Business Process Management In Supply Chains
Business ProcessManagement inLogistics and Supply ChainsDr Bill KarakostasCity University, London04/11/09BPM and SCM Bill Karakostas, CITY University, London1
Contents of this Presentation 04/11/09Concepts of Supply chainSupply Chain ManagementThe SCOR Model of SCMIT Requirements for SCMWhat is BPMBPM ConceptsBPM Tools and ArchitecturesHow BPM leverages SCMConclusionsBPM and SCM Bill Karakostas, CITY University, London2
Part ISupply Chain Management04/11/09BPM and SCM Bill Karakostas, CITY University, London3
What is Supply Chain?04/11/09 The interconnected set of businessprocedures and business partners thatmanage the flow of goods and informationfrom the point of design to the delivery ofthe product or service to the end consumer A supply chain is like a well balanced andpractised relay team in which the entireteam is coordinated to run the raceBPM and SCM Bill Karakostas, CITY University, London4
A Picture of a simple SupplyChain Purchasing04/11/09ManufacturingPac kagingBPM and SCM Bill Karakostas, CITY University, LondonShipping5
A more rigorous definition of ‘SupplyChain’ 04/11/09Supply Chain (SC) is a system that provides a channelthrough which companies and organizations deliver theirproducts and services to their final customers.The structure of the SC is linear and consists of the followingentities: suppliers, manufacturer, distributors, retail outletsand consumers.The suppliers provide the sources for raw materials andservices that the manufacturer will use in order to producethe final product or service.The distributor transports the product from the manufacturerto the retailer quite often through a wholesaler.Stock warehouses are used depending on the location, thetype of product, distribution centres and so on.Finally the consumers purchase the product or service fromthe retailers.BPM and SCM Bill Karakostas, CITY University, London6
Supply chains and Value Chains 04/11/09Every firm can be understood as acollection of activities that range from thedesign, marketing, delivery and support ofa productValue chain activities fall under two genericcategories: primary and support activitiesPrimary activities constitute the physicalproduction of the product, the sale andtransfer to the buyer and post sales helpassistance and so on.Support activities are all other activitiesinvolved in supporting the primary onessuch as marketing, information systems etcBPM and SCM Bill Karakostas, CITY University, London7
Principles of Supply Chain Integration 04/11/09Extending the enterprise to embrace allaspects of a product or serviceIntegrate business systems of customerssuppliers and partners to create acommon information basisProvide real time support to increaseresponsivenessStrive for execution excellence by fullyautomating and optimising businesspracticesBPM and SCM Bill Karakostas, CITY University, London8
The ‘old style’ Supply Chain 04/11/09At the beginning of the Century, supply chainswere paper chains, linearly connectingmanufacturers, warehouses, wholesalers,retailers and consumers.The chain ranged from one or two to dozens oftiers and logistics were a nightmare.People and paper physically connected all ofthe tiers [of the chain] together.Furthermore, the linear nature of the chainmade communication between the front-endand back-end of the chain messy and timeconsuming.BPM and SCM Bill Karakostas, CITY University, London9
Modern Supply chains are in fact networks 04/11/09The term ‘Chain’ suggests that only one player isinvolved at each stage of the flow ofmaterials/productsIn reality a manufacturer may receive materials fromseveral suppliers and then serve many customersthrough a complex distribution systemsMost supply chains are in fact ‘networks’BPM and SCM Bill Karakostas, CITY University, London10
Supply Chain er04/11/09BPM and SCM Bill Karakostas, CITY University, London11
Supply chain concepts 04/11/09Supply chains are concerned with the flow ofinformation, materials and money downstream(from the supplier to the customer) and upstream(from the customer to the supplierInformation flows: demand forecasts,specifications, purchase orders, performancereportsMaterial flows: products send to customers andreturned by customers for servicing, recycling,disposal etcMoney/financial flows: credit card informationpayment scheduleCustomers can be both internal and externalBPM and SCM Bill Karakostas, CITY University, London12
