Transcript 슬라이드 1

Supply-Chain Operations Reference-Model
(Overview Version 7.0)
Manufacturing Automation & Integration Lab.
2005. 5. 6. Friday.
Yoo, Jin-Seon
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Contents
What is a Process Reference Model?
SCOR Boundaries
Scope of SCOR Processes
Levels of Process
Configuring Supply-Chain Threads
Conclusion
Source : www.supply-chain.org
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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
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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
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
Characterize the management
practice and software solutions
that result in “best-in-class”
performance
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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
From order entry through paid invoice
All customer
interactions
From supplier’s supplier
to customer’s customer
All physical
Including equipment, supplies,
material transactions
spare parts, bulk product,
software, etc.
All market
interactions
From the understanding of
aggregate demand to the
fulfillment of each other
Training
Quality
Information Technology
Administration
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SCOR Boundaries
SCOR is organized around five major management processes.
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Scope of SCOR Processes
Demand/Supply Planning and Management
Plan
Sourcing Stocked, Make-to-Order
and Engineering-to-Order Product
Source
Make-to-Stock, Make-to-Order and
Engineer-to-Order Production Execution
Make
Order, Warehouse, Transportation and Installation
Management for Stocked, Make-to-Order
and Engineer-to-Order Product
Deliver
Return of Raw Materials and Receipt of Returns of Finished Goods
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Return
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Scope of SCOR Processes
Plan
Source
Make
Deliver
Return
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
Plan
Source
Make
Deliver
Return
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
Plan
Source
Make
Deliver
Return
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
Plan
Source
Make
Deliver
Return
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.
Invoicing customer.
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
Plan
Source
Make
Deliver
Return
Return of Raw Materials and Receipts of Returns of Finished Goods
All returns from materials and finished goods.
Manage return business rules, performance, data collection, return inventory, capital assets,
transportation, network configuration, and regulatory requirements and compliance.
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Levels of Process
Level 1
Description
Schematic
Plan
Top Level
(Process Types)
Source
Return
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Make
Deliver
Return
Comments
Level 1 defines the scope and
content for the Supply Chain
Operations Reference-model.
Here basis of competition
Performance targets are set.
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Levels of Process
Level 1 Process Definitions
SCOR Process
Definitions
Plan
Processes that balance aggregate demand and supply to develop a course of
action which best meets sourcing, production and delivery requirements
Source
Processes that procure goods and services to meet planned or actual demand
Make
Processes that transform product to a finished state to meet planned or actual
demand
Deliver
Processes that provide finished goods and services to meet planned or actual
demand, typically including order management, transportation management, and
distribution management
Return
Processes associated with returning or receiving returned products for any reason.
These processes extend into post-delivery customer support
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Levels of Process
Level 2
Description
Configuration
Level
(Process
Categories)
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Schematic
Comments
A company’s supply chain can be
“configured-to-order” at Level 2
from 30 core “process categories”.
Companies implement their
operations strategy through
the configuration they choose
for their supply chain.
