The SCOR Framework

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. 

The five subprocesses of supply chain processes are (Supply Chain Council 2008)  

Manufacturing strategy Core SCOR processes Supply chain strategy 

Make-to stock (BTS) High volumes Costs and reliability as key factors Highest volume Continuous production Large volume shipments Costs and Lean 

Assemble-to-order (ATO) High volume Batch production reliability as key factors League 

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In the second part of this chapter the implications that manufacturing strategies have on supply chain processes are discussed. Here the SCOR model is introduced, which aims to standardize supply chain operations. The SCOR framework is then put into context in terms of both different manufacturing strategies and supply chain strategies. Furthermore, the different manufacturing strategies and the implications that these have on the production of products, the product itself and its procurement are discussed. 

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