Supply chain process reference model

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. 

The SCOR model from the Supply-Chain Council is an industry-developed reference model that covers a broad spectrum of generic supply chain processes. SCOR is an acronym for the Supply Chain Operations Reference Model. Its application requires considerable effort in understanding the model structure and digging out the details that apply to an individual company s situation. 

SCOR Supply Chain Operations Reference model. An activity model developed by the Supply-Chain Council to standardize descriptions of supply chain processes. 

Supply Chain Council (2012) SCOR supply chain operations reference model. Revision 11.0 Taylor GD (2007) Logistics engineering handbook. CRC Press, New York Truman T (2011) Health procurement leader turns to Australia s National Product Catalogue to improve tendering. 2010/2011 GSl Healthcare Reference Book Van Horenbeek A, Pintelon L (2014) Development of a maintenance performance measurement framework— using the analytic network process (ANP) for maintenance performance indicator selection. Omega 42(l) 33-46... 

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). 

Supply chain operations reference model (SCOR) a further process-based approach to measuring supply chain costs and performance. 

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... 

Curran T, Keller G (1998) SAP R/3 Business Blueprint understanding the business process reference model, Prentice Hall, Upper Saddle River Datta S, Betts B, Dinning M, Erhun F, Gibbs T, Keskinocak P, Li H, Li M, Samuels M (2004) Adaptive Value Networks, In Chang YS, Makatsoris H, Richards H (eds) Evolution of Supply Chain Management. Kluwer Academic Publishers, Norwell, MA, pp 3-68... 

Still based on (Stewart 1997), to assist companies in increasing the effectiveness of their supply chain, and to support the move to process-based management, two consulting firms - PRTM and Advanced Manufacturing Research (AMR) - set out to consolidate within a process reference model their experience along with a group... 

The SCOR process reference model was established by the Supply Chain Council (SCC) in 1996 for standardization purposes. The model describes, characterizes, and evaluates acomplex management process. Such a model builds on the concepts of business process reengineering (BPR), benchmarking, and process measurement by integrating these techniques into a cross-functional framework. 

Figure 2. Integrated concepts for process reference model (Source Supply Chain Council, 2003)...

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. 

Identify the ways a reconstituted supply chain should support the strategy. Set a high level specification, or vision, for the new supply chain. Divide the supply chain into processes. The Supply-Chain Council offers a standard process reference model, described in further detail in Chapter 23. Examples... 

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. 

A technique called a "node tree" borrowed from a systems analysis tool called IDEFq is useful. IDEFq is widely used in analyzing activities in processes. An alternative, or even supplemental approach, is to use the SCOR model developed by the Supply-Chain Cmmcil (refer to Chapter 23). 

In order to understand the specific risk situation within the four focused supply chains, between 8 and 16 interviews have been conducted in each partnering company. We have applied a process-orientated approach based on the original SCOR model (Supply Chain Operations Reference) (Supply Chain Council 2006) but extended the perspective to include suppher and customer-driven risks (see Fig. 13.2). The interview partners have either been responsible for the entire supply chain or for selected processes. Supplier or customer representatives have not been involved. While this might appear as a weakness, it accurately reflects the situation in many SMEs which have little or no influence over their external supply chain partners and will find it difficult to involve them in a joint SCRM approach. 

---