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16706

SCOR Version 7.0Overview

S u p p l y - C h a i l l O p e r a t i o l ll l e f e r e n c e - m o d e lSupply-Chain Council (2005). Supply-chain operations

reference-model. Recuperado de la base de datos de

UESAN (021387)

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O v erv iew V ers ion 7 .01 1 1 S u p p l y - C hO p e r a t i o n s R e f e r e n c e - m o d e l

C O N T E N T SW h a t is a P ro c e s s Re fe re n c e Mo d e l?M o d e l Sc o pe a n d S truc tu reA p p l yin g t h e M o d e l

The Co nce p t o f Con f igurab i li tyConf igur ing Supply-Cha in ThreadsDe ve lop ing Process Maps

S u m m a r yThe Supply Chain Operations Reference-model (SCO R) has been developed and endorsed by theSupply-Chain Council (SCC), an independent not-for-profit corporation, as the cross-inclustry stan-dard for supply-chain management. The SC C w as organized in 1996 by Pittiglio Rabin Todd &McGrath (PRTM) and A1MR Research, and initially included 69 voluntary member companies. Councilmem bership is now open to all companies and organizations interested in applying and advancingstate-of-the-art supply-chain management systems and practices.Mem ber companies pay a modest annual fee to support Council activities.All who ase the SCO R-model are asked to acknowledge the SC C in all documents descrihing ordepicting the SCO R-model and its use.An who use SC OR are enc ouraged to join the SCC, both to further model development and to obtainthe full benefits of mem bership. Funher infOrrnation regarding the Council and SCO R can be foundat the Council's web cite, wwwsupply-chain.org .

Stpply-dAN CidSCOR is a registered trademark in the United States and EuropeCopyright 2005 Supply-Chain Council

,1N c i l

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:apture the "as-is"late o a processand derive thedesi red "to-be'future state

t)trantify thenperationalperformance 01

nular companiesand establishinternal targetsbased on-best-in-class"results

W h a t I s a P r o c e s sR e f e r e n c e l i o d e l ?Process reference m odels integrare the we ll-known conc epts of business processreengineering, benchmarking, and process measurement finto a cross-functionalframework.

BusinessProcessest PracticesrocessReengineeringenchmarkingnalysiseference M odelCharacterize themanagementpractices andsoftware solutionsthat resuIt in"best-in-class"performarKe

Capture the 'as-is" state o aprocess and derive the desiredlo-be" iuture state

t . ttantify Lht operatiorialp(:ri()rmance ot siinilar companiesand establish internal targetsbasect on 'bes:1-in-dass" resulta

laracterize themanagement practicesand software solutionsthat result in "best-in-class'performance

//) /Q9S tIpp(V-Chll / UNCi t

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A P r o c e s s R e fe re n c e M o d e l C o n ta in s :Standard desc r ip t ions o f m anagem ent p rocessesA f ramew ork o f re la t ionsh ips am ong the s tandard p rocessesStandard met r i cs t o m easure p rocess per fo rm anceManagement prac t ices that . produce best - in-c lass per formanceStandard a l ignme n t to features and func t iona l i t y

O n c e a C o m p le x M a n a g e m e n tP rocess is C ap tu red i n S tanda rd P rocessR e fe r e n c e M o d e l F o rm , It c a n B e :Imp lem en ted pu rpose fu l ly to ach ieve co m pe t it ive adva n tageD e s c r i b e d u n a m b igu o u s ly a n d c o m m u n i c a te dM e a s u r e d , nianaged, and cont ro l lec lTuned and re-tuned to a spec i f ic purpose

P r o c e s s R e f e r e n c e % d e lR e c u l e s a P o e r f u l T o o l in t h e I l a n d so f M a n a g e m e n t

2 Co u Nc i l

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Plan Plan

C u s t o m e r C u s t o m e r 'sC u s t o m e rS u p p l i e ru p p l i e r s ' Interna! or External

