Supply Chain Improvement

Supply Chain Improvement
Supply Chain Operations Reference

(SCOR) model
Peter A. Bolstorff
Executive Director, Supply Chain

PRAGMATEK Consulting Group, LTD.
PRAGMATEK Consulting Group, Ltd. 2001
pragmatek.com
SCOR - FAQs
Who is the Supply Chain Council?
What is SCOR?
How do you use SCOR to achieve supply
chain performance improvement?
How can this apply to my company?
How can I learn more about SCOR?
pragmatek.com
Supply Chain Council
The Supply-Chain Council (SCC) is an independent, notfor-profit, global corporation with membership open to all
companies and organizations
Over 800 Company Members (Practitioners, Technology
Providers, Consultants, Academicians, Government)
Wide range of industries (Manufacturers, Distributors,
Retailers, CPG)
The SCC endorses the Supply Chain Operations
Reference-model (SCOR) as the cross-industry standard
for supply-chain management
The SCC was organized in 1996 by Pittiglio Rabin Todd & McGrath (PRTM) and Advanced Manufacturing Research (AMR), and
initially included 69 voluntary member companies
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The Two Faces of SCOR
Process
Reference
Applied
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The SCOR Framework

The integrated processes of Plan, Source, Make, Deliver and Return,
spanning your suppliers supplier to your customers customer, aligned
with Operational Strategy, Material, Work & Information Flows.
Plan
Plan
Plan
Deliver
Source
Suppliers
Supplier
Make
Plan
Deliver
Source
Make
Deliver
Source
Make
Plan
Deliver
Supplier
Your Company
Customer
Internal or External
Return
Internal or External
Source
Customers
Customer
Supply Chain Operations Reference Model

5
pragmatek.com
SCOR Project Roadmap

Operations Supply Chain Scope
Performance Metrics
Strategy
Analyze
Basis of
Competition
Supply Chain SCORcard

Competitive Performance Requirements
and SCORcard Gap Analysis
Material
Flow
Configure
Supply
Chain
Align
Performance
Levels,
Practices, and
Systems
Implement
Supply-Chain
Changes
AS IS Material Flow
Disconnect & Gross Opportunity Analysis
Material Flow Strategy and Best Practice
Analysis
Supply Chain Strategy
TO BE Material Flow
Information
AS IS Work/Information Map
and Work Flow Transactional Analysis
Design Specifications
TO BE Work/Information Map
Prioritized List of Changes
Implementation Master Schedule of Projects
ROI Analysis
Technology Selection
Detail Requirements, Solution
Design, Configuration, Test & Go Live
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Applications of SCOR
Software Selection &

Implementation
Cost Reduction
Productivity Improvement
Business Requirements
Direct
Indirect
SKU Rationalization
Delivery Performance
Improvement
Application optimization
Upgrade
Utilization
Implement Operational
Strategy
Network Analysis
Material Flow Design
Supply Chain Six Sigma

and Lean Enterprise
OTIF Perfect Order

Synchronize Lead-time
Continuous Improvement
Organizational Learning
Efficient Consumer
Response
Forecast Accuracy
Category Marketing
CPFR
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Implementation Results
2X to 6X ROI within 12 months
Fully Leverage Capital Investment in Systems
Stock price improvement

Income statement and balance sheet
improvement
Self fund technology investments
Utilization of current applications
Business blue print to leverage needed upgrades
Roadmap for e-investments
Framework for supply chain process

management and continuous improvement
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How Do I Use SCOR?
to Improve Supply Chain Performance
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Performance Improvement
Strategy
Design
Measurement
Organization
Process
Jobs/People
Technology
10
pragmatek.com
Project Approach
Educate
Discover
Support
Opportunity
Workshops
Executive
Briefings
Customized
Training
SCOR Boot
Camp for
Project
Managers
1 Week
11
Discovery
Checklist
Project Charter
Stakeholder
Interviews
1-2 Weeks
Analyze
Design
Strategy
Solution
Performance
Metrics
Benchmarks
SCORcard
Competitive
Requirements
Material Flow
Design
Disconnect
Analysis
Work and
Information Flow
Design
Application
Architecture
Preliminary
Implementation
Plan
3-4 Months
Develop
Prototype
Implement
Install
Prioritized Supply Chain Changes

