Project Supply Chain Management
Assignment # 1
Submitted to: Sir Ahsan Chugtai
Submitted by: Muhammad Zubair Asim
Enrollment No: 03-398191-065
SCOR Model
Introduction
SCOR has been developed by SCC as the cross industry standard for supply chain
management
SCOR model encompasses supplier’s supplier and customer’s customer
It systematically describes all the phases required to achieve customer’s satisfaction
Latest version of SCOR model is 7.0 and it is being continuously updated
SCOR uses same notation and vocabulary globally for clear and concise communication,
assuring that all speak about same thing in a same manner
Levels of analysis
A company’s supply chain management is analyzed in three following levels through SCOR
1) Top Level: Scope and content for supply chain are defined in this level. Business
objectives and goals of an organization are defined and five processes plan, source,
make, deliver and return are configured to perform supply chain management
2) Configuration Level: In this according to organization’s strategy, supply chain is
configured to achieve goal organizational goals. Process categories elaborate how plan,
source, make, deliver and return process will be carried out during planning, execution
and enabling phases
3) Process Element Level: In this level processes are decomposed into element level where
process element definitions, inputs and outputs, performance metrics, best applicable
practices and system capabilities/tools required to support best practices are described
Strengths Weaknesses
Structured alignment of strategic and operational Inadequate organization wide training and
goals to find improvement opportunities development
Standardized framework and reference model Limited analytical tools for cause effect analysis
Competitive benchmark data source Inadequate technologies to focus on execution of
projects
Macro level approach for improvement Little programmatic infrastructure for organizing
and managing concurrent project activities
Information flow analysis throughout the levels
using IT capabilities
Score Metrics
Measuring the performance of supply chain is critical to align the current progress with planned
goals as well as to forecast challenges for future objectives. Performance measurement metrics
cater following aspects
Measurements are essential to link with business objectives
Measurements must be repeatable (We must be able do measurement again and again)
Measurements must provide insights into how to manage the supply chain more
effectively (depicting current progress and lying basis for future measures)
Measurements support conflicting targets (Balanced SCORe cards)
Following picture shows the performance measures of different level
Here m0 measures the performance of an organization (these are internal facing measures
i.e. cost and assets)
Where m1 depicts the performance measurement of supply chain (these are customer
facing measures i.e. reliability, responsiveness and flexibility)
In this picture m2 measures check on the performance of one of the level 2 processes
While m3 measures check on the performance of specific sub-processes within a level 2
process
Values of performance attributes show to carry on the As-Is process or To-Be process as solid
circle shows superiority, semi solid circle defines the advantages and hollow circle indicates the
parity of performance attributes. This performance indication helps us to make decisions to
achieve of business objectives.