Transcript PowerPoint 프레젠테이션 - Welcome to SNU-MAI

Supply-Chain Operations Reference-model
Overview of SCOR Version 5.0
MAI Lab. Seminar
2002/ 01/ 17
Park Jae Won
Contents
What is a Process Reference Model ?
Model Scope and Structure
Applying the Model
Configuring Supply-Chain Threads
Developing Process Maps
Case Study
Summary
Source : www.supply-chain.org
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Supply-Chain Council (SCC)
 SCOR has been developed and endorsed by SCC.
 The SCC was organized in 1996 by PRTM and AMR Research, and initially
included 69 voluntary member companies.
 SCC is independent not-for-profit corporation.
 Council membership is now open to all companies and organizations.
 over 700 company and organization members
 2,700 individual members
* PRTM : Pittiglio Rabin Todd & McGrath
* AMR : Advanced Manufacturing Research
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SCC Technical Committee Structure
Integration Committee
Plan Committee
Make Committee
Source Committee
Deliver Committee
Return Committee
Metrics Committee
Intel – Siemens
RosettaNet
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What Is a Process Reference Model ?
Business
Process
Reengineering
Capture the “as-is”
state of a process
and derive the
desired “to-be”
future state
Benchmarking
Best Practices
Analysis
Process
Reference Model
Capture the “as-is” state of
a process and derive
the desired “to-be”future state
Quantify the
operational
performance of
similar companies
and establish
internal targets
based on
“best-in-class”
results
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Characterize
the management
practice and
software solutions
that result in
“best-in-class”
performance
Quantify the operational
performance of similar
companies and establish
internal targets based on
“best-in-class” results
Characterize the management
practice and software solutions
that result in “best-in-class”
performance
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What Is a Process Reference Model ?
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What Is a Process Reference Model ?
 A Process reference model contains :
• Standard descriptions of management processes
• A framework of relationships among the standard processes
• Standard metrics to measure process performance
• Management practices that produce best-in-class performance
• Standard alignment to features and functionality
 Once a complex management process is captured in standard process
reference model form, it can be :
• implemented purposefully to achieve competitive advantage
• described unambiguously and communicated
• measured, managed, and controlled
• tuned and re-turned to a specific purpose
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SCOR Boundaries
 SCOR spans :
• all customer interactions (from order entry through paid invoice)
• all product transactions (from supplier’s supplier to customer’s customer)
• all market interactions (from the understanding of aggregate demand to the
fulfillment of each order)
 SCOR does not attempt to describe every business process or activity,
including sales and marketing, research and technology development,
product development, and some elements of post-delivery customer support.
 SCOR assume but does not explicitly address training, quality, IT,
administration.
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SCOR Boundaries
SCOR is based on five distinct management processes
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Scope of SCOR Processes
Plan
Demand/supply planning and management
 Balance resources with requirements and establish/communicate plans
for the whole supply chain.
 Management of business rules, supply chain performance, data collection,
inventory, capital assets, transportation, planning configuration, and
regulatory requirements and compliance.
 Align the supply chain unit plan with the financial plan
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Scope of SCOR Processes
Source
Sourcing stocked, make-to-order, and engineer-to-order product
 Schedule deliveries; receive, verify, and transfer product; and authorize
supplier payment.
 Identify and select supply sources when not predetermined, as for
engineer-to-order product.
 Manage business rules, assess supplier performance, and maintain data.
 Manage inventory, capital assets, incoming product, supplier network,
import/export requirements, and supplier agreements.
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Scope of SCOR Processes
Make
Make-to-stock, make-to-order, and engineer-to-order production execution
 Schedule production activities, issue product, produce and test, package,
and release product to deliver.
 Finalize engineering for engineer-to-order product.
 Manage rules, performance, WIP, equipment and facilities, transportation,
production network, and regulatory compliance for production.
