Upload
taofiq-abiola
View
216
Download
0
Embed Size (px)
Citation preview
7/29/2019 Scor11 Brochure
1/10
7/29/2019 Scor11 Brochure
2/10
7/29/2019 Scor11 Brochure
3/10
7/29/2019 Scor11 Brochure
4/10
7/29/2019 Scor11 Brochure
5/10
SCOR Processes
The Supply Chain Operations Reference (SCOR) model describes
the business activities associated with all phases of satisfying acustomers demand. The model itself is organized around the ve
QSJNBSZNBOBHFNFOUQSPDFTTFTPG1MBO4PVSDF.BLF%FMJWFS
3FUVSOBOE&OBCMF6TJOHUIFTFQSPDFTTCVJMEJOHCMPDLTUIF4$03
model can be used to describe supply chains that are very simple
PSWFSZDPNQMFYVTJOHBDPNNPOTFUPGEFOJUJPOTBDSPTTEJTQBSBUF
industries. Today public and private organizations and companies
around the world use the model as a foundation for global and site-
specic supply chain improvement projects.
4$03TQBOTBMMDVTUPNFSJOUFSBDUJPOTRVPUFUPDBTIBMMQIZTJDBM
NBUFSJBMUSBOTBDUJPOTQSPDVSFUPQBZNFOUJODMVEJOHFRVJQNFOU
TVQQMJFTTQBSFQBSUTCVMLQSPEVDUTPGUXBSFFUDBOEBMMNBSLFU
interactions (manufacturing, from the understanding of aggregate
demand to the fulllment of each order).
The model is designed and maintained to support supply chains of
WBSJPVTDPNQMFYJUJFTBOEBDSPTTNVMUJQMFJOEVTUSJFT5IF$PVODJMIBT
focused on three process levels and does not attempt to prescribe
how a particular organization should conduct its business or tailor
its systems or information ow.
People Supply Chain
Skills
5IFQFPQMFTFDUJPOJOUSPEVDFEJO4$03QSPWJEFTNFBOTGPS
managing talent in the supply chain by incorporating a standard
GPSEFTDSJCJOHUIFFYQFSUJTFSFRVJSFEUPQFSGPSNUBTLTBOENBOBHFQSPDFTTFT5IF4$03TLJMMTNBOBHFNFOUDPNQMFNFOUTUIFFYJTUJOH
process, metrics, and practice reference components by aligning
QFPQMFBOEUIFJSTLJMMTUPUIFQSPDFTTFT
"4LJMMJO4$03JTUIFDBQBDJUZUPEFMJWFSQSFEFUFSNJOFESFTVMUT
with minimal input of time and energy, characterized by a standard
EFOJUJPOXJUIBTTPDJBUFEFYQFSJFODFBQUJUVEFTBOEUSBJOJOH
&YQFSJFODFJTUIFLOPXMFEHFPSBCJMJUZBDRVJSFECZPCTFSWBUJPO
PSBDUJWFQBSUJDJQBUJPOPCUBJOFECZEPJOHUIFXPSLJOBSFBMMJGF
FOWJSPONFOUBOEVOEFSHPJOHEJGGFSFOUTJUVBUJPOTUIBUSFRVJSF
different actions.
