Overview Presentation
Supply Chain
Operations Reference-model
(SCOR)
June 2003
1
• The SCC is an independent, not-for-profit, global corporation with
membership open to all companies and organizations interested in
applying and advancing state-of-the-art supply chain management
systems and practices.
• Over 800 Company Members
• Cross-industry representation
• Chapters in Australia/New Zealand, Brazil, Europe, Japan,
North America, Southern Africa, and South East Asia with
petitions for additional chapters pending.
•The Supply-Chain Council (SCC) has developed and endorsed the
Supply Chain Operations Reference-model (SCOR) as the crossindustry standard for supply chain management
SCOR Overview
July 2004
2
SCC Organization - Chapters and Staffing
SCC Global Headquarters
Pittsburgh, Pennsylvania,
USA
Disney
Japan Chapter
Tokyo, Japan
Europe
North America
Chapter
NEC
Oslo, Norway
Modus Media
South East Asia Chapter
Singapore
Brazil Chapter
Venture Inc.
Effective 9/1/03
Australia/New Zealand Chapter
Sydney, Australia
SCOR Overview
July 2004
Southern Africa
Johannesburg, South Africa
UTi
3
SCC Leadership Teams
Europe
Diversey Lever– C
Siemens AG – VC
Euro-Chain
Bomardier Tansportation
BASF AG
Borealis
SAP AG
Oracle EMEA
Rhodia
Swiss Federal Institute of
Technology
EDS UK and SA
Board of Directors
Disney - C
Eaton - VC
DaimlerChrysler MOPAR
Business Process Training Center Europe
PeopleSoft
I2 Technologies
Georgia Institute of Technology
IBM
SCE Limited
ICI Supply Chain
Phillips Lighting
PRTM
McCormick & Company, Inc.
HP
Australia/New Zealand
North America
Vemture Corporation – C
Phillips CFT – VC
Modus Media
Deloitte
Singapore Institute of Mfg. Technology
SCM Institute
Autoscan Technology
Polyolefin Company
Asia Pacific Breweries
I2 Technologies
iPerintis Sdn Bhd
Owens Global Logistics – C
Toys R Us - C
Health Purchasing Victoria – VC
Raytheon
Oracle
IBM
RMIT University
Adjoined Consulting
MI Services
Avicon
BHP
Bayer Chemicals
EAN Australia
The Boeing Company
Center for Supply Chain Research / Penn State
Elections Pending
Air Products and Chemicals
Raytheon
South Africa
SAP
Brazil
China
SCOR Overview
July 2004
4
South East Asia
Japan
NEC – C
JBC Create – VC
Mitsui Global Strategic Studies
Olympus Optical
EXA
Chubu Electric Power
J.D. Edwards
Nihon Unisys
Hitachi
Hokkaido University
Matsushita Electric Industrial
Yamaha
Toray Systems Center
Membership
Member by Type
Members by Region
Europe
Practitioners
Software Vendors
Japan
SEA
ANZ
Consultants
Non-Profits
USA/Canada/Mex
ROW
SAfrica


800+ SCC members,
Composition
• 40%: Practitioners
• 25%: Enabling Technology Providers
• 20%: Consultants
• 15%: Universities, Associations,
Government Organizations
SCOR Overview
July 2004
5
Current Technical Projects
SCOR Technical Development
Steering Committee
C - Tom Phelps – HP
V – Paul Schiller – BP Amoco
Best Practice
Returns
C- Paul Janke (Nokia)
C- Lt Col Scott Koster (USMC)
MRO Returns
Metrics
C- Joe Burak (Boeing)
SCOR Overview
July 2004
C- Michael Memmel - Siemens
6
Supply Chain Operations ReferenceModel (SCOR) Overview
What is a process reference model?

