Supply Chain Scor Model

When running a business, it is important to have a business plan, to have good communication with partners, and to be innovative. However, there are no clear-cut directions to follow that will ensure success and effectiveness within the company. The closest a business can get to discovering the secret to success is to follow a framework or reference model of management tools and business practices that have been proven to be beneficial. A perfect example of this type of reference model is the Supply Chain Operations Reference (SCOR) model. In chapter 2 of Strategic Supply Chain Management, the author claims “Using the SCOR model’s top-down design method, an organization can quickly gain an understanding of its current supply chain performance and architecture. It can also compare its own architecture with that of other organizations, identify improvements based on best practices, and design its future supply chain architecture.” I believe that by implementing a number of the SCOR model’s techniques such as business process reengineering and benchmarking, we could greatly improve our company’s supply chain management practices.

My goal for our company is to establish a way to effectively manage our overall supply chain performance. I feel that it is important that each division of our company realizes the importance of their role, and how it benefits our business as a whole. Currently, most aspects of our business are managed independently. Finance, manufacturing, planning, procurement, operations, and customer service should not be contending with one another. If all of these aspects could be synchronized, the relationships would turn out to be mutually beneficial. In the article From Chaos to Control, a divisional vice president of supply chain is faced with a similar issue. She noted that her company’s supply chain processes such as customer service, inventory planning, transportation, finance, manufacturing, and purchasing appeared to be lining up...