Supply chain is about processes 04/11/09Supply chains are concerned with theflow of information, materials andmoney through trading partnersSupply chains emphasise theprocess approach concerned withhow a product or service is deliveredto the customerBPM and SCM Bill Karakostas, CITY University, London13
Main Premise of IT enabling theSupply Chain 04/11/09True breakthrough in SC performanceare achieved when new ways areidentified to substitute informationfor inventory and work content.Such information relates to demand,supply, inventory and shipment andneeds to be available at real timeBPM and SCM Bill Karakostas, CITY University, London14
Supply Chain Management (SCM) 04/11/09Supply Chain Management is concerned with thecoordination of information, material and financialflows through improved relationships at all stagesof the supply chain to obtain a sustainablecompetitive advantage.The aim of SCM is to use the information providedby IT to integrate a number of discrete andfragmented processes into a cohesive systemcapable of delivering value to the customerSCM these days is focusing on inter-enterpriseintegration involving collaborative partnershiporiented models with external suppliers andcustomers.BPM and SCM Bill Karakostas, CITY University, London15
The objectives of supply chainmanagement Reduced Supply Costs Improved Product Margins (Profit peradditional unit produced) Increased Manufacturing Throughput(production at all levels) Better Return on Assets (net income afterexpenses/interest)04/11/09BPM and SCM Bill Karakostas, CITY University, London16
Why SCM is ImportantCompetition has shifted from the company level to the supplychain level. To facilitate being competitive and profitable acompany has to rely on its supply chain partners: thisrequires enhanced trust and real time communicationbetween companies.In order to obtain competitive advantage a company has toachieve effective collaboration with its supply chain partners:This requires all members of the supply chain to beconvinced to change their processes and adopt newcompatible technologies.With the advent of Internet technologies the traditional supplychain has adopted the electronic implications and movestowards the e-supply chain.E-business and e-commerce have created the need forsubstituting product flow with information flow and integratingprocesses inside the company and within the supply chain.04/11/09BPM and SCM Bill Karakostas, CITY University, London17
A Holistic view of SCM 04/11/09SCM should be examined from three different perspectives:tactical, strategic and Web enabled.Tactical SCM draws on value-enhancing activities such assupplier/customer, management, product/service processingand support activities aiming to integrate and synchronisethese operations at the most cost efficient way.Strategic SCM is reflected on the connectivity level of thevalue-enhancing activities aiming to develop a networkbetween the SC partners that will operate smoothlyillustrating innovation capabilities, increased reliability andreduced cycle timeIT addresses operational inefficiencies in order to gain acompetitive edge. The Web enabled SCM expands the ITlevel to Web based applications. Web enabled SCM refers tothe use of the Web to connect partners, increase efficiencyand reduce cost.BPM and SCM Bill Karakostas, CITY University, London18
Globalisation effect on SCM Modern businesses attempt to deployglobal resources to maximise the potentialopportunities of the global economy.Globalisation strategies includeGlobal sourcing of suppliers Global trading 04/11/09Problems: currency, tariff, legal, change inoverseas government regulationsProblems: Relative long lead times, high bufferstocks, complex logisticsBPM and SCM Bill Karakostas, CITY University, London19
Supply chain responsiveness and efficiency Responsiveness means the ability to:Respond to wide ranges of quantities ondemand Meet short lead times Handle a large variety of products Build highly innovative products Meet a very high servicce level 04/11/09Efficiency is a measure of the cost ofmaking and delivering a product to thecustomerBPM and SCM Bill Karakostas, CITY University, London20
Responsiveness vs. Efficiency 04/11/09Responsiveness tends to increase costs which in turnlowers efficiencyTo respond to the demand for short lead times it may benecessary to keep relatively high inventory levelsEfficient SCM includes determining the highest level ofresponsiveness that can be provided at a given costExchange of information between customer and supplier canenhance both responsiveness and efficiencySuch information exchanges include sharing of inventoryinformation , continuous replenishment programmes (CRP)or vendor managed inventory (VMI)CRP/VMI are practiced by two neighbouring partners in asupply chain, e.g Proctor and Gamble (manufacturer) andWal Mart(retailer )BPM and SCM Bill Karakostas, CITY University, London21
