Overview Presentation

Supply Chain
Operations Reference-model
(SCOR)

June 2003 1
 • 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 cross-
industry standard for supply chain management

SCOR Overview
July 2004 2
 SCC Organization - Chapters and Staffing

SCC Global
Headquarters
Pittsburgh,
Pennsylvania, USA
Disney
Japan
Chapter Europe
Tokyo, Japan North Oslo, Norway
America
NEC Chapter Modus Media
South East Asia
Chapter Singapore
Venture Inc. Brazil
Chapter
Effective Southern Africa
Australia/New 9/1/03 Johannesburg, South
Zealand Chapter Africa
Sydney, Australia UTi

SCOR Overview
July 2004 3
 SCC Leadership Teams
Europe Board of Directors South East Asia
Diversey Lever– C Disney - C Vemture Corporation – C
Siemens AG – VC Eaton - VC Phillips CFT – VC
Euro-Chain DaimlerChrysler MOPAR Modus Media
Bomardier Tansportation Business Process Training Center Europe Deloitte
BASF AG PeopleSoft Singapore Institute of Mfg. Technology
Borealis I2 Technologies SCM Institute
SAP AG Georgia Institute of Technology Autoscan Technology
Oracle EMEA IBM Polyolefin Company
Rhodia SCE Limited Asia Pacific Breweries
Swiss Federal Institute of ICI Supply Chain I2 Technologies
Technology Phillips Lighting iPerintis Sdn Bhd
EDS UK and SA PRTM
McCormick & Company, Inc.
HP
Australia/New Zealand North America Japan
Owens Global Logistics – C Toys R Us - C NEC – C
Health Purchasing Victoria – VC Raytheon JBC Create – VC
Oracle IBM Mitsui Global Strategic Studies
RMIT University Adjoined Consulting Olympus Optical
MI Services Avicon EXA
BHP Bayer Chemicals Chubu Electric Power
EAN Australia The Boeing Company J.D. Edwards
Center for Supply Chain Research / Penn State Nihon Unisys
Elections Pending Air Products and Chemicals Hitachi
Raytheon Hokkaido University
South Africa
SAP Matsushita Electric Industrial
Brazil Yamaha
Toray Systems Center
China
SCOR Overview
July 2004 4
 Membership
Member by Type Members by Region
Europe

Practitioners Japan
SEA
Software Vendors
ANZ
Consultants
USA/Canada/Mex
Non-Profits
ROW
SAfrica

 800+ SCC members,

 Composition
• 40%: Practitioners
• 25%: Enabling Technology Providers
• 20%: Consultants
• 15%: Universities, Associations,
Government Organizations

SCOR Overview
July 2004 5
 Current Technical Projects
SCOR Technical Development
Steering Committee
C - Tom Phelps – HP
V – Paul Schiller – BP
Amoco
Best Practice
Returns
C- Paul Janke (Nokia)
C- Lt Col Scott Koster
(USMC)
MRO Returns
Metrics
C- Joe Burak (Boeing)
C- Michael Memmel -
Siemens

SCOR Overview
July 2004 6
Supply Chain Operations Reference-
Model (SCOR) Overview
 What is a process reference model?
 Process reference models integrate the well-known
concepts of business process reengineering,
benchmarking, and process measurement into a cross-
functional framework
Business Process Best Practices Process Reference
Reengineering Benchmarking Analysis Model
Capture the “as-is” state
Capture the “as-is” of a process and derive
state of a process the desired “to-be” future
and derive the state
desired “to-be” Quantify the Quantify the operational
future state operational performance of similar
performance of companies and establish
similar companies internal targets based on
and establish “best-in-class” results
internal targets Characterize the
based on “best-in- Characterize the management
class” results management practices and
practices and software solutions
software solutions that result in “best-in-
that result in class” performance
“best-in-class”
SCOR Overview performance
July 2004 8
 SCOR is structured around five distinct
management processes
Plan

Deliver Source Make Deliver Source Make Deliver Source Make Deliver Source

Return Return Return Return Return

Return Return Return

Your Company Customer’s

Suppliers’ Supplier Customer
Customer
Supplier
Internal or External Internal or External

SCOR Model

Building Block Approach

Processes Metrics
Best Practice Technology

SCOR Overview
July 2004 9
 Supply-Chain Operations Reference-model
(SCOR) 6.1 - Processes
Plan P1 Plan Supply Chain

