Vous êtes sur la page 1sur 18

Discover the SCOR® Model

Michael Ginap
Founder and Owner
Avineo – balancing supply chains

SCOR Executive Briefing

MGCM, Nanterre / Paris
May 10, 2016
Michael A. Ginap
 Founder & Owner, Avineo – balancing supply chains
 Independent Business & SCM coach, trainer, trustee and advisor
 35+ years experience in Logistics and SCM
 Chemicals, automotive, equipment, spare parts, FMCG/CPG, etc.
 Operational and strategic roles in multi-national corporations;
local, European and Global responsibilities in SCM
 Elected Member of Europe Chapter Leadership Team of (legacy)
Supply-Chain Council (2000 – 2014), Past-Chairman, -Member-
ship Chair, and –Treasurer, -Vice Chair of SCORBoard
www.avineo.com  Certified SCOR® Master Instructor, DCOR® Instructor, M4SC
Instructor; Certified Process Professional Master (CPP)
 Lecturer at ETH Zurich University (Switzerland) Exec. MBA on
SCM (since 2007) and at University of Limerick (Ireland)
 Frequent Speaker on SCM

2 © APICS Confidential and Proprietary

SCOR Model: The Industry Standard
Supply Chain Operations Reference Model

SCOR is the world’s leading supply chain

framework, linking business processes,
performance metrics, practices and people skills
into a unified structure to enable competitive

Reference models integrate:

 Benchmarking

 Best practice maturity

 Business process re-engineering

 Organizational and individual supply

talent assessment
Download the SCOR app from iTunes or Google Play.

3 © APICS Confidential and Proprietary

The Case for
Supply Chain Excellence

Improved supply chain

business performance
and results
SCOR Users Compared to S&P 500

5 © APICS Confidential and Proprietary

SCOR Users Achieve Breakthrough Results

The most advanced affiliates: Typical results:

 Rank in the upper quartile of their  30% faster system implementations with
industry group in shareholder value 30% more functionality

 Achieve average operating income  Continuous improvement portfolios

improvement of 3% of sales refreshed at a value of 0.5%
(high 4.5% - low 1.5%)
 20% improvement on inventory turns
 Out perform competitors on all major
supply chain indices
 25% improvement in delivery reliability
 Possess 10+ years of SCOR experience
 20% improvement in flexibility
 Apply a proven Supply Chain Assessment
approach  Maximize share growth through effective
risk management

6 © APICS Confidential and Proprietary Source: APICS Supply Chain Council 2002 to 2014
Motivations for SCOR
SCOR Users Have a Common Set of Motivations
to Launch Improvement Efforts
Top 6 Other Notables
1. Achieving operational excellence  Developing supply chain organization
talent, support and competence
2. Implementing supply chain
performance improvements  Searching for ROI on capacity
3. Defining and building an effective and  Integrating Lean, Six Sigma and SCOR to
efficient supply chain organization build a better project portfolio
4. Improving sales and operations planning  Building a technology investment
5. Creating a supply chain strategy
 Optimizing existing
6. Globalizing and managing technology investments
business processes
 Due diligence as part of a merger
or acquisition
 Integrating with the greater value chain

8 © APICS Confidential and Proprietary Source: APICS SCC 2015 Survey of over 250 SCOR users.
Best Practice Approach
The SCOR Process Model and Scope
SCOR flexibly captures end-to-end supply chain configurations.

Plan Plan
Deliver Source Make Deliver Source Make Deliver Source Make Deliver Source

Return Return Return Return Return Return

Return Return
Enable Enable
Suppliers’ Customers’
Supplier Supplier Your Organization Customer Customer

Internal or External Internal or External


10 © APICS Confidential and Proprietary

Performance Driven Learning



People Aptitude


11 Confidential © 2013 APICS

SCOR Methodology: The Assessment Roadmap
The Assessment Roadmap provides a consistent fact-based approach that
leverages SCOR to build organizational buy-in throughout the Assessment cycle

12 © APICS Confidential and Proprietary

Claim your competitive advantage
SCOR metric analysis identifies improvement opportunities aligned to
customer satisfaction and business value.

Target Level Your Gap to

Attributes Metrics Parity Advantage Superior
Performance Organization Target

Perfect Order
Reliability 77.5% 85.6% 93.7% Advantage 69.2% 16.4%
Fulfillment (%)
Customer Facing Metrics

Responsivene Order Fulfillment

9.1 6.5 3.9 Parity 7.1 –
ss Cycle Time (days)

Supply Chain
45.0 33.0 21.0 15.0 –
Flexibility (days)
Agility Advantage
Supply Chain
35.5% 51.3% 72.0% 10.0% 41.3%
Adaptability (%)

Total Supply Chain

Cost Management Cost 8.7% 5.6% 2.4% Superior 8.1% -5.7%
Internal Facing

% Revenue

Cash to Cash Cycle
Management 55.4 30.5 5.5 Parity 160.5 -105.1
Time (days)

13 © APICS Confidential and Proprietary

Case Studies

 GE
 McCormick
APICS Case Study: GE

GE Oil & Gas improves customer service and enhances operational efficiency

With materials management a strategic

lever, GE aligns with APICS partner JPS
to develop a team that improves on-time
deliver by 30 points-the highest
performance in business unit history.

15 © APICS Confidential and Proprietary

APICS Case Study - BASF

BASF supply chain management employees create a sustainable

competitive advantage worldwide by working from best practices
shared and implemented throughout the organization.

“APICS is the foundation

of the overall supply chain
learning solutions program.”

Alan Milliken, CFPIM, CSCP

Global APICS Coordinator for the BASF Group

16 © APICS Confidential and Proprietary

APICS Case Study: McCormick
Spice maker transforms supply chain into a global function and strategic asset.

Thirty-three separate supply chain projects

apply the SCOR model and APICS education,
dramatically improving processes, operating
margin and shareholder value.

 Created a collaborative, seamless, end-to-end

supply chain organization
 Conducted APICS education and applied SCOR
model to align people, process, organization and
 Established global standards that empowered
 Achieved business goals and realized significant
and positive results in process and continuous
cost improvements
 Supply chain transformation contributed to
increased shareholder value

17 © APICS Confidential and Proprietary


Thank You!