Deliver t Source Source

3

Y o u r C om p a n y Internal or External

T h e B o u n d a r i e s o f A n yI l l u s t B e C a r e f u l l y D e f i n e d"From your supplier 's suppl ier Lo yo ur cus tome r 's cus tom er 'SCOR spans:

All custom er interactions, from order entry throug h paid invoiceAll product (phy sical material and service) transactions, from you r supplier 's supplier to yourcustomers cu stomer, including equipment, supplies, spare parta, hulk product, software, etc.All market interactions, from the understanding of aggregate d emand to the fui fillment ofeach order

SCOR does not attempt to describe evely business process or activity, including:Sales and m arketing (demand generation)Research and technology developmentProduct developmentSome elements of post-delivery customer support

I.inks can he m ade to processes not included within the m oders scope, such as product developm ent,and some are noted in SCOR.SCOR assumes but does not explicitly address:

-FrainingQuali tyInformation Technology (IDAdministration (non SCSI)

SCOR is Based on Five Distinct Management ProcessesPlan

Slippty,qh3IN COUNCii

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S o p e o f S T O P P r o c e s s e sDemand/Supply Planning and Management

balance resources with uequircinents and establishiwnlniuni,:ate plans for the whole supply chain,including Return, and the execution processes of source. Make, and Deliver.Management of business rules. supply chain performance. data collection, inventor); capital assets,transportation, planning configuration, and regulatory requirements and compliance.Align the supply chain unit plan with the financial plan.

Sourcing Stocked, Make-to-Order, andEngineer-to-Order ProductSchedule cieliveries, teacrily and transfer product. and authorize supplier payments.ldentify and select supply sources when not predetermined. as for engineer-to-order product.Manage business tules, assess supplier performance, and maintain data.Manage inventor); capital assets, incoming produce, supplier network, import/exportrequirements, and supplier agreemcnts.

Make-to-Stock, Make-to-Order, andE n o ineer-to-Order Production ExecutionIN Schedule production activities, issue product. produce and test. package, stage product. and release

product to deliver.Finalize engineering for engineer-to-order product.Manage rules, performance. data. in-process products (W1P), equipment and facilities.transportation, production network. and regulatory complian ce for production.

Order, Warehouse, Transportation, and InstallationManagement for Stocked, Make-to-Order, andEngineer-to-Order Product

All order management steps how' processing customer inquines and quotes to routingshipments and selecting carriers.Warehouse management from receiving and picking product to load and ship product.Receive and verify product at customer site and instan, ir necessarylnvoicingcustomer.

11> \ianage Deliver business tules, performance, information. linished product inventories.capital assets. transportation. produce lile cycle, and impon/expon requirements.

Return of Raw Materials and Receipt of Returns ofFinished GoodsAll Return De tective Produce steps from source identify product condit ion, disposit ion prociuct , requestproduct return authorization. schedule product shipment, and return defective product and deliver authorized product return, schedule return receipt, receive paxtuct, and transfer detective product.All Return Maintenance, Rep air , and Ov erhaul produce steps from source identify product condit ion,disposition produce, request product return authorization. schedule product shipment, anci return MROproduct and deliver authorize produc e return, schedule return receipt , receive produce, and t r a n s f e rM I Z O product.All Return Fxcess Produ ce steps from source identify produce condit ion, disposit ion pnxtuct , requestproduct return authorization, schedule product shipment, and return excess product and deliver authorize product return. schedule return receipt, receive product. and transfer excess product.Ma nage R eturn business rules. performance. data c.ollection, return inventor); capital assets.transportation. network configuration. and regulatory requirements and compliance.

