1、Supply Chain Operations Reference Model (2)Supply Chain Operations Reference Model ?SCOR Version 8.0 ? Supply-Chain Council, 2006. 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 is provided
2、 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, indirect, special
3、 or consequential damage, including lost profits, lost business or the like, whether based in contract, tort (including negligence), product liability or otherwise. ?SCOR is a registered trademark in the United States and Canada. ? Copyright 2006 Supply-Chain Council, Inc. Acknowledgements The follo
4、wing members (alphabetical by company) of the Supply-Chain Council Technical Development Steering Committee and Project Teams devoted extensive time and/or effort to the development of this Model SCOR Version 8.0. NameCompanyKevin Mansfield Air Products Chemicals, Inc Cheryl Harrity APQC Joe Faccend
5、a Aspentech Steve Hensley Blue Sky Logistics Bill Garrison Boeing J?rg Nienhaus Bosch, Paul Schiller BP Chemicals Paul Tilsley BP Sergio Vacca Bulgari Steven Vanne Caterpillar Logistics Eric Cosman The Dow Chemical Company Russ Dickinson The Dow Chemical Company Stephen Graham The Dow Chemical Compa
6、ny Ray Walker DuPont Lars Magnusson Ericsson Charles-Eric RousselEssilorFranceAlex Van Breedam Flanders Institute for Logistics Charlie Gifford GE/Fanuc Georgeann Fears IBM Benchmarking Chang-rui Ren IBM China Jin Dong IBM China Luc Kremers iCognitive Rob Hagan International Paper Jrgen Richert JM M
7、anagement Consulting AG Taylor H. Wilkerson LMI Shruti Mandana The Performance Measurement Group Dan Swartwood Pragmatek Monty Boyle PriceWaterhouseCoopers Gary Cokins SAS Keith Unger Stone Technologies, Inc. Melinda Spring Supply-Chain Council Scott Stephens Supply-Chain Council Arne Ziegenbein ETH
8、 Zurich Scott Sealing United Space Alliance John Nyere United States Department of Defense Peter Baker UTi Nancy Craft Volvo Nishioka-san Accenture ? Copyright 2006 Supply-Chain Council, Inc. Supply Chain Operations Reference-model (SCOR) 8.0 Contents ? Introduction 1 ? PLAN 12 ? SOURCE 68 ? MAKE 11
9、5 ? DELIVER 168 ? RETURN 252 ? Workflow Graphics 306 ? Glossary Process Terms 354 Metrics 368 Best Practices 386 Inputs and Outputs 419 ? Appendices Appendix A: Metrics Background Development Information 434 Appendix B: Best Practices Background Development Information 511 ? Copyright 2006 Supply-Ch
10、ain Council, Inc. June 2006 Supply Chain Operations Reference-model (SCOR) 8.0 Introduction The Supply Chain Operations Reference-model (SCOR) is the product of the Supply-Chain Council (SCC), an independent, not-for-profit, global corporation with membership open to all companies and organizations
11、interested in applying and advancing the state-of-the-art in supply-chain management systems and practices. The SCOR-model captures the Councils consensus 6view of supply chain management. While much of the underlying content of the Model has been used by practitioners for many years, the SCOR-model
12、 provides a unique framework that links business process, metrics, best practices and technology features into a unified structure to support communication among supply chain partners and to improve the effectiveness of supply chain management and related supply chain improvement activities. The SCC
13、 was organized in 1996 and initially included 69 practitioner companies meeting in an informal consortium. Subsequently, the companies of the Council elected to form an independent not for profit trade association. The majority of the SCCs members are practitioners and represent a broad cross-sectio
14、n 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 academicians, and the government organizations that participate in Council activities and the development a
15、nd maintenance of the Model. At the time of this release, the Council has approximately 800 members worldwide and has established international chapters in Australia/New Zealand, Brazil, Greater China, Europe, Japan, Southeast Asia, and Southern Africa with additional requests for regional chapters
16、pending. 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-supplier relationships, software systems that can better support members through the use of common measurements and terms, and
17、 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. Additionally, members are encouraged to monitor the members section of the SCC website (.supply-chain.org) to ensure
18、that they are using the latest version of SCOR. This introduction is provided to assist new users of the SCOR-model to begin analytic and implementation projects. It is intended to remind experienced users of the framework and structure of the Model to assist in more complex applications and operati