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Scope of SCOR Processes
Deliver
Order, warehouse, transportation, and installation management for stocked,
make-to-order, and engineer-to-order product
 All order management steps from processing customer inquiries and
quotes to routing shipments and selecting carriers.
 Warehouse management from receiving and picking product to load and
ship product.
 Manage deliver business rules, performance, information, finished
product inventories, capital assets, transportation, product life cycle, and
import/export requirements.
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Scope of SCOR Processes
Return
Return of raw materials (to supplier) and receipts of returns of finished
goods (from customer), including defective products, MRO products, and
excess products
 Manage return business rules, performance, data collection, return
inventory, capital assets, transportation, network configuration, and
regulatory requirements and compliance.
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Structure of SCOR
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Process Categories
 Process categories defined by the relationship between a SCOR process and
a process type
 Practitioners select appropriate process categories from the SCOR
configuration toolkit to represent their supply-chain configurations.
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Level 1 Process Definitions
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Level 1 Performance Metrics
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Level 1 Performance Metrics
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Level 1 Performance Metrics
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Level 1 Performance Metrics
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Level 2 SCOR Process Type
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SCOR Level 2
Plan
Suppliers
P2 Plan Source
P2 Plan Make
Source
P2 Plan Deliver
Make
P2 Plan Return
Deliver
S1 Source Stocked
Product
M1 Make-to-Stock
D1 Deliver Stocked
Product
S2 Source Make-toOrder Product
M2 Mak-to-Order
D2 Deliver Make-toOrder Product
S3 Source Engineer
-to-Order Product
M3 Engineer-toOrder
D3 Deliver Engineer
-to-Order Product
Customers
P1 Plan Supply Chain
Source Return
Deliver Return
R1 Return Defective Product
R2 Return MRO Product
R3 Return Excess Product
R1 Return Defective Product
R2 Return MRO Product
R3 Return Excess Product
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SCOR Level 3
(P2.4) Sourcing Plans
S1 : Source Stocked Product
(ES.2) Source Execution Data
(ES.6) Logistics Selection
(M) (D) Product Pull Signals
(M1.1,M2.1,M3.2) Production
Schedule
(ES.4) Product Inventory Location
(EM) WIP Inventory Location
(M1.2,M2.2,M3.3,D1.3)
(Supplier)
Replenishment Signals
Sourced Product
(ED) Finished Goods Inventory
Location
(ES.9) Payment Terms
S1.1
S1.2
S1.3
S1.4
S1.5
Schedule
Product
Deliveries
Receive
Product
Verify
Product
Transfer
Product
Authorize
Supplier
Payment
Procurement Signal
Receipt Verification
Receipt Verification
Inventory Availability
Sourced Product on Order
(ES.1,ES.2,ES.6,ES.8)
(ES.1, ES.2)
(P2.2, ES.4, M1.2,
M2.2, M3.3, D1.8)
(P2.2, ES.9)
Scheduled Receipts
(M1.1,M2.1,M3.2,D1.8)
Material on Order
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SCOR Level 3
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Level 4 and below
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Level 4 and below
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Configuring Supply-Chain Threads
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Developing Process Maps
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In a Classic Logistics World
 A change in a supply chain often “ripples” through each linkage, affecting
other areas.
 The impact of a change can be felt both up and down the supply chain
• A change in supply caused by a “production planner” may impact a
“material planner” and an “inventory planner”.
• Further, such a change may impact both your customer’s and supply-chain
planning.
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Effective Supply-Chain Management
 Effective supply-chain management requires balancing multiple links
concurrently.
