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- Supply-Chain Operations Reference-model (SCOR) is a process reference model developed by the management consulting firm PRTM and AMR Research and endorsed by the Supply-Chain Council (SCC) as the cross-industry de facto standard diagnostic tool for supply chain management. SCOR enables users to address, improve, and communicate supply chain management practices within and between all interested parties in the Extended Enterprise. SCOR(r) is a management tool, spanning from the supplier's supplier to the customer's customer. The model has been developed by the members of the Council on a volunteer basis to describe the business activities associated with all phases of satisfying a customer's demand.. The model is based on 3 major "pillars": Process Modeling Performance Measurements Best Practices The Process Modeling Pillar By describing supply chains using process modeling building blocks, the model can be used to describe supply chains that are very simple or very complex using a common set of definitions. As a result, disparate industries can be linked to describe the depth and breadth of virtually any supply chain. SCOR(r) is based on five distinct management processes: Plan, Source, Make, Deliver, and Return. Plan - Processes that balance aggregate demand and supply to develop a course of action which best meets sourcing, production, and delivery requirements. Source - Processes that procure goods and services to meet planned or actual demand. Make - Processes that transform product to a finished state to meet planned or actual demand. Deliver - Processes that provide finished goods and services to meet planned or actual demand, typically including order management, transportation management, and distribution management. Return - Processes associated with returning or receiving returned products for any reason. These processes extend into post-delivery customer support. With all reference models, there is a specific scope that the model addresses. SCOR is no different and the model focuses on the following: All customer interactions, from order entry through paid invoice. All product (physical material and service) transactions, from your supplier’s supplier to your customer’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 order. SCOR does not attempt to describe every business process or activity. Relationships between these processes can be made to the SCOR and some have been noted within the model. Other key assumptions addressed by SCOR include: training, quality, information technology, and administration (not supply chain management). These areas are not explicitly addressed in the model but rather assumed to be a fundamental supporting process throughout the model. SCOR provides three-levels of process detail. Each level of detail assists a company in defining scope (Level 1), configuration or type of supply chain (Level 2), process element details, including performance attributes (Level 3). Below level 3, companies decompose process elements and start implementing specific supply chain management practices. It is at this stage that companies define practices to achieve a competitive advantage, and adapt to changing business conditions. SCOR is a process reference model designed for effective communication among supply chain partners. As an industry standard it also facilitates inter and intra supply chain collaboration, horizontal process integration, by explaining the relationships between processes (i.e. , Plan-Source, Plan-Make, etc.). It also can be used as a data input to completing an analysis of configuration alternatives (e.g. , Level 2) such as: Make-to-Stock or Make-To-Order. SCOR is used to describe, measure, and evaluate supply chains in support of strategic planning and continuous improvement. Image:SCC_ processes_1. jpg|SCOR Process Framework In the example provided by the picture the Level 1 relates to the Make process. This means that the focus of the analysis will be concentrated on those processes that relate to the added-value activities that the model categorizes as Make processes. Level 2 includes 3 sub-processes that are “children” of the Make “parent”. These children have a special tag - a letter (M) and a number (1, 2, or 3). This is the syntax of the SCOR model. The letter represents the initial of the process. The numbers identify the “scenario”, or “configuration”. M1 equals a “Make build to stock” scenario. Products or services are produced against a forecast. M2 equals a “Make build to order” configuration. Products or services are produced against a real customer order in a just-in-time fashion. M3 stands for “Make engineer to order” configuration. In this case a blueprint of the final product is needed before any make activity can be performed. Level 3 processes, also referred to as the business activities within a configuration, represent the best practice detailed processes that belong to