4 Supply-01401/ 0Nd l

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Process ElementTask

TaskActivities

Activities

Level1

P r o c e s s R e f e r e n c eM o d e ' D i f f e r s f r o m C l a s s i cP r o c e s s D e c o m p o s i t i o n i l l o d e l sSCO R is a process reference model that provides a language forcommunicating among supply-chain panners

Process decomposition models are developed to addressone specific configuration o process elements

Contains:ProcessProcess E lement

Provide a balancedhorizontal (cross-process)and vertical (hierarchical)view

Designed to be(re)configurable

3

4

Used to represent manydifferent configurationsof a similar process

1 1ggregate a series ofhierarchical processmodels

5S u p p l y -C I A N C o u N d l

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S O R C o n t a i n sT h r e e L e v e l s o f P r o c e s s D e t a l l

Level# Descriptionchematic Comments

" C : 3C.)OEcsc - )-a .)1.-

. . a.)CCcn-Oi"O-talr-

L)>--=..=..=(./)

No1in4 : -Scope

Level 1 defines the scope and contentfor the Supply Chain OperationsReference-model. Here hasis ofcompetition performance targets are set.

PlanT o p Level( P r o c e s s T y p e S ) S o u r c eeliveR e t u r neturn 1

A company's supply chain can be"configured-to-order" at Level 2 fronicore "process categories." Companiesimplement their operations strategythrough the configuration they choosefor their supply chain.

ConfigurationLevel ( P r o c e s s

Categories)

a .) 3 Process ElementLevel( D e c o m p o s e

P1.1Arverxr 5,44Ay.0,.%%a.m.>

Rrtsr,crtsP1.2" ain'dr/ ily. Aort, m'uAeznaw S444y.Cha,krts.a.rt,rts

Processes)

P..:4,Suriy.CrarP1.3I.4

EstatInh *0wrth 5,4 Y .ohnunrtateRecarterhrt-lswpiyChan fans, . . .

Level 3 defines a company's ability tocompete successfully in its chosen mar-kets, and con sists o: Process element definitions

Process element informationinputs, and outputsProcess performance rnetricsB est practices, vvhere applicableSystem capabilities required tosupport hest practicesSystems/tools

Companies "fine tune" their OperationsStrategy at Level 3.

4 ImplementationLevel( D e c o m p o s eP r o c e s sE l e m e n t s )- - 1_/\___/\

Companies implement specificsupply-chain management practices atthis level. Level 4 defines practices tuachieve competitive advantage and tuadapt to changing business conditions.

6

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"S C O R C o n f ig u r a t io n T o o lk i t"

P1 P2 P3 P4 P5ProcessCategory1 - S3 M1 - M3 D1 - D4 R1 - R3

EP ES EM ED ER

P l a n n i n gProcessType Execut ion

Enab le

S C O R P r o c e ssP lan S o u r c e M a k e D e l i v e r R e t u r n

Process CategoriesD e f in e d b y t h e R e la t io n s h i p B e t w e e n a S C O R P r o c e s s a n d a P r o c e s s T y p e

Pra ctit ione rs select appm priate process categories from the SCOR conf igurat ion toolkit t orepresen( their supply-chain conjiguration(s).

Level 1 Process DefinitionsS C O R Is B a s e d o n F i v e C o r e M a n a g e m e n t P r o c e s se s SCOR Process D e f i n i t i o n s

P l a n Processes that balance aggregate demand and supply to develop a course oaction which best rneets sourcing, production and delivery requirementsS o u r c e Processes that procure goods and services to meet planned oractual demandM a k e Processes that transform product to a finished state to meet planned oractual demand

D el iv er Processes that provide finished goods and services to meet planned or actualdemand, typically including order management, transportation management, anddistrihution managem entReturn Processes associated with returning or receiving returned products for any reason.Diese processes extend into post-delivery customer support

7Supply-ChAiN CouNcil

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P e r f o r m a n c e A t tr ibu t e sC u s t o m e r - F a c i n gn t e r n a l - F a c i n gPerformance A ttributes and Level 1 M etricsLevel 1 Metrics are primaly high level measures that may cross multiple SCOR processes. Level 1 Metrics do notnecessarily relate to a SCOR Level 1 process (PLAN, SOURCE, MAKE, DELIVER, 'RETURN).Leveetrics .Hal . 'R e s ns ivene ss . .. . l ex ib i liPerfect Order FulfillmentOrder Fulfillment Cycle TimeUpside Supply Chain Flexibility 4Upside Supply Chain Adaptabilib 4Downside Supply Chain Adaptability 4