"QUJUVEFJTBOBUVSBMBDRVJSFEMFBSOFEPSEFWFMPQFEBCJMJUZUP
QFSGPSNBDFSUBJOLJOEPGXPSLBUBDFSUBJOMFWFM
5SBJOJOHEFWFMPQTBTLJMMPSUZQFPGCFIBWJPSUISPVHIJOTUSVDUJPO
"MMQFPQMFTLJMMTBSFDPEFEXJUIBDBQJUBMMFUUFS)GPMMPXFECZBDBQJUBM
MFUUFSSFQSFTFOUJOHUIFFMFNFOU4GPS4LJMMT"GPS"QUJUVEFT&GPS
&YQFSJFODFBOE5GPS5SBJOJOH5IFTFBSFGPMMPXFECZBQFSJPEBOEB
GPVSEJHJUOVNCFS/PUF5IFOVNCFSJOUIF*%JTBVOJRVFJEFOUJFSBOE
EPFT/05JOEJDBUFBOZLJOEPGQSJPSJUZJNQPSUBODFPSPUIFSNFBOJOH
7/29/2019 Scor11 Brochure
6/10
sP - Plan
sP1
Plan Supply
Chain
sP2
Plan Source
sP3
Plan Make
sP4
Plan Deliver
sP5
Plan Return
sP1.1:*EFOUJGZ1SJPSJUJ[FBOE
"HHSFHBUF4VQQMZ
$IBJO3FRVJSFNFOUT
sP1.2:
*EFOUJGZ1SJPSJUJ[FBOE
"HHSFHBUF4VQQMZ
Chain Resources
sP1.3:
#BMBODF4VQQMZChain Resources
with SC
3FRVJSFNFOUT
sP1.4:
&TUBCMJTIBOE
Communicate Supply
Chain Plans
sP2.1:*EFOUJGZ1SJPSJUJ[FBOE
"HHSFHBUF1SPEVDU
3FRVJSFNFOUT
sP2.2:
*EFOUJGZ"TTFTTBOE
"HHSFHBUF1SPEVDU
Resources
sP2.3:
#BMBODF1SPEVDUResources
with Product
3FRVJSFNFOUT
sP2.4:
&TUBCMJTI4PVSDJOH
Plans
sP3.1:*EFOUJGZ1SJPSJUJ[F
BOE"HHSFHBUF
Production
3FRVJSFNFOUT
sP3.2:
*EFOUJGZ"TTFTT
BOE"HHSFHBUF
Production
Resources
sP3.3:
#BMBODF1SPEVDUJPO
Resources with
Production
3FRVJSFNFOUT
sP3.4:
&TUBCMJTI1SPEVDUJPO
Plans
sP4.1:*EFOUJGZ1SJPSJUJ[FBOE
"HHSFHBUF%FMJWFSZ
3FRVJSFNFOUT
sP4.2:
*EFOUJGZ"TTFTTBOE
"HHSFHBUF%FMJWFSZ
Resources
sP4.3:
#BMBODF%FMJWFSZResources and
Capabilities
XJUI%FMJWFSZ
3FRVJSFNFOUT
sP4.4:
&TUBCMJTI%FMJWFSZ
Plans
sP5.1:"TTFTTBOE
"HHSFHBUF3FUVSO
3FRVJSFNFOUT
sP5.2:
*EFOUJGZ"TTFTTBOE
"HHSFHBUF3FUVSO
Resources
sP5.3:
#BMBODF3FUVSOResources with
3FUVSO3FRVJSFNFOUT
sP5.4:
&TUBCMJTIBOE
Communicate Return
Plans
sR - Return
sSR1
Source Return
Defective Product
sSR2
Source Return
MRO Product
sSR3
Source Return
Excess Product
sDR1
Deliver Return
Defective Product
sDR2
Deliver Return
MRO Product
sSR1.1:
*EFOUJGZ%FGFDUJWF
Product Condition
sSR1.2:
%JTQPTJUJPO%FGFDUJWF
Product
sSR1.3:
3FRVFTU%FGFDUJWF
Product Return
"VUIPSJ[BUJPO
sSR1.4:
4DIFEVMF%FGFDUJWF
Product Shipment
sSR1.5:
3FUVSO%FGFDUJWF
Product
sSR2.1:
*EFOUJGZ.301SPEVDU
Condition
sSR2.2:
%JTQPTJUJPO.30
Product
sSR2.3:
3FRVFTU.303FUVSO
"VUIPSJ[BUJPO
sSR2.4:
4DIFEVMF.30
Shipment
sSR2.5:
3FUVSO.301SPEVDU
sSR3.1:
*EFOUJGZ&YDFTT
Product Condition
sSR3.2:
%JTQPTJUJPO&YDFTT
Product
sSR3.3:
3FRVFTU&YDFTT
Product Return
"VUIPSJ[BUJPO
sSR3.4:
4DIFEVMF&YDFTT
Product Shipment
sSR3.5:
3FUVSO&YDFTT
Product
sDR1.1:
"VUIPSJ[F%FGFDUJWF
Product Return
sDR1.2:
4DIFEVMF%FGFDUJWF
Return Receipt
sDR1.3:
3FDFJWF%FGFDUJWF
Product (includes
verify)
sDR1.4:
5SBOTGFS%FGFDUJWF
Product
sDR2.1:
"VUIPSJ[F.30
Product Return
sDR2.2:
4DIFEVMF.30
Return Receipt
sDR2.3:
3FDFJWF.30
Product
sDR2.4:
5SBOTGFS.30
Product
7/29/2019 Scor11 Brochure
7/10
sS - Source sM - Make
sS1
Source Stocked
Product
sS2
Source Make-to-
Order Product
sS3
Source Engineer-
to-Order Product
sM1
Make-to-Stock
sM2
Make-to-Order
sS1.1:Schedule Product
%FMJWFSJFT
sS1.2:
Receive Product
sS1.3:
7FSJGZ1SPEVDU
sS1.4:
Transfer Product
sS1.5:"VUIPSJ[F4VQQMJFS
Payment
sS2.1:Schedule Product
%FMJWFSJFT
sS2.2:
Receive Product
sS2.3:
7FSJGZ1SPEVDU
sS2.4:
Transfer Product
sS2.5:"VUIPSJ[F4VQQMJFS
Payment
sS3.1:*EFOUJGZ4PVSDFTPG
Supply
sS3.2:
4FMFDU'JOBM4VQQMJFS
BOE/FHPUJBUF
sS3.3:
Schedule Product
%FMJWFSJFT
sS3.4:Receive Product
sS3.5:
7FSJGZ1SPEVDU
sS3.6:
Transfer Product
sS3.7:
"VUIPSJ[F4VQQMJFS
Payment
sM1.1:Schedule Production
"DUJWJUJFT
sM1.2:
*TTVF.BUFSJBM
sM1.3:
Produce and Test
sM1.4:
1BDLBHF
sM1.5:Stage Product
sM1.6:
Release Product to
%FMJWFS
sM1.7:
8BTUF%JTQPTBM
sM2.1:Schedule Production
"DUJWJUJFT
sM2.2:
*TTVF4PVSDFE*O
Process Product
sM2.3:
Produce and Test
sM2.4:
1BDLBHFsM2.5:
4UBHF'JOJTIFE
Product
sM2.6:
3FMFBTF'JOJTIFE
1SPEVDUUP%FMJWFS
sM2.7:
8BTUF%JTQPTBM
sE - Enable
sDR3
Deliver Return
Excess Product
sE1
Manage Supply
Chain Business
Rules
sE2
Manage Supply
Chain Performance
sE3
Manage Supply
Chain Data and
Information
sE4
Manage Supply
Chain Human
ResourcessDR3.1:
"VUIPSJ[F&YDFTT
Product Return
sDR3.2:
4DIFEVMF&YDFTT
Return Receipt
sDR3.3:
3FDFJWF&YDFTT
Product
sDR3.4:
5SBOTGFS&YDFTT
Product
sE1.1:
(BUIFS#VTJOFTT3VMF
3FRVJSFNFOUT
sE1.2:
*OUFSQSFU#VTJOFTT
3VMF3FRVJSFNFOU
sE1.3:
%PDVNFOU#VTJOFTT
Rule
sE1.4:
Communicate
#VTJOFTT3VMF
sE1.5:
3FMFBTF1VCMJTI
#VTJOFTT3VMF
sE1.6:
3FUJSF#VTJOFTT3VMF
sE2.1:
*OJUJBUF3FQPSUJOH
sE2.2:
"OBMZ[F3FQPSUT
sE2.3:
'JOE3PPU$BVTFT
sE2.4:
Prioritize Root
CausessE2.5:
%FWFMPQ$PSSFDUJWF
"DUJPOT
sE2.6:
"QQSPWF-BVODI
sE3.1:
3FDFJWF.BJOUFOBODF
3FRVFTU
sE3.2:
%FUFSNJOF4DPQF
8PSL
sE3.3:
.BJOUBJO$POUFOU
Code
sE3.4:
.BJOUBJO"DDFTT
sE3.5:
1VCMJTI*OGPSNBUJPO
sE3.6:
7FSJGZ*OGPSNBUJPO
sE4.1:
*EFOUJGZ4LJMMT
Resource
3FRVJSFNFOU
sE4.2:
*EFOUJGZ"WBJMBCMF