19、onalizing the Model for their businesses. Finally, it is provided to orient members to the changes between Version 8.0 and Version 7.0. Version 8.0 of the SCOR-model is the tenth revision since the Models introduction in 1996. Revisions of the Model are made when it is determined by Council members
20、that changes should be made to facilitate the use of the Model in practice. Specific changes in Version 8.0 are outlined later in this Introduction. ? Copyright 2006 Supply-Chain Council, Inc. 1 June 2006 Scope The SCOR-model has been developed to describe the business activities associated with all
21、 phases of satisfying a customers demand. The Model itself contains several sections and is organized around the five primary management processes of Plan, Source, Make, Deliver, and Return (shown in Figure 1). By describing supply chains using these process building blocks, the Model can be used to
22、 describe supply chains that are very simple or very complex using a common set of definitions. As a result, disparate industries can be linked to describe the depth and breadth of virtually any supply chain. The Model has been able to successfully describe and provide a basis for supply chain impro
23、vement for global projects as well as site-specific projects. Plan Plan Plan Plan Plan Del iver Source Ma ke Deli ver Sou rce Ma ke DeliverSource MakeDeliverSourceReturn Return ReturnReturnReturn Return Supplier CusCustomers tomer Suppliers ReturnReturn Internal or External CustomerInternalorExterna
24、lSupplierYour Company Figure 1 - SCOR is organized around five major management processes. It spans: all customer interactions (order entry through paid invoice), all physical material transactions (suppliers supplier to customers customer, including equipment, supplies, spare parts, bulk product, s
25、oftware, etc.) and all market interactions (from the understanding of aggregate demand to the fulfillment of each order). It does not attempt to describe every business process or activity. Specifically, the Model does not address: sales and marketing (demand generation), product development, resear
26、ch and development, and some elements of post-delivery customer support. It should be noted that the scope of the Model has changed and is anticipated to change based on Council member requirements. With the introduction of Return, the Model has been extended into the area of post-delivery customer
27、support (although it does not include all activities in that area). As shown in Figure 2, the Model is designed and maintained to support supply chains of various complexities and across multiple industries. The Council has focused on three process levels and does not attempt to prescribe how a part
28、icular organization should conduct its business or tailor its systems / information flow. Every organization that implements supply chain improvements using the SCOR-model will need to extend the Model, at least to Level 4, using organization-specific processes, systems, and practice. ? Copyright 20
29、06 Supply-Chain Council, Inc. 2 June 2006 The Model is silent in the areas of human resources, training, and quality assurance among others. Currently, it is the position of the Council that these horizontal activities are implicit in the Model and there are other highly qualified organizations that
30、 are chiefly concerned with how an organization should train, retain, organize, and conduct their quality programs. Just as the Council recognized the requirements for marketing and sales in commercial organizations, the Council is not minimizing the importance of these other activities. SCOR Contai
31、ns Three Levels of Process Detail Level # Description Schematic Comments Level 1 defines the scope and content for the 1 Supply chain Operations Reference-model. Plan Top Level Here basis of competition performance Source Make Deliver (Process Types) targets are set. Return Return2 A companys supply
32、 chain can be “configured-to-order” at Level 2 from core Configuration “process categories.” Companies implement Level (Process their operations strategy through the Categories) configuration they choose for their supply chain. Level 3 defines a companys ability to 3 Process Element compete successf
33、ully in its chosen markets, Level and consists of: (Decompose ? Process element definitions Processes) ? Process element information inputs, and outputs P1.1 Identify, Prioritize, and ? Process performance metrics Aggregate Supply-Chain Requirements P1.3 P1.4 ? Best practices, where applicable Balan
34、ce Production Resources Establish and with Supply-Chain Communicate ? System capabilities required to RequirementsSupply-Chain PlansP1.2 Identify, Assess, and support best practices Aggregate Supply-Chain Requirements ? Systems/tools Companies “fine tune” their Operations Strategy at Level 3. 4 Impl