Where costs occur in the supply chainSupply Chain CostsBusiness ProcessCosts04/11/09ProcurementCostsProduction COstsInventory CarryingCostsBPM and SCM Bill Karakostas, CITY University, LondonStorage Handlingand DistributionCosts22
Limitations and concerns with current SCMsystemscost competitive operations: inability to plan effectively the supply chainoperations which results in increased cost during their functionmatching resources to requirements assigning human, financial and materialresources to requirements affects both cost and efficiency of the supplychain. These requirements are a requisite for the operation of the supplychain and determine the cost and effectiveness of an organization.tied up capital in the inventory: The need to decrease the tied up capital in theinventory derives from the traditional Build to Forecast production planningwhere finished products are placed in the warehouse until they aredispatched. This results in the increased cost of stock maintenance andreduces the financial flexibility of an organization.increased lead time in procurement. The increased lead time in procurementis a result of the lack of real time communication between the supply chainpartners and visibility through the supply chain results in delays inprocurement. Critical decisions such as validating new customers are timeconsuming operations which increase the total time required for supplychain functions.04/11/09BPM and SCM Bill Karakostas, CITY University, London23
What is SCOR?The Supply-Chain OperationsReference-model (SCOR) is aprocess reference model that hasbeen developed and endorsed by theSupply-Chain Council as the crossindustry standard diagnostic tool forsupply-chain management.(www.supply-chain.org)04/11/09BPM and SCM Bill Karakostas, CITY University, London24
SCOR Model(www.supply-chain.org)SCOR describes five primary management processes of Plan,Source, Make, Deliver, and Return. By describing supplychains using these process building blocks, the Model canbe used to describe supply chains that are very simple orvery complex using a common set of definitions. Disparateindustries can be linked to describe any supply chain.04/11/09BPM and SCM Bill Karakostas, CITY University, London25
Plan the Supply ChainPlanning the Supply Chain involves:04/11/09 Balancing resources with requirements and establish/communicateplans for the whole supply chain, and the execution processes ofSource, Make, and Deliver Managing business rules for supply chain performance, datacollection, inventory, capital assets, transportation planningconfiguration, and regulatory requirements and compliance Aligning the supply chain unit plan with the financial planBPM and SCM Bill Karakostas, CITY University, London26
SCOR Process: Plan The Supply Chain Involves the development and establishment ofcourses of action over specified time periods that representa projected appropriation of supply chain resources to meetsupply chain requirementsP1.1Identify, Prioritise &Aggregate SCRequirementsP1.2P1.3Balance SCResources withSC RequirementsP1.4Establish andCommunicateSC PlansIdentify, Assess &Aggregate SCResources04/11/09BPM and SCM Bill Karakostas, CITY University, London27
SCOR Plan: Identify and measureIdentify and measure the gaps and imbalances betweendemand and resources in order to determine how to bestresolve the variances through marketing, pricing, packaging,warehousing, outsource plans or some other action that willoptimize service, flexibility, costs, assets, (or other supplychain inconsistencies) in an iterative and collaborativeenvironmentPlanning Decision PoliciesSC Performance Improvement PlanInventory StrategyP1.304/11/09Balance SCResources withSC stAssetsBPM and SCM Bill Karakostas, CITY University, LondonDelivery Performance tocustomer request dateFill RatePerfect Order FulfilmentOrder Fulfilment Lead TimeSC Response TimeProduction FlexibilityTotal SC CostsValue Added ProductivityInventory days of Supply 28Asset TurnsCash-to-Cash Cycle Time
