SCOR 10 Overview

Supply Chain Operations

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Reference (SCOR ) mo mode dell Overview - Version 10.0

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Abou Ab outt Supply Chain Council Supply Chain Council (SCC, supply-chain.org) is

institutions, and government organizations. SCC has

a global nonprot organization whose ramework,

chapters in Australia/New Zealand, Greater China,

improvement methodology, methodology, and benchmarking tools

Europe, Japan, Latin America, Middle East, North

help member organizations make dramatic and

America, Southern Arica, and South East Asia.

rapid improvements in supply chain perormance. SCC established and maintains the supply chain

Supply Chain Council’s Council’s website contains additional

world’s world’ s most widely accepted ramework or

inormation on the SCOR model, SCC membership,

evaluating and comparing supply chain activities

and other resources.

and their perormance: the Supply Chain Operations ®

www.supply-chain.org

Reerence (SCOR ) model. The SCOR ramework makes it possible or organizations to quickly determine and compare the perormance o supply chain and related operations within their organization and against other organizations. SCC and its member volunteers continually advance these tools and provide education on how to leverage them or

Join Supply Chain Council

achieving superior supply chain perormance. SCC’s SCC’ s rameworks, network, benchmarking,

A consortium o 69 organizations ounded ounded SCC in 1996. Today, the SCOR model is used by thousands o organizations worldwide. SCC membership is open to all organizations interested

research, and training help your management team analyze your supply s upply chains aster, quickly recognize opportunities, implement changes, improve operational processes, track results, and sustain gains.

in applying and advancing the state-o-the-art in supply chain management systems and practices.

SCC is an active, peer-led research organization

Our members represent a broad cross-section o

with a keen ocus on continuous research and

industries including manuacturers, distributors,

development. Membership participation on

retailers, and service providers as well as technology

committees and working groups contributes

solution providers, business consultants, academic

to the development o new models, tools, and practices that are released to the membership. Membership gives every supply chain proessional within your organization access to the SCOR® model, the Customer Chain Operations Reerence (CCORSM ) model or customer chain management, and the Design











SCOR The Global Supply Chain Language The Supply Chain Operations Reerence Reerence (SCOR ® )

SCOR is a consensus

model provides a unique ramework that links

model. It was developed

perormance metrics, processes, best practices,

and continues to evolve

and people into a unied structure. The ramework

with the direct input

supports communication between supply chain

o industry leaders

partners and enhances the eectiveness o supply

who manage global supply chains and use it daily

chain management, technology, and related supply

to analyze and improve the perormance o their

chain improvement activities.

organizations. It eatures an intentionally broad scope and denitions that can be adapted to the

Organizational benefts o adopting the

specic supply chain requirements o any industry or

SCOR model include:

application.

•

Rapid assessment o supply chain perormance

•

Clear identication o perormance gaps

•

Ecient supply chain network redesign and optimization

•

Enhanced operational control rom standard core processes

•

Streamlined management reporting and organizational structure

•

Alignment o supply chain team skills with strategic objectives

•

A detailed game plan or launching launching new businesses and products

•

Systematic supply chain mergers that capture projected savings











Executive Overview How SCOR Delivers Va Value lue As a business leader you are are accountable to

 Superior Customer Service

Eective supply chain management is all

your customers, shareholders, and stakeholders.

about delivering the right product in the right

Business value, whether real or perceived, is

quantity and in the right condition with the right

derived rom the predictability and sustainability o

documentation to the right place at the right

business outcomes. It lives, healthy or sick, in those

time at the right price. I only it were as simple

gaps between expected vs. perceived vs. actual

as it sounds.

perormance. Value is articulated by measuring what

The SCOR model provides a ramework or measuring

is being managed.

and understanding understanding current supply supply chain conditions conditions and perormance and and creates a oundation or improvement. improvement.

The SCOR model helps rene rene strategy, strategy, dene structure (including human capital), manage processes, and measure perormance. An organization’s organization’ s annual strategic priorities are maniest in SCOR’s SCOR’s vertical process integration (managementled programs or doing the right things, as dened by

It can help supply chain managers evaluate cost/ perormance tradeos, tradeos, develop strategies or meeting meeting new customer expectations, and respond to domestic and global market growth. growth.