Process reference models integrate the well-known
concepts of business process reengineering,
benchmarking, and process measurement into a crossfunctional framework
Business Process
Reengineering
Capture the “as-is”
state of a process
and derive the
desired “to-be”
future state
SCOR Overview
July 2004
Best Practices
Analysis
Benchmarking
Process Reference
Model
Capture the “as-is” state
of a process and derive
the desired “to-be” future
state
Quantify the
operational
performance of
similar companies
and establish
internal targets
based on “best-inclass” results
Characterize the
management
practices and
software solutions
that result in “bestin-class”
performance
8
Quantify the operational
performance of similar
companies and establish
internal targets based on
“best-in-class” results
Characterize the
management
practices and
software solutions
that result in “best-inclass” performance
SCOR is structured around five distinct
management processes
Plan
Deliver
Return
Suppliers’
Supplier
Source
Make
Return
Deliver
Return
Source
Make
Return
Deliver
Return
Source
Return
Your Company
Supplier
Deliver
Source
Return
Return
Customer
Internal or External
Internal or External
SCOR Model
Building Block Approach
SCOR Overview
July 2004
Make
Processes
Metrics
Best Practice
Technology
9
Customer’s
Customer
Supply-Chain Operations Reference-model
(SCOR) 6.1 - Processes
Plan
P1 Plan Supply Chain
Source
S1 Source Stocked Products
S2 Source MTO Products
S3 Source ETO Products
P4 Plan Deliver
P3 Plan Make
Make
M1 Make-to-Stock
M2 Make-to-Order
M3 Engineer-to-Order
P5 Plan Returns
Deliver
D1 Deliver Stocked Products
D2 Deliver MTO Products
D3 Deliver ETO Products
D4 Deliver Retail Products
Return
Deliver
Return
Source
Enable
SCOR Overview
July 2004
10
Customers
Suppliers
P2 Plan Source
SCOR Boundaries

SCOR Spans:
• All supplier / customer interactions
 Order entry through paid invoice
• All physical material transactions
 From your supplier’s supplier to your customer’s
customer, including equipment, supplies, spare parts,
bulk product, software, etc.
• All market interactions
 From the understanding of aggregate demand to the
fulfillment of each order
• Returns
SCOR Overview
July 2004
11
SCOR Boundaries (cont’d)

SCOR does not include:
• Sales administration processes
• Technology development processes
• Product and process design and development processes
• Some post-delivery technical support processes

SCOR assumes but does not explicitly address
• Training
• Quality
• Information Technology (IT) administration (non-SCM)
SCOR Overview
July 2004
12
SCOR Project Roadmap
Analyze Basis
of
Competition
Configure
supply chain
Align
Performance
Levels, Practices,
and Systems
Operations
Strategy
•Competitive Performance Requirements
•Performance Metrics
•Supply Chain Scorecard
•Scorecard Gap Analysis
•Project Plan
Material Flow
•AS IS Geographic Map
•AS IS Thread Diagram
•Design Specifications
•TO BE Thread Diagram
•TO BE Geographic Map
Information
and Work Flow
Implement
supply chain
Processes and
Systems
SCOR Overview
July 2004
SCOR Level 1
•AS IS Level 2, 3, and 4 Maps
•Disconnects
•Design Specifications
•TO BE Level 2, 3, and 4 Maps
Develop,
Test, and Roll
Out
13
SCOR Level 2
•Organization
•Technology
•Process
•People
SCOR Level 3
Mapping material flow
(S1, D1)
(SR1,DR1,DR3)
Manufacturing
Warehouse
(S1, S2, M1, D1)
(SR1,,DR1)
Customer
(S1)
(SR1,SR3)
Warehouse
(S1, D1)
(SR1,DR1,DR3)
Other Suppliers
(D1)
Warehouse
(S1, D1)
(SR1, DR3)
Latin American
Suppliers
(D1)
Customer
Warehouse
(S1, D1)
(SR1,DR1,DR3)
SCOR Overview
July 2004
Customer
(S1)
(SR1,SR3)
(S1)
(SR1,SR3)
14
Customer
European Supplier
(S1)
(D2)
(SR1,SR3)
(DR1)
Mapping the execution processes
Americas
Distributors
S1
SR1
European
RM Supplier
S2
M2
D2
SR3
S2
M1
DR1
D1
S1
D1
S1
SR1
DR1
SR1
DR1
SR1
DR3
SR3
DR3
SR3
S1
Key Other
RM
Suppliers
S1
M1
D1
RM
Suppliers
SCOR Overview
July 2004
ALPHA
15
Alpha
Regional
Warehouses
Distributors
Identifying Plan Activities
P1
P1
P1
P3
P2
P
4
P
3
P
2
P
4
P2
European
RM Supplier
Key Other
RM
Suppliers
S2
M2
S1
M1
P
4
D2
S2
M1
D1
S1
D1
S1
D1
S1
RM
Suppliers
SCOR Overview
July 2004
ALPHA
16
Alpha
Regional
Warehouses
Consumer
Distributors
Linking Supply Chain Performance
Attributes and Level 1 Metrics
Performance
Attribute
Supply Chain
Delivery Reliability
Supply Chain
Responsiveness
Supply Chain
Flexibility
Supply Chain Costs
Performance Attribute Definition
Level 1 Metric
The performance of the supply chain in
delivering: the correct product, to the correct
place, at the correct time, in the correct
condition and packaging, in the correct
quantity, with the correct documentation, to
the correct customer.