Opportunity Analysis
Master Schedule of Projects
Supply Chain Project OfficeContinuous Improvement Plan
Detailed Design
Conference Room Pilot
6+ Months
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Educate for Support
Key Points
Develop
an
Evangelist
Establish Core
Team Buy IN
Enroll an Active
Executive
Sponsorship
12
Deliverables
General SCOR Workshops

Customized Workshops
Executive Briefings
SCOR Boot Camp for
Project Managers
Supply Chain
Management for
Dummies, Oct 2000,
SCTN; Supply Chain
University, April 2001
SCTN; Spreading the
Word, Oct 2001, SCTN
pragmatek.com
Discover the Opportunity

Key Points
Uses a checklist to collect

appropriate information to
paint an appropriate
business context
Actively involves your entire
business team key
stakeholders
Scopes your project
respecting all supply chain
factors
The Project Charter is the
critical output
13
Deliverables
Business Context
Summary
Project Charter
Scope
Organization
Plan
A Model of Project
Management, Sep/Oct
1999, SCTN; Scale versus
Scope, Dec 2001, SCTN
pragmatek.com
Business Context
Strategic Background
Strengths Weaknesses
Opportunities Threats
(SWOT)
Value Proposition
Critical Success Factors
Critical Business Issues
Competitive Analysis
Business and Financial

Information
Internal Profile
Organization
Physical Locations
Other Key
Performance
Indicators
External Profile
Profit and Loss

Statement
Balance Sheet
14
Market/Customers
Suppliers
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Supply Chain Scope
Project is defined by the unique

combination of
Geography
Customer(s)
Item(s)
or Products
Process(es)
Supplier(s)
15
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ALPHA Definition Matrix
Geography - Customer or Market Channel

Supply Chain
Definition Matrix
US - Distributor
Product
NEW
MATURE
16
US - Direct-to-Consumer
pragmatek.com
Project Charter
I. Introduction
Maintenance of the
Project Charter
II. Project Overview
Scope
Business Objectives
Project Objectives
Methodology
Project Schedule
Project Milestones &
Deliverables
Dependencies
17
Organization Chart
Project Resources
Roles and Responsibilities
VI. Measures of Success
III. Project Approach
IV. Project Budget

V. Project Organization
Stakeholder Expectations
Benchmarks
Benefit Analysis
VII. Project Communication
Communication Plan
Control Procedures
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Project Organization
BU Advisory/Steering Committee
BU Project Sponsor
Content SME
BU Project Manager
Experienced Project Manager
BU Design Team
BU Extended Team
18
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Analyze to Align Strategy

Key Points
Balances Customer,
Internal, and
Shareholder Facing
Metrics
Incorporates multiple
sources of useful
benchmarks
SCORcard data queries
Hot Links to the P&L
Provides the
foundation for
strategy, priority, and
cascading goals
19
Deliverables
SCOR v5.0 Metrics

Competitive Performance
Requirements
SCORcard
www.pmgbenchmarking.
com,
www.marketguide.com
Target the Impact, Cut

the Risk, June 2000,
SCTN; How to SCOR with
Six Sigma, September
2001, SCTN
pragmatek.com
SCOR v5.0 Metrics

Performance
Attribute
Supply Chain
Delivery Reliability
Supply Chain
Responsiveness
Supply Chain
Flexibility
Supply Chain Costs
Supply Chain Asset

Management
Efficiency
20
Performance Attribute Definition
Level 1 Metric
The performance of the supply chain in

delivering: the correct product, to the correct
place, at the correct time, in the correct
condition and packaging, in the correct
quantity, with the correct documentation, to
the correct customer.
The velocity at which a supply chain
provides products to the customer.
The agility of a supply chain in responding
to marketplace changes to gain or maintain
competitive advantage.
The costs associated with operating the
supply chain.
Fill Rates
Perfect Order Fulfillment
The effectiveness of an organization in

managing assets to support demand
satisfaction. This includes the management
of all assets: fixed and working capital.
Order Fulfillment Lead Times

Supply Chain Response Time
Production Flexibility
Cost of Goods Sold
Total Supply Chain Management
Costs
Value-Added Productivity
Warranty / Returns Processing
Costs
Cash-to-Cash Cycle Time
Inventory Days of Supply
Asset Turns
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Competitive Requirements
Performance
Attribute
Delivery Reliability
Flexibility/ Responsiveness
*Performance
vs.
Competition
Supply
Chain 1
Supply
Chain 2
Supply Chain Cost
Asset
*From your
Organizations
Point of View
Legend
Superior
21
Advantage
Parity
pragmatek.com
SCORcard
External
Performance Attribute or
Category
Supply Chain Delivery