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SCOR 적용사례 – Beta Company
 기업 개요
- 전자제품의 설계, 생산, 마케팅을 수행하고 있는 기업
- 북미지역과 함께 전세계 50개국을 대상으로 비즈니스 활동
- 제품들은 소비자에게 프리미엄 브랜드로 인지되고 있음
- 생산분야가 기업의 핵심 경쟁력으로 인식되고 있음
 당면 문제점
- 브랜드 프리미엄에도 불구하고, 20%의 매출액 감소 발생
- 미국 외 50개국에 대한 매출액이 전체 매출액의 10% 미만을 차지
- 생산부문의 경쟁력에도 불구하고, 제품의 절반 정도는 외부에서
설계되고 있으며, 70% 정도는 외부에서 생산되고 있음
- 공급사슬성과에 많은 문제점이 나타남
출처 : SCM Korea 2002 발표자료 (권오경 교수님 - 인하대학교)
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Supply Chain Scorecard 및 Gap 분석
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공급사슬의 구성 : AS-IS 지도
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공급사슬의 구성 : AS-IS 프로세스 흐름도
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AS-IS 프로세스의 진단
 공급(Source) 프로세스
- OEM 구매를 관리하는 부서(S2)는 OEM의 수와 주문량을 관리하는데 애로를 겪고 있음
- 자체공장과 OEM 업체가 부품공급에 있어서 경쟁하는 경우도 발생
 계획(Plan) 프로세스
- 각 공장은 독립된 공급계획(P2) 프로세스를 가지고 있으며, OEM 공급에 대한 계획도
별도로 이루어지고 있음
- 부서간에 이들 업무에 대한 조정이 거의 이루어지지 않고 있음
- 모든 계획 프로세스(P2, P3, P4)를 조정하는 조직이 결여되어 있으며, 공급사슬계획(P1)
을 가지고 있지 않음
- 계획 프로세스가 고객과 연계되어 있지 않아 판매시점에서의 수요 특성과 상품 흐름에
대한 이해가 부족
 인도(Deliver) 프로세스
- 불필요하게 많은 유통경로를 가지고 있음
( 자체 소매채널과 함께 많은 수의 도매업체, 소매업체를 유지
- 유통채널에 대한 제품 공급이 부족할 경우 자체 수매채널에 우선 공급하기 때문에 타
도매업체나 소매업체에 대한 공급 부족을 초래하는 경우도 발생
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공급사슬성과 목표 설정
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공급사슬 개선전략
 공급(Source) 프로세스
- 원자재 품질과 가용성(Availability)을 개선하기 위해 공급업체 수를 감축
- 핵심 공급업체와 협력강화
 생산(Make) 프로세스
- OEM 방식의 공급을 대폭적으로 감축하고 거의 대부분의 제품을 자체생산 방식으로 전환
- 기존 제품 생산라인을 통합하고, platform 생산 프로세스를 도입
- 생산방식을 재고생산(MTS)방식에서 주문생산(MTO)방식으로 전환
- 생산 프로세스 설계를 위한 엔지니어링 측면 개선
 인도(Deliver) 프로세스
- 유통채널을 단순화
- 인도의 신뢰성 개선
- 핵심 고객과의 연계 강화를 위해 VMI 시스템 도입
 계획(Plan) 프로세스
- 수준 1 성과지표에 대한 목표를 설정하고 이를 주기적으로 평가
- 공급사슬 및 인프라 계획, 공급/수요 조정기능을 보강하기 위해 ERP 시스템을 도입
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공급사슬의 구성 : TO-BE 지도
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공급사슬의 구성 : TO-BE 프로세스 흐름도
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공급사슬성과 개선효과
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공급사슬의 구성 – Level 2
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공급사슬의 구성 – Level 3
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SCOR 기반 시뮬레이션 S/W의 활용
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Summary
 SCOR is a process reference model designed for effective communication
among supply-chain partners.
• A standard language helps management to focus on management issues.
• As and industry standard, SCOR helps management focus across inter-
company supply chains.
 SCOR is used to describe, measure and evaluate Supply-Chain configurations.
• Describe : Standard SCOR process definitions allow virtually any supplychain to be configured.
• Measure : Standard SCOR metrics enable measurement and
benchmarking of supply-chain performance.
• Evaluate : Supply-chain configurations may be evaluated to support
continuous improvement and strategic planning.
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