SCOR model
Definice procesů pro SC design
Procesní rámce pro SCM
̶ SCOR model (Supply chain operation reference model vytvořený
Supply chain council)
̶ GSCF model (Flobal supply chain forum model vytvořený Supply
chain management institute)
̶ Jejich smyslem je snaha o uspokojení potřeb zákazníka
̶ Indetifikují procesy v rámci SCM, které mohou být
implementovány a hodnocení organizací
̶ Rozdíl mezi nimi – GSCF zachycuje všechny podnikové funkce,
SCOR
̶ Jedná se o procesní referenční model,
̶ Reference models are generic conceptual models that formalise recommended practices for a certain
domain
̶ Process reference model - represents dynamic aspects of an enter-prise, e.g. activity sequences,
organizational activities required to satisfy customer needs, control-flows between activities,
particular dependency constraints. To use a par-ticular reference model, it must be adapted to the
requirements of a particular enter-prise.
(14) (PDF) Business Process Reference Models: Survey and Classification. Available from:
https://www.researchgate.net/publication/221585953_Business_Process_Reference_Models
_Survey_and_Classification [accessed Mar 24 2021].
SCOR model
̶ product of Supply Chain Council,Inc, nezisková organizace,
vytvořený v roce 1996
̶ evaluating and comparing supply chain activities and performance.
̶ It provides a unique framework that links business process, metrics,
best practices and technology into a unified structure to support
communication among supply chain partners and to improve the
effectiveness of supply chain management and related supply chain
improvement activities.
5
Combines Best Techniques (hlavní pilíře
modelu)
̶ 3 techniques become 1 integrated approach
Copyright © Supply Chain Council, 2008. All rights reserved
Capture the ‘As-is’
business activity
structure and derive
the future ‘To-be’ state
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 superior
performance
Capture the ‘As-is’
business activity
structure and derive
the future ‘To-be’ state
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 superior
performance
Business Process
Re-Engineering
Benchmarking Best Practices
Analysis
Process Reference
Framework
5
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SCOR
Copyright © Supply Chain Council, 2008. All rights reserved 6
Customerprocesses
Supplierprocesses
Supply Chain
Customerprocesses
Supplierprocesses
Supply Chain
Process, arrow indicates material flow direction
Process, no material flow Information flow
DeliverMakeSource
ReturnReturn
Plan
8
SCOR Hierarchy
Level 1 Level 2 Level 3 Level 4 Level 5
Scope Configuration Activity Workflow Transactions
Differentiates
Business
Differentiates
Complexity
Names Tasks Sequences Steps Links Transactions
Defines Scope Differentiates
Capabilities
Links, Metrics,
Tasks and
Practices
Job Details Details of
Automation
Framework
Language
Framework
Language
Framework
Language
Industry or
Company
Language
Technology
Specific Language
Copyright © Supply Chain Council, 2008. All rights reserved
EDI
XML
8
S1 Source
Stocked
Product
S
Source
S1.2
Receive
Product
Standard SCOR practices Company/Industry definitions
9
Execution Processes
• Processes: Source, Make and Deliver
• Objective: value-add, revenue generating
Copyright © Supply Chain Council, 2008. All rights reserved 9
Customerprocesses
Supplierprocesses
Supply Chain
Customerprocesses
Supplierprocesses
Supply Chain
DeliverMakeSource
ReturnReturn
Plan
10
Planning Processes
• Processes: Plan
• Objective: Drive/coordinate execution processes
Copyright © Supply Chain Council, 2008. All rights reserved 10
Customerprocesses
Supplierprocesses
Supply Chain
Customerprocesses
Supplierprocesses
Supply Chain
DeliverMakeSource
ReturnReturn
Plan
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Enable Processes
̶ Processes:Enable Plan, Enable Source, Enable Make,
Enable Deliver and Enable Return
Copyright © Supply Chain Council, 2008. All rights reserved 11
Customerprocesses
Supplierprocesses
Supply Chain
Customerprocesses
Supplierprocesses
Supply Chain
DeliverMakeSource
ReturnReturn
Plan
12
Reverse Processes
• Processes: Return (Source Return, Deliver Return)
• Objective: reverse material flows
Copyright © Supply Chain Council, 2008. All rights reserved 12
Customerprocesses
Supplierprocesses
Supply Chain
Customerprocesses
Supplierprocesses
Supply Chain
DeliverMakeSource
ReturnReturn
Plan
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Příklad: Source (Process ID: S)
• Objectives of this process:
• The ordering, delivery, receipt and transfer of raw material
items, subassemblies, product and/or services.