P2 Plan Source P3 Plan Make P4 Plan Deliver P5 Plan Returns

Source Make Deliver

Suppliers

Customers
S1 Source Stocked Products M1 Make-to-Stock D1 Deliver Stocked Products

S2 Source MTO Products M2 Make-to-Order D2 Deliver MTO Products

S3 Source ETO Products M3 Engineer-to-Order D3 Deliver ETO Products

D4 Deliver Retail Products

Return Return
Source Deliver

Enable

SCOR Overview
July 2004 10
 SCOR Boundaries

 SCOR Spans:
• All supplier / customer interactions
 Order entry through paid invoice

• All physical material transactions

 From your supplier’s supplier to your customer’s

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

SCOR Overview
July 2004 11
 SCOR Boundaries (cont’d)

 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)

SCOR Overview
July 2004 12
 SCOR Project Roadmap
Analyze Basis •Competitive Performance Requirements
Operations •Performance Metrics
of •Supply Chain Scorecard
Strategy
Competition •Scorecard Gap Analysis
•Project Plan
SCOR Level 1

•AS IS Geographic Map

Configure •AS IS Thread Diagram
supply chain Material Flow •Design Specifications
•TO BE Thread Diagram
•TO BE Geographic Map
SCOR Level 2
Align
Performance •AS IS Level 2, 3, and 4 Maps
Levels, Information •Disconnects
Practices, and and Work Flow •Design Specifications SCOR Level 3
Systems •TO BE Level 2, 3, and 4 Maps

Implement Develop, •Organization

supply chain Test, and Roll •Technology
•Process
Processes and Out •People
Systems

SCOR Overview
July 2004 13
 Mapping material flow
(S1, D1)
(SR1,DR1,DR3)

Manufacturing
Warehouse

(S1, S2, M1, D1) C u s to m e r

C u s to m e r (SR1,,DR1) European Supplier (S1)

(S1) (D2) (SR1,SR3)
(SR1,SR3) (DR1)
Warehouse
(S1, D1) Warehouse
(S1, D1)
(SR1,DR1,DR3) (SR1, DR3)
Latin American
Other Suppliers Suppliers
(D1) (D1)

C u s to m e r

Warehouse (S1)
(S1)
C u s to m e r

(SR1,SR3)
(S1, D1) (SR1,SR3)
(SR1,DR1,DR3)

SCOR Overview
July 2004 14
 Mapping the execution processes
Americas
Distributors

S1

SR1
European
S2 M2 D2
RM Supplier
SR3
S2
M1 D1 S1 D1 S1
DR1 SR1
DR1 SR1 DR1 SR1

DR3 SR3 DR3 SR3

S1

Key Other S1 M1 D1
RM
Suppliers
Alpha Regional
RM ALPHA Warehouses Distributors
Suppliers

SCOR Overview
July 2004 15
 Identifying Plan Activities
P1 P1 P1

P2 P3

P
4 P
3 P
2
P2 P P
4 4

European
S2 M2 D2
RM Supplier

Key Other S1 M1 S2 M1 D1 S1 D1 S1
RM D1
Suppliers

S1

Alpha Regional Consume

RM ALPHA Warehouses Distributors
r
Suppliers

SCOR Overview
July 2004 16
 Linking Supply Chain Performance
Attributes and Level 1 Metrics
Performance Performance Attribute Definition Level 1 Metric
Attribute

Supply Chain The performance of the supply chain in Delivery Performance

Delivery Reliability delivering: the correct product, to the correct
place, at the correct time, in the correct Fill Rates
condition and packaging, in the correct
Perfect Order Fulfillment
quantity, with the correct documentation, to
the correct customer.
Supply Chain The velocity at which a at which a supply Order Fulfillment Lead Times
Responsiveness chain provides products to the customer.
Supply Chain The agility of a supply chain in responding to Supply Chain Response Time
Flexibility marketplace changes to gain or maintain
competitive advantage. Production Flexibility

Supply Chain Costs The costs associated with operating the Cost of Goods Sold
supply chain.
Total Supply Chain Management
Costs

Value-Added Productivity

Warranty / Returns Processing

Costs

Supply Chain Asset The effectiveness of an organization in Cash-to-Cash Cycle Time

Management managing assets to support demand
Efficiency satisfaction. This includes the management Inventory Days of Supply
of all assets: fixed and working capital.
Asset Turns

SCOR Overview
July 2004 17
 Level 1 Performance Metrics
Customer-Facing Internal-Facing