SCOR Plan: establish andcommunicateEstablish and communicate of courses of action over theappropriate time-defined (long-term, annual, monthly,weekly) planning horizon and interval, representing aprojected appropriation of supply-chain resources to meetsupply-chain requirementsReliabilityP1.4Establish &CommunicateSC PlansResponsivenessFlexibilityCostAssets04/11/09 SupplyChain Plans (Customer)BPM and SCM Bill Karakostas, CITY University, LondonPerfect Order FulfilmentOn-time DeliveryNone identifiedCumulative Source/MakeCycle TimeTotal SC Response TimeSC Finance CostsInventory Carrying CostsInventory Days of Supply(Inventory Turns)Return on AssetsCash-to-Cash Cycle time29
SCOR Plan: Identify, assess andaggregate SC resourcesThe process of identifying, prioritizing, and aggregating, as awhole with constituent parts, all sources of supply that arerequired and add value in the supply chain of a product orservice at the appropriate level, horizon and interval(Customer InventorySourcing PlansProduct MAKE PlansDelivery PlansPlanning DataProjected Internal and External ProductionCapacityRevised Capital PlanOutsource PlanReliability - ResponsivenessRegulatory RequirementsFlexibilityP1.2Identify, Assess &Aggregate SCResourcesCostAssets04/11/09BPM and SCM Bill Karakostas, CITY University, LondonNone IdentifiedCumulative Source/MakeCycle TimesIntra- ManufacturingReplan Cycle TimePlanning Costs, SCFinance Costs, ProductData (MIS) Mngm CostsInventory Days of SupplyInventory Turns30Return On AssetsCash-to-Cash Cycle Time
IT requirements for SupplyChain Planning 04/11/09Ability to obtain a centralized overview of the entire supplynetwork to identify areas of potential improvement.Ability to Forecast and plan demand, taking historical buyingand selling behavior and sales objectives into account.Ability to Match demand to supply to maximize return on assets(ROA), taking operational constraints into account.Ability to take actual and historical production data into account.Ability to test various scenarios to determine the optimal locationin the network to produce products, and determine how changesin customer demand will affect the network.Ability to se exploded bills of material (BOM) for critical items indemand planning.BPM and SCM Bill Karakostas, CITY University, London31
IT Requirements for SupplyChain Execution 04/11/09Ability to create production schedules and share accurate inventory andprocurement-order information to ensure that production materials areavailable in the right place at the right time.Collaborative fulfillment capabilities to enable a company and itspartners to manage transportation, track individual shipments, andintelligently commit to delivery dates in real time.Support process manufacturing with optimized production schedulesthat take material and capacity into account.Campaign-planning tools to reduce set-up costs in complexmanufacturing environments.Ensuring that you use the materials that have the optimal ‘ best before’date, to reduce scrap and storage needs and help youavoid product recalls.Ability to use Internet-based collaborative procurement to streamlinevendor selection and manage sourcing agreements.Ability to Integrate batch management, campaign handling, andCo-product and by-product information.BPM and SCM Bill Karakostas, CITY University, London32
IT Requirements for SupplyChain CollaborationAbility to replace the traditional linear supply chain with an adaptivesupply chain network that gives all participants simultaneous accessto information about demand and supply.Use an exchange platform to manage replenishment and let partners towork together.Use Enterprise portal technology that enables employees tocollaborate with coworkers, business partners, and customers. Andwith the solution’s mobile SCM capabilities, decision makers cangather information and act wherever they are.These supply chain collaboration capabilities make possible to: Let suppliers see the status of their parts at all their plants, receiveautomatic alerts when inventory levels get low, and respond quicklyvia the Web. Collaborate with partners to plan strategy and determine where toproduce what products so you can optimize the cost of productionand transportation. React quickly to changing market conditions and successfully launchnew products to enter new segments of the market.04/11/09BPM and SCM Bill Karakostas, CITY University, London33