 Cost Control

Supply chain operating costs are under

the customer) and its horizontal process integration

pressure rom rising reight prices, global

(leadership-led programs or doing the right things

customers, technology upgrades, rising

well, as dened by capabilities).

labor rates, expanding healthcare costs, new regulatory demands, and rising commodity

Organizations that have applied SCOR to help with

prices. To control such costs there are

supply chain problem solving, process improvement,

thousands o potential metrics that supply chain

process redesign, or business process engineering,

organizations can and do measure. Managers

have demonstrated that SCOR is an eective enabler

need to zero in on the critical ew that drive total

or aligning an organization’s organization’s portolio o improvement

supply chain costs within their organizations.

projects with strategic goals and objectives.

SCOR metrics provide the basis or an organization to measure how successul it is in achieving achieving its desired

SCOR Helps Solve the Top Top 5 Supply Chain Challenges Economic cycles, whether markets are growing or contracting, always orce organizations to take an intense look at their supply chains, question their assumptions, root out ineciencies, and plan

objectives. SCOR metrics are designed to be used in conjunction with supply chain perormance attributes, making it easier to to compare dierent dierent supply chains chains and dierent supply chain strategies.











 Planning And Risk Management Supply chains must periodically be assessed

 Talent As experienced supply chain managers

and redesigned in response to market changes,

retire—and organizations scale up to meet

including new product launches, global sourcing,

growing demand in developing markets—talent

new acquisitions, credit availability availability,, the need

acquisition, training, and development are

to protect intellectual property property,, and the ability

becoming increasingly important. Supply chain

to maintain asset and shipment security. security. In

leaders need a thorough understanding o the

addition, supply chain risks must be identied

key competencies required or supply chain

and quantied.

management roles, specic job qualications,

Organizations in all sectors—comme sectors—commercial, rcial, military, and

methods or developing uture talent and

NGOs—have ound that using SCOR as a planning and risk

leaders, and the ability to eciently source

management oundation oundation leads to to aster implementation, implementation, more comprehensive comprehensive identifcation o potential risks, and and easier coordination with customers, suppliers, and other

specic skills. Some SCC members have organized the capabilities o

stakeholders. SCOR SCOR helps users establish rules and

their global supply chain organizations around the SCOR

strategies, assign responsibilities, responsibilities, coordinate coordinate responses,

ramework. The SCOR skills management ramework

and monitor current current conditions.

complements process reerence, metrics reerence,

 Supplier/Partner Relationship Management

Dierent organizations, even dierent departments within the same organization, can have dierent methods or measuring and communicating perormance expectations and results. Trust Trust begins when managers let go o internal biases and make a conscious choice to ollow mutually agreed upon standards in order to better understand current perormance and opportunities or improvement. SCOR provides a common language or supply chain classifcation and analysis. Using a common language and ramework makes it easier or teams to communicate, communicate, speeds benchmarking benchmarking eorts, and and enhances the the evaluation

and practice reerence components components with baseline baseline skills, experience, aptitudes, and training.











Achi Ac hiev evin ing: g: Supply Chain Superiority SCOR is about much more than individual

nature, interactive, and interlinked. The SCOR model

improvement projects. The ultimate objective o any

supports supply chain improvement by aiding the

organization that deploys the SCOR model is to build

capture o an “as-is” current state rom which the

a superior supply chain that is integrated with the

desired “to-be” uture state can be derived.

overall organizational strategy. Aided by common supply chain denitions, metrics, and strategies,

By speeding data collection, SCOR can make it

the integrated supply chain extends between and

much less time consuming or managers to nd

beyond the walls o the organization that owns the

answers to basic questions about how a supply

customer order.

chain is perorming, drill down to identiy contributing actors, and quickly initiate corrective actions. SCOR

You Y ou know that you can’t can’t manage what you can’t can’t

acilitates supply chain integration by providing

measure. Well, it’s it’s also impossible to make eective

common process and metric denitions applicable

decisions i every department in your organization

across multiple organizations. For each process it

measures perormance dierently dierently.. Organizations

includes parent and/or child processes, perormance

that are not integrated—where planning, sourcing,

metrics, best practices, and the skills required or the

manuacturing, and logistics all have their own

employees perorming the process.

agendas and their own perormance metrics that do not align with overall business goals—

For example, consider Perect Order Fulllment.

cannot respond eectively to market changes and

This metric provides a good indication o how well

opportunities. An integrated operating model does

every acet o a supply chain—planning, sourcing,

not happen spontaneously. The natural tendency

manuacturing, and delivery—are tuned and

is toward expediency and whatever set o metrics

coordinated to meet customer demand. Achieving

makes each department or unctional area look best.