SCOR Level 1 Supply Chain

Reliability
Responsiveness Flexibility
Cost Assets
supply chain Management

Delivery performance 
Fill rate 
Perfect order fulfillment 
Order fulfillment lead time 
Supply Chain Response Time 
Production flexibility 
Total SCM management cost 
Cost of Goods Sold 
Value-added productivity 
Warranty cost or returns processing cost 
Cash-to-cash cycle time 
Inventory days of supply 
Asset turns
SCOR Overview 
July 2004 18
 Supply Chain Scorecard & Gap Analysis
Supply Chain SCORcard Performance Versus Competitive Population
Overview Metrics SCOR Level 1 Metrics Actual Parity Advantage Superior Value from Improvements
Delivery Performance to
Supply Commit Date 50% 85% 90% 95%
Chain
Reliability
Fill Rates 63% 94% 96% 98%
EXTERNAL

Perfect Order Fulfillment 0% 80% 85% 90% $30M Revenue

Responsiveness Order Fulfillment Lead times 35 days $30M Revenue

7 days 5 days 3 days
Supply Chain Response Key enabler to cost and
Flexibility Time 97 days 82 days 55 days 13 days asset improvements
Production Flexibility 45 days 30 days 25 days 20 days
Total SCM Management
Cost 3% $30M Indirect Cost
19% 13% 8%

Cost NA NA NA NA NA
INTERNAL

Warranty Cost

Value Added Employee

Productivity
NA $156K $306K $460K NA

Inventory Days of Supply 119 days 55 days 38 days 22 days NA

Cash-to-Cash Cycle Time
Assets 196 days 80 days 46 days 28 days $7 M Capital Charge
Net Asset Turns (Working
Capital)
2.2 turns 8 turns 12 turns 19 turns NA

SCOR Overview
July 2004 19
 Decomposing Metrics Revenue
Accounts Receivable
Cash Flow
Perfect Order
Fulfillment
Cycle Time

Supplier Schedule Perfect Order

on time delivery Achievement Fulfillment

On Time
On Time
Delivery In Full
In Full
Performance
Docs
Docs
European Damage
RM Supplier Damage
S2 M2 D2
Supplier Perfect Order
on time delivery Fulfillment
Key Other S2
RM S1 M1 D1 M1 D1 S1 D1 S1
Suppliers

S1

Alpha Regional Consume

RM ALPHA Warehouses Consumer
r
Suppliers

SCOR Overview
July 2004 20
 Performance Measurement Revenue
Accounts Receivable
Cash Flow

Perfect Order
Fulfillment
Perfect Order
Cycle Time
Inventor Fulfillment
Goal – 95%
y
Metrics Supplier Schedule Perfect Order
Conflict Supplier
on time delivery Schedule
Achievement Fulfillment
Perfect Order
on time delivery Achievement
Fulfillment Perfect Order
Actual – 85% Actual – 95% On Time
On Time Actual – 90% Fulfillment
Actual - 85%
Delivery In Full
Delivery In Full
Performance
Performance
Docs
Actual – 99% Docs
European Under-
Damage
Damage
RM Supplier D2
S2 M2 performance Supplier Perfect Order
•Process on time delivery Fulfillment
Key Other S2
•Systems Under-
RM S1 M1 D1 M1 D1 S1 D1 S1
Suppliers
performance
•Process
S1
•Systems
Alpha Regional Consume
RM Warehouses Consume
RM ALPHA Consumer
Suppliers rr
Suppliers

SCOR Overview
July 2004 21
 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

SCOR Overview
July 2004 22
ATT Wireless – Fixed Wireless Operations
Fixed Wireless Operations Management
Revision Y April 5, 1999

Program
Management Plan
Plan Infrastructure
Service Realization
P0.1 P0.2 P0.3 P0.4 P0.5 P0.6 P0.7
Process P0.8
Perform Make/Buy Reconfigure the Perform Long Term Perform Business Manage Product Line Manage Planning Data Perform Supply Chain
Manage Business Rules
Decision Making Supply Chain Capacity and Resource Planning Plans Bench Marking
Planning

Product Development and Configuration Product Realization

P0.1.2
Perform Make/Buy
P0.2.1
Reconfigure the
Supply Chain
P0.3.1
Long Term
Capacity
P0.4.1
Goals / Strategy
P0.5.1
Manage Field
Spares Plan 10533
P0.6.1
Manage Planning
Data
P0.7.1
Perform Supply
Chain Bench
P0.8.1
Values and
Principles