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Levels of Process
Level 2 Toolkit
Plan
P1 Plan Supply Chain
P3 Plan Make
Source
S1 Source
Stocked Product
P4 Plan Deliver
Make
M1 Make-to-Stock
Deliver
D1 Deliver Stocked
Product
D2 Deliver Maketo-Order Product
S2 Source Maketo-Order Product
M2 Make-to-Order
S3 Source Engineerto-Order Produst
M3 Engineer-to-Order
Source Return
SR1 Return Defective Product
SR2 Return MRO Product
SR3 Return Excess Product
P5 Plan Return
D3 Deliver Engineeredto-Order Product
Customers
Suppliers
P2 Plan Source
D4 Deliver Retail
Product
Deliver Return
DR1 Return Defective Product
DR2 Return MRO Product
DR3 Return Excess Product
MRO : Maintenance Repair and Operating
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Levels of Process
Process Categories are defined by the relationship between a SCOR Process and Process Type
“SCOR Configuration Toolkit”
SCOR Process
Plan
Planning
Process
Type
Execution
Enable
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P1
Source Make Deliver Return
P2
P3
P4
P5
S1–S3 M1–M3 D1–D3 R1–R3
EP
ES
EM
ED
Process
Category
ER
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Levels of Process
Level 3
Description
Schematic
Level 3 defines a company’s ability
to compete successfully in its chosen
markets, and consists of:
Process Element
Level
(Decompose
Process)
P1.1
Identify, Prioritize,
and Aggregate
Supply-Chain
Requirements
P1.2
Identify, Assess,
and Aggregate
Supply-Chain
Resources
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P1.3
Balance Supply-Chain
Resources with
Supply-Chain
Requirements
Comments
P1.4
Establish and
Communicate
Supply-Chain Plans
• Process element definitions
• Process element information
inputs, and outputs
• Process performance metrics
• Best practices, where applicable
• System capabilities required to
support best practices
• Systems/tools
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Levels of Process
Level 3 Detailed Process Element Information
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Levels of Process
Level 4
Description
Implementation
Level
(Decompose
Process
Elements)
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Schematic
Comments
Companies implement specific
supply-chain management
practices at this level.
Level 4 defines practices to
achieve competitive advantage
and to adapt to changing
business conditions.
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Levels of Process
Level 4 Implementation of Supply-Chain Management Practices
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Levels of Process
Below
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Levels of Process
Each intersection of two execution processes (Source-Make-Deliver)
is a “link” in the supply chain
Execution processes transform or transport materials and/or products
Each process is a customer of the previous process and a supplier to the next
Planning processes manage these customer-supplier links
Planning processes thus “balance” the supply chain
Every link require an occurrence of a plan process category
Each basic supply-chain is a “Chain” of Source, Make, and Deliver
Execution Processes
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Configuring Supply-Chain Threads
Configuring Supply-Chain Threads illustrates how SCOR configurations are done.
Source
Make
Deliver
S1 Source
Stocked Product
M1 Make-to-Stock
D1 Deliver Stocked
Product
S2 Source Maketo-Order Product
M2 Make-to-Order
D2 Deliver Maketo-Order Product
S3 Source Engineerto-Order Produst
M3 Engineer-to-Order
D3 Deliver Engineeredto-Order Product
Source Return
Deliver Return
R1 Return Defective Product
R1 Return Defective Product
R2 Return MRO Product
R2 Return MRO Product
R3 Return Excess Product
R3 Return Excess Product
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Configuring Supply-Chain Threads
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Configuring Supply-Chain Threads
A change in a supply chain often “ripples” through each linkage, affecting other areas.
A change may impact both customer’s and supplier’s supply-chain planning
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Configuring Supply-Chain Threads
Effective Supply-Chain Management Requires Balancing Multiple Links Concurrently.
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Conclusion
SCOR is a process reference model that provides a language for communicating
among the 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 supply-chain 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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Discussion
Version이 7.0인데 이전 Version들과 비교하여 달라진 점은 무엇이 있는가?
SCOR Model이 SCM 적용을 위한 범용적인 참조모델인 이유로 기본 틀이 변한 것은 없고,
내부를 구성하고 있는 요소들(예 : Level 2에서의 process categories)의 수가 일부 늘어났다.
프로세스의 효과성을 측정하기 위한 방법이 궁금한데, performance 측정과
관련하여 제시된 Metric은 무엇이 있는가?
평가 sheet가 구체적으로 나와있지 않고 표준적인 프로세스의 Performance Attributes와 그에 따른
Metric들을 정의하여 프로세스를 평가하고 관리하는데 사용할 수 있도록 하고 있다. Performance
Attributes는 고객 및 수요자 측면의 Reliability, Responsiveness, Flexibility와 내부 요소인 Cost, Assets의
다섯 가지가 있다.
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