Supply chain organizations reference

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... 

Joseph L. Cavinato represents the Center for Strategic Supply Leadership at the Institute for Supply Management (formally the National Association of Purchasing Management) and teaches SCM (supply chain management) courses at Arizona State University. Based on two years of research by his organization completed in late 2001, Cavinato identihed no fewer than 16 variations of supply chain. He refers to the 16 as a spectrum of supply chain types. His work illustrates that different industry environments create their own supply chain types. 

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. 

Better management can sustain a product s profitability and shorten reaction time to competitive moves along the product s life cycle. Table 16.1 illustrates alternatives to a functional supply chain organization, in what we refer to as Baker Corporation. 

This section refers to the type of collaboration needed within the organization. The task "forging supply chain relationships" refers to collaboration... 

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. 

The market analysis is focused on the relationship between the organic producers and supply-chain steps. In particular, outlet markets—direct selling, wholesale, retail— have been analyzed with reference to wine categories (red, white, novello, barrique, aged, etc.) showing volumes and prices. 

According to Santoso et al. (2005), a supply chain is a network of suppliers, manufacturing plants, warehouses, and distribution channels organized to acquire raw materials, convert these raw materials to finished products, and distribute these products to customers. Van der Vorst et al. (2005) extends this to a food supply network, referring to an interconnected system with a large variety of complex relationships such as alliances, horizontal and vertical cooperation, forward and backward integration in supply chains. 

Additional theories can also be appHed in these analyses (Omta et al, 2001). The supply chain is viewed as a system that integrates raw material supphers, factories, distribution services and consumers. Furthermore, the network concept refers to when organizations are directly involved in different processes that add value in the elaboration of goods and services up to the final consumer. 

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