Supply Chain Management CostCost o Goods Sold 4Cash-to-Cash Cycle Time 4Return on Supply Chain Fixed Assets 4

At Level 2, Each SCOR Process Can Be FurterDescribed by Process Type S C O RP r o ce s s T y p e Ch a r a c te r i s t ic s

P l a n n i n g A process that aligns expected resources to meet expected demand requirements.Planning processes:Balance aggregated demand and supplyConsider consistent planning horizon(Generally) occur at regular, periodic intervalsCan contribute to supply-chain response time

Ex ec u t i o n A process triggered by platine(' or actual demand that changes the state o materialgoods.xecution processes:Generally involve -Scheduling/sequencingTransforming product, and/or3 .5 / 1 ( I ing pr(xl II Ci to the next process

Can contribute to the order fulfillment cycle timeE n a b l e A process that prepares, maintains, or manages information orrelationships on which planning and execution processes rely

8 Counicil

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119111f 7- -elivcr

D2 Deliver Made-to-Order ProductM2 Make-to-Order2 Sourcemake to-Order Produ,

Deliver ReturnD R IR e t u rn D e t e c t iv e

P r o d u c tDR2 Return MRO ProductDR3 Return Excs Product

Source ReturnSRI Return DetectiveP r o d u c tSR2 Return MROProductSR3 Return Excess Product

S C O R V e r s i o n 7 . 0 L e v e l 2 T o o l k i t

M1 Make-to-Stock

D4 Deliver RetailProduct

P l a n Sourceakee l i v e re t u r nP1 Plan Supply ChainP2 Plan Source P3 Plan Make P4 Plan Deliver`,r)trir e StockedI'uxluc t DI Deliver StockedProduct EoS3 Source Engincyr-to-Order Product M3 Engineer-to-Order D3 Deliver Engineered-to-Order ProductEnableEstablish a n d M a n a g eAssess PerformanceM a n a g e D a t aManage InventoryM a n a g e Capital A s s e t sM a n a g e T r a b s p o r ta t i o nManage Supply Chain Con(igurationManage Regulatory Compliance9 ) P r o c e s s S p e c i f i c E l e m e n t s Align SC/Financialsupplior Agroements

S u p p l y - C l i a i N C o u N c i l

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Process flowInputs and outputs

II'ource of inputsOutput destination

1B

S1.5AuthonizeSupplierPayment

S1,4TransferProduct

S C O R L e v e l 3P r e s e n t s D e t a ile d P r o c e s s E l e m e n t In t -o r m a t i o n torE ach Level 2 Process Category

S1 Source Stocked Product

Level 3 Exam ple Si Source Stocked Productl n puts( P 2 . 4 ) S o u r c in g P la n s( E S . 2 ) S o u r c e E x e c u t i o n D a t a1 E 5 . 6 / L o g i s t ic s S e l e c t io n[M1.1, M 2.1, M3.2) I ' roduct ion Sched ule(M1.2 , M2.2 , M 3.3 , D1.3) Rep len ishment S ignals( D R 1 . 4 , D R 2 . 4 , D R 3 . 4 ) R e t u r n I n v e n t o r y T r a n s f e r D a t a( D R 1 . 4 ) D e t e c t iv e P r o d u c t s

1 D R 2 . 4 ) M R O P r o d u c ts( D R 3 . 4 ) E x c e s s P r o d u c t s

( S u p p l i e r ) S o u r c e dP r o d u c t s( 1 ) R 2 . 4 ) M R O P r o d u c t s

ProcessElements

S1 .1Schedu leP r od u c tI ) e l v e d e s

4 ,

S1.2ReceiveProduce

R e c e i p t V e r i k a t io n( E S . 1 , E S . 2 , E S . ( , , E S . ) ) )

1 M ) 1 D ) P r o d u c t P u ll S i g n a l s( E S . 4 ) P r o d u c t I n v e n t o ry L o c a t i o n( E M ) W I P In v e n t o r y L o c a t i o n(ED) f in ished G ood Inven to ry Loca t ion