The velocity at which a at which a supply
chain provides products to the customer.
Delivery Performance
The agility of a supply chain in responding to
marketplace changes to gain or maintain
competitive advantage.
Supply Chain Response Time
The costs associated with operating the
supply chain.
Cost of Goods Sold
Fill Rates
Perfect Order Fulfillment
Order Fulfillment Lead Times
Production Flexibility
Total Supply Chain Management
Costs
Value-Added Productivity
Warranty / Returns Processing
Costs
Supply Chain Asset
Management
Efficiency
The effectiveness of an organization in
managing assets to support demand
satisfaction. This includes the management
of all assets: fixed and working capital.
Cash-to-Cash Cycle Time
Inventory Days of Supply
Asset Turns
SCOR Overview
July 2004
17
Level 1 Performance Metrics
Customer-Facing
SCOR Level 1
supply chain Management
Responsiveness
Flexibility
Cost
Assets



Delivery performance
Fill rate
Perfect order fulfillment

Order fulfillment lead time


Supply Chain Response Time
Production flexibility




Total SCM management cost
Cost of Goods Sold
Value-added productivity
Warranty cost or returns processing cost



Cash-to-cash cycle time
Inventory days of supply
Asset turns
SCOR Overview
July 2004
Supply Chain
Reliability
Internal-Facing
18
Supply Chain Scorecard & Gap Analysis
Supply Chain SCORcard
Overview Metrics SCOR Level 1 Metrics
EXTERNAL
Supply
Chain
Reliability
Actual
Parity
Advantage
Superior
Delivery Performance to
Commit Date
50%
85%
90%
95%
Fill Rates
63%
94%
96%
98%
Perfect Order Fulfillment
0%
80%
85%
90%
7 days
5 days
3 days
Responsiveness Order Fulfillment Lead times
Flexibility
INTERNAL
$30M Revenue
Key enabler to cost and
asset improvements
82 days
55 days
13 days
Production Flexibility
45 days
30 days
25 days
20 days
19%
13%
8%
Warranty Cost
NA
NA
NA
NA
NA
Value Added Employee
Productivity
NA
$156K
$306K
$460K
NA
119 days
55 days
38 days
22 days
NA
196 days
80 days
46 days
28 days
2.2 turns
8 turns
12 turns
19 turns
Cash-to-Cash Cycle Time
Net Asset Turns (Working
Capital)
SCOR Overview
July 2004
$30M Revenue
97 days
Inventory Days of Supply
Assets
35 days
Value from Improvements
Supply Chain
Response Time
Total SCM Management
Cost
Cost
Performance Versus Competitive Population
19
3%
$30M Indirect Cost
$7 M Capital Charge
NA
Decomposing Metrics
Revenue
Accounts Receivable
Cash Flow
Perfect Order
Fulfillment
Cycle Time
Supplier
on time delivery
Schedule
Achievement
Perfect Order
Fulfillment
On Time
On Time
Delivery
Performance
In Full
In Full
Docs
Docs
European
RM Supplier
Key Other
RM
Suppliers
S2
M2
Supplier
on time delivery
S2
S1
M1
Damage
Damage
D2
M1
D1
D1
S1
Perfect Order
Fulfillment
D1
S1
S1
RM
Suppliers
SCOR Overview
July 2004
ALPHA
20
Alpha
Regional
Warehouses
Consumer
Consumer
Performance Measurement
