-chain management's
competitive potential.

a. careful attention to the supply chain

A.T. Kearney Management Consulting Firm
PRTM Management Consultants
process could identify inefficiencies
wherein reduction of supply-chain
waste could double a company's
profitability.
a. cash-to-order cycle time that was fully
one-half of the median companies
b. 50 percent less than the median.
c. met their promised delivery dates 17
percent more often than the rest of
the pack.

Opportunity Areas – Examples

These are some of the big-picture numbers. Most companies, though, find it more
meaningful to focus on the payback potential of specific activities within the total supply
chain process. The following examples illustrate the kinds of benefits that can be
realized. Individually, these improvements can bring important cost savings and
service enhancements. Collectively, they can lead to dramatic breakthroughs in
profitability and market share. Morehouse believes that Supply Chain Management

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
and supply chain management also can play key roles in increasing a company's
market share--"... not by cutting price, but by doing such a superb job that you attract
profitable market share," he says. In other words, a company needs to have not only
the right product, but also the right processes for the market.
Distribution network optimisation. Optimising the distribution network--that is
determining the best location for each facility, setting the proper system configuration,
and selecting the right carriers--brings immediate cost advantages of 20 to 30 percent.
That is the figure determined by IBM's (International Business Machines Corporation)
Wholesale Distribution Industry Segment, based on consulting engagements in a wide
range of industries. "This typically breaks down into transportation savings of 15 to 25
percent and improvements in inventory-carrying costs of 10 to 15 percent," says Mark
Wheeler, national solutions manager for the IBM consulting unit.
Shipment consolidation. A proven, though often overlooked, supply-chain lever lies
in shipment consolidation. Nabisco offers an instructive example. For one retail
customer, the company had been delivering product from multiple plants via six
different LTL (Less than load) deliveries. Using a third-party SCM provider, it was able
to consolidate these multi-vendor loads into two truckloads. By strategically
consolidating the shipments, reports Rick D. Blasgen, senior director of product
supply, Nabisco cut its transportation costs by half. On top of that, it reduced inventory
levels, increased inventory turns, cut lead-times, improved on-time delivery, and
enhanced case-fill rates.
Cross docking. Another supply-chain technique with proven payback potential is
cross docking. This is the practice of receiving and processing goods for reshipping in
the shortest time possible and with minimum handling and no storage. According to
Maurice Trebuchon of Coopers & Lybrand's SysteCon Division, cross docking can
yield savings of 25 percent or more over conventional warehousing. Speaking at this
year's annual CLM (Claims and Litigation Management Alliance) meeting, Trebuchon
cited one manufacturer that used cross docking to achieve a net savings of $0.84 per
ton of freight processed. The savings came from the elimination ofcosts related to put
away and picking and storage.
Supplier management. Research from McKinsey & Co. demonstrates the substantial
improvements possible through aggressive supply management. An article by
McKinsey consultants in the Winter 1998 issue of SCM Review mentions a client in
the automotive industry that had successfully integrated vendors into its product-
development process. On one particular team, the integration paid dividends in
triplicate: the parts count dropped by 30 percent, the number of assembly steps and
material specifications wasreduced by half, and development time shrank from years
to months.
Supplier integration. The abundant advantages of supplier integration were again.
evident in a two-year study conducted by the Global Procurement and Supply Chain
Initiative at Michigan State University. Drawing on responses received from around
the globe, the study showed that companies that involved suppliers earlier on in the
product design and -development process consistently outperformed those that did

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
not. This was true across a range of supply-management metrics. The comparative
improvement in purchased material costs alone was 15 percent.

Industry experts say most of those barriers fall into one of three broad categories:
• information sharing,
• integration,
• or the people themselves.

Until these barriers are dismantled, products will not flow swiftly to customers and
companies will not achieve the benefits promised by supply chain management.

The examples given above merely illustrate the kinds of competitive advantages that
can be captured through aggressive supply-chain management. Opportunities for cost
savings and enhanced service abound at all points in the chain--from initial sourcing
all the way to the point-of-sale business transaction.