Perect Order Fulllment o 100% is dicult, i not impossible, and may be prohibitively expensive

SCC research has ound a high correlation between

because it has so many contributing c ontributing actors. These

organizations that implement an integrated, end-to-

include: on time to customer request, complete order

end supply chain operating model enabled by the

shipment, undamaged, and the correct paperwork.

SCOR model and market outperormance in key nancial measures. These include prot margins,

The SCOR model contains the Perect Order Order

inventory turns, asset turnover, and working capital.

Fulllment metric denition, calculation methods,

In addition, such organizations benet rom a much

and discussion points. The SCOR model lists the

lower risk o supply chain disruption.

processes that infuence the perormance o the level 1 metric and the associated level 2 metrics to

How SCOR Works:

analyze in order to identiy the root causes o any













The Th e SCOR Structure The Boundaries o Any Model Must be Well Defned

PL AN

DELIVER

RETURN

Supplier’s Supplier

SOURCE

MAKE

RETURN

PL AN

DELIVER

RETURN

SOURCE

MAKE

P LAN

DELIVER

RETURN

RETURN

SUPPLIER Internal or External

SOURCE

MAKE

DELIVER

RETURN

RETURN

CUSTOMER YOUR ORGANIZATION

SCOR processes extend rom your supplier’s

Internal or External

SOURCE

RETURN

Customer’s Customer

A process reerence reerence model can be a powerul

supplier to your customer’s customer. This

management tool. Once a complex management

includes all customer interactions rom order entry

process is captured in standard process reerence

through paid invoice; all product (physical material

model orm, it can be measured, managed, and

and service) transactions, including equipment,

controlled. It can also be tuned and re-tuned to

supplies, spare parts, sotware, etc.; and all market

achieve a specic purpose or attain a competitive

interactions, rom understanding aggregate demand

advantage.

to the ulllment o each order. order. SCOR does not describe every business process or activity. activity. It does not address sales and marketing, research and technology development, or product development. SCOR assumes but does not

The SCOR process reerence model contains: •

Perormance Metrics: Standard metrics to measure process perormance











SCOR Perormance The perormance section o SCOR consists o two types o elements: Perormance Attributes and Metrics. SCOR Level 1 metrics are strategic, high-level measures that cross multiple SCOR processes. Lower level metrics are associated with a narrower subset o processes. For example, delivery perormance is c alculated as the total number o products delivered on time and in ull based on a commit date.

Perormance Attributes A perormance attribute is a group o metrics used to express a strategy. strategy. An attribute itsel cannot be measured; it is used to set strategic direction. For example, “The LX product needs to be best-in-class or reliability,” and “The XY market requires requires us to be among the top ve most agile manuacturers.” manuacturers.” Metrics measure measure the ability o a supply chain to achieve these strategic attributes. SCOR identies ve core supply chain perormance attributes: Reliability, Responsiveness, Agility, Agility, Costs, and Asset Management. Consideration o these attributes makes it possible to compare an organization that strategically chooses to be the low-cost provider against an organization that chooses to compete on reliability and perormance.

Reliability

The Reliability attribute addresses addresses the ability to perform perform tasks as expected. Reliability focuses focuses on the predictability of the outcome of a process. Typical Typical metrics for the reliability attribute include: on-time, the right quantity, the right quality. quality. The SCOR KPI (level 1 metric) is Perfect Order Fulfillment. Reliability is a customer customer-focused -focused attribute.

Responsiveness

The Responsiveness attribute describes describes the speed at which tasks are are performed. Examples include cycle-time metrics. The SCOR KPI is Order Fulfillment Cycle Time. Responsiveness is a customer-focused attribute.

Agility

The Agility attribute describes the ability ability to respond to external influences influences and the ability to change. External influences include: Non-forecasted increases or decreases in demand;











Metrics A metric is a standard standard or measurement o the perormance o a process. process. SCOR metrics are diagnostic diagnostic metrics. SCOR recognizes three levels o predened metrics: •

Level 1 metrics are diagnostics or the overall health o the supply chain. These metrics are also known as strategic metrics and key perormance indicators (KPIs). Benchmarking level 1 metrics helps establish realistic targets that support strategic objectives.