Revenue
Accounts Receivable
Cash Flow
Perfect Order
Fulfillment
Perfect Order
Fulfillment
Goal – 95%
Inventory
Cycle Time
Metrics
Conflict
Supplier
Supplier
on time
delivery
on time delivery
Actual – 85%
Schedule
Schedule
Achievement
Achievement
Actual – 95%
Perfect Order
Fulfillment
Perfect Order
On Time
Delivery
Delivery
Performance
Performance
Actual – 99%
European
RM Supplier
Key Other
RM
Suppliers
S2
M2
In Full
M1
Under-performance
Damage
•Process
Supplier
•Systems on time delivery
D2
M1
D1
S1
RM
RM
Suppliers
Suppliers
SCOR Overview
July 2004
Docs
Docs
S2
S1
Fulfillment
Perfect Order
Actual – 90% On TimeFulfillment
Actual - 85%
In Full
ALPHA
21
D1
S1
Damage
Perfect Order
Fulfillment
Under-performance
D1
•Process S1
•Systems
Alpha
Regional
Warehouses
Consumer
Consumer
Consumer
Implementation Issues





SCOR Implementations
• Vary in scope and objective
 Green Field
 Distribution analysis
 Planning Improvements
 Change Management / COTS-Consultant Selection
How to conduct an ROI evaluation
Senior Management support vs. Middle Manager resistance
Project timelines
• Benchmarking
• Implementation
Tools
SCOR Overview
July 2004
22
ATT Wireless – Fixed Wireless Operations
Fixed Wireless Operations Management
Rev isio n Y April 5 , 1 9 9 9
Program
Management
Plan
Plan Infrastructure
Se r vic e R e aliz ation
Pr oc e s s
Product Development and Configuration
Management
D oc ume nt
R e le as e
Softw ar e D e s ign
R e le as e
D oc ume nt
A r c hive
P0.2
R e c onfigure the
Supply C ha in
P0.1.2
Pe r for m M ake /B uy
P0.2.1
R e c onfigur e the
Supply C hain
Pr oduc t R e aliz ation
Pr oc e s s
M e taphas e Pr oduc t
Str uc tur e and
D e s ign
Har dw ar e D e s ign
R e le as e
D oc . 10888 (C 0.1.0)
Pr oduc t R e le as e and C hange Pr oc e s s
Softw ar e
A r c hive
P0.1
Pe rform M a ke /B uy
D e c is ion M a king
P0.3
Pe rform Long Te rm
C a pa c ity a nd R e s ourc e
Pla nning
P0.3.1
L ong T e r m
C apac ity
P0.4
Pe rform B us ine s s
Pla nning
P0.4.1
Goals / Str ate gy
P0.5
P0.6
P0.7
P0.8
M a na ge Produc t Line M a na ge Pla nning D a ta Pe rform Supply C ha in
M a na ge B us ine s s R ule s
Pla ns
B e nc h M a rking
P0.5.1
M anage Fie ld
Spar e s Plan 10533
P0.6.1
M anage Planning
D ata
P0.5.2
M anufac tur ing
I nput to SR P
P0.6.2
Planne r C ode
A s s ignme nt and
M ainte nanc e
P0.3.2
Ope r ations Staffing
P0.4.2
B udge t Planning
P0.3.3
Supplie r C apac ity
Plan
P0.4.3
Standar d C os t
P0.5.4
M anage Fie ld
C onfigur ations
P0.4.4
Pr oduc t C os t
M anage me nt
P0.5.5
Fie ld C hange
M anage me nt
D oc 10407 (C 0.1.1)
Pr oduc t N umbe r ing
P0.7.1
Pe r for m Supply
C hain B e nc h
M ar king
P0.8.1
V alue s and
Pr inc iple s
P0.8.2
Ope r ations
Polic ie s
P0.5.3
M anufac tur ing
I nput to the PR P
P0.5.6
N PI Pr oc e s s 10093
Source
M ak e
So urce Infra structure