CHARACTERISTICS OF FIRMS / ORGANIZATIONS AND SERVICE PROVIDERS

The most important characteristic of firms that could apply SMC is the will to accept
innovations and new methods of working. Of course, there should be a physical
movement of goods. From raw material to the final consumer, firms should also have
an adequate managerial and organizational depth to capitalize the benefits that SCM
brings to a business. Service providers should have a profound experience in
organizing the supply chain using a sound methodology in applying organizational
change. Service providers should also have to adapt into their solutions SCM software
systems to facilitate the installation of the system into the organizational structure of a
firm.
LEARNING MODULE ACTIVITY 3
BEST PRACTICES REVIEW

Watch the following video presented in the link below then answer the review questions below:

https://www.youtube.com/watch?v=b3xXKQaqtGk
1. What are the specific strategies or processes that the Rolls-Royce Company used for the supply chain of
Pearl 15?
2. What barriers do you think that the Rolls-Royce encountered to came up with local supplier management
teams in managing their global supply chain?
3. Given the extensive time, effort, and commitment of resources involved, is design and execution of a
comprehensive supply-chain strategy worth it all?

As an institution of higher learning, students are expected to display highest degree of honesty and professionalism in their class work,
requirements, and activities; thus, in no case that cheating—or any form of it, may it be plagiarism, copying other students' works, and
fabrication of materials—shall be tolerated. The Philippine State College of Aeronautics assumes as a simple and minimal preferred of
habits in academic matters that students be truthful and that they publish for deposit solely the merchandise of their personal efforts.

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PHILIPPINE STATE COLLEGE OF AERONAUTICS
INSTITUTE OF ENGINEERING AND TECHNOLOGY
AERONAUTICAL ENGINEERING DEPARTMENT
Learning Module 02: SCM DESCRIPTION - PART 2
ASSESSMENT
➢ In accomplishing the activities in this learning module. Create a document
following the format below:
o Font/Size: Tahoma/12
o Paper Size: Short-8.5x11in
o Save as PDF

(Placed at the top of the document or before Honesty Clause)

MODULE NO. AND TITLE:
NAME:
YEAR & SECTION:
DATE ACCOMPLISHED:

➢ Learning Module Activity Rubric

o Learning Module Activity 1 and Learning Module Activity 2 (Checklist)
Criteria Exceptional Satisfactory Unsatisfactory Poor
4 3 2 1
Partially
Completion Fully completed Barely Completed
completed
Did not
Accuracy Few errors Some errors Many Errors complete
Followed Followed all Followed some Did not followed
Instructions instructions instructions instructions
( Total Points /12) x 100 = Modular Activity Grade

o Learning Module Activity 2 (Essay part) and Learning Module Activity 3

5 (100) EXCEPTIONAL 4 (89) SKILLED (80) 3 (79) Proficient (70) 2 (69) Developing (20)
(90)
Depth and The answer is accurate, The answer is reasonable The answer is reasonable The answer is not an answer to
Accuracy of perceptive and reflects and goes but represents only a the question asked. The answer
Answer awareness of the beyond a literal reading of surface level reading of the is incorrect because it is not
complexities and depth of the text. It is explained text. based on the text. The answer
the text. The student makes specifically enough to show is too general, vague, or
discerning connections that the student can make unclear to determine whether
across the text or offers a appropriate connections it is reasonable.
unique and insightful across the No answer is present.
perspective. text and draw valid
conclusions.
Depth and The explanation adds depth The explanation elaborates The explanation merely No explanation is present, or an
Accuracy of and on the original response repeats the original answer. explanation is present, but
Explanation complexity to the overall and links the answer to the introduces an idea that is
response, textual evidence. inaccurate because it cannot be
clearly and insightfully supported by the text.
linking the
answer to the textual
evidence.
General The writer demonstrates a The writer demonstrates The writer demonstrates The writer demonstrates an
Conventions consistent command of sufficient. only a extremely limited command of
spelling, capitalization, command of sentence limited command of sentence.
punctuation, grammar, and boundaries, sentence boundaries, boundaries, spelling,
usage conventions. spelling, capitalization, spelling, capitalization, capitalization, punctuation,
punctuation, punctuation, grammar, and grammar, and usage
grammar, and usage usage conventions, and conventions, and frequent
conventions, errors detract from errors detract from the success
although minor errors may the cohesion of the of the
detract from the cohesion response. response.
of the response.

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