Management
Marking
Process
P0.5.2 P0.6.2 P0.8.2
Manufacturing Planner Code Operations
Input to SRP Assignment and Policies
P0.3.2 P0.4.2 Maintenance
Operations Staffing Budget Planning P0.5.3
Manufacturing
Input to the PRP
Metaphase Product
Document Software Design Hardware Design
Structure and
Release Release Release P0.3.3 P0.5.4
Design P0.4.3
Supplier Capacity Manage Field
Standard Cost
Plan Configurations

P0.4.4 P0.5.5
Product Cost Field Change
Doc. 10888 (C0.1.0) Doc 10407 (C0.1.1) Management Management
Document Software
Product Release and Change Process Product Numbering
Archive Archive
P0.5.6
NPI Process 10093

Source Make Deliver

Source Infrastructure Manufacturing Infrastructure Deliver Infrastructure
S0.1 S0.2 S0.3 S0.4 S0.9 S0.10 D0.2 D0.4 D0.5 D0.6 D0.7 D0.8 D0.9 D0.10
M0.1 M0.2 M0.3 M0.4 M0.5 M0.6 M0.7 M0.8 M0.9 M0.10 D0.1 D0.3
Establish New Establish New Manage Supplier Maintain Source Determine Emerging Manage Material Manage Channel Manage Deliver Manage Warehouse Manage Manage Delivery Manage Delivery Establish New Delivery Manage Outbound
Create/Mange Site Manage Engineering/ Maintain Equipment / Control Production Manage Production Monitor Production Monitor Equipment Manage Production Manage Short-term Manufacturing Training Manage Product and Manage Order Rules
Material Source Agreements Planning and Execution Supplier Technologies Inventory Business Rules Inventories Network Warehouses Quality Contracts Channels Transporta tion
Recipes/Process Flows Recipe Changes Facilities Processes Materials Status Status Quality Policies Capacity Process Data
Data

S0.1.1 S0.1.4 - R S0.3.1 S0.9.1 S0.10.2 M0.3.1 M0.4.4 M0.5.2 M0.7.1 M0.9.1 M0.10.1 D0.1.1
M0.2.1 D0.6.1 D0.9.1 D0.10.1
Part Creation Supplier Selection Supplier PCN Strategy Stock Room M0.1.1 M0.8.1 Manage Indicative D0.3.1 D0.4.1 D0.7.1
Manage Facilities ESD Process and PCA Floor Monitor Prod. Short Term Technical Consignment New City Outbound
Process for and qualification Procedure Development Inventory Mgmt. Create CLCA Process Data CLE Provisioning Field Inv. Cycle Manage Delivery
Engineering Maintenance Audit Stock Equipment Capacity Plan Training Warehouse Process Introduction Logistics
Purchased Manufacturing Count - Quality
Change
Components Bill of Material
S0.10.3 Implementation M0.3.2 M0.5.3 M0.8.2 P0.9.2 D0.3.2 D0.4.2
S0.9.2 M0.6.2 M0.7.2 M0.10.2 D0.1.3
Supplier Maintain & System Assembly & Non Conforming Determining Base Station E&O Material
Technology Labor Tracking Asset Tracking Team Building Outbound EDI
S0.1.5 Inventory Calibrate Test Floor Stock Material Staffing Provisioning Processing D0.10.2
Management Process
Qualified Part Equipment Requirements In Transit Tracking
Teams (TMT) M0.1.6
Process Methods
S0.10.6 M0.5.6 M0.6.3 D0.1.5
Distribution D0.3.4 D0.4.3
Cycle Count Overall Material BOM Variance at M0.8.3 Product Barcode Field Returns Field Inventories
Flow Backflush Recalled Product Delivery
S0.6.3
Part Preference
M0.8.4
D0.4.4
Operations Quality
Finished Goods
Management

M0.8.5 D0.4.5
S0.5 S0.6 S0.7 S0.8 Measuring of Base Consignment
Manage Incoming Manage Supplier Manage Sourcing Authorize Supplier Faultless Installs Finished Goods
Freight Certification Business Rules Payment

M0.8.6
S0.5.2 S0.8.1 Measuring of RU
S0.6.4 Faultless Installs
Inbound Freight Accounts
Supplier Preference
Management Payable

M0.8.7
Out of Box Audit

Planning P3 "Plan Make"

