Proceedings of the 12th European Conference on Knowledge ...

Mohamad Ali Feyz, Babak Akhgar and Hamidreza Shahbaznezhad
SCM, <strong>the</strong> network <strong>of</strong> organizations is structured through upstream and downstream linkages among
<strong>the</strong> processes and activities that add value along <strong>the</strong> supply chains (Christopher, 1992). Successful
SCM requires a change from managing individual functions to integrating activities into key supply
chain business processes (Lambert and Cooper, 2000). For any supply chains, <strong>the</strong> general processes
and structure can be integrated into six core processes that are linked: supplier, inbound logistics,
manufacturing, outbound logistics, marketing and sales, and end customers (Felix T.S. Chan, H.J. Qi
). These core processes categorize <strong>the</strong> typical function areas in supply chains.
Knowledge-sharing and knowledge-evolving activities <strong>of</strong>fer several opportunities and challenges for
SMEs to contribute effectively to <strong>the</strong> supply chain business (Wadhwa et al., 2006). The management
<strong>of</strong> knowledge is generally accepted as being open to considerable improvement, both within
organizations and between partners in <strong>the</strong> supply chain (Siemieniuch and Sinclair, 1993; Siemieniuch
and Sinclair, 1999a). According to Markus (2001) knowledge generated within one project is usually
buried in unread reports and arcane filing systems or lost as people move on (Louise Fletcher,
Yiannis E. Polychronakis). Failure to transfer this knowledge leads to wasted activity and impaired
performance (Siemieniuch and Sinclair, 2004b).
2.2 SCOR
The Supply Chain Operations Reference-model (SCOR) is <strong>the</strong> product <strong>of</strong> <strong>the</strong> Supply-Chain Council
(SCC), an independent, not-for-pr<strong>of</strong>it, global corporation with membership open to all companies and
organizations interested in applying and advancing <strong>the</strong> state-<strong>of</strong>-<strong>the</strong>-art in supply-chain management
systems and practices. Figure 1 depicts The SCOR model-based supply chain infrastructure.
According to SCC (1999) SCOR model integrates <strong>the</strong> well-known concepts <strong>of</strong> business process reengineering,
benchmarking and process measurement into a cross-functional framework which
contains (Samuel H. Huan , et al. , 2004):
Standard description <strong>of</strong> management processes
A framework <strong>of</strong> relationships among <strong>the</strong> standard processes
Standard metrics to measure process performance
Management practices that produce best in class performance, and
Standard alignment to s<strong>of</strong>tware features and functionality
Figure1: The SCOR model-based supply chain infrastructure (Samuel H. Huan et al., 2004)
SCOR is designed to enable companies to communicate, compare and develop new or improved
supply-chain practices from companies both within and outside <strong>of</strong> <strong>the</strong>ir industry segment (Gordon
Stewart, 1997). The four distinct processes for <strong>the</strong> SCOR model are (Samuel H. Huan et al., 2004):
Source
Make
Deliver
Plan.
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