35、ementation Companies implement specific supply-Level chain management practices at this level. (Decompose Level 4 defines practices to achieve Not Process competitive advantage and to adapt to in Elements) changing business conditions. Scope Figure 2 - SCOR is a hierarchical model with specific boun
36、daries in regard to scope. ? Copyright 2006 Supply-Chain Council, Inc. 3 June 2006 Supply-Chain Operations Reference-model The SCOR-model is a business process reference model as illustrated in Figure 3. That is, it is a Model that links process elements, metrics, best practice and the features asso
37、ciated with the execution of a supply chain in a unique format. The uniqueness and power of the Model and its successful implementation is chiefly derived from using these four elements together. It is important to note that this Model describes processes not functions. In other words, the Model foc
38、uses on the activity involved, not the person or organizational element that performs the activity. Business Process Benchmarking Best Practices Process Reference Reengineering Analysis Model Capture the “as-is” state Capture the “as-is” of a process and derive state of a process the desired “to-be”
39、 future and de rive the state desired “to-be” Quantify the Quantify the operational operational future state pperformance of similar erformance of companies and establish similar companies and esinternal targets based on tablish “best-in-class” results internal targets based on “best-in-Characterize
40、 the Characterize the class” results management management practices and practices and software solutions software solutions that result in that result in “best-in-“best-in-class” class” performance performance Figure 3 - SCOR is a business process reference model. SCOR-model Structure Besides the f
41、ive basic management processes (Plan, Source, Make, Deliver, Return) that provide the organizational structure of the SCOR-model, it is useful to distinguish between the three process types in the Model: planning, execution, and enable (formerly infrastructure). A planning element is a process that
42、aligns expected resources to meet expected demand requirements. Planning processes balance aggregated demand across a consistent planning horizon. Planning processes generally occur at regular intervals and can contribute to supply chain response time. Execution processes are triggered by planned or
43、 actual demand that changes the state of products. They include scheduling and sequencing, transforming materials and services, and moving product. Enable processes prepare, maintain, and manage information or relationships upon which planning and execution processes rely. A set of standard notation
44、 is used throughout the Model. P depicts Plan elements, S depicts Source elements, M depicts Make elements, D depicts Deliver elements, and R depicts Return elements. SR = Source Return and DR = Deliver Return. An E preceding any of the others (e.g., EP) indicates that the process element is an Enab
45、le element associated with the Planning or Execution element (in this case, EP would be an Enable Planning element). As indicated in Figure 2, the Model is hierarchical with three levels. P1.1 is a notation that indicates a third level process element. In this case, it is a Plan (P Level 1) element
46、that is concerned with supply chain planning (1 Level 2) and is specific to identifying, prioritizing, and aggregating supply chain requirements (.1 Level 3). ? Copyright 2006 Supply-Chain Council, Inc. 4 June 2006 The SCOR-model contains 8 basic sections: Introduction, Plan, Source, Make, Deliver,
47、Return, Glossary and Appendices. For modeling purposes, Return is documented in two locations Source and Deliver. Those Return processes that connect an organization with its supplier (i.e., the return of raw material) are documented as Source Return activities. Those processes that connect an organ
48、ization with its customer (i.e. the receipt of returned finished goods) are documented as Deliver Return activities. This preserves the concept that Source connects an organization with its suppliers and Deliver connects an organization with its customers. The Plan and Execution (Source, Make, Deliv
49、er, Return) sections are the heart of the Model while the Glossary provides a listing of the standard process and metrics terms that are used within the Model. The Appendices provide detailed information on metrics and best practices. Plan, Source, Make, Deliver, and Return sections are organized with a standard structure. At the beginning of each section, there are graphics that provide a visual repr