IT Requirements for Supply ChainCoordinationInvolves the ability to involve working with partners to manage activitiesacross the supply chain to take advantage of collaborative planning,forecasting, and replenishment (CPFR) and vendor-managedinventory (VMI) processes.Provide an event-management capability that monitors theexecution of supply chain events and flags any problems thatcome up.It also lets you track key performance indicators (KPIs)– such as costs and assets – across the supply chain, and programthe automatic generation of alerts that signal deviations fromplan.With such supply chain coordination capabilities it is possible to: Monitor the complete range of supply chain activities, fromprice quotation and procurement to product delivery. Use advanced tracking and tracing capabilities, including alertmanagement. React quickly to planned and unexpected events.04/11/09BPM and SCM Bill Karakostas, CITY University, London34
Evolution of supply chainmanagement technologiesE-supply chaincollaborationThe InternetEarly information systemsfor supply chainmanagement1960s-1970s04/11/091980s-1990sBPM and SCM Bill Karakostas, CITY University, London21st century35
Web & Supply Chain The web is having a significant impact on how firms interactwith each other and their customers. Past stumbling blocks for supply chain integration such as 04/11/09high transaction costs between partnerspoor information availability , andthe challenges of managing complex interfaces betweenfunctional silos (applications)are eliminated thanks to open web standards (IP and XMLbased)BPM and SCM Bill Karakostas, CITY University, London36
Web based Supply Chains 04/11/09B2B commerce makes easier for a buyer to access priceinformation and procurement auctionsWide availability of price information in vendor Web sites makesit increasingly easier to ‘point and click’ to the web site of analternative supplierThe margin for error in SCM in particular in inventory availabilityhas decreased by an order of magnitudeOnline marketplaces make the shopping for materials fromalternative sources easier than befreOnline product catalogues make product selection less timeconsuming.Online RFPs and electronic bidding make the bid process manytimes faster and less costly.All the above have permitted a 300%-500% reduction isprocurement costs.BPM and SCM Bill Karakostas, CITY University, London37
Market for Web based Logistics 04/11/09Internet allows exponentially greater access tologistics information than previousinformation architecturesIn 2001 150,000 organisations trading morethan 1.8 trillion per year participated in webbased supply chain exchangesTransportation bookings over the Internet areexpected to increase by 80% per year for thenext few years.WWW connects stationary and mobilecomputers in a 7x24x365 network permittingglobal visibility of real time logisticstransactionsBPM and SCM Bill Karakostas, CITY University, London38
Integrating Order, Warehouse,Transportation, and InstallationManagement 04/11/09Covers all order management steps fromprocessing customer inquiries and quotes torouting shipments and selecting carriersIncludes Warehouse management from receivingand picking product to load and ship productIncludes receive and verify product at customersite and installationIncludes Invoicing the customerManages business rules for delivery, performance,information, finished product inventories, capitalassets, transportation, product life cycle, andimport/export requirementsBPM and SCM Bill Karakostas, CITY University, London39
An Integrated SCM Information SystemsArchitecture04/11/09BPM and SCM Bill Karakostas, CITY University, London40
An Integrated SCM Architecture shouldintegrate the following SCM executionsystems: 04/11/09Customer Response Management System(CRS)Inventory Management System (IMS)Supply Management System (SMS)Transportation Management System (TMS)Warehouse Management System (WMS)BPM and SCM Bill Karakostas, CITY University, London41
An Integrated SCM Architecture shouldintegrate the following SCM planningsystems: 04/11/09Customer Response PlanningSystemsInventory Planning SystemSupply Planning SystemTransportation Planning SystemWarehouse Planning SystemBPM and SCM Bill Karakostas, CITY University, London42
An Integrated SCM Architecture shouldintegrate the following SCM collaborationsystems: 04/11/09Supply Chain Scheduling and OptimisationSupply chain conflict resolutionOnline customer serviceInventory AuctionsForecast SharingProcurement Marketplaces, GlobalSourcing, Online Catalogue ManagementBPM and SCM Bill Karakostas, CITY University, London43
Total Logistics Exchange Concept04/11/09BPM and SCM Bill Karakostas, CITY University, London44