each of the Level 2 “parents”. The example shows the breakdown of the Level 2 process “Make build to order” into its Level 3 components identified from M2.01 to M2.06. Once again this is the SCOR syntax: letter-number-dot-serial number. The model suggests that to perform a “Make build to order” process, there are 6 more detailed tasks that are usually performed. The model is not prescriptive, in the sense that it is not mandatory that all 6 processes are to be executed. It only represents what usually happens in the majority of organizations that compose the membership base of the Supply Chain Council. The Level 3 processes reach a level of detail that cannot exceed the boundaries determined by the industry- agnostic and industry-standard nature of the SCOR model. Therefore all the set of activities and processes that build - for instance - the M2.03 “Produce & test” process will be company-specific, and therefore fall outside the model’s scope. The Performance Measurements Pillar The SCOR model contains more than 150 key indicators that measure the performance of supply chain operations. These performance metrics derive from the experience and contribution of the Council members. As with the process modeling system, SCOR metrics are organized in a hierarchical structure. Level 1 metrics are at the most aggregated level, and are typically used by top decision makers to measure the performance of the company's overall supply chain. Level 1 Metrics are primary, high level measures that may cross multiple SCOR processes. Level 1 Metrics do not necessarily relate to a SCOR Level 1 process (PLAN, SOURCE, MAKE, DELIVER, RETURN). The metrics are used in conjunction with performance attributes. The Performance Attributes are characteristics of the supply chain that permit it to be analyzed and evaluated against other supply chains with competing strategies. Just as you would describe a physical object like a piece of lumber using standard characteristics (e.g. , height, width, depth), a supply chain requires standard characteristics to be described. Without these characteristics it is extremely difficult to compare an organization that chooses to be the low-cost provider against an organization that chooses to compete on reliability and performance. Associated with the Performance Attributes are the Level 1 Metrics. These Level 1 Metrics are the calculations by which an implementing organization can measure how successful they are in achieving their desired positioning within the competitive market space. The metrics in the Model are hierarchical, just as the process elements are hierarchical. Level 1 Metrics are created from lower level calculations. (Level 1 Metrics are primary, high level measures that may cross multiple SCOR processes. Level 1 Metrics do not necessarily relate to a SCOR Level 1 process . Lower level calculations are generally associated with a narrower subset of processes. For example, Delivery Performance is calculated as the total number of products delivered on time and in full based on a commit date. Image:SCC_ Metrics_1. jpg|SCOR Performance Attributes and Level 1 Metrics The Best Practices Pillar Once the performance of the supply chain operations has been measured and performance gaps identified, it becomes important to identify what activities should be performed to close those gaps. Over 430 executable practices derived from the experience of SCC members are available. The SCOR model defines a best practice as a current, structured, proven and repeatable method for making a positive impact on desired operational results. Current - Must not be emerging and must not be antiquated Structured - Has clearly stated Goal, Scope, Process, and Procedure Proven - Success has been demonstrated in a working environment. Repeatable - The practice has been proven in multiple environments. Method- Used in a very broad sense to indicate: business process, practice, organizational strategy, enabling technology, business relationship, business model, as well as information or knowledge management. Positive impact on desired operational results The practice shows operational improvement related to the stated goal and could be linked to Key Metric. The impact should show either as gain or reduction . An example of how to use SCOR The example is of a simple supply chain. Image:SCC_1. jpg|Example of supply chain The picture alone cannot adequately describe what production strategy the manufacturing company has decided to adopt. It is no easier to figure out how the material is supplied from the two suppliers. For example, is the material delivered against a forecast or is it pulled based on real consumption? Even in its apparent simplicity this picture does not represent a standard. Without a more extensive description the picture does not help interpret what is actually happening in this supply chain. Descriptive text could be added to the images to help explain the whole process. Image:SCC_2. jpg|Some