Beruflich Dokumente
Kultur Dokumente
June 2003
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
Europe
Australia/New Zealand
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
Board of Directors
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
North America
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
Japan
Membership
Member by Type
Practitioners Software Vendors Consultants Non-Profits
Members by Region
Europe Japan SEA ANZ USA/Canada/Mex ROW SAfrica
800+ SCC members, Composition 40%: Practitioners 25%: Enabling Technology Providers 20%: Consultants 15%: Universities, Associations, Government Organizations
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Process reference models integrate the well-known concepts of business process reengineering, benchmarking, and process measurement into a crossfunctional framework
Benchmarking Best Practices Analysis Process Reference Model Capture the as-is state Capture the as-is state of aaprocess and derive of process and derive the desired to-be future the desired to-be future state state 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
Business Process Reengineering Capture the as-is Capture the as-is state of aaprocess state of process and derive the and derive the desired to-be desired to-be future state future state
Quantify the Quantify the operational operational performance of performance of similar companies similar companies and establish and establish internal targets internal targets based on best-inbased on best-inclass results class results
Characterize the Characterize the management management practices and practices and software solutions software solutions that result in bestthat result in bestin-class in-class performance performance
Deliver Return
Source Return
Make
Deliver Return
Source Return
Make
Deliver Return
Source Return
Make
Deliver Return
Source Return
Suppliers Supplier
Supplier
Internal or External
Your Company
Customer
Internal or External
Customers Customer
SCOR Model
Building Block Approach Processes Best Practice
SCOR Overview July 2004
Metrics Technology
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11
12
Suppliers
Source
S1 Source Stocked Products S2 Source MTO Products
Make
M1 Make-to-Stock M2 Make-to-Order
Deliver
D1 Deliver Stocked Products D2 Deliver MTO Products
M3 Engineer-to-Order
Return Source
Return Deliver
Enable
SCOR Overview July 2004
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Customers
SCOR Boundaries
SCOR Spans: All supplier / customer interactions Order entry through paid invoice All physical material transactions From your suppliers supplier to your customers 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
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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)
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SCOR Level 1
Material Flow
AS IS Geographic Map AS IS Thread Diagram Design Specifications TO BE Thread Diagram TO BE Geographic Map
SCOR Level 2
SCOR Level 3
Implement Implement supply chain supply chain Processes and Processes and Systems Systems SCOR Overview July 2004
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Manufacturing
Warehouse (S1, S2, M1, D1) (SR1,,DR1)
s t o
s t o
(S1) (SR1,SR3) Warehouse (S1, D1) (SR1,DR1,DR3) Other Suppliers (D1) Warehouse (S1, D1) (SR1, DR3) Latin American Suppliers (D1)
s t o
s t o
(S1) (SR1,SR3)
(S1) (SR1,SR3)
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RM Suppliers
ALPHA
Distributors
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P2 P2
P3 P3 P P 4 4 P2 P2 P P 3 3 P P 4 4
P P 2 2
P P 4 4
European RM Supplier
S2
M2
D2
S1
M1
D1
S2
M1
D1
S1
D1
S1
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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. The agility of a supply chain in responding to marketplace changes to gain or maintain competitive advantage. The costs associated with operating the supply chain.
Delivery Performance Fill Rates Perfect Order Fulfillment Order Fulfillment Lead Times Supply Chain Response Time Production Flexibility Cost of Goods Sold Total Supply Chain Management Costs Value-Added Productivity Warranty / Returns Processing Costs
The effectiveness of an organization in managing assets to support demand satisfaction. This includes the management of all assets: fixed and working capital.
