1、Green SCOR A Green Supply Chain Adaptation of SCORLogistics Management InstituteGreenSCORA Green Supply Chain Adaptation of SCOR(version 5.0)LG101T5Contents GreenSCOR1 INTRODUCTION.1 WHAT IS GREEN SUPPLY CHAIN MANAGEMENT.1 GREENSCOR CONCEPT2 GREENSCOR APPROACH.2 Background Research.2 SCOR Process Re
2、view.3 SCOR Modification.4 Capturing Changes.4 USING GREENSCOR.5 Data Challenges.5 Cultural Challenges.5 Training.5 CONCLUSION.6 Supply-Chain Operations Reference Model (SCOR version 5.0) TABLES Table 1. Green Supply Chain Examples.3 Table 2. Effects the SCOR Process Has on the Environment3 iii DRAF
3、T4/1/03 iv GreenSCOR INTRODUCTION GreenSCOR is an adaptation of version 5.0 of the Supply-Chain Councils (SCCs) Supply Chain Operations Reference (SCOR) model. The goal of GreenSCOR is to create an analytical tool for implementing green supply chain management concepts. GreenSCOR was developed to se
4、amlessly integrate environmental considerations into an existing supply chain tool. Just like the original SCOR model, Green-SCOR should be used is to evaluate, compare, and improve supply chain per-formance. What GreenSCOR offers is the additional benefit of improved environmental performance; ther
5、eby increasing the benefits of any SCOR imple-mentation. This document contains the entirety of version 5.0 of SCOR, with additional GreenSCOR elements (indicated in green text) that capture environmental per-formance attributes of the supply chain. WHAT IS GREEN SUPPLY CHAIN MANAGEMENT “Green” supp
6、ly chain management is an emerging commercial best practice for managing environmental compliance in supply chain operations. Many organiza-tions have found that managing environmental performance concurrently with the processes that create emissionsmostly supply chain processesimproves the performa
7、nce of the supply chain and minimizes its impact on the environment. Supply chain operations, including procurement, manufacturing and re-manufacturing, transportation, and material storage, account for the majority of an organizations waste and emissions. However, the environmental effects of these
8、 operations are often managed separately, usually by a group that has no direct control over the waste-producing processes. As is often the case with stove-piped organizational structures, this management configuration creates obvious ineffi-ciencies. Often the best way to manage an environmental im
9、pact is to manage the contrib-uting process, not to manage the waste generated once the process is complete. This technique, known as pollution prevention, is now a fundamental tenet of en-vironmental management and is the basis of green supply chain management. By managing the process and the waste
10、 stream concurrently, supply chain manag-ers can increase efficiency and reliability while they reduce costs and improve environmental performance. 1 This document is printed on 30% post-consumer recycled paper and is 100% recyclable. The Logistics Management Institute undertook the GreenSCOR projec
11、t to de-velop a green supply chain management tool that seamlessly integrates environ-mental concerns with traditional supply chain management practices, allowing both to be managed in concert. By integrating the two functions into a single tool, we hope to promote the management of them together, r
12、emoving the practice of separation. GREENSCOR CONCEPT The concept behind GreenSCOR is fairly simple. Because the SCOR model is already a robust supply chain management tool, we built upon its foundation to include environmental elements. The goal was to create an analytical tool that provides a clea
13、r connection between supply chain functions and environmental issues, thereby improving organizational management of both. Using a tool that has been proven effective and is recognized will speed the acceptance of Green-SCOR as a green supply chain management tool. The guiding principle for this pro
14、ject was to maintain the integrity of the current SCOR model (version 5.0) and to fully integrate the environmental concepts. The desire was to avoid creating a separate, stand-alone tool that could easily be ig-nored. In pursuing the greening process we made every effort to leave existing definitio
15、ns and formatting unchanged. GREENSCOR APPROACH GreenSCOR development occurred in four basic steps: 1. Conduct background research on green supply chain best practices and metrics. 2. Evaluate the existing SCOR model processes for environmental impacts. 3. Modify the SCOR model to include environmen
16、tal metrics and best prac-tices. 4. Capture the changes in a report that specifies why each change is made and the impact on supply chain operations. Background Research Developing a green supply chain model began with an evaluation of current green supply chain practices and metrics. LMI reviewed j
17、ournal articles, academic re-search, and case studies to fully understand current best practices in integrating environmental and supply chain management. As expected, we found commercial organizations that have integrated environmental and supply chain management and, as a result, have seen cost an
