Supply-Chain Operations Reference-model
PLAN SOURCE MAKE DELIVER RETURNSCOR OverviewSupply-Chain OperationsReference-modelVersionSCOR is a registered trademark in the United States and Europe8.0
Supply-Chain OperationsReference-modelTABLE OFCONTENTSSection One:What is a Process Reference Model? 1Section Two:Model Scope and Structure3Section Three:Applying the ModelThe Concept of ConfigurabilityConfiguring Supply-Chain ThreadsDeveloping Process Maps15151921Section Four:Summary23Table of ContentsThe Supply Chain Operations Reference-model (SCOR ) has been developed andendorsed by the Supply-Chain Council (SCC), an independent not-for-profit corporation, as the cross-industry standard for supply-chain management. The SCC wasorganized in 1996 by Pittiglio Rabin Todd & McGrath (PRTM) and AMR Research,and initially included 69 voluntary member companies. Council membership is nowopen to all companies and organizations interested in applying and advancing stateof-the-art supply-chain management systems and practices.Member companies pay a modest annual fee to support Council activities. All whouse the SCOR-model are asked to acknowledge the SCC in all documents describingor depicting the SCOR-model and its use. The complete SCOR-model and otherrleated models of the SCC are only accessable through the members’ section of thewww.supply-chain.org website. SCC members further model development byparticipating in project development teams- SCOR and other related SCCModels are collaborative ongoing projects that seek to representcurrent supply chain and related practice.Further information regarding membership, the Council and SCORcan be found at the Council’s web site: www.supply-chain.org. Copyright 2006 Supply-Chain CouncilSCOR Overview
What Is aProcess Reference Model?SectionONEProcess reference models integrate the well-known concepts of business process reengineering, benchmarking, and process measurement into a cross-functional Best PracticesAnalysisCapture the “as-is”state of a processand derive thedesired “to-be”future stateProcessReference ModelCapture the “as-is” state of aprocess and derive the desired“to-be” future stateQuantify theoperationalperformance ofsimilar companiesand establishinternal targetsbased on“best-in-class”resultsQuantify the operationalperformance of similar companiesand establish internal targets basedon “best-in-class” resultsCharacterize themanagementpractices andsoftware solutionsthat result in“best-in-class”performanceCharacterize themanagement practicesand software solutionsthat result in “best-in-class”performanceSCOR Overview1
A Process Reference Model Contains: Standard descriptions of management processesA framework of relationships among the standard processesStandard metrics to measure process performanceManagement practices that produce best-in-class performanceStandard alignment to features and functionalityOnce a Complex ManagementProcess is Captured in Standard ProcessReference Model Form, It can Be: Implemented purposefully to achieve competitive advantageDescribed unambiguously and communicatedMeasured, managed, and controlledTuned and re-tuned to a specific purposeA Process Reference ModelBecomes a Powerful Tool in the Handsof Management2SCOR Overview
ModelScope and StructureSectionThe Boundaries of Any Model Must Be Carefully DefinedTwo“From your supplier’s supplier to your customer’s customer”SCOR spans: All customer interactions, from order entry through paid invoice All product (physical material and service) transactions, from your supplier’s supplier to yourcustomer’s customer, including equipment, supplies, spare parts, bulk product, software, etc. All market interactions, from the understanding of aggregate demand to the fulfillment of each orderSCOR does not attempt to describe every business process or activity, including: Sales and marketing (demand generation) Research and technology development Product development Some elements of post-delivery customer supportLinks can be made to processes not included within the model’s scope, such as product development, and someare noted in SCOR.SCOR assumes but does not explicitly address: Training Quality Information Technology (IT) Administration (non SCM)SCOR is Based on Five Distinct Management SupplierInternal or our CompanySourceCustomerInternal or ExternalReturnCustomer’sCustomerSCOR Overview3