Total Logistics ExchangeManufacturers, wholesalers, retailers, consumers and third partylogistics companies are connected to a Web exchange thatprovides the following services on a per transaction basis: E-procurement Electronic RFPs and product bidding Electronic funds transfer Transportation services bidding Reverse logistics management Freight payment and audit Online carrier management Container and shipping tracking Capacity and inventory exchange Forecast sharing and CPFR Supply chain optimisation Online logistics decision support tools Online advisory services04/11/09BPM and SCM Bill Karakostas, CITY University, London45
Web based transportationmanagement 04/11/09Due to ecommerce expansion, shipping sizes are decliningand shipping frequencies are increasing dramaticallyWeb technologies permit a multiplicity of breakthroughs intransportation managementCarriers, transportation service providers and portals makeshipping rates and shipping tracking information widelyavailableOnline transportation service providers provide online billpayment auditing analysis and claims collectionGPS and RFID systems permit transportation assets to bephysically tracked with accuracy of a few feet and monitortheir status ie loading, unloading, travelling empty, travellingfull, idling etc.BPM and SCM Bill Karakostas, CITY University, London46
RFID applied to DELIVER processes04/11/09D1.6Route ShipmentsRFID assisted by GPS satellite signal for trackinglocation.D1.8Receive Product at WarehouseD1.9Pick ProductD1.10LoadVehicle,GenerateShipDocuments, Verify Credit and ShipProductVerifyProduct-Carrier/Route optimization-Product tracking-Installed sensors for determiningconditions (e.g. heat, humidity, etc).D1.11Receive andCustomer SiteD1.12Install ProductD1.13BPM and SCM Bill Karakostas, CITY University, LondonInvoice (Payment)shippingat47
Part IIBusiness Process Management04/11/09BPM and SCM Bill Karakostas, CITY University, London48
What is BPM 04/11/09Business Process Management—The practice of developing, running,performance measuring, andsimulating Business Processes toeffect the continued improvement ofthose processes. Business ProcessManagement is concerned with thelifecycle of the Process Definition. “(from WfMC www.wfmc.org)BPM and SCM Bill Karakostas, CITY University, London49
Driving Force for BPMManaging complex interactions,unstructured activities, andcoordinating that in the context ofbusiness processes, is a real shift andone that is becoming more and morecritical to the way that organizationscan further impact their performance.04/11/09BPM and SCM Bill Karakostas, CITY University, London50
Intra and inter-organisational BPM04/11/09BPM and SCM Bill Karakostas, CITY University, London51
What is a Business Process 04/11/09A coordinated use of activities andresources in a single organisation oracross organisations with the goal ofproviding something of value to acustomer.Processes are repetitive and thedependencies between activities (e.gsequencing) must therefore be definedA ‘customer’ can be internal or external tothe organisations performing the processesThe outcome(s) of a process can betangible (a product) or intangible (e.g. aservice)BPM and SCM Bill Karakostas, CITY University, London52
Why business processes are importantIn a recent survey of 1,400 CIOs byGartner Executive Programs, the topbusiness priority identified by CIOswas business process improvement04/11/09BPM and SCM Bill Karakostas, CITY University, London53
What is BPMN Business Process Modeling Notation(BPMN) is a graphical representation forspecifying business processes in aworkflow. BPMN was developed by BusinessProcess Management Initiative (BPMI), andis currently maintained by the ObjectManagement Group(source: Wikipedia)04/11/09BPM and SCM Bill Karakostas, CITY University, London54
A Process Model in BPMN04/11/09BPM and SCM Bill Karakostas, CITY University, London55
BPM is not just about drawingmodels BPM provides the ability to capture users and systemrequirements to optimize how people should work.It’s more than just workflow or a diagram in Visioor Smartdraw. In BPM, the same process modelthat’s defined, iterated, and optimized becomesthe application specification to deploy in anenterprise environment.The model becomes the common language to meetuser requirements for automating and improvingprocesses and the IT specification for systemconnections, business rules, and data architecture.(www.thectoforum.com)04/11/09BPM and SCM Bill Karakostas, CITY University, London56
Business Process Fundamentals: Inputs& Outputs A business process must havespecific input(s) (the request) andoutput(s) The request comes typically from acustomer and the outcome is typicallyaimed for the customer. The request and outcome are linked:the request is for the outcome; theoutcome is typically the thingrequested.04/11/09BPM and SCM Bill Karakostas, CITY University, London57