•

Level 2 metrics serve as diagnostics or the level le vel 1 metrics. The diagnostic relationship helps to identiy the root cause or causes o a perormance gap or a level 1 metric.

•

Level 3 metrics serve as diagnostics or level 2 metrics.

The analysis o perormance o metrics rom level 1 through through 3 is reerred reerred to as decomposition. Decomposition helps identiy the processes that need to be studied urther. urther. (Processes are linked to level 1 and level 2 metrics.) Many metrics in the SCOR model are hierarchical, just as the process elements are hierarchical. Level 1 metrics are created rom lower level calculations. Level 2 metrics are generally associated with a narrower subset o processes. For example, Delivery Perormance is calculated as the total number o products delivered on time and in ull based on a commit date. Additionally, Additionally, metrics (diagnostics) are used to diagnose variations in perormance against plan. For example, an organization may wish to examine the correlation between the request date and commit date. Supply Chain Council recommends that supply chain scorecards contain at least one metric or each perormance attribute to ensure balanced decision making and governance.











SCOR Metrics























SCOR Processes SCOR identies the unique processes a supply chain requires to support the objective o ullling customer orders. By denition, a process is a unique activity perormed to meet predened outcomes. Similar to nesting Russian matryoshka dolls, SCOR processes are organized by aggregation and decomposition relationships. From level 3 to 2 to 1 is aggregation; rom 1 to 2 to 3 is decomposition. SCOR processes help standardize the description o the supply chain architecture (level 1 and level 2 processes) and the implementation o the architecture architecture (level 3 processes). SCOR provides standards standards down to the level where process descriptions are applicable across a range o industries. Further detail is industry and organization specic (level 4 and below).

SCOR Contains Three Levels o Process Detail s e i e r p t o s u c d n S I n s s I

o r c A e

Level

Application

Examples



Level 1 processes are used to describe the scope and high level configuration configuration of a supply chain. chain. SCOR has five level 1 processes.

Plan, Source, Make, Deliver, and Return



Level 2 processes differentiate the strategies of the level 1 processes. Both the level 2 processes themselves as

Example Make level 2 processes: › Make-to-Stock











SCOR Is Based on Five Level 1 Management Processes Plan (P) The Plan processes describe describe the planning activities associated with operating a supply chain. This includes gathering customer requirements, collecting inormation on available resources, and balancing requirements requiremen ts and resources to determine planned capabilities and resource gaps. This is ollowed by identiying the actions required to correct any gaps.

Source (S) The Source processes processes describe the ordering ordering (or scheduling) and receipt o goods and services. services. The Source process includes issuing purchase orders, scheduling deliveries, receiving, shipment validation and storage, and accepting supplier invoices.

Make (M) The Make processes describe describe the activities associated with the conversion conversion o materials or creation o the content or services. It ocuses on conversion o materials rather than production or manuacturing because Make represents all types o o  material conversions: assembly, chemical processing, maintenance,











SCOR Processes Each Level 2 Process Can Be Further Described by Type Planning

A process that aligns expected resources to meet expected demand requirements. Planning processes: › › › ›

Execution

Balance aggregated demand and supply Generally occur at regular regular,, periodic intervals Consider consistent planning horizon Can contribute to supply chain response time

A process triggered by planned or actual demand that changes the state of material goods. Execution processes: ›

Generally involve: 1. Scheduling/sequencing, 2. Transforming product, and/or 3. Moving product to the next process.

›

Enable

Can contribute to the order fulfillment cycle time

A process that prepares, maintains, or manages information or relationships on which planning and execution processes rely











SCOR Process Detailed Example sD1.2 Receive, Receiv e, Enter, Enter, and Validate Order Defnition: Receive orders rom the customer and enter them into a an organization’s order processing system. Orders can be received through phone, ax, or electronic media. Technically examine orders to ensure an orderable conguration and provide accurate prices. Check the customer’s credit. Optionally accept payment. SCOR is available online in a searchable HTML ormat or all SCC member organizations. Visit supply-chain.org/ online-access to access in HTML, download a PDF ormat, or order a print edition.