• Key processes comprehended:
• Schedule product deliveries
• Receive, inspect, and hold materials
• Issue material to Make or Deliver processes
• Supplier/Vendor Agreements
• Vendor certification and feedback, sourcing quality
• Manage Raw Materials inventories
• Freight, import/export documentation
̶ Hint: Receiving processes? Probably
Source in SCOR
Copyright © Supply Chain Council, 2008. All rights reserved 13
14
Source Process Elements
Copyright © Supply Chain Council, 2008. All rights reserved
Stocked Product (S1) Make-to-Order (S2) Engineer-to-Order (S3)
S2.1 Schedule Product
Deliveries
S3.1 Identify Sources of
Supply
S3.2 Select Final Supplier(s)
and Negotiate
S1.1 Schedule Product
Deliveries
S3.3 Schedule Product
Deliveries
S1.2 Receive Product S2.2 Receive Product S3.4 Receive Product
S1.3 Verify Product S2.3 Verify Product S3.5 Verify Product
S1.4 Transfer Product S2.4 Transfer Product S3.6 Transfer Product
S1.5 Authorize Supplier
Payment
S2.5 Authorize Supplier
Payment
S3.7 Authorize Supplier
Payment
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Make (Process ID: M)
̶ Objectives of this process:
̶ The process of adding value to products through mixing, separating, forming, machining, and
chemical processes.
̶ Key Processes Comprehended:
̶ Schedule production, request and receive material from
Source and/or Make processes
̶ Manufacture, assemble/disassemble and test product,
package, hold/release product
̶ Managing product quality and engineering changes
̶ Managing facilities and equipment, production status
workflow and capacity management
̶ Manage Work-In-Process (WIP) inventories
̶ Hint: Itemnumber change? Probably Make in SCOR
Copyright © Supply Chain Council, 2008. All rights reserved 15
16
Make Process Elements
Copyright © Supply Chain Council, 2008. All rights reserved
Make-to-Stock (M1) Make-to-Order (M2) Engineer-to-Order (M3)
M1.1 Schedule Production
Activities
M2.1 Schedule Production
Activities
M3.1 Finalize Production
Engineering
M3.2 Schedule Production
Activities
M1.2 Issue Material M2.2 Issue Sourced/InProcess
Product
M3.3 Issue Sourced/In-Process
Product
M1.3 Produce and Test M2.3 Produce and Test M3.4 Produce and Test
M1.4 Package M2.4 Package M3.5 Package
M1.5 Stage Product M2.5 Stage Finished Product M3.6 Stage Finished Product
M1.6 Release Product to
Deliver
M2.6 Release Finished
Product to Deliver
M3.7 Release Product to
Deliver
M1.7 Waste Disposal M2.7 Waste Disposal M3.8 Waste Disposal
16
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Deliver (Process ID: D)
̶ Objectives of this process:
̶ Perform customer-facing order management and order fulfillment activities including outbound
logistics.
̶ Key processes comprehended:
̶ Product, service and price quotations
̶ Order entry and maintenance
̶ Order consolidation, picking, packing, labeling and shipping
̶ Import/export documentation
̶ Customer delivery and installation
̶ Logistics and Freight Management
̶ Manage Finished Goods inventories
̶ Hint: Order taking or Shipping? Probably Deliver in SCOR
17Copyright © Supply Chain Council, 2008. All rights reserved
18
Control processes: Plan, Enable
̶ Plan and Enable processes prepare the supply-chain to ensure
smooth execution
̶ Planning processes balance the need for resources, materials,
capacity, etc. with the availability of these resources. This
includes prioritization if needed.
̶ Enable processes address 8 control aspects for the supply
chain. They monitor compliance, deliver information from other
process areas and highlight dependencies
on these other process areas. They also
support maintenance of relationships
with suppliers.
Copyright © Supply Chain Council, 2008. All rights reserved 18
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Plan (Process ID: P)
̶ Objectives of this process:
̶ The process of determining requirements and corrective actions to achieve supply chain objectives
̶ Key Processes Comprehended:
̶ Supply chain revenue planning/forecasting
̶ Materials requirement planning
̶ Factory, repair, maintenance facilities capacity planning
̶ Distribution requirements planning
̶ Manage planning parameters
̶ Hint: Forecasting, S&OP, MRP?