Planning P4 "Plan Deliver"
P3.1 P3.2 P3.3 P3.4 D4.1 D4.2 D4.3 D4.4
Identify & Aggregate Ident.& Aggregate Balance Resources With Establish Detailed Identify, Prioritize and Identify, Assess and Balance Delivery Establish Detailed
Production Rqmts Production Resources Production Rqmts Production Plans Aggregate Delivery Aggregate Delivery Resources with Delivery Delivery Plans
Requirements Resources Requirements

P3.2.1
Production D4.2.1
Management Aggregate
P3.3.1
P3.1.1 D4.1.1 Resources D4.3.1
Create MPS D4.4.1
Volume Aggregate Balance
Establish
Deployment Requirements Resources with
Detailed Plans
Requirements
P3.3.2 P3.4.1
Review and Create MRP Order
Balance MPS Recommendations

Source Make to Order Material Execution M3 "Make to Order (Discrete Manufacturing)" Deliver D2 "Deliver Make to Order Products
Planning P2 "Plan Source"

P2.1 P2.2 P2.3 P2.4 M3.2 M3.4 M3.5 D2.5.1

S2.1 S2.2 S2.3 M3.1 M3.3 D2.7.1 D2.3.1
Prioritize and Aggregate Assess and Aggregate Balance Resources With Establish Detailed Issue Material Package Stage Plan, Build, and Consolidate Loads
Schedule Material Receive & Verify Transfer Schedule Manufacturing Manufacture and Test Outbound Logistics Sales Order Process
Product Kevin Monahan
Material Req. Resources Material Requirements Sourcing Plans Deliveries Material Material Activities Kevin Monahan Kevin Monahan
Menlo Logistics
M3.1.1
S2.2.1
P2.4.1 Production D2.7 D2.4 D2.3 D2.2 D2.1
Stockroom and D2.6 D2.5
Provisioning Scheduling Select Carri ers Consolidate Reserve Resources and Validate Process Inquiry & Quote
Receiving Process Route Shipments Plan & Build Loads
& Rate Shipments Orders Set Delivery Dates Ord er

S2.3.3 M3.1.2
D2.9
Program Production D2.8 D2.10 D2.11 D2.12
Load Vehicle
Parts Schedule Review Pick Staged Receive & Verify Test & Install Invoice & Receive
Product
Generate Ship Docs &
Ship
Product at Customer Site Product Payment
Legend
M3.1.3 D2.10.1 D2.11.1
D2.8.1 D2.9.1
Modify Schedule M3.5.1 Receive & Verify Test and Install
Pick Staged Load Vehicle Gen. 5.
and Execute Stage Product at CLEs
Product Ship Docs & Ship Document accepted
M3.2.1 M3.4.1 Product Warehouses
M3.3.1 M3.3.10 by RACI team and
Kitting and Package
PCB Assembly PCA Test baselined
M3.1.4 Issuing Material Menlo
Deliver Reports to
Customers M3.3.2 4.
D2.10.2 D2.12.1
Base Assembly and D2.11.2 Review by
Receive & Verify Transfer Asset to
Test Test & Install Manufacturing
Product at Installed Base
Bases Engineering
Customer Site Account
complete and
M3.3.3 M3.3.12 document sent out
RU Assembly RU Test for RACI approval
of final document
S2.1.2
Value Added 3.
M3.3.5
Distributor (VAD) Process owner is
Internal Return
Process finished writing
document.
S2.1.3 Document is
AutoReplenish awaiting
Process Manufacturing
M3.3.6 Engineering review.
Production
Operations Return
Center 2.
S2.2.4 Has a Process
Field Discrepant Owner, But the
Receipts Process is Not
M3.5.2 Documented
S2.1.4 Stage Product
External Drop Ship S2.2.5 Outside Materi al
Process Receive and Warehouses Received
1.
Verify Material E Mail
No Process Owner
and the Process is
Not Documented

Min Max Move to Bill of

Material Finished Lading & 0.
Input Goods DDTS Manifest Will Not Be Used
Mfg Pro Mfg Pro Mfg Pro This Year and Will
Not Be Documented
Until Needed
Planned Planned Move

SCOR Overview
Firm Inventory Inventory Set Change Forecast Material WIP Material Moves and Quality Data Move to CLEs Sales
Order Purchase Work Material
Transaction Transaction Effectivities Loaded Allocated System Truck Installed Orders
Report Orders Orders to Floor
Mfg Pro Mfg Pro Mfg Pro Mfg Pro Mfg Pro Mitron Mfg Pro Mfg Pro Mfg Pro
Mfg Pro Mfg Pro Mfg Pro Mfg Pro