Scope of SCOR ProcessesDemand/Supply Planning and ManagementPlanBalance resources with requirements and establish/communicate plans for the whole supply chain,including Return, and the execution processes of Source, Make, and Deliver.Management of business rules, supply chain performance, data collection, inventory, capital assets,transportation, planning configuration, and regulatory requirements and compliance.Align the supply chain unit plan with the financial plan.Sourcing Stocked, Make-to-Order, and Engineer-to-Order ProductSourceSchedule deliveries; receive, verify, and transfer product; and authorize supplier payments.Identify and select supply sources when not predetermined, as for engineer-to-order product.Manage business rules, assess supplier performance, and maintain data.Manage inventory, capital assets, incoming product, supplier network, import/exportrequirements, and supplier agreements.Make-to-Stock, Make-to-Order, andEngineer-to-Order Production ExecutionMakeSchedule production activities, issue product, produce and test, package, stage product, and releaseproduct to deliver.Finalize engineering for engineer-to-order product.Manage rules, performance, data, in-process products (WIP), equipment and facilities,transportation, production network, and regulatory compliance for production.Order, Warehouse, Transportation, and Installation Managementfor Stocked, Make-to-Order, andEngineer-to-Order ProductDeliverAll order management steps from processing customer inquiries and quotes to routingshipments and selecting carriers.Warehouse management from receiving and picking product to load and ship product.Receive and verify product at customer site and install, if necessary.Invoicing customer.Manage Deliver business rules, performance, information, finished product inventories,capital assets, transportation, product life cycle, and import/export requirements.Return of Raw Materials and Receipt of Returns of Finished GoodsReturn4SCOR OverviewAll Return Defective Product steps from source – identify product condition, disposition product, requestproduct return authorization, schedule product shipment, and return defective product – and deliver –authorized product return, schedule return receipt, receive product, and transfer defective product.All Return Maintenance, Repair, and Overhaul product steps from source – identify product condition,disposition product, request product return authorization, schedule product shipment, and return MROproduct – and deliver – authorize product return, schedule return receipt, receive product, and transferMRO product.All Return Excess Product steps from source – identify product condition, disposition product, requestproduct return authorization, schedule product shipment, and return excess product – and deliver –authorize product return, schedule return receipt, receive product, and transfer excess product.Manage Return business rules, performance, data collection, return inventory, capital assets,transportation, network configuration, and regulatory requirements and compliance.
A Process Reference Model Differs from ClassicProcess Decomposition ModelsSCOR is a process reference model that provides a language for communicating amongsupply-chain partnersProcess decomposition models are developedto address one specific configuration of process elementsLevelContains:1ProcessProcess ElementProcess2TaskProvide a balancedhorizontal (cross-process)and vertical (hierarchical)viewDesigned to be(re)configurableTask3ActivitiesUsed to represent manydifferent configurations ofa similar processActivities4Aggregate a series ofhierarchical processmodelsSCOR Overview5
SCOR ContainsThree Levels of Process DetailLevel#Supply-Chain Operations Reference-model1SchematicPlanTop Level(Process Types)SourceReturnMake DeliverReturnConfigurationLevel (ProcessCategories)3Process ElementLevel(DecomposeProcesses)P1.1Identify, Prioritize, andAggregate Supply-ChainRequirementsP1.3P1.4P1.2Balance Supply-ChainResources with SupplyChain RequirementsEstablish andCommunicateSupply-Chain PlansIdentify, Assess, andAggregate SupplyChain ResourcesNotinScopeSCOR ts)CommentsLevel 1 defines the scope and contentfor the Supply Chain OperationsReference-model. Here basis ofcompetition performancetargets are set.A company’s supply chain can be“configured-to-order” at Level 2 fromcore “process categories.” Companiesimplement their operations strategythrough the configuration they choosefor their supply chain.246DescriptionLevel 3 defines a company’s ability tocompete successfully in its chosenmarkets, and consists of: Process element definitions Process element informationinputs, and outputs Process performance metrics Best practices, where applicable System capabilities required tosupport best practices Systems/toolsCompanies “fine tune” their OperationsStrategy at Level 3.Companies implement specificsupply-chain management practices atthis level. Level 4 defines practices toachieve competitive advantage and toadapt to changing business conditions.
