Strategic Supply Chain Management - Supply Chain Online

CHAPTER 2 Core Discipline 2: Develop an End-to-End Process Architecture 77
beginning of a promotion and oversupply at the end. The team realized
that major changes would be required to planning, including the introduction
of collaborative planning with suppliers during promotions and new
product introductions.
Making the change to the plan process would have a major impact
on existing information systems. And gaining full acceptance of the new
process architecture would require involvement of a broader team.
Following its initial work using SCOR level 3, the company initiated an
enterprise project involving both business managers and information systems
managers to further develop the new process and information
systems architecture.
As can be seen by these examples, SCOR provides a structured
approach to developing a supply chain architecture. SCOR’s top-down
approach, which moves progressively into more detail, allows you to see
the big picture before moving into greater levels of detail. And the model’s
hierarchical structure, which breaks down processes into subprocesses and
activities, means that companies can see how changes will affect the existing
supply chain operations. This helps to clarify risks, needed resources,
and implementation timelines. For typical benefits of using SCOR, see
Figure 2-8.
FIGURE 2–8
Benefits of using each level of SCOR.
Supply Chain Scope
Supply Chain Strategy
SCOR Level 1
Align process architecture with
business structure and set priorities
SCOR Level 2
Align process architecture with
strategy and infrastructure
SCOR Level 3
Define detailed process and
applications architecture
Roadmap for Change
and Implementation
Typical Benefits
• Cross-business unit
synergies
• Agreement on performance
priorities
• Shared vision for supply
chain process internally and
with customers and
suppliers
• Supply chain simplification
• Processes with best
practices
• Process-information
systems alignment
• Measurable operational
objectives