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Responsiveness
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$30M Revenue $30M Revenue Key enabler to cost and asset improvements
Responsiveness Flexibility
Order Fulfillment Lead times Supply Chain Response Time Production Flexibility Total SCM Management Cost
INTERNAL
Cost
Warranty Cost
NA
NA
NA NA $7 M Capital Charge NA
Assets
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Decomposing Metrics
Cycle Time Perfect Order Fulfillment
Schedule Achievement
Perfect Order Fulfillment On Time On Time In Full Docs Damage Perfect Order Fulfillment D1 S1
In Full Docs
S2
M2
D2 S2
S1
M1
D1
ALPHA
Consumer Consumer
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Performance Measurement
Cycle Time
Perfect Order Fulfillment Order Perfect Fulfillment Perfect Order Actual 90% On TimeFulfillment On Time Actual - 85% In Full In Full Docs Docs Damage Perfect Order Fulfillment
European RM Supplier
S2
M2
D2 S2
S1
M1
D1 S1
ALPHA
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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
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P ro g ra m M anagem ent
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D e li v e r
D e li v e r I n f ra s t ru c tu re
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S0 .0 .0 T ec h n o lo g y M a na ge m e nt Tea m s (TM T)
M0 0 0 . . C r ea t e M a n u f a c t u r in g B i l l o f M a t e r ia l
M0 0 0 . . C L C A P r o c e ss M0 0 0 . . N o n C o n fo r m i n g M a te r i a l
M0 0. 0. T ec h n i c a l T r a ini n g M0 0. 0. T e a m B u i ld i ng
D0 0 0 . . C L E P r o v i s io n i n g D0 0 0 . . B ase S ta tio n P r o v is i o n in g D0 0 0 . . F ie ld R e t u r n s
D0 0 0 . . F i e ld I n v . C y c l e C ount D0 0 0 . . E & O M a t er i a l P r o c e s s in g D0 0 0 . . F i e l d I n v e n t o r ie s
D0 0 0 . . C o n s ig n m e n t W a r e ho u s e P r o c es s
D0 0 0 . . M a n a g e D e li v e r y Q u a l it y
D0 0 0 . . N ew C ity I n t r o d u c t io n
D0 0 0 . . O u tb ou nd L o g i s t ic s
S0 0 0 . . C ycle C ou n t
M0 0 0 . . M e tho d s D is tr i b u t io n
D0 0 0 . . I n T r a n si t T r a c k in g
S0 0 0 . . P a r t P r e f e re n c e
M0 0 0 . . R e c a l le d P r o d u c t M0 0 0 . . O p e r a t i o n s Q u a li t y M a n a g e m en t M0 0 0 . . M e a su r i n g o f B a se F a u l t le s s I n s t a l ls M0 0 0 . . M e a s u r in g o f R U F a u l t le s s I n s t a l ls
D0 0 0 . . F in i s h e d G o o d s D0 0 0 . . C o n si g n m en t F in i s h e d G o o d s
S0 0 . M an a g e I n c o m in g F re ig h t
S0 0 . M a n a g e S u p p li e r C e r ti fi c a ti o n
S0 0 . M a n a g e S o u r c in g B u s in e s s R u le s
S0 0 . A u t h o r i z e S u p p li e r P ay m e n t
S0 0 .0 . I n b o u n d F r e ig h t M a n a g em e n t
S0 .0 0 . S u p p l ie r P r e f e r e n c e
S0 .0 . 0 A c co u nts P a y a b le
M0 0 0 . . O u t of B o x A u d it
P la n n0in g P
P0 0 . I d e n ti f y & A g g r e g a te P r o d u c t io n R q m ts P0 0 . I d e n t .& A g g r e g a t e P r o d u c ti o n R e s o u rc e s P0 0 0 . . P r o d u c ti o n M a n a g em e n t P0 0 0 . . V o lu m e D ep l oym e nt
" P la n M a k e "
P0 0 . B a la n c e R e s o u r c e s W it h P r o d u c t i o n R q m ts P0 .0 E s t a b l i s h D e t a il e d P r o d u c t i o n P la n s D0 0. I d e n t if y , P r io r it i z e a n d A g g r e g a te D e li v e r y R e q u i r e m e n ts
P l a n n0i n g P
D0 0 . I d e n ti f y , A s s e s s a n d A g g r e g a te D e li v e r y R e so u rce s D0 0 0 . . A g g r e ga te R e so u r ce s
" P l a n D e l iv e r "
D0 0 . B a l a n c e D e l iv e r y R e s o u rc e s w it h D e li v e ry R e q u i re m e n t s D0 0 . E s t a b l is h D e ta i le d D e li ve r y P la n s
P0 0 0 . . C r e ate M P S
D0 0 0 . . A g g r e ga te R e q u ir e m en ts P0 0 0 . . C r e a te M R P O r d e r R e co m m e n d a tio ns
P0 0 0 . . R e v iew an d B a la n c e M P S
D0 0 0 . . B a la n c e R e so u r c e s w i th R e q u i r em e n t s
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S o u r c e M a k e to O r d e r M a t e r i a l
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E x e c u 0i o n M t
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D e l i v0e r D
" D e l iv e r M a k e t o O r d e r P r o d u c t s
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D0 0 . S e le c t C a r r ie r s & R a te S h ip m e n ts
D0 0 . R o u te S h i p m e n t s
D0 0 . P la n & B u i ld L o a d s