Process CategoriesDefined by the Relationship Between a SCOR Process and a Process Type“SCOR Configuration Toolkit”SCOR 3P4P5P1S1 - S3ExecutionEnableSourceEPESM1 - M3 D1 - D4EMEDProcessSR1 CategorySR3DR1 DR3Practitioners select appropriate process categories from the SCOR configuration toolkit torepresent their supply-chain configuration(s).Level 1 Process DefinitionsSCOR Is Based on Five Core Management ProcessesSCOR ProcessPlanSourceMakeDefinitionsProcesses that balance aggregate demand and supply to develop a course ofaction which best meets sourcing, production and delivery requirementsProcesses that procure goods and services to meet planned oractual demandProcesses that transform product to a finished state to meet planned oractual demandDeliverProcesses that provide finished goods and services to meet planned or actualdemand, typically including order management, transportation management, anddistribution managementReturnProcesses associated with returning or receiving returned products for any reason.These processes extend into post-delivery customer supportSCOR Overview7
Performance Attributes and Level 1 MetricsLevel 1 Metrics are primary, high level measures that may cross multiple SCOR processes. Level 1 Metricsdo not necessarily relate to a SCOR Level 1 process (PLAN, SOURCE, MAKE, DELIVER, RETURN).Performance AttributesCustomer-FacingLevel 1 MetricsReliabilty Responsiveness Perfect Order FulfillmentOrder Fulfillment Cycle TimeInternal-FacingFlexibilityCostAssets Upside Supply Chain FlexibilityUpside Supply Chain AdaptabilityDownside Supply Chain Adaptability Supply Chain Management CostCost of Goods Sold Cash-to-Cash Cycle TimeReturn on Supply Chain Fixed AssetsReturn on Working CapitalThe Level 1 Metrics are the calculations by which an implementingorganization can measure how successful they are in achieving theirdesired positioning within the competitive market space. Most metrics inthe Model are hierarchical – just as the process elements are hierarchical. Level 1 Metrics are created from lower level calculations and are primary, high level measures that may cross multiple SCOR processes.Lower level calculations (Level 2 and 3 metrics) are generally associated with a narrower subset of processes. Level 2 and 3 metrics associatedwith Level 1 metrics are included in the SCOR 8.0 Appendix A.Additional metrics that do not “roll up” to Level 1 are needed as diagnostics (used to diagnose variations in performance against plan) and areincluded in the SCOR Process Tables and Glossary.At Level 2, Each Process Can Be Further Described by TypeSCOR Process Type Characteristics8PlanningA process that aligns expected resources to meet expected demand requirements.Planning processes: Balance aggregated demand and supply Consider consistent planning horizon (Generally) occur at regular, periodic intervals Can contribute to supply-chainresponse timeExecutionA process triggered by planned or actual demand that changes the state of material goods.Execution processes: Generally involve Can contribute to the order fulfillment cycle time1. Scheduling/sequencing2. Transforming product, and/or3. Moving product to the next processEnableA process that prepares, maintains, or manages information orrelationships on which planningand execution processes relySCOR Overview
SCOR Version 8.0 Level 2 ToolkitPlanP1 Plan Supply ChainP3 Plan MakeP4 Plan DeliverP5 Plan ReturnSourceMakeDeliverS1 Source StockedProductM1 Make-to-StockD1 Deliver StockedProductS2 Source Maketo-Order ProductM2 Make-to-OrderD2 Deliver Made-to-OrderProductS3 Source Engineerto-Order ProductM3 Engineer-to-OrderD3 Deliver Engineeredto-Order ProductCustomersSuppliersP2 Plan SourceD4 Deliver RetailProductSource ReturnDeliver ReturnSR1 Return DefectiveProductSR2 Return MRO ProductSR3 Return Excess ProductDR1 Return DefectiveProductDR2 Return MRO ProductDR3 Return Excess ProductEnable1)2)3)4)5)6)7)8)9)Establish and Manage RulesAssess PerformanceManage DataManage InventoryManage Capital AssetsManage TrabsportationManage Supply Chain ConfigurationManage Regulatory ComplianceProcess Specific ElementsPlanSourceAlign SC/FinancialsMakeDeliverReturnSupplier AgreementsSCOR Overview9