S0.1
Es ta blis h N e w
M a te ria l
S0.2
Es ta blis h N e w
Sourc e
S0.1.1
Par t C r e ation
Pr oc e s s for
Pur c has e d
C ompone nts
S0.1.4 - R
Supplie r Se le c tion
and qualific ation
S0.3
M a na ge Supplie r
A gre e me nts
S0.3.1
Supplie r PC N
Pr oc e dur e
S0.9.1
Str ate gy
D e ve lopme nt
S0.9.2
T e c hnology
M anage me nt
T e ams (T M T )
S0.1.5
Qualifie d Par t
Pr oc e s s
De live r
Deliver Infrastructure
Ma nufa cturing Infra structure
S0.4
S0.9
M a inta in Sourc e
D e te rmine Eme rging
Pla nning a nd Exe c ution Supplie r Te c hnologie s
D a ta
S0.10
M a na ge M a te ria l
Inve ntory
M 0.1
M 0.2
M 0.3
C re a te /M a nge Site
M a na ge Engine e ring/ M a inta in Equipme nt /
R e c ipe s /Proc e s s Flow s
R e c ipe C ha nge s
Fa c ilitie s
S0.10.2
Stoc k R oom
I nve ntor y M gmt.
M 0.1.1
C r e ate
M anufac tur ing
B ill of M ate r ial
S0.10.3
Supplie r
I nve ntor y
M 0.2.1
M anage
E ngine e r ing
C hange
I mple me ntation
M 0.1.6
M e thods
D is tr ibution
S0.10.6
C yc le C ount
M 0.3.1
Fac ilitie s
M ainte nanc e
M 0.4
C ontrol Produc tion
Proc e s s e s
M 0.5
M a na ge Produc tion
M a te ria ls
M 0.5.2
PC A Floor
Stoc k
M 0.4.4
E SD Pr oc e s s and
A udit
M 0.5.3
Sys te m A s s e mbly &
T e s t Floor Stoc k
M 0.3.2
M aintain &
C alibr ate
E quipme nt
M 0.6
M onitor Produc tion
Sta tus
M 0.5.6
Ove r all M ate r ial
Flow
M 0.6.2
L abor T r ac king
S0.5.2
I nbound Fr e ight
M anage me nt
S0.6
M a na ge Supplie r
C e rtific a tion
S0.7
M a na ge Sourc ing
B us ine s s R ule s
D 0.3
Manage Order R ules
D 0.4
Manage D eliver
Inventories
M 0.9
M a na ge Short-te rm
C a pa c ity
M 0.10
M a nufa c turing Tra ining
M 0.7.1
M onitor Pr od.
E quipme nt
M 0.8.1
C L C A Pr oc e s s
M 0.9.1
Shor t T e r m
C apac ity Plan
M 0.10.1
T e c hnic al
T r aining
D 0.1.1
M anage I ndic ative
D ata
D 0.3.1
C L E Pr ovis ioning
D 0.4.1
Fie ld I nv. C yc le
C ount -
M 0.7.2
A s s e t T r ac king
M 0.8.2
N on C onfor ming
M ate r ial
M 0.10.2
T e am B uilding
D 0.1.3
Outbound E D I
Pr oc e s s
D 0.3.2
B as e Station
Pr ovis ioning
D 0.4.2
E &O M ate r ial
Pr oc e s s ing
D 0.1.5
Pr oduc t B ar c ode
D e live r y
D 0.3.4
Fie ld R e tur ns
D 0.4.3
Fie ld I nve ntor ie s
M 0.6.3
B OM V ar ianc e at
B ac kflus h
P0.9.2
D e te r mining
Staffing
R e quir e me nts
M 0.8.3
R e c alle d Pr oduc t
S0.8
A uthoriz e Supplie r
Pa yme nt
M 0.8.4
Ope r ations Quality
M anage me nt
D 0.4.4
Finis he d Goods
M 0.8.5
M e as ur ing of B as e
Faultle s s I ns talls
D 0.4.5
C ons ignme nt
Finis he d Goods
D 0.5
Manage W arehouse
N etw ork
D 0.6
Manage
W arehouses
D 0.6.1
C ons ignme nt
W ar e hous e Pr oc e s s
D 0.7
Manage D elivery
Quality
D 0.8
Manage D elivery
C ontracts
D 0.9
D 0.10
E stablish N ew D elivery Manage Outbound
C hannels
Transportation
D 0.9.1
N e w C ity
I ntr oduc tion
D 0.7.1
