Planning processes, SCOR model

The Supply Chain Operations Reference (SCOR ) model is a reference model for supply chain planning and operations processes as well as performance management developed by the cross-industry organization Supply Chain Council (SCC) started in 1996 (Supply Chain Council 2006 reviewed by Siirie/Wagner 2004, pp. 41-49). The SCOR model structures... 

The Supply Chain Operations Reference (SCOR) model was introduced in 1996 as a tool to facilitate and standardize the planning and management of supply chain operations (Lambert et al. 2005). The model divides supply chain processes into five discrete subprocesses, each of which is treated with regard to four different levels of detail. However, owing to the character of the argument made here, we restrict ourselves to presenting only the five conceptual subprocesses. 

Mgmt. process according to SCOR model Corrective action Description / result Reference to CMs Affected processes (SCOR methodology) Plan Source Make Deliver Return... 

The organization has latitude when it comes to defining initiatives. For example, there might be one for each major supply chain process. In the case of the SCOR model from the Supply-Chain Council (refer to Chapter 23), this would be plan, source, make, and deliver. 

Such modeling is a proven tool for defining processes and understanding the information needs to make those processes work effectively. The SCOR model is structured in a "top-down" fashion. This structure has increasing levels of detail as one proceeds deeper into the operation. SCOR includes four top-level management processes — Plan, Source, Make, and Deliver. Figure 23.1 shows the relationship between these processes and partners in the supply chain. 

The four first-level processes contain a diverse number of activities. Table 23.1provides a flavor of their scope. Level 1 SCOR planning defines the model s scope and content. It also sets "basis of competition" targets for improving supply chain performance. These are translated into improvement goals. 

Using the SCOR model to identify and analyse a SC process that comprises lots of links (plan-source-make-deliver and return process) could lead to a better understanding of and improvement to the SCP (Fawcett et al, 2007, 225). 

Enable spheres contain the organization and processes that provide needed infrastructure for product-producing spheres. Their customers are internal, not the buyers and users of company products and services. The Supply-Chain Council s Supply Chain Operations Reference Model (SCOR) lists enable processes that support its five top level processes PLAN, SOURCE, MAKE, DELIVER, and RETURN. For each SCOR process, there is a set of enable processes. 

In order to reach a standard description of the process elements making up the internal supply chain, the processes plan, source, make, deliver, and return are considered as depicted in Fig. 9.10. These five categories are based on the supply chain operations reference model (SCOR). They identify the processes a supply chain requires to support the target of the customer orders (SCOR 10.0) (Stewart 1997). 

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