SCOR Level 3Process flowInputs and outputsSource of inputsOutput destinationPresents Detailed Process Element Information forEach Level 2 Process CategoryS1 Source Stocked ProductS1.2 DetailSupplierFrom DR1.4: Transfer Defective Productin DR1 Deliver Return DefectiveFrom DR3.4: Transfer Excess Productin DR3 Deliver Return Excess ProductExcess ProductsMRO ProductsScheduledReceiptsDefective ProductsProductS1.1 ScheduleProduct DeliveriesFrom DR2.4: Transfer MRO Product inDR2 Deliver Return MRO ProductReceiptVerificationS1.2 Receive ProductS1.3 VerifyProductReceipt verificationReceipt verificationReceipt verificationReceipt verificationReceipt verificationTo ES.2: Assess SupplierPerformance in ESEnable SourceTo ES.1: Manage SourcingBusiness Rules in ES EnableTo ES.6: Manage Incoming Productin ES Enable SourceTo ES.8: Manage Import/ExportRequirements in ES Enable SourceTo ED.8: Manage Import/ExportRequirements in ED Enable Deliver10 SCOR OverviewReceiptVerificationS1.4 TransferProductTransferredProductS1.5 AuthorizeSupplier PaymentSCOR Model StructureA set of standard notation is used throughout the Model. Pdepicts Plan elements, S depicts Source elements, M depictsMake elements, D depicts Deliver elements, and R depictsReturn elements. SR Source Return and DR DeliverReturn. An E preceding any of the others (e.g., EP) indicates that the process element is an Enable element associated with the Planning or Execution element (in this case,EP would be an Enable Plan element). Every Level 1Process has Enable Processes associated with it.As indicated in the chart showing the Three Levels ofProcess Detail, the Model is hierarchical with three levels.Here is a sample of the detailed workflow for S1.2. S1.2 is anotation that indicates a third level process element. In thiscase, it is a Source (S Level 1 Source) element that is concerned with sourcing stocked product (S1 Level 2 SourceStocked Product) and is specific to receiving product (S1.2 Level 3 Source Stocked Product Receive Product).Though the other S1 processes are shown here to Level 2,the Level 3 detail is only included for S1.2.
ExamplesSCOR Level 3 Standard Process Element Definition, PerformanceProcess Element S1.1: Schedule Product DeliveriesProcess Element DefinitionScheduling and managing the execution of the individual deliveries of product against an existing contract or purchase order. The requirementsfor product releases are determined based on the detailed sourcing plan or other types of product pull signals.MetricDefinition% Schedules Changed within Supplier’s Lead TimeThe number of schedules that are changed within thesuppliers lead-time divided by the total number ofschedules generated within the measurement periodAverage Days per Engineering Change# of days each engineering change impacts the delivery datedivided by the total # of changes.Average Days per Schedule Change# of days each schedule change impacts the delivery datedivided by the total # of changes.Average Release Cycle of ChangesCycle time for implementing change notices divided by total #of changes.Cost to Schedule Product DeliveriesThe sum of the costs associated with schedulingproduct deliveries.Schedule Product Deliveries Cycle TimeThe average time associated with scheduling theshipment of the return of MRO productBest PracticesDefinitionAdvanced Ship Notices Allow for TightSynchronization between Source and MakeProcessesBlanket order support withscheduling interfaces to external supplier systemsConsignment Agreements Are Used to Reduce Assetsand Cycle Time While Increasing the Availability ofCritical ItemsConsignmentinventory managementMechanical (Kanban) Pull Signals Are Used to NotifySuppliers of the Need to Deliver ProductElectronic Kanban supportUtilize EDI Transactions to Reduce Cycle Timeand CostsEDI interface for 830, 850, 856 & 862 transactionsSCOR Overview11
