Established model
On-time in-full
Supply Chain Council, now ASCM; enforced by Walmart · 1996
Also known as OTIF, DIFOT, delivered in full on time, perfect order
One measure of delivery that counts an order as good only if it arrived complete and on the day promised.
Its place in the frameworkBusiness Core›Supply Chain
What it does
It collapses two questions usually asked separately — was it on time, was it all there — into a single pass or fail for each order, and reports the share that passed. The severity is the point: an order that is 98 per cent complete scores nothing, so the figure cannot be flattered by part-deliveries the way two separate service levels can. It is the heart of what the SCOR model calls perfect order fulfilment, and it left the standards documents for good in 2017, when Walmart began fining suppliers who fell below its threshold.
- Reach for it when
- When customers describe service that the internal service levels say is fine. Measuring whole orders rather than lines usually explains the gap in an afternoon.
- Where it stops
- It says an order failed and never why, and it treats one day late the same as one month late. It is also measured against the date you promised — so a chain can raise its score by quoting longer lead times, and the number will read as an improvement while the customer waits longer.
Perfect order fulfilment (RL.1.1) in the SCOR model, Supply Chain Council, from 1996; now ASCM. Walmart’s supplier on-time in-full programme, from 2017.
Why it sits at Supply Chain
Everything between a supplier and a customer — sourcing, moving, holding and delivering. The part of the business most exposed to events nobody controls.
A model is only useful when you reach for it at the right moment. This one answers a question that arises here — so it is filed here, and nowhere else. These are the working areas it serves:
- SourcingProcurement practice and the Kraljic matrix, which sorts purchases by profit impact and supply risk to decide how each should be handled.
- LogisticsLogistics management on the cost-speed-reliability trade-off, and total landed cost rather than freight price alone.
- InventoryInventory theory: safety stock, reorder points and the service-level trade-off; and lean’s treatment of inventory as a symptom of variability elsewhere.
- ResilienceSupply chain risk management, and the post-2020 literature on the efficiency-resilience trade-off that most organisations had resolved without noticing.
What it touches elsewhere
Nothing in a business is decided on its own. A conclusion reached with this model at Supply Chain lands in these other cores, whether or not anyone follows it there.
- Business CoreSuppliers are partners, and the terms sit in the same place as any other agreement.
- Time CoreLead times and contingency planning are the same conversation from two directions.
- Omni CoreDelivery is often the most tangible part of what a customer experiences.
- Data CoreService level, lead time variability and stock turn are what tell you the chain is healthy.
Filed at the same place
These answer questions that arise at Supply Chain too. Where they disagree with this one, the disagreement is the useful part.
- The Kraljic MatrixSort what you buy by how much it matters and how risky it is to get, and buy each kind differently.
- The bullwhip effectSmall changes in end demand grow into large swings the further back up the chain you go.
- The SCOR ModelA shared vocabulary and set of measures for the standard processes every supply chain performs.
Elsewhere in Business Core
- Tuckman’s stages of group development
- Belbin Team Roles
- Herzberg’s two-factor theory
- Jobs to be done
- The Kano model
- The value proposition canvas
- The business model canvas
- The Van Westendorp price sensitivity meter
- Value-based pricing
- Core competence
- VRIO
- The resource-based view
- The theory of constraints
- Lean thinking
- Co-opetition and the value net
- Transaction cost economics
- Stakeholder theory
- The power–interest grid
- DuPont analysis
- Break-even and cost–volume–profit analysis
- Unit economics
- Overall equipment effectiveness
- Value stream mapping
- The three lines model
- ISO 31000 risk management
- Maslow’s hierarchy of needs
- Kotter’s eight-step change model
- Situational leadership
- The Lean Startup
- Design thinking
- Porter’s value chain
- The McKinsey 7S framework
- The growth–share matrix
- Six Sigma and DMAIC
These are other people’s models, named here so you can go to the source and use them properly. The Omnigoal is not affiliated with their authors and is not endorsed by them; nothing of theirs is reproduced here — no canvas, no diagram, no wording. Each is described in our own words, with the originator credited, because the framework is a place to put thinking, not a replacement for the people who did it. Model names and trademarks belong to their respective owners and are used here only to refer to the work itself.
All 125 models