《供应链运作参考模型》

Mini-SeminarJan,2003April1999-Version2.01SupplyChainOperationsReference-model(SCOR)OverviewScottStephensChiefTechnologyOfficerSupply-ChainCouncil,Inc.Mini-SeminarJanuary,20032•TheSCCisanindependent,not-for-profit,globalcorporationwithmembershipopentoallcompaniesandorganizationsinterestedinapplyingandadvancingstate-of-the-artsupplychainmanagementsystemsandpractices.•Over750CompanyMembers•Cross-industryrepresentation•ChaptersinAustralia/NewZealand,Brazil,Europe,Japan,NorthAmerica,andSouthEastAsiawithpetitionsforadditionalchapterspending.•TheSupply-ChainCouncil(SCC)hasdevelopedandendorsedtheSupplyChainOperationsReference-model(SCOR)asthecross-industrystandardforsupplychainmanagementMini-SeminarJanuary,20033SCCOrganization-ChaptersandStaffingAustralia/NewZealandChapterSydney,AustraliaOwensGlobalLogisticsSouthEastAsiaChapterSingaporeVentureInc.JapanChapterTokyo,JapanNECSCCGlobalHeadquartersPittsburgh,Pennsylvania,USAHPEuropeOslo,NorwayModusMediaSouthernAfricaJohannesburg,SouthAfricaUTiNorthAmericaChapterEffective7/1/03BrazilChapterEffective9/1/03Mini-SeminarJanuary,20034SCCLeadershipTeamsAustralia/NewZealandOwensGlobalLogistics–CCaltexAusPetroleum–VCLexianSAPEXETechnologiesRMITUniversityMIServicesBHPQueenslandRailwayKPMGDeloitteEuropeModusMedia–CGist,Inc.–VCUPM-KymmeneOyjBASFDiverseyLeverAMRResearchJonkerAdiesSAPINSEADRhodiaSonocoProductsSouthEastAsiaVemturaCorporation–CPhillipsCFT–VCModusMediaDeloitteSingaporeInstituteofMfg.TechnologySCMInstituteAutoscanTechnologyPrecisionValveAsiaPacificBreweriesI2TechnologiesPerentisSdnBhdJapanNEC–CJBCCreate–VCMitsuiGlobalStrategicStudiesOlympusOpticalEXAChubuElectricPowerJ.D.EdwardsNihonUnisysHitachiHokkaidoUniversityMatsushitaElectricIndustrialYamahaBoardofDirectorsHP–CDisney–VCAMRDaimlerChryslerMOPARBusinessProcessTrainingCenterEuropePeopleSoftI2TechnologiesGeorgiaInstituteofTechnologyIBMSCELimitedICISupplyChainAlcatelAmericasPRTMIntelMini-SeminarJanuary,20035Membership750+SCCmembers,Composition•40%:Practitioners•25%:EnablingTechnologyProviders•20%:Consultants•15%:Universities,Associations,GovernmentOrganizationsSCCMemberCompositionPractitionersSoftwareVendorsConsultantsUniversities/Gov.Orgs/Assns.SCCMembershipbyRegionNorthAmericaEuropeJapanOtherMini-SeminarJanuary,20036CurrentTechnicalProjectsSupplyChainEventMgt.RetailOperations-1CollaborationProductDevelopmentC-TomPhelps–HPV–PaulSchiller–BPAmocoLtColScottKoster(USMC)ReturnsRetailOperations-2SteveMiller(Disney)MichaelMemmel–(R.Reed)TimMeester(BestBuy)MetricsMROReturnsJoeBurak(Boeing)SCORTechnicalDevelopmentSteeringCommitteeCasparHunsche(HP)KatieKasper–(DRKAssociates)Mini-SeminarJan,2003SupplyChainOperationsReference-model(SCOR)OverviewMini-SeminarJanuary,20038Quantifytheoperationalperformanceofsimilarcompaniesandestablishinternaltargetsbasedon“best-in-class”resultsBenchmarkingCharacterizethemanagementpracticesandsoftwaresolutionsthatresultin“best-in-class”performanceBestPracticesAnalysisProcessReferenceModelCapturethe“as-is”stateofaprocessandderivethedesired“to-be”futurestateBusinessProcessReengineeringCapturethe“as-is”stateofaprocessandderivethedesired“to-be”futurestateQuantifytheoperationalperformanceofsimilarcompaniesandestablishinternaltargetsbasedon“best-in-class”resultsCharacterizethemanagementpracticesandsoftwaresolutionsthatresultin“best-in-class”performanceWhatisaprocessreferencemodel?Processreferencemodelsintegratethewell-knownconceptsofbusinessprocessreengineering,benchmarking,andprocessmeasurementintoacross-functionalframeworkMini-SeminarJanuary,20039SupplierPlanCustomerCustomer’sCustomerSuppliers’SupplierMakeDeliverSourceMakeDeliverMakeSourceDeliverSourceDeliverInternalorExternalInternalorExternalYourCompanySourceSCORisstructuredaroundfivedistinctmanagementprocessesSCORModelReturnReturnReturnReturnReturnReturnReturnReturnBuildingBlockApproachProcessesMetricsBestPracticeTechnologyMini-SeminarJanuary,200310CustomersSuppliersP1PlanSupplyChainPlanP2PlanSourceP3PlanMakeP4PlanDeliverSourceMakeDeliverS1SourceStockedProductsM1Make-to-StockM2Make-to-OrderM3Engineer-to-OrderD1DeliverStockedProductsD2DeliverMTOProductsD3DeliverETOProductsS2SourceMTOProductsS3SourceETOProductsSupply-ChainOperationsReference-model(SCOR)5.0-ProcessesReturnSourceP5PlanReturnsReturnDeliverEnableMini-SeminarJanuary,200311SCORBoundariesSCORSpans:•Allsupplier/customerinteractionsOrderentrythroughpaidinvoice•AllphysicalmaterialtransactionsFromyoursupplier’ssuppliertoyourcustomer’scustomer,includingequipment,supplies,spareparts,bulkproduct,software,etc.•AllmarketinteractionsFromtheunderstandingofaggregatedemandtothefulfillmentofeachorder•ReturnsMini-SeminarJanuary,200312SCORBoundaries(cont’d)SCORdoesnotinclude:•Salesadministrationprocesses•Technologydevelopmentprocesses•Productandprocessdesignanddevelopmentprocesses•Somepost-deliverytechnicalsupportprocessesSCORassumesbutdoesnotexplicitlyaddress•Training•Quality•InformationTechnology(IT)administration(non-SCM)Mini-SeminarJanuary,200313MaterialFlowSCORLevel1OperationsStrategyAnalyzeBasiso