4LJMMT3FTPVSDFT
sE4.3:
.BUDI4LJMMT
Resources
sE4.4:
%FUFSNJOF)JSJOH
Redeployment
sE4.5:
%FUFSNJOF5SBJOJOH
&EVDBUJPO
sE4.6:
"QQSPWF1SJPSJUJ[F
BOE-BVODI
7/29/2019 Scor11 Brochure
8/10
sD - Deliver
sM3
Engineer-to-Order
sD1
Deliver Stocked
Product
sD2
Deliver Make-to-
Order Product
sD3
Deliver Engineer-
to-Order Product
sD4
Deliver Retial
Product
sM3.1:'JOBMJ[F1SPEVDUJPO
&OHJOFFSJOH
sM3.2:
Schedule Production
"DUJWJUJFT
sM3.3:
*TTVF4PVSDFE*O
Process Product
sM3.4:Produce and Test
sM3.5:
1BDLBHF
sM3.6:
4UBHF'JOJTIFE
Product
sM3.7:
Release Product to
%FMJWFSsM3.8:
8BTUF%JTQPTBM
sD1.1:1SPDFTT*ORVJSZBOE
Quote
sD1.2:
3FDFJWF&OUFSBOE
7BMJEBUF0SEFS
sD1.3:
3FTFSWF*OWFOUPSZ
BOE%FUFSNJOF
%FMJWFSZ%BUFsD1.4:
Consolidate Orders
sD1.5:
#VJME-PBET
sD1.6:
Route Shipments
sD1.7:
Select Carriers and
Rate ShipmentssD1.8:
Receive Product
GSPN4PVSDFPS.BLF
sD1.9:
1JDL1SPEVDU
sD1.10:
1BDL1SPEVDU
sD1.11:
-PBE7FIJDMF(FOFSBUF4IJQQJOH
%PDT
sD1.12:
Ship Product
sD1.13:
Receive and verify
Product by Customer
sD1.14:
*OTUBMM1SPEVDUsD1.15:
*OWPJDF
sD2.1:1SPDFTT*ORVJSZBOE
Quote
sD2.2:
Receive, Congure,
&OUFSBOE7BMJEBUF
Order
sD2.3:
3FTFSWF*OWFOUPSZ
BOE%FUFSNJOF%FMJWFSZ%BUF
sD2.4:
Consolidate Orders
sD2.5:
#VJME-PBET
sD2.6:
Route Shipments
sD2.7:
Select Carriers andRate Shipments
sD2.8:
Receive Product
GSPN4PVSDFPS.BLF
sD2.9:
1JDL1SPEVDU
sD2.10:
1BDL1SPEVDU
sD2.11:-PBE1SPEVDU
(FOFSBUF4IJQQJOH
%PDT
sD2.12:
Ship Product
sD2.13:
Receive and verify
Product by Customer
sD2.14:*OTUBMM1SPEVDU
sD2.15:
*OWPJDF
sD3.1:Obtain and Respond
UP3'13'2
sD3.2:
/FHPUJBUFBOE
Receive Contract
sD3.3:
&OUFS0SEFS$PNNJU
3FTPVSDFT-BVODI
ProgramsD3.4:
4DIFEVMF*OTUBMMBUJPO
sD3.5:
#VJME-PBET
sD3.6:
Route Shipments
sD3.7:
4FMFDU$BSSJFST
Rate ShipmentssD3.8:
Receive Product
GSPN4PVSDFPS.BLF
sD3.9:
1JDL1SPEVDU
sD3.10:
1BDL1SPEVDU
sD3.11:
-PBE1SPEVDU(FOFSBUF4IJQQJOH
%PDT
sD3.12:
Ship Product
sD3.13:
Receive and verify
Product by Customer
sD3.14:
*OTUBMM1SPEVDUsD3.15:
*OWPJDF
sD4.1:(FOFSBUF4UPDLJOH
Schedule
sD4.2:
Receive Product at
Store
sD4.3:
1JDL1SPEVDUGSPN
CBDLSPPN
sD4.4:4UPDL4IFMG
sD4.5:
'JMM4IPQQJOH$BSU
sD4.6:
$IFDLPVU
sD4.7:
%FMJWFSBOEPSJOTUBMM
sE5
Manage Supply
Chain Assets
sE6
Manage Supply
Chain Contracts
sE7
Manage Supply
Chain Network
sE8
Manage Supply
Chain Regulatory
Compliance
sE9
Manage Supply
Chain Risk
sE5.1:
