Supply chain to maintain asset and shipment security. In leaders need a thorough understanding of the addition, supply chain risks must be identified key competencies required for supply chain and quantified. SCOR helps users establish rules and their global supply chain organizations around the SCOR strategies, assign responsibilities, coordinate responses, framework.
The SCOR skills management framework and monitor current conditions. Management Different organizations, even different departments within the same organization, can have different methods for measuring and communicating performance expectations and results. Trust begins when managers let go of internal biases and make a conscious choice to follow mutually agreed upon standards in order to better understand current performance and opportunities for improvement.
SCOR provides a common language for supply chain classification and analysis. Using a common language and framework makes it easier for teams to communicate, speeds benchmarking efforts, and enhances the evaluation of best practices. The SCOR model improvement projects.
Aided by common supply chain definitions, metrics, and strategies, By speeding data collection, SCOR can make it the integrated supply chain extends between and much less time consuming for managers to find beyond the walls of the organization that owns the answers to basic questions about how a supply customer order.
For each process it measures performance differently. An integrated operating model does every facet of a supply chain—planning, sourcing, not happen spontaneously. The natural tendency manufacturing, and delivery—are tuned and is toward expediency and whatever set of metrics coordinated to meet customer demand. Achieving makes each department or functional area look best. These organizations that implement an integrated, end-to- include: on time to customer request, complete order end supply chain operating model enabled by the shipment, undamaged, and the correct paperwork.
SCOR model and market outperformance in key financial measures. Fulfillment metric definition, calculation methods, In addition, such organizations benefit from a much and discussion points. The SCOR model lists the lower risk of supply chain disruption. By examining level 2 metrics, managers can The SCOR model provides a framework that links then determine the level 3 processes and metrics to business processes, metrics, best practices, and investigate.
It is hierarchical in 5 supply-chain. This management tool. Once a complex management includes all customer interactions from order entry process is captured in standard process reference through paid invoice; all product physical material model form, it can be measured, managed, and and service transactions, including equipment, controlled.
It can also be tuned and re-tuned to supplies, spare parts, software, etc. It is especially useful for describing value chains that cut across multiple departments and organizations, providing a common language for managing such processes. Lower level metrics are associated with a narrower subset of processes.
For example, delivery performance is calculated as the total number of products delivered on time and in full based on a commit date.
Performance Attributes A performance attribute is a group of metrics used to express a strategy. An attribute itself cannot be measured; it is used to set strategic direction.
Consideration of these attributes makes it possible to compare an organization that strategically chooses to be the low-cost provider against an organization that chooses to compete on reliability and performance. Reliability The Reliability attribute addresses the ability to perform tasks as expected.
Reliability focuses on the predictability of the outcome of a process. Typical metrics for the reliability attribute include: on-time, the right quantity, the right quality. Reliability is a customer-focused attribute. Responsiveness The Responsiveness attribute describes the speed at which tasks are performed.
Examples include cycle-time metrics. Responsiveness is a customer-focused attribute. The Agility attribute describes the ability to respond to external influences and the ability to Agility change. External influences include: Non-forecasted increases or decreases in demand; suppliers or partners going out of business; natural disasters; acts of cyber terrorism; availability of financial tools the economy ; or labor issues.
Agility is a customer-focused attribute. Costs The Cost attribute describes the cost of operating the process. It includes labor costs, material costs, and transportation costs. These two indicators cover all supply chain spend. Cost is an internally- focused attribute. Asset management strategies in a supply chain include inventory reduction and in-sourcing vs.
Metrics include: inventory days of supply and capacity utilization. Asset Management Efficiency is an internally-focused attribute. SCOR metrics are diagnostic metrics.
These metrics are also known as strategic metrics and key performance indicators KPIs. Benchmarking level 1 metrics helps establish realistic targets that support strategic objectives. The diagnostic relationship helps to identify the root cause or causes of a performance gap for a level 1 metric.
The analysis of performance of metrics from level 1 through 3 is referred to as decomposition. Decomposition helps identify the processes that need to be studied further. Processes are linked to level 1 and level 2 metrics.
Many metrics in the SCOR model are hierarchical, just as the process elements are hierarchical. Level 1 metrics are created from lower level calculations.
Level 2 metrics are generally associated with a narrower subset of processes. For example, Delivery Performance is calculated as the total number of products delivered on time and in full based on a commit date. Additionally, metrics diagnostics are used to diagnose variations in performance against plan. For example, an organization may wish to examine the correlation between the request date and commit date.
Supply Chain Council recommends that supply chain scorecards contain at least one metric for each performance attribute to ensure balanced decision making and governance. It provides a benchmark report that highlights where an organization stands against selected peer groups. Our members use SCORmark to set reasonable performance goals, calculate performance gaps against a global database, and develop organization-specific roadmaps for supply chain competitive success.
Visit supply-chain. By definition, a process is a unique activity performed to meet predefined outcomes. Similar to nesting Russian matryoshka dolls, SCOR processes are organized by aggregation and decomposition relationships. From level 3 to 2 to 1 is aggregation; from 1 to 2 to 3 is decomposition. SCOR processes help standardize the description of the supply chain architecture level 1 and level 2 processes and the implementation of the architecture level 3 processes.
SCOR provides standards down to the level where process descriptions are applicable across a range of industries. Further detail is industry and organization specific level 4 and below. SCOR contains level 3 processes. Level 4 processes for the electronics processes describe the detailed implementation of a industry: process. SCOR does not detail level 4 processes. This includes gathering customer requirements, collecting information on available resources, and balancing requirements and resources to determine planned capabilities and resource gaps.
This is followed by identifying the actions required to correct any gaps. Source S The Source processes describe the ordering or scheduling and receipt of goods and services. The Source process includes issuing purchase orders, scheduling deliveries, receiving, shipment validation and storage, and accepting supplier invoices.
Make M The Make processes describe the activities associated with the conversion of materials or creation of the content for services. It focuses on conversion of materials rather than production or manufacturing because Make represents all types of material conversions: assembly, chemical processing, maintenance, repair, overhaul, recycling, refurbishment, remanufacturing, and other material conversion processes.
As a general guideline: these processes are recognized by the fact that one or more item numbers go in, and one or more different item numbers come out of this process. Deliver D The Deliver processes describe the activities associated with the creation, maintenance, and fulfillment of customer orders. It includes the receipt, validation, and creation of customer orders; scheduling order delivery; pick, pack, and shipment; and invoicing the customer.
Return R The Return processes describe the activities associated with the reverse flow of goods back from the customer. The Return process includes the identification of the need for a return, the disposition decision making, the scheduling of the return, and the shipment and receipt of the returned goods. Repair, recycling, refurbishment, and remanufacturing processes are not described using Return process elements. See Make. Moving product to the next process. Each Execution process, for example, has three different possible capabilities of representing and responding to customer orders.
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Instructional Planning.
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