S1.3Veriiy

Produr t

4 ,Receipt Veri f icat ion( E S . 1 , E S . 2 )

I E S . 9 : 1 P a y m e n tT e r m s

4 ,

Outputs P r o c u r e m e n t S i g n a l ( S u p p l i e r )Sourced Produc t on Order( I ' 2 . 2 ) , ( E S . 9 )S c h e d u l e (' R e c e i p t s ( M 1 . 1 ,M 2.1 , M 3 .2 , D 1 .8 , D 4 .2)

4 ,InventoryAvailability ( P 2 . 2 , E S . 4 ,M 1.2 , M 2 .2 , M 3 .3 , D 1 .8 , D 4 .2)Dai ly Rep len ishment R equ i rements( D 4 . 1 )Loaded C a r t ( D 4 . 4 )

Inputs, outputs, and b as i c l og ic1process elements are captured.An E xample of SCO R Level 3 Process E lement Logic Flow1s,SUPPI y'eb3111 C O U N C i l

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Process Elemen: Schedule Product Deliveries Proccss Elemeny Numher: S1.1

ResponsivenessFlexibilty

S c h e d u l e P r o d u c t D e l i v e r i e s C y c l e T im eN o n e I d e n t i fi e d

Utilize EDI transactions to r e d u c eD i i n t e r f a c e for 830, 850, 856, a n d 862 t r a n s a c t i o n sc y c l e time and costsElectronic Kanhan supportechanical (Kanhan) pul signalsare used to notify suppliers of theneed to deliver product

Consignment agreements are u s e dt o re d u c e assets and cycle timewhi le increasing the a vailability ofcritical iteranConsignment inventory managem ent

Advanc ed ship notices allow fortight synchronization betweenSOURCE and MA KE processesBlanket order support w ith scheduling interfaces toexternal supplicr systems

Process Element Definitionand inanaging. (1(- i ndiv idualrifs ofgainst a n aistirig,oniraa or plir i iktse order. 7he require-

mernsfor produci rci,:ases are (i( . w r i n i nc d i m s c d (n i t heourcing plan or other tepes of pioduet pull signais.Performance AttributesetricReliabi l i tyS c h e d u l e s G e n e r a t e c i w i th i n S u p p l ie r 's L e a d T i m e% S c h e d u l e s C h a n g e d w i th i n S u p p l i e r ' s L e a d T i m eCostchedu le D e l ive r ies Costs as a % o f Product Acqu is it ions CostsA s s e t seturn on Supply Chain AssetsB est Practiceseatures

Vendor Managed Inventory (VMI)ee GlossaryE x a m p l e s :SCOR Level 3 Standard ProcessElement Definition, Performance Attributes and Accompanying MetricsS u p p ( Y - C h a l . C o L N c i l

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D 1De l i ve rS t o c k e dProduc t) 1. 3

Pi(Pro< in,

Level 4

Level 5i

_ F-2o o k u p c u s t o m e s t o s t a r ).Coma ( ' rustco accounte r,} ,. II necessaly, account rq). callss a l e s manager lo authonzea d d i u o n a l < r r . l i iI11aAcceun 9,. (lean, c r e d o e s s u r 46 ACCOint ep re i lneacndi l o'lx..a 1 1 1 > B e lo w L e v e l 3 , e a c hp r o c e s s e l e m e n t isd e s c r i b e d b y c la s s i ch i e r a r c h i c a l p r o c e s sdecompos i t i onLevel 6 1 ) 1 . ' 2Rr.er vIrmergotyChdertnn1 )el ivery>ah, 1(1A`t n t e r hVal K l a l()r(i tR,Atte9111Xtunr., BuildFromSourceor Make D1.13ReceiveVediyProduct tn -, 1 )1 .14I r e s t a ) lI r xlu< I1 ) 1o D1.11I ciadP r n k i t 1 8 .Ca.rler 1 )1.1 2Im p lem en ta t ion o f Supp ly -Cha in M anage m en t P rac ticesw ith in t h e C o m pa n y O ccu rs a t Le v e l 4 ( a n d b e lo w )11 S u p P ( y - C . b ; i p v

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Customer and Supplier Customer and Supplierustomer and Supplier ) 1 1 .