18、d 2GreenSCOR performance improvements in their operations. Even simple changes (such as minimizing packaging material) reduced the amount of waste, the time spent unpacking material, and the cost of packaging material. A summary of a few of the green supply chain examples we found is provided in Tab
19、le 1. Table 1. Green Supply Chain Examples Company ProjectBenefits Herman Miller Uses packaging containers that can Save $1.4 million annually in pack-be reused up to 100 times and are aging costs made of recycled materials Texas Instruments Uses source reduction, recycling, Save $view allowed us to
20、 maintain the integrity of the model. SCOR Modification Once the processes with potential environmental impacts were identified, we evaluated each to determine what modifications to make to account for the envi-ronmental impacts. The goal was to include the environmentally sensitive aspects of the p
21、rocess without damaging the integrity of the model. We also aimed to make the environmental components integral parts of the model, not attachments to supply chain components. The modified model follows this overview, with changes highlighted in green. Each process was first mapped to any applicable
22、 green supply chain best prac-tices. Once we determined that a best practice was applicable to the process, it was added to the process table. Following the process mapping, we evaluated the process metrics to determine if they capture the consequence of the environmental impact. When needed, we add
23、ed metrics to measure the environmentally sensitive aspects of the process. We made an effort to put the metrics in the context of supply chain operations, measuring the effect on reliability, responsiveness, flexibility, cost, or asset man-agement, rather than including purely environmental metrics
24、. This kept the focus of the model on improvements to supply chain performance, rather than “greening for greenings sake.” In addition, we looked for environmental impacts that are not currently addressed in the SCOR model, and evaluated the need to add new processes to address these. For example, t
25、he SCOR model currently does not have any processes that address the accumulation and disposal of waste generated during Make processes. To account for this, a new waste disposal and management process was added to each of the Make functions. Capturing Changes At each step of creating GreenSCOR, we
26、captured the changes to the model as we 1made them. We concurrently created a separate report that explains our approach and methodology. The report also explains why we made the changes we did, and what effect they have when the model is used. 1 Raheem Cash and Taylor Wilkerson, GreenSCOR: Developi
27、ng a Green Supply Chain Analytical Tool, LMI Report LG101T4, March 2003. 4GreenSCOR USING GREENSCOR Much like the overall SCOR model, GreenSCOR was deliberately conceived as a tool to be used by any organization with a supply chain and, specifically for GreenSCOR, any organization that also has envi
28、ronmental consequences associ-ated with its operations. As a result, the best practices and metrics identified are generic; however, firms that have already adopted SCOR should have little diffi-culty incorporating GreenSCOR, because their organization-specific adjustments are in place. Data Challen
29、ges One of the key challenges for many firms will be collection of the data necessary to begin the assessment of their progress against the metrics identified. Any firm that significantly impacts the environment will almost certainly have a system in place for monitoring and collecting environmental
30、 performance data. The infor-mation, however, may not be organized in a manner that directly matches Green-SCOR metrics. For example, a plant manager may know the air emission levels of the plant, but may not be able to assign a value to the emissions from a specific process. These limitations repre
31、sent the learning curve that any new concept must contend with. As green supply chain management gains popularity as a management ap-proach, data tools will be necessarily modified to collect environmental data as it pertains to supply chain operations. Cultural Challenges As with any new management
32、 approach, there is a cultural shift required from any organization that desires to undertake green supply chain management. Supply chain and environmental divisions have long had difficulty understanding one an-others goals for the organization, which can result in contention. GreenSCOR can be a gr
33、eat help in overcoming this hurdle. GreenSCOR puts en-vironmental concerns into a language and format that supply chain managers un-derstand and commonly use. This helps bridge the gap that may prevent true green supply chain management. Training The SCC currently offers a 2-day course to anyone int