Business Process fundamentals: Rules 04/11/09A process is a sequence of statuschanges from request to outcome,and the status changes are governedby rules. The rules applicable to allrequest entities of the relevant type(eg all orders, for a purchase orderprocess) split the process intosubprocessesBPM and SCM Bill Karakostas, CITY University, London58
Business Process Fundamentals:SubprocessesSubprocesses are typicallysequential, but could be in parallel ifthat is what the rules specify. Forexample subprocess Check creditrating could run parallel tosubprocess Match against stock.First take the order. Then check the order. Then check the customer’s credit rating. etc. 04/11/09BPM and SCM Bill Karakostas, CITY University, London59
Business Process Fundamentals:Tasks 04/11/09The third and final level in a process model is the task. Asubprocess consists of one or more tasks plus the routingbetween them.Where subprocess-level routing applies to all request entitiesfor the process, task-level routing differs for different requestentities— because the attributes of the request instances willhave different values.The task structure of the process must accommodate everypossible request instance. A request instance will typicallypass through every subprocess, but only through the tasks itneeds to pass through.A task is either automatic (all data available; the next statuschange achieved by applying rules mechanistically); ormanual (human interaction needed, for example becausedata is missing, authorization is required, or a decision mustbe made).BPM and SCM Bill Karakostas, CITY University, London60
Subprocesses and Tasks in BPMNnotation04/11/09BPM and SCM Bill Karakostas, CITY University, London61
What is the new focus for BPM?The transactional process where workflow and BPMwas first applied has largely been resolved.The really opportunities for organizations to buildvalue is not in the lower tier where those processesare found, but by exposing those system capabilitiesas services, and connecting these to human-facingprocesses.04/11/09BPM and SCM Bill Karakostas, CITY University, Londo
chain has adopted the electronic implications and moves towards the e-supply chain. E-business and e-commerce have created the need for substituting product flow with information flow and integrating . CITY University, London 25 SCOR Model (www.supply-chain.org) SCOR describes five primary management processes of Plan,
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.
CONTENTS Introduction to Business 3 International Business 3 Corporate Governance 3 Business Law 4 Business Research Methods 4 Business Ethics 5 Business Economics/Accounting 5 Business Communication 5 Business Statistics/Decision Sciences 6 Business and Management Information Systems 7 Entrepreneurship and Small Business Management 8 Project Management 8 Operations Management/Supply Chain .
Business Process Management (BPM) (for Masters of IT) Lecture 10: Process Monitoring and Mining . Business Process Lifecycle Management 2 . 3 Process design Process execution Imple- mentation Process design Process execution (Re-) implemen- tiation Process Monitoring & Controlling
The B.Sc. Logistics and Supply Chain Management is a business degree with a major specialisation in Logistics and Supply Chain Management. During the programme students develop an ability to apply supply chain management and business processes and functions to actual Logistics and Supply Chain Management scenarios. They immerse
(c) Supply, market supply, determinants of supply, supply schedule, supply curve, movement along and shifts in supply curve, price elasticity of supply, measurement of price elasticity of supply -
Having examined 'supply chain' concept, let us now briefly examine aspects related to Supply Chain Management. Supply Chain Management (SCM) As supply chains have become more complex and crucial for businesses dependent economies, we need to clearly differentiate supply chain management from logistics management (Ballou, 2006a).
I - What is Supply Chain Management? 1- What is Supply Chain Management 2- Interesting Features of Supply Chains in a Few Major Companies 3- Service Management and Supply Chain Management II - SCSM Concentration at the College of Management at UMASS-Boston . 4- Concentration Requirement 5- SCSM Specialization (MBA)