Probably Plan in SCOR
Copyright © Supply Chain Council, 2008. All rights reserved 19
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Plan Processes
̶ Planning is an iterative process:
1. The output of Plan Supply Chain is the input for Plan Source, Plan
Make, Plan Deliver and Plan Return
2. The output of Plan Source, Plan Make, Plan Deliver and Plan
Return are inputs for Plan Supply Chain; The output of one cycle is
the input for the next cycle
Plan Make
Plan Source
Plan Supply ChainPlan Supply Chain
P1.1
P1.2
P1.3 P1.4
P1.1
P1.2
P1.3 P1.4
P2.1
P2.2
P2.3 P2.4
P3.1
P3.2
P3.3 P3.4 2
1
to P3.2
end full cycle begin next cycle
Copyright © Supply Chain Council, 2008. All rights reserved 20
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Enable Processes
̶ Objective:
The Enable processes are five groups of processes under Plan, Source, Make , Deliver and Return with
3 distinct types of objectives:
1.Manage process performance
2.Manage process control data
3.Manage process relationships
̶ Key processes comprehended:
̶ Managing business rules and monitoring adherence
̶ Measuring supply chain performance and determine corrective action
̶ Managing risk and environmental impact
̶ Managing the supply chain network and facilities
̶ Hint: Equipment or plant maintenance? Probably Enable
Copyright © Supply Chain Council, 2008. All rights reserved 21
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Return (Process ID: R)
̶ Objective of this process:
̶ Moving material from customer back through supply chain to address defects in product, ordering, or
manufacturing, or to perform upkeep activities.
̶ Key Processes Comprehended
̶ Identification of the need to return a product or asset
̶ Requesting and issuing return authorization
̶ Inspection and disposition decision-making
̶ Transfer/Disposition of product or asset
̶ Managing return transportation capacity
̶ Managing returned material inventories
̶ Hint: Reverse material flow? Probably Return in SCOR
Copyright © Supply Chain Council, 2008. All rights reserved 22
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Return Configurations
̶ Return Defective Products (Process IDs: SR1 and DR1)
̶ The return of products because the product is defective, the wrong product was ordered or shipped.
̶ Return Maintenance, Repair & Overhaul (IDs: SR2 and DR2)
̶ The return of products or assets to perform preventative maintenance, (end-of-life) overhaul or
repairs due to breakage/aging with use
̶ Return Excess Products (Process IDs SR3 and DR3)
̶ The return of excess inventories and inventories of product which will be retired (end-of-life excess).
The product is new and in original packaging.
̶ SR = Source Return, DR = Deliver Return
Copyright © Supply Chain Council, 2008. All rights reserved 23
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Performance Attributes
Attribute Strategy
Reliability (RL) Consistently getting the orders right, product
meets quality requirements
Responsiveness (RS) The consistent speed of providing
products/services to customers
Agility (AG) The ability to respond to changes in the
market (external influences)
Cost (CO) The cost associated with managing and
operating the supply chain
Assets (AM) The effectiveness in managing the supply
chain’s assets in support of fulfillment
Copyright © Supply Chain Council, 2008. All rights reserved
CustomerInternal
24
Question: What is/are the most important attributes to achieve your
supply chain strategy?
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KPIs; Strategic Metrics
̶ Measuring strategy: KPIs
are strategic (level 1)
̶ Diagnostic SCOR metrics
̶ Level 2- Linked to business
objectives
̶ Highlight the gap in
performance
̶ Change over time is
more valuable than a
single sample
Attribute Strategic metric
Reliability RL.1.1 Perfect Order Fulfillment
Responsiveness RS.1.1 Order Fulfillment Cycle Time
Agility AG.1.1 Upside Supply Chain Flexibility
AG.1.2 Supply Chain Upside Adaptability
AG.1.3 Supply Chain Downside Adaptability
Cost CO.1.1 Supply Chain Management Cost
CO.1.2 Cost of Goods Sold
Assets AM.1.1 Cash-to-Cash Cycle Time
AM.1.2 Return on Supply Chain Fixed Assets
AM.1.3 Return on Working Capital
Copyright © Supply Chain Council, 2008. All rights reserved
CustomerInternal
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Strategic Reliability Metric
Metric: RL.1.1 Perfect Order Fulfillment
Definition: The percentage of orders delivered on-time, in full.
Components of perfect include all items and quantities ontime,
using the customer’s definition of on-time, complete
documentation and in the right condition
Calculation: [Total Perfect Orders] / [Total Number of Orders]
Diagnostic
Metrics:
(examples)
• RL.2.1 % Orders Delivered in Full
• RL.2.4 Perfect Condition
• RL.3.19 % Orders Received Defect Free
• RL.3.24 % Orders Received Damage Free
Notes: An order is perfect only if all L2/L3 metrics are perfect; An
order must be: on-time AND in-full AND right condition AND
right documentation
Copyright © Supply Chain Council, 2008. All rights reserved 26
SCOR-Plan
Plan
Return
DeliverMakeSource
SCOR-Source
Plan
Return
DeliverMakeSource
SCOR-Make
Plan
Return
DeliverMakeSource
SCOR-Deliver
Plan
Return
DeliverMakeSource
SCOR-Return
Plan
Return
DeliverMakeSource
GSCF model