34、erested in learning how to use the SCOR model. This offer is an advantage to the GreenSCOR model, be-cause it is largely based on the SCOR model. People who want to use GreenSCOR can combine the SCC training with the background material presented in this report to become fully trained on the 5models
35、 use. The general analysis approach should be identical to what would be used for the SCOR model; therefore, there is not a great deal of additional training needed beyond the SCOR model to implement GreenSCOR. CONCLUSION This document augments the SCOR model with environmental considerations to cre
36、ate a green supply chain tool. It is based on our understanding (derived from a knowledge of public sector operations and available case studies) of SCOR, envi-ronmental management, and green supply chain concepts. As with the SCOR model, LMI envisions the addition of environmental elements to SCOR
37、to be a continually evolving process. We welcome comments or sugges-tions on ways GreenSCOR can be improved. 6 ?8 Supply-Chain Council, 2001 All rights reserved. The Supply-Chain Council has made every effort to assure the accuracy and usefulness of the information and metrics contained herein and i
38、s provided on an ;AS IS; basis. The Supply-Chain Council makes no warranty, express or implied, of merchantability, fitness for a particular purpose, or accuracy. The Supply-Chain Council makes no representation as to the results obtained or obtainable and disclaims all liability for direct, indirec
39、t, special or consequential damage, including lost profits, lost business or the like, whether based in contract, tort (including negligence), product liability or otherwise. ?8 Copyright 2000 Supply-Chain Council, Inc. Supply Chain Operations Reference Model Version 5.0 CONTENTS ? Introduction 1 ?
40、PLAN 10 ? SOURCE 54 ? MAKE 91 ? DELIVER 138 ? RETURN 194 ? Glossary 231 o Process Terms 232 o Metrics 245 Supply Chain Operations Reference-model (SCOR) 5.0 Introduction Version 5.0 of the SCOR-model is the fifth major revision since the Models introduction in 1996. This version of the Model extends
41、 the Return processes that were introduced in Version 4.0. Additionally, this Model release begins the introduction of eBusiness best practice and begins a major restructuring of the metrics that is planned be continued in Version 6.0. The Model is the product of the Supply-Chain Council (SCC), an i
42、ndependent, not-for-profit, global corporation with membership open to all companies and organizations interested in applying and advancing the state-of-the-art in supply-chain management systems and practices. The SCC was organized in 1996 by Pittiglio Rabin Todd McGrath (PRTM) and AMR Research, an
43、d initially included 69 voluntary member companies. At the time of this release, the Council has approximately 750 members worldwide and has established international chapters in Europe, Japan, Korea, Latin America, Australia/New Zealand and Southeast Asia with additional requests for regional chapt
44、ers pending. The majority of the SCCs members are practitioners and represents a broad cross-section of industries, including manufacturers, distributors, and retailers. Equally important to the Council and the advancement of the SCOR-model are the technology suppliers and implementers, the academic
45、ians, and the government organizations that participate in Council activities and the development and maintenance of the Model. The Supply-Chain Council is interested in providing the widest possible dissemination of the SCOR-model. The wide-spread use of the Model results in better customer-supplie
46、r relationships, software systems that can better support members through the use of common measurements and terms, and the ability to rapidly recognize and adopt best practice no matter where it originates. SCC requests that all who use the SCOR-model provide attribution to the Supply-Chain Council
47、. Additionally, members are encouraged to monitor the members section of the SCC website (.supply-chain.org) to ensure that they are using the latest version of SCOR. This introduction is being provided to assist new users of the SCOR-model as well as experienced users in understanding and applying
48、the Model to realize supply chain improvements. It is also provided to orient members to the changes between Version 5.0 and its predecessor. The Technical Change Process The SCOR-model is managed and maintained by its members in a formal process that strives to maintain configuration control over t
49、he various elements of the Model and to ensure that the Model evolves to reflect the needs of SCCs members. The primary mechanism for changing the Model is the Supply-Chain Councils Technical Committee infrastructure. There are six major committees within the technical organization: Plan, Source, Make, Deliver, Metrics, and Integration. Committee membership is voluntary with the exception of the Integration Committee and each committee elects its own leaders. The Chair and the Vice-Chair of each Commit