additional descriptions for the supply chain SCOR improves on this by offering a "standard" solution. The first step is to recover the Level 1 and Level 2 process descriptions. The picture below is a representation extracted from the SCOR 8.0 manual. Image:SCC_3. jpg|Caption from SCOR 8.0 In order to keep the example simple and direct, it focuses only on the central processes: Source, Make, and Deliver. This reflects the general practice of members who focus first of all on these three process scopes. Only in a second step do they apply Plan and Return to map all their supply chain processes. The description of the manufacturing company reads “Manufacturing company That Produces against a 15-day forecast”. The key word here is “forecast”. What is the SCOR scenario that resembles a production based on forecast? The answer is, M1 . How does the company supply materials from the Far East? The box reads “Supplies raw materials in bulks from the Far East against a monthly forecast”. “Forecast” is again the keyword. How a process of supply based on a forecast be represented? The process is “Source”. The picture from the SCOR manual shows that the process S1 “Source Stocked Product” exactly corresponds to the needs of this example. With the French supplier, the company “Pulls components from France based on production volumes”. The key word here is “pulls”, as it describes a "just-in-time" strategy adopted with this supplier. What is the syntax used by SCOR to represent a pull-mode supply? The Source process descriptions in SCOR 8.0 offers a description that resonates well with the needs of the example: S2 “Source Make-to-Order Product”. Lastly, the distribution strategy chosen by the manufacturing company is “Ship weekly finished goods to a Distribution Warehouse based in Central Europe”. The description suggests that a weekly shipment is closer to a forecast-based rather than a just-in-time policy. A shipment is a delivery process, so we must look under the “Deliver” tree. By browsing the Level 2 processes in the model we must look for a process configuration that corresponds to the forecast-based policy. We find that in D1 “Deliver Stocked Product”. The SCOR paradigm demands that whenever a unit of the chain supplies, there must be some other unit that delivers. Similarly, any delivery process requires a correspondent supply process at the other end of the link. So the mapping of the processes of the supply chain is completed, and can be depicted as in the following illustration. Image:SCC_ 4. jpg|Completed mappings of the supply chain processes with SCOR We see now that we don’t need any more the descriptions in the boxes. By just reading the SCOR syntax we immediately capture the salient processes that occur in this chain. The syntax of the model allows “to speak the same language”. As a matter of fact, is we were to use the “orthodox” representation of a SCOR mapping, we would build a “thread diagram” like the one in the below picture. This is perfectly correspondent to the initial geographical picture, but it contains much more embedded information in a more structured and elegant way. The arrows themselves represent the direction of the material flow. Image:SCC_5. jpg|SCOR thread diagram
- Das Supply Chain Operation Reference-Modell (SCOR) wurde zur Beschreibung aller unternehmensinternen und unternehmensübergreifenden Geschäftsprozesse von der Supply-Chain Council (SCC), einer unabhängigen non-profit Organisation entworfen. Die Idee, eine Standard-Methode zu entwickeln, die alle Gesichtspunkte einer Supply Chain (SC) analysieren und beschreiben kann, wurde Anfang 1996 von zwei Bostoner Unternehmensberatungen, Pittiglio Rabin Todd & McGrath (PRTM) und AMR Research (AMR), entwickelt. Zunächst wurde die Supply Chain Council (SCC) mit damals 69 Mitgliedern gegründet. So entstand die erste Version des Supply Chain Operation Reference Modells, welches im Herbst 1996 erstmals auf den Markt gebracht wurde. Nicht zuletzt dank der hohen Akzeptanz, die das Referenzmodell im Supply Chain Management genießt, sind dem SCC mittlerweile an die 1.000 Mitglieds-Unternehmen weltweit angeschlossen. Inzwischen ist die Version 9.0 implementiert worden, die eine verbesserte Möglichkeit bietet, einfache bis komplexe Lieferkettenaktivitäten zu analysieren und zu verbessern. Das SCOR-Modell basiert auf den fünf wesentlichen Supply-Chain-Management-Prozessen und verknüpft sie mit bekannten Konzepten wie Business Process Reengineering (BPR), Benchmarking und Best-Practice-Analyse. Neben den fünf Managementprozessen unterscheidet das SCOR-Modell vier Detaillierungsstufen, wobei die Letzte nicht im Modell enthalten ist, da sie unternehmensindividuell zu definieren ist. Die bereits angesprochenen und für das SCOR-Modell relevanten Prozesskategorien sind im Einzelnen: 1. Planung (plan): Aggregierte Nachfrage und Angebot sollen in Einklang gebracht werden 2. Beschaffung (source): (Vor-)Produkte und Dienstleistungen zur