SCOR10.0 Overview 概述资料

SupplyChainOperationsReference(SCOR®)modelOverview-Version10.0supplychaincouncilsccSMsupply-chain.org/scor1SupplyChainCouncil(SCC,supply-chain.org)isaglobalnonprofitorganisationwhoseframework,improvementmethodology,andbenchmarkingtoolshelpmemberorganisationsmakedramaticandrapidimprovementsinsupplychainperformance.SCCestablishedandmaintainsthesupplychainworld’smostwidelyacceptedframeworkforevaluatingandcomparingsupplychainactivitiesandtheirperformance:theSupplyChainOperationsReference(SCOR®)model.TheSCORframeworkmakesitpossiblefororganisationstoquicklydetermineandcomparetheperformanceofsupplychainandrelatedoperationswithintheirorganisationandagainstotherorganisations.SCCanditsmembervolunteerscontinuallyadvancethesetoolsandprovideeducationonhowtoleveragethemforachievingsuperiorsupplychainperformance.Aconsortiumof69organisationsfoundedSCCin1996.Today,theSCORmodelisusedbythousandsoforganisationsworldwide.SCCmembershipisopentoallorganisationsinterestedinapplyingandadvancingthestate-of-the-artinsupplychainmanagementsystemsandpractices.Ourmembersrepresentabroadcross-sectionofindustriesincludingmanufacturers,distributors,retailers,andserviceprovidersaswellastechnologysolutionproviders,businessconsultants,academicinstitutions,andgovernmentorganisations.SCChaschaptersinAustralia/NewZealand,GreaterChina,Europe,Japan,LatinAmerica,MiddleEast,NorthAmerica,SouthernAfrica,andSouthEastAsia.SupplyChainCouncil’swebsitecontainsadditionalinformationontheSCORmodel,SCCmembership,andotherresources.’sframeworks,network,benchmarking,research,andtraininghelpyourmanagementteamanalyseyoursupplychainsfaster,quicklyrecogniseopportunities,implementchanges,improveoperationalprocesses,trackresults,andsustaingains.SCCisanactive,peer-ledresearchorganisationwithakeenfocusoncontinuousresearchanddevelopment.Membershipparticipationoncommitteesandworkinggroupscontributestothedevelopmentofnewmodels,tools,andpracticesthatarereleasedtothemembership.MembershipgiveseverysupplychainprofessionalwithinyourorganisationaccesstotheSCOR®model,theCustomerChainOperationsReference(CCORSM)modelforcustomerchainmanagement,andtheDesignChainOperationsReference(DCORSM)modelfordesignchainmanagement.Weinviteyoutolearnmoreandjoinus.-supply-chain.org/join-[phone]supply-chain.org/scor2TheSupplyChainOperationsReference(SCOR®)modelprovidesauniqueframeworkthatlinksperformancemetrics,processes,bestpractices,andpeopleintoaunifiedstructure.Theframeworksupportscommunicationbetweensupplychainpartnersandenhancestheeffectivenessofsupplychainmanagement,technology,andrelatedsupplychainimprovementactivities.OrganisationalbenefitsofadoptingtheSCORmodelinclude:• Rapidassessmentofsupplychainperformance• Clearidentificationofperformancegaps• Efficientsupplychainnetworkredesignandoptimisation• Enhancedoperationalcontrolfromstandardcoreprocesses• Streamlinedmanagementreportingandorganisationalstructure• Alignmentofsupplychainteamskillswithstrategicobjectives• Adetailedgameplanforlaunchingnewbusinessesandproducts• SystematicsupplychainmergersthatcaptureprojectedsavingsSCORisaconsensusmodel.Itwasdevelopedandcontinuestoevolvewiththedirectinputofindustryleaderswhomanageglobalsupplychainsanduseitdailytoanalyseandimprovetheperformanceoftheirorganisations.Itfeaturesanintentionallybroadscopeanddefinitionsthatcanbeadaptedtothespecificsupplychainrequirementsofanyindustryorapplication.SCORTheGlobalSupplyChainLanguagesupply-chain.org/scor3HowSCORDeliversValueAsabusinessleaderyouareaccountabletoyourcustomers,shareholders,andstakeholders.Businessvalue,whetherrealorperceived,isderivedfromthepredictabilityandsustainabilityofbusinessoutcomes.Itlives,healthyorsick,inthosegapsbetweenexpectedvs.perceivedvs.actualperformance.Valueisarticulatedbymeasuringwhatisbeingmanaged.TheSCORmodelhelpsrefinestrategy,definestructure(includinghumancapital),manageprocesses,andmeasureperformance.Anorganisation’sannualstrategicprioritiesaremanifestinSCOR’sverticalprocessintegration(management-ledprogramsfordoingtherightthings,asdefinedbythecustomer)anditshorizontalprocessintegration(leadership-ledprogramsfordoingtherightthingswell,asdefinedbycapabilities).OrganisationsthathaveappliedSCORtohelpwithsupplychainproblemsolving,processimprovement,processredesign,orbusinessprocessengineering,havedemonstratedthatSCORisaneffectiveenablerforaligninganorganisation’sportfolioofimprovementprojectswithstrategicgoalsandobjectives.SCORHelpsSolvetheTop5SupplyChainChallengesEconomiccycles,whethermarketsaregrowingorcontracting,alwaysforceorganisationstotakeanintenselookattheirsupplychains,questiontheirassumptions,rootoutinefficiencies,andplanforgrowth.Suchanalysisandrestructuringareanongoingrequirementforeffectivesupplychainmanagement.HereisabriefsummaryofhowSCORaidsthisworkandhelpssolvefiveofthenever-endingsupplychainmanagementchallenges.SuperiorCustomerServiceEffectivesupplychainmanagementisallaboutdeliveringtherightproductintherightquantityandintherightconditionwiththeright