SCOR Online Access Screenshot











SCOR Process Model sP PLAN

sS SOURCE

sP1 Plan Supply Chain

sP2 Plan Source

sP3 Plan Make

sP4 Plan Deliver

sP5 Plan Return

sS1 Source Stocked Product

sS2 Source Make-to-Order Product

sS3 Source Engineer-toOrder Product

sP1.1:

sP2.1:

sP3.1:

sP4.1:

sP5.1:

sS1.1:

sS2.1:

sS3.1:

Schedule Product Deliveries


Identify Sources of Supply

sS1.2:

sS2.2:

Receive Product

Receive Product

sS1.3:

sS2.3:

Select Final Supplier(s) and Negotiate

Identify, Prioritize, and Aggregate Supply Chain Requirements sP1.2:

Identify, Prioritize, and Aggregate Supply Chain Resources sP1.3:

Balance Supply Chain Resources with Supply Chain Requirements sP1.4:

Establish and Communicate Supply Chain Plans

Identify, Prioritize, and Aggregate Product Requirements

Identify, Prioritize, and Aggregate Production Requirements

Identify, Prioritize, and Aggregate Delivery Requirements

Identify, Prioritize, and Aggregate Return Requirements

sP2.2:

sP3.2:

sP4.2:

sP5.2:

Identify, Assess, and Aggregate Product Resources

Identify, Assess, and Aggregate Production Resources

Identify, Assess, and Aggregate Delivery Resources

Identify, Assess, and Aggregate Return Resources

sP2.3:

sP3.3:

sP4.3:

sP5.3:

Balance Product Resources with Product Requirements

Balance Production Resources with Production Requirements

Balance Delivery Resources with Delivery Requirements

Balance Return Resources with Return Requirements

sP4.4:

sP5.4:

sP3.4:

Establish Delivery Plans

Establish and Communicate Return Plans

sP2.4:

Establish Sourcing Plans

Establish Production Plans

Verify Product sS1.4:

Transfer Product sS1.5:

Authorize Supplier Payment




l i

l i

i ii

sS3.2:

i

i ii

I

I

sS3.3:


I

sS3.4:

Receive Product

i i

sS3.5:


l li

l i i



i

l

li l i

l













sM MAKE

sR RETURN

sM1 Make-toStock

sM2 Maketo-Order

sM3 Engineer-toOrder

sD1 Deliver Stocked Product

sD2 Deliver Make-to-Order Product

sD3 Deliver Engineer-toOrder Product

sD4 Deliver Retail Product

sSR1 Source Return Defective Product

sSR2 Source Return MRO Product

sSR3 Source Return Excess Product

sM1.1:

sM2.1:

sM3.1:

sD1.1:

sD2.1:

sD3.1:

sD4.1:

sSR1.1:

sSR2.1:

sSR3.1:

Finalize Production Engineering

Process Inquiry and Quote

Process Inquiry and Quote

sD1.2:

sD2.2:

Obtain and Respond to RFP/RFQ

Generate Stocking Schedule

Identify Defective Product Condition

Identify MRO Product Condition

Identify Excess Product Condition

sM3.2:

Receive, Enter, and Validate Order

Receive, Configure, Enter, and Validate Order

sD3.2:

sD4.2:

sSR1.2:

sSR2.2:

sSR3.2:

Negotiate and Receive Contract

Receive Product at the Store

Disposition Defective Product

Disposition MRO Product

Disposition Excess Product

sD2.3:

Enter Order, Commit Resources, and Launch Program

sSR2.3:

sSR3.3:

Schedule Production Activities l

sD DELIVER

Schedule Production Activities

sM1.2:

sM2.2:

Issue Product

Issue Product

sM1.3:

sM2.3:

Produce and Test

Produce and Test

sM1.4:

sM2.4:

Package

Package

Schedule Production Activities sM3.3:

Issue Product sM3.4:

sD1.3:

Reserve Inventory and Determine Delivery Date

Reserve Inventory and Determine Delivery Date

sD3.3:

sD4.3:

Pick Product from Backroom sD4.4:

sSR1.3:

Request Defective Product Return

Request MRO Return Authorization

Request Excess Product Return Authorization











SCOR Best Practices A best practice is a unique way to congure a process or a set o processes. The uniqueness

practices have dierent perormance expectations. The classication o a practice will vary by by industry. industry.