M anage D e live r y
Quality
D 0.10.1
Outbound
L ogis tic s
D 0.10.2
I n T r ans it T r ac king
M 0.8.6
M e as ur ing of R U
Faultle s s I ns talls
S0.8.1
A c c ounts
Payable
S0.6.4
Supplie r Pr e fe r e nc e
D 0.2
Manage C hannel
B usiness R ules
M 0.8
M a na ge Produc tion
Q ua lity Polic ie s
S0.6.3
Par t Pr e fe r e nc e
S0.5
M a na ge Inc oming
Fre ight
D 0.1
Manage P roduct and
P rocess D ata
M 0.7
M onitor Equipme nt
Sta tus
M 0.8.7
Out of B ox A udit
Pla nning P3 "Pla n Ma ke"
Pla nning P4 "Pla n Deliv er"
P3.1
Ide ntify & A ggre ga te
Produc tion R qmts
D 4.1
Ide ntify, Prioritiz e a nd
A ggre ga te D e live ry
R e quire me nts
P3.2
P3.3
P3.4
Ide nt.& A ggre ga te B a la nc e R e s ourc e s W ith Es ta blis h D e ta ile d
Produc tion R e s ourc e s
Produc tion R qmts
Produc tion Pla ns
P3.2.1
Pr oduc tion
M anage me nt
P3.1.1
V olume
D e ployme nt
P3.3.1
C r e ate M PS
P3.3.2
R e vie w and
B alanc e M PS
D 4.1.1
A ggr e gate
R e quir e me nts
S2.1
Sc he dule M a te ria l
D e live rie s
S2.2
R e c e ive & V e rify
M a te ria l
D 4.3.1
B alanc e
R e s our c e s w ith
R e quir e me nts
D 4.4.1
E s tablis h
D e taile d Plans
Ex ecutio n M3 "Ma ke to Order (Discrete Ma nufa cturing )"
S2.3
Tra ns fe r
M a te ria l
M 3.1
Sc he dule M a nufa c turing
A c tivitie s
M 3.2
Is s ue M a te ria l
M 3.3
M a nufa c ture a nd Te s t
M 3.4
Pa c ka ge
Deliv er D2 "Deliv er Ma ke to Order Pro ducts
M 3.5
Sta ge
Produc t
D 2.7.1
Outbound L ogis tic s
Ke vin M onahan
M 3.1.1
Pr oduc tion
Sc he duling
S2.2.1
Stoc kr oom and
R e c e iving Pr oc e s s
P2.4.1
Pr ovis ioning
D 4.2.1
A ggr e gate
R e s our c e s
P3.4.1
C r e ate M R P Or de r
R e c omme ndations
So urce Ma ke to Order Ma teria l
Pla nning P2 "Pla n So urce"
P2.1
P2.2
P2.3
P2.4
Prioritiz e a nd A ggre ga te A s s e s s a nd A ggre ga teB a la nc e R e s ourc e s W ith Es ta blis h D e ta ile d
M a te ria l R e q.
R e s ourc e s
M a te ria l R e quire me nts
Sourc ing Pla ns
D 4.2
D 4.3
D 4.4
Ide ntify, A s s e s s a nd
B a la nc e D e live ry
Es ta blis h D e ta ile d
A ggre ga te D e live ry R e s ourc e s w ith D e live ry D e live ry Pla ns
R e s ourc e s
R e quire me nts
S2.3.3
Pr ogr am
Par ts
D 2.7
Se le c t C a rrie rs
& R a te Shipme nts
M 3.1.2
Pr oduc tion
Sc he dule R e vie w
D 2.8
Pic k Sta ge d
Produc t
M 3.1.3
M odify Sc he dule
and E xe c ute
M 3.1.4
D e live r R e por ts to
C us tome r s
M 3.2.1
Kitting and
I s s uing M ate r ial
M 3.3.1
PC B A s s e mbly
M 3.3.10
PC A T e s t
M 3.4.1
Pac kage
M e nlo
D 2.8.1
Pic k Stage d
Pr oduc t
M 3.5.1
Stage
Pr oduc t
D 2.6
R oute Shipme nts
S2.1.2
V alue A dde d
D is tr ibutor (V A D )
D 2.5
Pla n & B uild Loa ds
D 2.9
D 2.10
Loa d V e hic le
R e c e ive & V e rify
G e ne ra te Ship D oc s &
Produc t a t C us tome r Site
Ship
D 2.9.1
L oad V e hic le Ge n.