T h e C o n c e p to f " C o n f i g u r a b i l i t y "supply-chain conliguration is driven by:

Plan levels of aggregation and inlormation sourcesSource locations and productsMake production sises and methods

01- Deliver channels, invem ory deploymen t and products1 1 .- eturn locations and methodsSCO R mu st accuratcly rcflect how a supply-chain's configuration impacismanagement processes and practices.

Each Basic Supply-Chain is a "Chain" ofSource, Make, and Deliver Execution Processesi o nf i gu rab i l i ty

PlanlanlanlanE ach intersection ol two execution processes (Source-Make-Deliver) is a "link - in the supply chain

E xecution processes transionn or transpon m aterials and/or productsE ach process is a customer of the previous process and a supplicr to the next

Planning, processes manage these customer-supplier linksPlanning processes thus "balance" the supply chainE veiy l ink requires an occurrence of a plan process category

St1)14, C1-bliN C O U N C i 13

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P l a n S o u r c e Plan Make P la n D e l iv e r P l a n R e tu r n P l a n n i n gP r o c e s sb a l e .

S o u r c i n g P l a n- . 401n

H ow SCO R Logic Suppor ts Hor izonta l P rocess In tegra t ionR e t u rn P la n

Delivery Plan -411111.11P r o d u c t i o n Plan

S o u r c e , M a k e , De l iv e rRespond to Order or Plan Signal

E x e c u t i o nP r o c e s s' I Y p e-.4........- ,

Transform and Move Product-M -1111-111114

SUpply-Ciain CouNcil

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Plan Deliver

Custome r OrderSigna'

DeliverDelivered Product

Plan Source

Source

Plan Make

1Make

Makeeliverourcer Customer OrderSignalDelivered Product

Plan Makelan Source Plan Deliver

How SCOR Describes One SCM Trade-offMake-to-Stock Con fi gui ratio nCommon SCM objective achieve "market-s,kinning" luliillment time with the least inventor) risk. Example:"pure" make-to-stock configuration. Plan Deliver and Deliver activities are taken upan receipt of Customer Order.

Common SCM objective achieve "market-winning" fullillment time with the l e a s t inventor) ! tisk.E x a mp l e: replenish-to-order Deliver network. Plan Deliver activities are already in place and ready to beexecuted when Customer Order Signal is received.

S P O L Y ' 991N, O U N C i l 5

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Custome r OrderSigna'

- 1 1 4 ,Delivered Product

1 6

Deliver

P l a n M a k elan So u r ce P lan Deliver

How SCOR Describes One SCM Trade-offMake-to-Order Conf igu rationCornmonbjective achieve "m arket-winning" iuIliIIrneIH time \vith the least inveinory risk. Example:make-to-order configuration. Plan Make and Plan Deliver activities are al ready in place and ready to be executedwhen Customer Order Signal is received.P l an So u r ce P l a n M a ke P lan Deliver

Custome r OrderSigna!

DeliverD elivered Product

Common SCM objective achieve "market-winning" fuliillment time with the least inventory risk. Example:make-to-order configuration that extends thmugh the Sotuve process. 7 1 1 1 inter-enterprise planning functions arealready in place and ready to be executed when Customer Order Signal is received. This scheme requires somedegree of int ra-enterprise PI Planning.

SUpPuNcil

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Sourct Return Deliver Return- . R1 Return Dek,roduct

Return MRO hodutt

Return nefectn . e PrMuo

Return MROPral'

121 Rurn Excs Producl3 Return Exce. Product

DeliverS2 Source Make-to-OrderProduct

D2 Deliver Mak e-to-OrderProduct

S3 Souce E ngineer-to-Order ProductD4 Deliver Retail Product

17

Si Source Stocked Proc tuc t

C o n f l o b u r i n S u p p l y - C h a i n T h r e a d sConfiguring a supply-chain "thread" illustrates how SCOR configurations aredone. Each thread can be used to describe, measure, and evaluate supply-chainconfigurations.