Process Element S1.1: Schedule Product DeliveriesIntputsDefinitionLogistics Selection fromES.6 Manage Incoming ProductCarrier selection and management for inbound or outboundshipments (linked to terms of delivery)Production Schedule fromM2.1 Schedule Production ActivitiesA plan that authorizes the factory to manufacture or repair acertain quantity of a specific item.Production Schedule fromM3.2 Schedule Production ActivitiesProduction Schedule fromM1.1 Schedule Production ActivitiesReplenishment Signal fromM3.3 Issue Sourced/In-Process ProductAny signal that indicates when to produce or transport Items in a pullreplenishment system.Replenishment Signal from D1.3Reserve Inventory & Determine Delivery DateReplenishment Signal fromM2.2 Issue Sourced/In-Process ProductReplenishment Signal fromM1.2 Issue MaterialReturn Inventory Transfer Data fromDR3.4 Transfer Excess ProductReturn Inventory Transfer Data fromDR2.4 Transfer MRO ProductThe process of receipt and verification of the returned item againstthe return authorization and other documentationand prepares the item for transfer.Return Inventory Transfer Data fromDR1.4 Transfer Defective ProductSourcing Plans fromP2.4 Establish Sourcing PlansAn aggregate material requirements plan used to schedule materialdeliveries to meet production plan.Supplier Performance fromES.2 Assess Supplier PerformanceThe results of measuring the actual supplier performance on cost,quality, engineering, purchasing, and so on, based onan agreed set of measurements.12 SCOR Overview
Process Element S1.1: Schedule Product DeliveriesOutputsDefinitionProcurement Signal (Supplier) to SupplierAny signal that indicates when to produce or transport Items in a pullreplenishment system, or the signal that sends the estimated need of partsor services to the supplier.Product On Order to P2.2Identify, Assess, And Aggregate ProductResourcesProduct on order with a selected source.Product On Order to ES.9 Manage SupplierAgreementsScheduled Receipts to D1.8 Receive Productfrom Source or MakeProduct due to arrive.Scheduled Receipts to M1.1 ScheduleProduction ActivitiesScheduled Receipts to S1.2 Receive ProductScheduled Receipts to D4.2 Receive Product atStoreScheduled Receipts to M2.1 ScheduleProduction ActivitiesScheduled Receipts to M3.2 ScheduleProduction ActivitiesSCOR Overview13
Implementation of Supply-ChainManagement Practices within the CompanyOccurs at Level 4 (and below)D1.7D1.6D1.5D1.4Select Carriers& RateShipmentsRouteShipmentsBuildLoadsReserve Inventory& DetermineDelivery DateFromSourceor MakeD1.3D1.2ConsolidateOrdersD1.1Receive, Enter &Validate OrderProcess Inquiry &QuoteD1DeliverStocked ve Productfrom Source orMakePickProductPackProductLoad Product &Generate ShippingDocsShipProductInstallProductReceive & VerifyProduct byCustomerInvoiceLevel 4Process Element - PriceTask - D1.2.3Level 5Access CreditScreenCheck CreditAvailabilityContactAccountingClear OrderCommunicateResults toCustomer1. Contact customer account rep.Level 62. Look up customer history3. If necessary, account rep. callssales manager to authorizeadditional credit4a. Account rep. clears credit issue4b. Account rep. refuses credit request14 SCOR OverviewActivitiesBelow Level 3, eachprocess element isdescribed by classichierarchical processdecomposition
SectionThreeApplyingthe SCOR ModelThe Concept of “Configurability”A supply-chain configuration is driven by:Plan levels of aggregation and information sourcesSource locations and productsMake production sites and methodsDeliver channels, inventory deployment and productsReturn locations and methodsSCOR must accurately reflect how a supply-chain’s configuration impacts management processes andpractices.Each Basic Supply-Chain is a “Chain” ofSource, Make, and Deliver Execution Customer and SupplierCustomer and SupplierDeliverCustomer and SupplierEach intersection of two execution processes (Source-Make-Deliver) is a “link” in the supply chainExecution processes transform or transport materials and/or productsEach process is a customer of the previous process and a supplier to the nextPlanning processes manage these customer-supplier linksPlanning processes thus “balance” the supply chainEvery link requires an occurrence of a plan process categorySCOR Overview15
How SCOR Logic SupportsHorizontal ProcessIntegrationReturn PlanDelivery PlanProduction PlanSourcing PlanPlanningProcessTypePlan SourcePlan MakePlan DeliverPlan ReturnSource, Make, DeliverRespond to Order or Plan SignalExecutionProcessType16 SCOR OverviewTransform and Move Product or Service