Ship D oc s & Ship
M 3.3.2
B as e A s s e mbly and
T es t
M 3.3.3
R U A s s e mbly
D 2.5.1
Plan, B uild, and C ons olidate L oads
Ke vin M onahan
M e nlo L ogis tic s
D 2.10.1
R e c e ive & V e r ify
Pr oduc t at
W ar e hous e s
D 2.10.2
R e c e ive & V e r ify
Pr oduc t at
C us tome r Site
D 2.4
C ons olida te
O rde rs
D 2.11
Te s t & Ins ta ll
Produc t
D 2.3.1
Sale s Or de r Pr oc e s s
Ke vin M onahan
D 2.3
R e s e rve R e s ourc e s a nd
Se t D e live ry D a te s
D 2.2
V a lida te
O rde r
D 2.12
Invoic e & R e c e ive
Pa yme nt
Legend
D 2.11.1
T e s t and I ns tall
CL E s
D 2.11.2
T e s t & I ns tall
B as e s
5.
D oc ume nt ac c e pte d
by R A C I te am and
bas e line d
4.
R e vie w by
M anufac tur ing
E ngine e r ing
c omple te and
doc ume nt s e nt out
for R A C I appr oval
of final doc ume nt
D 2.12.1
T r ans fe r A s s e t to
I ns talle d B as e
A c c ount
M 3.3.12
RU T es t
3.
Pr oc e s s ow ne r is
finis he d w r iting
doc ume nt.
D oc ume nt is
aw aiting
M anufac tur ing
E ngine e r ing r e vie w .
M 3.3.5
I nte r nal R e tur n
Pr oc e s s
S2.1.3
A utoR e ple nis h
Pr oc e s s
M 3.3.6
Pr oduc tion
Ope r ations R e tur n
C e nte r
S2.2.4
Fie ld D is c r e pant
R e c e ipts
S2.1.4
E xte r nal D r op Ship
Pr oc e s s
SCOR Overview
July 2004
Information
Systems Inputs and Outputs
Firm
Purc ha s e
O rde rs
M fg Pro
Inve ntory
Tra ns a c tion
M fg Pro
2.
Has a Pr oc e s s
Ow ne r , B ut the
Pr oc e s s is N ot
D oc ume nte d
M 3.5.2
Stage Pr oduc t
Outs ide
W ar e hous e s
S2.2.5
R e c e ive and
V e r ify M ate r ial
M in M a x
M a te ria l
Input
M fg Pro
Pla nne d
O rde r
R e port
M fg Pro
Inve ntory
Tra ns a c tion
M fg Pro
Se t C ha nge
Effe c tivitie s
M fg Pro
Pla nne d
W ork
O rde rs
M fg Pro
Fore c a s t
Loa de d
M fg Pro
Sa le s
O rde rs
M fg Pro
M ove
M a te ria l
to Floor
M fg Pro
M a te ria l
A lloc a te d
M fg Pro
R e le a s e d
W ork
O rde rs
M fg Pro
M a te ria l
Pic k Lis ts
M fg Pro
23
W IP M a te ria l M ove s a nd Q ua lity D a ta
Sys te m
M itron
B a c kflus h
A fte r Te s t
M fg Pro
D 2.1
Proc e s s Inquiry & Q uote
M ove to
Finis he d
G oods
M fg Pro
M ove to
Finis he d
G oods
M fg Pro
M a te ria l
R e c e ive d
E M a il
D D TS
1.