23
Released Move to Base

July 2004
Sales Material Backflush
Work Finished Station
Orders Pick Lists After Test
Orders Goods Commissioned
Mfg Pro Mfg Pro Mfg Pro

Information Systems Inputs and Outputs

Mfg Pro Mfg Pro Mfg Pro
 Intel As-Is Modeled in Easy SCOR

Suppliers Suppliers Assemble/ Package Distribution Centers Geo Ports of Entry

Supplier

Americas--->

Europe--->

Asia--->

SCOR Overview
July 2004 24
 Gold’n Plump Supply Chain Planning
Updated Annual
Exec Gold'n Plump Supply Chain Leadership
Review
Business
Plan w/ action plan
utive
Planning Process Map

Sale
s
Process Inquiry & Receive, Enter, & Reserve Inventory & Strategy, Goals,
Quote Validate Order Annual Business
Determine
Delivery Date Plan

Plan Supply Chain (P1)

Mark 30-90 Aggregate
etin Demand
g Daily Supply
Orders Balance

Plan Source (P2) Plan Make (P3) Plan Deliver (P4)

Plan 0-30 Material 0-30 Production 0-30 Fulfillment 30-90 demand
ning Requirements Requirements Requirments forecast & supply
Resources Resources Resources plan
Balance Balance Balance
0-30 day
Outsource 0-30 day
Needs Inventory Actual Order
0-30 day History
Plan
Expected
Logi Receipts
stics
Select Carriers & Rate Load Vehicle, Generate Invoice & Receive
Consolidate Orders Plan & Build Loads Route Shipments Receive Product Pick Product
Shipments Ship Docs & Ship Payment
0-30 day Master
Production
Man Schedule
ufact Issue Material
urin
g 0-7 day Schedule Receive & Verify Release Product to
Manufactur ing Activities0-30 Material
Transfer Material Manufactcure & Test Package Stage Product
Material Deliver
Requirements
Plan

Live

0-7 day Schedule

Material Deliveries

Sup
plier
0-7 day Schedule
Material Deliveries

SCOR Overview
July 2004 25
 F404 Engine HP Rotor Assy
DSC NADEP NAVICP NAS F/A
CV 18
Fairchild 25%
60% of
Fasteners On- Requireme Serviceable
Time nt 77%SMA Modules
Accepted, 188% of
90% of that Requirement,
Self Locking Nut
Completed Svc Engines
on time 112% of
D2 S1 D1 S1 Requirement
Serviceable
M2 D2 S1 D1 S1 Rotor
Assy
S2
(carcass)
Svc
Unserviced M2 D1
164 32 Days 98 days Engine Module
Engine

Days
S2
(carcass) Unserviceable
Rotor Assy

DR2 SR2

SCOR Overview
July 2004 26
 Carter Holt Harvey – Focus on Best
Practice / Change Management

Practice not yet adopted Practice adopted Best practice achieved

B est B u s in e s s B est B est

P r a c tic e R u le s P1 P r a c tic e P r a c tic e

P2 P3 P4
D1

S1 M 1 M 2
D2

COTS / Consultant Evaluations

SCOR Overview
July 2004 27
USMC SRAC – IT Gaps and Redundancies

S3: Source Engineer-to-





 


Transfer materiel
Order materiel

Receive and Verify materiel

Install Product
Select Final Supplier(s) and
Negotiate
Gap in Capability
Identify Sources of Supply






Make-to-Order

Transfer materiel
S2: Source

materiel

Receive and Verify materiel







Schedule Materiel Deliveries





Transfer Materiel







S1: Source
Stocked
materiel

Receive and Verify Materiel

Source
SRAC







Schedule materiel Deliveries
Manage materiel Inventory
Determine Emerging
Supplier Technologies
Authorize Vendor Payment

28
S0: Source Infrastructure

Manage Sourcing Business

Rules
Manage Vendor Calibration Gap in Capability
Manage Incoming Freight
Maintain Source Planning
and Execution Data
Manage Vendor Agreements




Establish New Source
Establish New materiel
Gap in Capability

AMMOLOGS

SS07(DSSC)
MAGTFII
ATLASS

SASSY

SCS

SCOR Overview
July 2004
 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
SCOR Overview contracts / purchase orders
July 2004 29
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