Académique Documents
Professionnel Documents
Culture Documents
Business Process Reengineering Capture the as-is state of a process and derive the desired to-be future state
Benchmarking
Process Reference Model Capture the as-is state of a process and derive the desired to-be future state
Quantify the operational performance of similar companies and establish internal targets based on best-inclass results
Characterize the management practices and software solutions that result in bestin-class performance
Quantify the operational performance of similar companies and establish internal targets based on best-in-class results Characterize the management practices and software solutions that result in best-inclass performance
SCOR Boundaries
SCOR spans: All customer interactions, from order entry through paid invoice. All product (physical material and service) transactions, from suppliers supplier to customers 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, including: Sales and marketing (demand generation) Research and technology development Product development Some elements of post-delivery customer support
Deliver Return
Source Return
Make
Deliver Return
Source Return
Make
Deliver Return
Source Return
Make
Deliver Return
Source Return
Suppliers Supplier
Supplier
Internal or External
Your Company
Customer
Internal or External
Customers Customer
SCOR Model SCOR links business metrics, processes, industry best practices, technology solutions, and skill development into a unified structure. It contains more than 200 process elements, 500 skill elements, 550 metrics, and 500 best practices, including supply chain risk management and environmental supply chain management
Suppliers
Source
S1 Source Stocked Products
Make
M1 Make-to-Stock
Deliver
D1 Deliver Stocked Products
M2 Make-to-Order
M3 Engineer-to-Order
Return Source
Return Deliver
Enable
Customers
Plan
Plan (Processes that balance aggregate demand and supply to develop a course of action which best meets sourcing, production and delivery requirements) Balance resources with requirements Establish/communicate plans for the whole supply chain
Source
Production execution
Request and receive material, manufacture and test product, package, hold and/or release product Engineering changes, facilities and equipment, production status, production quality, shop scheduling/sequencing, short-term capacity WIP Transportation
Make
Deliver
Return
Return Deliver Activities associated with receiving and disposing of returned material from a customer including the communication with the trading partner, the generation of documentation, and the physical return / receipt and dispositioning of product.
Comments
Level 1 defines the scope and content for the Supply Chain Operations Reference model Here basis of competition performance targets are set A companys supply chain can be configured-toorder at Level 2 from approximately 24 core process categories. Companies implement their operations strategy through their unique supply chain configuration. Level 3 defines a companys ability to compete successfully in its chosen markets and consists of: Process element definitions Process element information inputs and outputs Process performance metrics Best practices, where applicable System capabilities required to support best practices Companies fine tune their Operations Strategy at Level 3
1 Top Level (Process Types) 2 Configuration Level (Process Categories) 3 Process Element Level
(Decompose Processes)
P3.1 Identify, Prioritize, and Aggregate Production Requirements
Source
Make
Deliver
Return
Return
Not in Scope
Implementation Level
(Decompose Process Elements)
Companies implement specific supply chain management practices at this level Level 4 defines practices to achieve competitive advantage and to adapt to changing business conditions
Enable
Enable Element Plan Source Make Deliver Return
1} Establish and Manage Rules 2) Assess Performance 3) Manage Data 4) Manage Inventory 5) Manage Capital Assets 6) Manage Transportation 7) Manage Supply Chain Configuration 8) Manage Regulatory Compliance 9) Process Specific Elements Align SC / Financials
Supplier Agreements
Process Elements
Planning element Processes that align expected resources to meet expected demand requirements. Planning processes balance aggregated demand and resources across a consistent planning horizon. Planning processes generally occur at regular intervals and can contribute to supply chain response time. Planning processes also integrate components of the model (S,M,D,R) and organizations (suppliers/customers). Execution elements Processes are triggered by planned or actual demand that changes the state of products. They include scheduling and sequencing, transforming materials and services, and moving product. Enable elements (formerly infrastructure) Processes that prepare, maintain, and manage information or relationships upon which planning and execution processes rely.