can be related to the automation o the process,

For some industries a practice may be common,

a technology applied in the process, special skills

whereas the same practice may be considered a

applied to the process, a unique sequence or

leading or best practice in another industry.

perorming the process, or a unique method or distributing and connecting processes between organizations. SCOR recognizes that several dierent types o practices exist within any organization:

The SCOR Best Practices section contains management practices, sotware solutions, and denitions associated with each process. These practices can contribute to best-in-class best-in-class











SCOR Best Practices Best Practice: Supply Chain Risk Management Supply chain risk management is the systematic identication, assessment, and mitigation o potential disruptions in logistics networks with the objective to reduce their negative impact on the logistics network’s network’s perormance. Potential disruptions can either occur within the supply chain (e.g. insucient quality, quality, unreliable suppliers, machine breakdown, uncertain demand, etc.) and outside the supply chain (e.g. fooding, terrorism, labor strikes, natural disasters, etc.). Both are considered in an integral multi-phase approach or supply chain risk management. Establish Context

Dene and document the objective and scope (internal and external) or managing risk.











SCOR People Talented people are at the Talented the heart o supply chains that eectively respond to and capitalize on growth opportunities. The SCOR skills ramework provides a global view o the needs and issues surrounding skills management or supply chain proessionals, including the technical skills, aptitude, and experience required to manage an eective supply chain. This allows supply chain leaders to align the skills o their people and organizational structure with strategic objectives. The skills management ramework within SCOR complements process reerence, metrics reerence,

Aptitudes Aptitude s – An Aptitude is a natural, acquired, learned, or developed ability to perorm a certain kind o work at a certain level. Example aptitudes include: accuracy,, analytical, and leadership. accuracy Training – Training Training develops a skill or type o o  behavior through instruction. Examples o training are SCOR-P certication and APICS CPIM certication. This element also includes on-the-job training. Competency – Competency levels describe the level or state o qualication to perorm a certain role or tasks. SCOR recognizes ve commonly accepted











SCC SC C Members and SCOR Users SCOR has provided value to a wide range o global, mid-sized, and small organizations across all industries. The ollowing SCC members—representing commercial industry, nonprot, academic, and government organizations— have applied the SCOR model within their supply chains or helped other organizations apply the model.* A.T.. Kearney, Inc A.T

Deloitte Consulting LLP

MeadWestvaco Corporation

Sterling Commerce

ABB

Deloitte Tohmatsu Consulting Co., Ltd

Merck KGaA

Sunergos LLC

Abbott Japan Co., Ltd.

Denel (Pty) Limited

Miami University

Supply Risk.Org

Accenture

Department o Veterans Aairs

Michigan State University

Syracuse University

ADVA AG Optical Networking Networking Air Products and Chemicals Inc.

Douglas Pharmaceuticals Dow Chemical Company

Micron Technology, Inc. Microsot Corporation

Systems Planning Institute TechTeam Government Solutions

Akzo Nobel

DSN Innovations

Mitsubishi Aircrat Corporation

Telenet NV NV

ALCON

DuPont Company

Mitsui & Co. Ltd.

Tempur Temp ur - Pedic

Ala Laval KK

Eaton Corporation

National Institute o Development Administration

Thales AES

APQC Andersen Corporation Aotearoa Fisheries Limited

Embraer Empresa Brasileira de Aeronautica SA Environmental Deense Fund Ericsson AB

NEC Corporation New South Wales Electoral Commission New Zealand Deence Force

The Asaba Group, Inc. The Boeing Company The Chartered Institute o Logistics Logistics and Transport Transport

Applied Materials, Inc. Aspen Pharmacare Port Elizabeth

Federal University o Sao Carlos Flanders Institute or Logistics

Newell Rubbermaid Niram Gitan Group

The Chinese University o Hong Hong Kong The Linde Group













Learn More Trainings

Certifcation

SCC oers many supply chain management and SCOR

Supply Chain Council’s certication programs enable

education opportunities. Every year we host trainings in

individuals to demonstrate their SCOR knowledge and skills.











Membership Join Us Our members represent the ull spectrum o people and organizations working and serving the supply chain











SCOR 10 Overview

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