How SCOR Describes One SCM Trade-offMake-to-Stock ConfigurationCommon SCM objective — achieve “market-winning” fulfillment time with the least inventory risk. Example:“pure” make-to-stock configuration. Plan Deliver and Deliver activities are taken upon receipt of Customer Order.Plan SourcePlan MakePlan DeliverCustomer OrderSignalSourceMakeDeliverDelivered ProductCommon SCM objective — achieve “market-winning” fulfillment time with the least inventory risk.Example: replenish-to-order Deliver network. Plan Deliver activities are already in place and ready to beexecuted when Customer Order Signal is received.Plan SourcePlan MakePlan DeliverCustomer OrderSignalSourceMakeDeliverDelivered ProductSCOR Overview17
How SCOR Describes One SCM Trade-offMake-to-Order ConfigurationCommon SCM objective — achieve “market-winning” fulfillment time with the least inventory risk. Example: maketo-order configuration. Plan Make and Plan Deliver activities are already in place and ready to be executed whenCustomer Order Signal is received.Plan SourcePlan MakePlan DeliverCustomer OrderSignalSourceMakeDeliverDelivered ProductCommon SCM objective — achieve “market-winning” fulfillment time with the least inventory risk. Example:make-to-order configuration that extends through the Source process. All inter-enterprise planning functions arealready in place and ready to be executed when Customer Order Signal is received. This scheme requires somedegree of intra-enterprise P1 Planning.Plan SourcePlan MakePlan DeliverCustomer OrderSignalSourceMakeDeliverDelivered Product18 SCOR Overview
ConfiguringSupply-Chain ThreadsConfiguring a supply-chain “thread” illustrates how SCOR configurations aredone. Each thread can be used to describe, measure, and evaluate supply-chainconfigurations.1. Select the business entity to be modeled (geography, product set, organization)2. Illustrate the physical locations of: Production facilities (Make)Distribution activities (Deliver) Sourcing activities (Source)3.4.Illustrate primary point-to-point material flows using “solid line” arrowsPlace the most appropriate Level 2 execution process categories to describe activities at each locationSourceMakeDeliverS1 Source Stocked ProductM1 Make-to-StockD1 Deliver Stocked ProductS2 Source Make-to-OrderProductM2 Make-to-OrderD2 Deliver Make-to-OrderProductS3 Souce Engineer-toOrder ProductM3 Engineer-to-OrderD3 Deliver Engineer-toOrder ProductD4 Deliver Retail ProductSource ReturnDeliver ReturnSR1 Return Defective ProductDR1 Return Defective ProductSR2 Return MRO ProductDR2 Return MRO ProductSR3 Return Excess ProductDR3 Return Excess ProductSCOR Overview19
Supply Chain Threads areDeveloped from the Geographic Product FlowWarehouse(S1, D1)(SR1, DR1, DR3)Manufacturing(S1, S2M1, D1)(SR1, SR3, DR3)(S1)(SR1, SR3)Warehouse(S1, D1)(SR1, DR1, DR3)Latin AmericanSuppliers(D1)Other Suppliers(D1)Warehouse(S1, D1)(SR1, DR1, DR3)(S1)(SR1, SR3)20 SCOR OverviewWarehouse(S1, D1)(SR1, DR3)(S1)European Supplier(SR1, SR3)(D2)(DR1)(S1)(SR1, SR3)ConsumersProduction SiteSuppliersReturnWarehouseExecution Process
SCOR Process Maps are Used as aBasis for Evaluating/Understanding the Supply M2D2Key 1Raw Materials (RM) Suppliers5.SR1SR3DR3ALPHASR1Alpha RegionalWarehousesConsumerDescribe each distinct supply-chain “thread” A supply-chain thread ties together the set of Source-Make-Deliver supply-chain processes that a given productfamily flows through Develop each thread separately to understand common, and distinct, execution and return process categories Consider end-to-end threads in the inter-company case6.7.Place planning process categories, using dashed lines to show links with execution processesPlace P1, if appropriate P1 - Plan Supply Chain aggregates outputs from P2, P3, and P4SCOR Overview21
In a Classic Logistics WorldA change in a supply chain often “ripples” through each linkage, affecting other areas.PlanPlanPlanPlanPlanEntity 5MakeEntity 4DeliverPlanEntity 6SourcePlanEntity 7Entity 8DeliverSourceEntity 9MakeChange in Supply(e.g. machine line breakdown)The impact of a change can be felt both up and down the supply chainA change in supply caused by a “production planner” may impact a “materials planner” and an “inventoryplanner”Further, such a change may impact both your customer’s and supplier’s supply-chain planningEffective Supply-Chain ManagementRequires Balancing Multiple Links ConcurrentlyP1 Plan Supply ChainDevelop plan that alignssupply resources tomeet demandAggregate allsources of demandAggregate allsources of supplyEntity AEntity BEntity CEntity DEntity EEntity FDeliverSourceMakeDeliverSourceMake22 SCOR Overview