N o Pr oc e s s Ow ne r
and the Pr oc e s s is
N ot D oc ume nte d
B ill of
La ding &
M a nife s t
M fg Pro
0.
W ill N ot B e U s e d
T his Y e ar and W ill
N ot B e D oc ume nte d
U ntil N e e de d
M ove to
Truc k
M fg Pro
C LEs
Ins ta lle d
M fg Pro
Sa le s
O rde rs
M fg Pro
B as e
Sta tion
C ommis s ione d
M fg Pro
Intel As-Is Modeled in Easy SCOR
Suppliers
Supplier
Suppliers
Assemble/ Package
Distribution Centers
Americas--->
Europe--->
Asia--->
SCOR Overview
July 2004
24
Geo Ports of Entry
Gold’n Plump Supply Chain Planning
Exec
utive
Gold'n Plump Supply Chain
Planning Process Map
Updated Annual
Business
Plan w/ action plan
Leadership
Review
Sale
s
Process Inquiry &
Quote
Receive, Enter, &
Validate Order
Strategy, Goals,
Annual Business
Plan
Reserve Inventory &
Determine
Delivery Date
Mark
etin
g
Plan Supply Chain (P1)
30-90 Aggregate
Demand
Supply
Balance
Daily
Orders
Plan Source (P2)
0-30 Material
Requirements
Resources
Balance
Plan
ning
0-30 day
Outsource
Needs
Plan Make (P3)
0-30 Production
Requirements
Resources
Balance
Plan Deliver (P4)
0-30 Fulfillment
Requirments
Resources
Balance
0-30 day
Inventory
Plan
Logi
stics
Consolidate Orders
Man
ufact
urin
g
Plan & Build Loads
Route Shipments
30-90 demand
forecast & supply
plan
Actual Order
History
0-30 day
Expected
Receipts
Select Carriers & Rate
Shipments
Receive Product
Pick Product
Load Vehicle, Generate
Ship Docs & Ship
Manufactcure & Test
Package
Stage Product
Release Product to
Deliver
0-30 day Master
Production
Schedule
Issue Material
0-7 day Schedule
Receive & Verify
Manufacturing Activities0-30 Material
Material
Transfer Material
Requirements
Plan
Live
0-7 day Schedule
Material Deliveries
Sup
plier
0-7 day Schedule
Material Deliveries
SCOR Overview
July 2004
25
Invoice & Receive
Payment
F404 Engine HP Rotor Assy
NADEP
DSC
25%
OnTime
Fairchild
Fasteners
60% of
Requireme
nt
Accepted,
90% of that
Completed
on time
Self Locking Nut
D2
S1
D1
NAS
CV
NAVICP
77%SMA
S1
M2
D2
S1
D1
S1
S2
F/A
18
Serviceable
Modules
188% of
Requirement,
Svc Engines
112% of
Requirement
Serviceable
Rotor
Assy
(carcass)
164
Days
32 Days
98 days
Unserviced
Engine Module
S2
(carcass)
DR2
SCOR Overview
July 2004
26
M2
Unserviceable
Rotor Assy
SR2
Svc
Engine
D1
Carter Holt Harvey – Focus on Best
Practice / Change Management
Practice not yet adopted
B es t
Prac tic e
Bus in ess
Ru les
B es t
Prac tic e
P1
P2
S1
Best practice achieved
Practice adopted
P4
P3
M1
D1
M2
COTS / Consultant Evaluations
SCOR Overview
July 2004
27
B es t
Prac tic e
D2
USMC SRAC – IT Gaps and Redundancies
SCOR Overview
July 2004
28
SCOR Projects – A Wide Range of Adoption




SCOR Overview
July 2004
Consumer Foods
• Project Time (Start to Finish) – 3 months
• Investment - $50,000 US
• 1st Year Return - $4,300,000 US
Electronics
• Project Time (Start to Finish) – 6 months
• Investment - $3-5 Million US
• Projected Return on Investment - $ 230 Million US
Software and Planning
• SAP bases APO key performance indicators (KPIs) on
SCOR Model
Aerospace and Defense
• SCOR Benchmarking and use of SCOR metrics to
specify performance criteria and provide basis for
contracts / purchase orders
29
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