4DIFEVMF"TTFU
.BOBHFNFOU
"DUJWJUJFT
sE5.2:
5BLF"TTFU0GGMJOF
sE5.3:
*OTQFDUBOE
Troubleshoot
sE5.4:
*OTUBMMBOE$POHVSF
sE5.5:
$MFBO.BJOUBJOBOE
Repair
sE5.6:
%FDPNNJTTJPOBOE
%JTQPTF
sE5.7:*OTQFDU.BJOUFOBODF
sE5.8:
3FJOTUBUF"TTFU
sE6.1:
3FDFJWF$POUSBDU
$POUSBDU6QEBUFT
sE6.2:
&OUFSBOE%JTUSJCVUF
Contract
sE6.3:
"DUJWBUF"SDIJWF
Contract
sE6.4:
Review Contractual
Performance
sE6.5:
*EFOUJGZ1FSGPSNBODF
*TTVFT0QQPSUVOJUJFT
sE6.6:
*EFOUJGZ3FTPMVUJPOT
*NQSPWFNFOUT
sE6.7:
Select, Prioritize
BOE%JTUSJCVUF
Resolutions
sE7.1:
Select Scope and
Organization
sE7.2:
(BUIFS*OQVUBOE
%BUB
sE7.3:
%FWFMPQ4DFOBSJPT
sE7.4:.PEFM4JNVMBUF
Scenarios
sE7.5:
1SPKFDU*NQBDU
sE7.6:
4FMFDUBOE"QQSPWF
sE7.7:
%FWFMPQ$IBOHF
ProgramsE7.8:
-BVODI$IBOHF
Program
sE8.1:
.POJUPS3FHVMBUPSZ
&OUJUJFT
sE8.2:
"TTFTT3FHVMBUPSZ
Publications
sE8.3:
*EFOUJGZ3FHVMBUPSZ
%FDJFODJFT
sE8.4:
%FOF3FNFEJBUJPO
sE8.5:
7FSJGZ0CUBJO-JDFOTF
sE8.6:
Publish Remediation
sE9.1:
&TUBCMJTI$POUFYU
sE9.2:
*EFOUJGZ3JTL&WFOUT
sE9.3:
2VBOUJGZ3JTLT
sE9.4:
&WBMVBUF3JTLT
sE9.5:.JUJHBUF3JTL
7/29/2019 Scor11 Brochure
9/10
7/29/2019 Scor11 Brochure
10/10
The Supply Chain Operations Reference (SCOR) model is the
product of Supply Chain Council (SCC), an independent, nonprot,
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. The SCOR
model captures the Councils consensus view of supply chain
NBOBHFNFOU8IJMFNVDIPGUIFVOEFSMZJOHDPOUFOUPGUIFNPEFM
has been used by practitioners for many years, the SCOR model
QSPWJEFTBVOJRVFGSBNFXPSLUIBUMJOLTCVTJOFTTQSPDFTTNFUSJDT
best practices, and technology features into a unied structure
to support communication among supply chain partners and
to improve the effectiveness of supply chain management and
related supply chain improvement activities.
International Regional Support
"VTUSBMJB/FX;FBMBOE
&VSPQF
(SFBUFS$IJOB
)POH,POH
-BUJO"NFSJDB
/PSUI"NFSJDB
4PVUI&BTU"TJB
4PVUIFSO"GSJDB
12320 Barker Cypress Rd.Suite 600, PMB 321Cypress, Texas 77429-8329 USA
www.supply-chain.org
Item no. 726770-en 2012 Supply Chain Council, Inc. ALL RIGHTS RESERVED.SCOR is a registered trademark in the United States and Europe.
supply chain councilscc
SM
SCOR Online Access
5IF4$03GSBNFXPSLJTBMTPBWBJMBCMFPOMJOFUPNFNCFST5IFPOMJOF
WFSTJPOGFBUVSFTFBTZOBWJHBUJPOUISPVHIMJOLFEEFOJUJPOTQFSGPSNBODF
NFUSJDTCFTUQSBDUJDFTBOETLJMMT
7JTJUTVQQMZDIBJOPSHPOMJOFBDDFTT