Businesses today need to develop and manage metrics so that they can measure order fill rates and meet managed usage.

A retail store manager, for example, indicated that his inventory performance was +98 percent—meaning that he gets the product he orders nearly 100 percent of the time. Yet, consumers were walking out the door with short fills on needs, returning home empty-handed or with 80 percent fill rates on the items they came to buy. Why? The store was measuring the wrong metrics.
The retail merchant needs to solve consumer problems, build good relationships, and achieve high customer retention through high fill rates, low prices, and minimal end user supply chain costs. The store also needs easy in-and-out shopping with rapid payment, and fewer returns through more sophisticated consumer profiling.

Supply chain management, in all its varying constructions and perceptions, is made possible by new relationships among business partners, advancements in technology, and value analysis and reengineering. These innovations continually alter the perception of SCM, especially as it relates to different logistics functions and supply chain partners