The Critical components of SCOR are, the Business Context, the Supply Chain Improvement Portfolio, Plan, Source, Make, Deliver and Return Processes.<\/p>\n
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Business Context \u2013<\/strong>\u00a0While the basic framework of the SCOR Model is Plan, Source, Make, Deliver, and Return, these processes lose value if there is ambiguity, lack of purpose, and lack of strategic alignment. The business context or situation focuses on the current performance of organizations relative to the demands and requirements of their customers. This type of focus provides better insight of conformance gaps affecting the critical SCOR processes.<\/p>\n Tools<\/u>:<\/strong><\/em>\u00a0SWOT Analysis, Benchmarking and Environmental Scanning and Value Stream Mapping are vital tools leveraged in a robust Business Contextual Study.<\/p>\n Supply Chain Improvement Portfolio \u2013<\/strong>\u00a0Continuous improvement of supply chain processes is key to achieving the profound benefits of the SCOR Model. A genuine contextual study would reveal several opportunities for improvement of the Plan, Source, Make, Deliver, and Return processes.\u00a0Each opportunity should be considered as a project. A set of projects, score-carded, ranked by strategic criteria underpinned by Customer Requirements, is funneled into a Supply Chain Improvement Project Portfolio. Some criteria may be, strategic fit, cost-benefit, impact on customer requirements, and technical feasibility.<\/p>\n Tools<\/u><\/em>:<\/strong>\u00a0Customer Requirements Matrix, Project Portfolio Matrix, and Project Charter<\/p>\n Plan Process \u2013<\/strong>\u00a0This process entails all core supply chain and procurement dimensions. The primary focus is to meet customer demand in an efficient, cost-effective manner. This requires quantification, and analysis of available resources to meet projected demand with the appropriate quantities at the right time, place, and cost structure. Source, Make, Deliver and Return processes must be effectively planned, organized, lead, and controlled.<\/p>\n Tools<\/u><\/em>:<\/strong>\u00a0Material Requirements Matrix, Production Schedule, Kanban, Rough-Cut Capacity Planning Matrix, Receiving and Shipping logs, Forecasting Matrix, and Project Charter, Time Study Analysis, Total Productive Maintenance Schedule, Manpower Matrix<\/p>\n Source Process \u2013<\/strong>\u00a0This process focuses on assuring a consistently reliable, high quality, timely supply of inputs or raw materials to production (Make Processes) and enabling processes. The Key Performance Indicator of a source process is the\u00a0Total Cost of Ownership<\/strong>\u00a0of the required production input and enabling materials. Suppliers must be capable, inputs robust, conversion processes capable of high First Pass Yields to deliver great outcomes to customers and key stakeholders.<\/p>\n Tools<\/u><\/em>:<\/strong>\u00a0Robust Source Process (like\u00a0NLPA 10 step Global Sourcing Process<\/strong>), Detailed SIPOC Matrix (Suppliers, Inputs, Process, Output, Customers), TCO Matrix, Should Cost Models.<\/p>\n Make Process \u2013<\/strong>\u00a0This process should be broken into Design and Production dimensions. The design of robust high-quality products and services is essential for companies to maintain competitive advantage and market share.<\/p>\n Design for X is a powerful methodology, where X is considered as the critical variables needed to deliver excellence to customers.<\/p>\n Examples of Design for X are:<\/strong><\/p>\n Tools<\/u><\/em>:<\/strong>\u00a0House of Quality Matrix, Kano Model, Stage-Gate Process.<\/p>\n Delivery Process \u2013<\/strong>\u00a0This process should focus on slim, trim and efficient logistics with the least amount of movement possible to deliver on time value to customers. This process must be monitored for process waste emanating from excess transportation, over-processing, waiting, and motion in the supply chain.<\/p>\n Keep in mind that the typical business supply chain has about\u00a010% Value Add activity, 30% Non-Value Add but Essential activity, and 60% Waste.<\/strong><\/p>\n Tools<\/u><\/em>:<\/strong>\u00a0Spaghetti Charts, Waste Audit Matrix, Geographical Maps with Flow<\/p>\n Return Process \u2013<\/strong>\u00a0This process should be as efficient as possible because it is a cost driver that does not add value.<\/p>\n Tools<\/u><\/em>: Spaghetti Charts, Waste Audit Matrix, Geographical Maps with Flow<\/p>\n Caveat<\/strong>: Strategic Alignment is critical to business success. The SCOR Model works best when it is strategically aligned to the customer and mission-critical parameters of an organization.<\/p>\n Understand these parameters and you will understand how best to leverage this profoundly robust methodology. Keep it simple!<\/p>\n Today\u2019s Supply Chains are more complexed, demanding, fast-paced, and risk-prone […]<\/p>\n","protected":false},"author":13,"featured_media":1756,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1751","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-procurement"],"yoast_head":"\n![\"\"](\"https:\/\/www.certitrek.com\/nlpa\/wp-content\/uploads\/sites\/5\/2020\/09\/supply-chain-improvement-portfolio-300x240-1.jpg\")
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