D0 0 . R e s e rv e R e s o u r c e s a n d S e t D e li v e r y D a t e s
D0 0 . V a li d a te O rd er
D0 0 . P ro c es s I n q u iry & Q u o te
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D0 0 . P ic k S ta g e d P ro d u c t D0 0 0 . . P ick S ta g e d P r od u ct
D0 0 0 . I n v o i ce & R ec e iv e P ay m e n t
Legend
0 . D o c u m e n t a c ce p t e d b y R A C I t ea m a n d b a s e li n e d 0 . R e view b y M a n u f a c t u r in g E n g i n e e r in g co m p l e t e a n d d o c u m en t se n t o u t f o r R A C I a p p ro v a l o f f ina l d oc u m e nt 0 . P r o c e ss o w ne r i s f in i s h e d w r i t in g docu ment. D o c u m e n t is a w a it i n g M a n u f a c t u r in g E n g i n e e r in g r e v ie w . 0 . H as a P r o ce ss O w n e r , B u t th e P r o c e s s is N o t D oc u m e nt e d
M0 0 0. . M o d if y S c h e d u le a nd E x ec u te
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M0 0 0 . . K ittin g a n d I s s u in g M a t e r i a l
M0 0 0 . . P C B A ss e m b ly M0 0 0 . . B a s e A s s e m b ly a n d T e st M0 0 0 . . R U A ssem b ly
M0 0 0 0 . . P C A T est
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M0 0 0 . . S ta ge P rodu ct
D0 0 0 . . R e c e i v e & V e r if y Pr od u c t at C u st o m er S i t e M0 0 0 0 . . R U T est
D0 0 0 . . T e s t & I n s ta ll B a s es
D0 0 0 . . T r a n s fe r A s s e t t o I n s t a ll e d B a s e A c co u n t
S0 0 .0 . V al ue A dd e d D i s tr ib u to r ( V A D )
M0 0 0 . . I n te r n al R e tu r n P r oc es s
S0 0 .0 . A u t o R e p l e n is h P r o c e ss M0 0 0 . . P r o d u c t io n O p e r a t io n s R e tu r n C e n te r
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S0 0 0 . . R e ce iv e a n d V e r i fy M a t e r i a l
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M a te r i a l R e c eiv e d E M a il
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M in M a x M a te r i a l In put M f g P ro
M o ve to F i n is h e d G oods M fg Pro
DD TS
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I n v e n to r y T r a n s a c t io n M fg Pro
I n v e n t o ry T r a n s a c t io n M f g P ro
S e t C h an g e E f f e c ti v it ie s M fg P ro
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M a te r i a l A l lo c a t e d M f g P ro
M ove M a t e ri a l to F l o o r M fg P ro
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B a c k f lu s h A f te r T e s t M f g P ro
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B a se S t a ti o n C o m m i s sio n ed M fg P ro
Americas--->
Europe--->
Asia--->
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L eadership R eview
S ale s
P rocess Inquiry & Q uote R eceive, E nter, & V alidate O rder R eserve Inventory & D eterm ine D elivery D ate
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Live
00 - day S chedule M aterial D eliveries
Sp u p lier
00 - day S chedule M aterial D eliveries
28
NADEP
25% OnTime
NAVICP
60% of Requiremen t Accepted, 90% of that Completed on time
NAS CV
77%SMA
F/A 18
Serviceable Modules 188% of Requirement, Svc Engines 112% of Requirement
D2
S1
D1
S1 M2 S2
(carcass)
D2
S1
D1
S1
164 Days
32 Days
98 days
M2
Svc Engine
D1
S2 (carcass)
DR2
SR2
29
Practice adopted
B P
B u s i n e s s e s t r a c t i c e R u l e s
P0 P0 M 0 M 0
B P
e s t r a c t i c e
B P
e s t r a c t i c e
P0 S0
P0
D0 D0
30
Gapin Capability in Capability
Transfer materiel Transfer materiel S0 Source Engineer-to: S0 Source Engineer-to: Order m ateriel Order m ateriel Receive and Verify materiel Receive and Verify materiel Install Product Install Product Select Final Supplier(s) and Select Final Supplier(s) and Negotiate Negotiate
Schedule Materiel Deliveries Schedule Materiel Deliveries Transfer Materiel Transfer Materiel Receive and Verify Materiel Receive and Verify Materiel Schedule materiel Deliveries Schedule materiel Deliveries Manage materiel Inventory Manage materiel Inventory Determine Emerging Determine Emerging Supplier Technologies Supplier Technologies
SRAC SRAC
Source Source
Manage Vendor Calibration Gap in Capability Manage Vendor Calibration Gap in Capability
Manage Incoming Freight Manage Incoming Freight Maintain Source Planning Maintain Source Planning and Execution Data and Execution Data Manage Vendor Agreements Manage Vendor Agreements
Establish New Source Establish New Source Establish New materiel Establish New materiel
SASSY SASSY
SCS SCS
31
SCOR Projects A Wide Range of Adoption SCOR Projects A Wide Range of Adoption
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
32
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