Verfügung stellen 3. Herstellung (make): End-/Zwischenprodukte produzieren, die an Kunden geliefert werden können Make-to-stock (Lagerfertigung), Make-to-order (Auftragsfertigung), Engineer-to-order (Projektfertigung) 4. Lieferung (deliver): Fertigprodukte oder Dienstleistungen an Kunden liefern inkl. Lager-, Auftrags- und Transportmanagement 5. Rückgabe (return): Die Rücksendung fehlerhafter Produkte annehmen und die Rücksendung von Rohstoffen (an den Lieferanten) in die Wege leiten Diese Prozesse finden auf der höchsten Ebene (Top Level) des SCOR-Modells ihren Ausdruck. Hier definiert ein Unternehmen den Umfang seiner jeweiligen SC. Ausschlaggebend hierfür ist die Wettbewerbsfähigkeit bzw. der Wettbewerbsvorteil. Auf der zweiten Ebene, der so genannten Konfigurationsebene werden diesen fünf SCOR-Prozesse drei Prozesstypen zugeordnet. Diese sind im Einzelnen: 1. Planungsprozesse (Planning) Prozesse, die einer aggregierten Nachfrage innerhalb eines bestimmten Planungszeitraumes nachkommen sollen. 2. Ausführungsprozesse (Execution) Prozesse, die durch einen Planungsprozess ausgelöst werden und den Status eines Produktes verändern. 3. Unterstützungsprozesse (Enable) Prozesse, die Informationen oder Beziehungen vorbereiten, aufrechterhalten oder verwalten, auf denen die Planungs- und Ausführungsprozesse basieren. Diese Verknüpfung von Prozessen und Prozesstypen lässt eine Matrix entstehen, die alle möglichen Prozesskombinationen darstellt, die beim Aufbau einer SC zwischen den beteiligten Partnern abgewickelt werden sollten. Ebene drei des SCOR-Modells (Gestaltungsebene) beschreibt die einzelnen Hauptprozesse in Form von detaillierten Teilprozessen. Für jede Prozesskategorie werden die einzelnen Prozessschritte, deren Reihenfolge sowie Input- und Outputinformationen getrennt dargestellt. Diese Ebene lässt sich mit einem Flusslaufdiagramm beschreiben, das dann bei Bedarf noch weiter detailliert werden kann. Ebene vier (Implementierungsebene) ist im Modell nicht enthalten, da sie sich auf die individuelle Einführung des Systems im Unternehmen bezieht. An dieser Stelle gilt es entsprechende Software-Lösungen einzusetzen, die dem jeweiligen Unternehmen angepasst werden müssen. Um den Erfolg des SCOR-Modells messbar und somit vergleichbar zu machen, sind verschiedene, hierfür entwickelte Metriken dienlich. Eine wesentliche Messgröße ist die Cash-to-cash-cycle-time. Diese beschreibt den Zeitraum, wie lange Kapital vom Materialkauf bis zur Bezahlung durch den Kunden gebunden ist.
- SCOR, acronimo di Supply-Chain Operations Reference, è un modello di riferimento per il processo di gestione della catena dei fornitori. È stato sviluppato e validato dal Supply-Chain Council perché venga usato come strumento standard per la descrizione dei processi di gestione della catena dei fornitori. SCOR fa si che tutti gli attori coinvolti in una catena di fornitori possano riferirsi, descrivere e migliorare le metodologie ed i processi sviluppati. SCOR è uno strumento gestionale che descrive l'intero processo dal fornitore del fornitore al cliente del cliente. Il modello SCOR è stato sviluppato per descrivere le attività associate a tutte le fasi del processo che consente di soddisfare le richieste di un cliente. Il modello può essere usato per descrivere catene di fornitori di qualunque complessità usando un insieme comune di definizioni e assemblando mattoncini prefabbricati. Il modello ha avuto successo ed è stato adottato dai settori industriali più disparati.
- Model referencyjny łańcucha dostaw jest modelem opublikowanym przez organizację SCC, który służy do opisu i kompleksowej analizy łańcucha dostaw. Jego pierwsza wersja powstała jesienią 1996 roku. Model ten bazuje na pięciu głównych procesach SCM: planowania, zaopatrzenia, produkcji, dostaw i zwrotów oraz wyróżnia cztery poziomy szczegółowości. Model nie uwzględnia takich elementów jak: administracja sprzedażą, rozwój technologiczny, projektowanie, serwis posprzedażny. Konkurencyjnym wobec tego modelu jest SCM Model zaproponowany przez organizację Global Supply Chain Forum.
- O modelo SCOR (Supply Chain Operations Reference) ou, em português, modelo de referência das operações na cadeia logística, de distribuição, fornecimento, suprimentos ou abastecimento) é utilizado para analisar uma cadeia logística e identificar oportunidades de melhoria no fluxo de trabalho e de informação. O modelo foi criado pelo Supply Chain Council no ano da sua formação (1996) e lançado em Fevereiro de 1997 depois de ser testado em vários segmentos industriais. Em Abril de 2005 foi apresentada a 7ª versão do modelo SCOR (Pinto, 2006, p. 3). O SCOR procura condições de conseguir estabelecer processos-padrão, métricas de avaliação da gestão da cadeia e criar um modelo de gestão que produza melhorias contínuas de forma eficiente, tendo assim a possibilidade de utilizar casos de sucesso na gestão integrada da cadeia de suprimentos.
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