SectionFourSCOROverview SummarySCOR is a process reference model designed for effective communication amongsupply-chain partners. A standard language helps management to focus on management issues As an industry standard, SCOR helps management focus across inter-company supply chainsSCOR is used to describe, measure and evaluateSupply-Chain configurations Describe: Standard SCOR process definitions allow virtually any supply-chain to be configured. Measure: Standard SCOR metrics enable measurement and benchmarking of supply-chainperformance. Evaluate: Supply-chain configurations may be evaluated to support continuous improvement andstrategic planning.SCOR Overview23
Notes24 SCOR Overview
NotesSCOR Overview25
For more information:In USA:Supply Chain Council1400 Eye Street, Suite 1050Washington DC, 20005Tel: 1 202-822-4660Fax: 1 202-822-5286Email: info@supply-chain.orgIn Europe:Supply Chain Council287 Avenue Louise2nd FloorBE - 1050 BrusselsTel: 32 2 627 0160Fax: 32 2 645 2671Email: Europe@supply-chain.orgwww.supply-chain.org
use the SCOR-model are asked to acknowledge the SCC in all documents describing or depicting the SCOR-model and its use. The complete SCOR-model and other rleated models of the SCC are only accessable through the members’ section of the www.supply-chain.org website. SCC members further model development by
Supply chain management 1.1.2.1. Supply chain processes: the integrated supply chain point of view To describe supply chains from a process point of view, we refer to the supply chain operations reference (SCOR) model. SCOR is a cross-industry standard for supply chain management and has been developed and endorsed by the supply-chain council .
companies. In this case, supply chain management mainly focuses on cooperation between the supply chain actors. 1.1.2. Supply chain management 1.1.2.1. Supply chain processes: the integrated supply chain point of view To describe supply chains from a process point of view, we refer to the supply chain operations reference (SCOR) model.
Supply-chain operations reference-model (SCOR) is the industry leading architecture reference model for supply chain to reuse the build blocks namely plan, source, make, deliver and return with further drill down based on the level. Fig. 4 Supply-chain operations reference-model SCOR reference architecture meta-data model level can be .
The Supply Chain Operations Reference Digital Standard (SCOR DS) is a model that provides methodology, diagnostic and benchmarking tools that help organizations make dramatic and rapid improvements in supply chain processes. The world of supply chain management never stops advancing, and neither do supply chain professionals and their .
Accenture reports how a microchip company created a more resilient and sustainable supply chain to respond in almost real-time to disruptions. Read more. Keywords: sustainable supply chain, supply chain resilience, advanced supply chain, maturity assessment, proactive risk management, supply chain digital twin, supply chain stress test Created Date
Qlik for supply chain: forecasting and planning 6 Qlik for supply chain: sourcing and supplier performance 8 Qlik for supply chain: production insights 10 Qlik for supply chain: warehousing and distribution 12 Qlik for supply chain: transportation, storage and logistics 14 Qlik for supply chain: fleet management 16
supply chain operations reference model. The ISO 9000 series, the companies can develop the supply chain management process, and it is also suggested by the supply chain operations reference model to adopt such international standards to management. The data for the study was collected .
SUPPLY CHAIN OPERATIONS REFERENCE (SCOR) MODEL OF SUPPLY CHAIN COUNCIL SCOR modeling is referred today as the most popular methodology to analyze the Supply Chain Management (SCM) performance. The SCOR model is developed by Supply Chain Council in 1996 by Pittiglio Rabin Todd & McGrath and AMR Research.