I. Select the business entity to be mo deled (geography, produc t set, organization)9 .llustrate the physical locations of:

Pflxluction facilities (Make)Distrihution activities (Deliver)Sourcing activities (Source)

i. 111ustrate primar} point-to-point material flows using "solid line" arrowsI. Place the most appropriate I.evel 2 execution prw ess catel orirs to describe activities at cae') location

S u p p t y - C li a iN C O U N C i l

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W a r e h o u s e( S 1 , D 1 )( S R 1 , DR1, DR3)Manu faCiu r i r i /g- . -'S 1 , S 2M l, D 1 )( S R 1 , S R 3 , D R 3 )4 -

%meanye-,Lat in Am er icanS u p p l i e r s( D 1 )

W a t e h o u s e(S i ; D1 )(SR1, DR3)European Si t* T n i l i e rSi)(D2)S R 1 , S R 3 )( D R 1 ) k rS u p p ly C h a i n T h r e a d s a r e D e v e l o p e d f r o m t h eG e o g r a p h i c P r o d u c t F lo w(Si)( S R 1 , S R 3 )C4W a r e h o u S C_21, D 1 )( S IITD R 1 , D R 3 )i l t I t Other Supp l iers( 1)4

41!

D R 1 , D R 3 )Si)( S R 1 , S R 3 )41011111(Si)tk( S R 1 , S R 3 )OW a r e h o u s e(S i , D1 ) ir411 Pnkluction SitaR e t u r n

II E x e c u t i o n P r o c e s s

1 8 SupRly-C14,1,N C o u N c i l

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Conscini( iLPHA Alplia RegionalWa rebousesRaw Materials (R\U Stippi tos

r

I

1o 11

S 2

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tAggregate a II

sources of supply

Develop plan that alignssupply resources tomeet demandAggregate a I I

sources of demand

Entitv B Entity C

DeliverourceakeeliverourceakeIn a Classic Logistics W or ldA ch a n ge in a supp ly ch a in o f te n " r ipp le s" t h ro ugh e a ch l in k a ge , a f f e c t in g o th e r a re a s .P l a nl a nPlanla nCha nge in Supp ly(e.g. machine line breakdown)The impact oa change can he telt both up and clown the supply chainA cha nge in supply caused by a "production planner - may impact a "materials planner" and an "inventoryplanner"Further, such a change m ay impact both your custom er's and supplier's supply-chain planningE f fe c t i v e S u p p ly - C h a i n M a n a g e m e n tR e q u i r e s B a l a n c i n g M u l t i p l e L i n k s C o n c u r r e n t l yP 1 P l a n S u p p l y C h a in20

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S C O R O v e n i e :S u m a r ySCOR is a process reference model designe(' tor ettective communicationamong supply-chain partners.

A standard language helps management to focus on m anagement issuesAs an industry standard, SCOR helps management focus across inter-company supply chains

SCOR is usad to describe, measure and evaluateSupply-Ch ain configurationsDescribe: Standard S C O R process definitions allow v irtualty any su pply-chain to he con figured.

M e a s u r e : Standard SCOR metr ics enable measurement and benchmarking of supply-chainperkmance.Evaluate: Supply-chain confi t ,urations may be evaluated to support continuous improvement and

strategic planning.

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Supply-CliniNIn USA:

1400 Eye Street, NW, Suite 1050Washington DC, 20005Tel: +1 202-962-0440Fax: +1 202-%2-3939Ernad: infolsupply-chain.orgInEurope:

287 Avenue Louise2nd FloorBE - 1050 BrusselsTel: +32 2 627 0160Fax: +32 2 645 2671

E m a i l : E u r o p e l s u p p l y - c h a i n .o r g