Reliability
Supply Chain Responsiveness
Level 1 Performance Metrics
Actual
Parity
Advantage
Superior
Median of
Midpoint of parity 90th Percentile of
statistical sample
and superior
Population
Parity Gap
Parity - Actual
Requirements
Gap
68.4%
74.7%
85.0%
95.0%
-6.3%
-26.6%
Fill Rates
Substitute Line Item Fillrate here
91.0%
92.0%
95.5%
99.0%
-1.0%
-8.0%
Perfect Order Fulfillment
35.0%
74.0%
81.0%
88.0%
-39.0%
-53.0%
Order Fulfillment Lead Time
5 days
10 days
6.5 days
3 days
5 days
5 days
Supply Chain Response Time
90 days
60 days
45 days
29 days
-30 days
-30 days
Production Flexibility
61 days
42 days
26 days
10.8 days
-19 days
-19 days
86%
69%
61%
53%
-17%
-25%
17.0%
9.5%
6.7%
3.9%
-7.5%
-10.3%
7%
17%
12%
7%
10%
5%
1.5%
1.5%
1.0%
0.5%
0.0%
-0.5%
Cash-to-Cash Cycle Time
197
97.9
63.8
29.7
-99.1
-99.1
Inventory Days of Supply
91
74
48
23
-17.4
-17.4
Asset Turns
1.5
2.5
4.7
7.0
1.0
1.0
14%
31%
39%
47%
-17%
-8%
Operating Income
7%
14%
19%
23%
-7%
-5%
Net Income
4%
5%
8%
11%
-2%
10.7%
11%
15%
20%
-0.4%
Supply Chain Flexibility
Cost of Goods
Total Supply Chain Cost
Supply Chain Cost
Internal
SG&A Cost
Warranty / Returns Processing
Costs
Shareholder
Supply Chain Asset

Management Efficiency
Gross Margin
Profitability
Effectiveness of Return
22
Return on Assets
pragmatek.com
Design Material Flow

Deliverables
Key Points
Includes all Internal &
External Physical Locations
Incorporates P/N
classification SCOR L2
Stock versus To Order

RM versus FG versus WIP
Illustrates P/N Routes

Transportation Cost
Inventory Level
Leadtime
Disconnect Analysis drives

savings opportunity
23
AS IS Material Flow
Disconnect Analysis
List and Group
Quantify
Prioritize
TO BE Material Flow
When Performance is no
Joking Matter, April 2000,
SCTN
pragmatek.com
Classify Items
Plan
Make
S1 Source Stocked
Products
M1 Make-to-Stock
S2 Source MTO
Products
M2 Make-to-Order
S3 Source ETO
Products
M3 Engineer-to-Order
Deliver
D1 Deliver Stocked
Products
D2 Deliver MTO Products
D3 Deliver ETO Products
Customers
Suppliers
Source
R1 Return Defective Product

R2 Return MRO Product
R3 Return Excess Products
Return
24
pragmatek.com
Physical Material Flow

As Is Material Flow
Suppliers
Suppliers
Distributors
Dealers
Warehouse
Factory
Factory
Factory
Warehouse
Warehouse
Distributors
Warehouse
Dealers
Dealers
Factory
Distributors
Factory
3rd Party Supplier

Far East Suppliers
Distributors
Distributors
Dealers
Warehouse
Dealers
Suppliers
Suppliers
Distributor
Distributors
Factories
Factories
Warehouse
Dealers
Factory
Australia Suppliers
Warehouses
Distributors
= Inbound
Dealers
= Outbound
Dealer
25
pragmatek.com
Disconnect Analysis
Identify individual disconnects (brainstorm)

Group disconnects using an Affinity Diagram
approach
Quantify Disconnects
Analyze Cause and Effect with Disconnect Group

using Fishbone Analysis
Estimate Performance Opportunity using Test
Scenarios for each Fishbone
Validate Savings
26
pragmatek.com
Fishbone Analysis
Product Quality perceived as a

competitive advantage
Marketing did
not assess
design
requirements
The supplier
does not
carry
inventory in
the NA this
p/n
Supplier
physical
location
is in
Japan
The lab did

not invest in a
redesign prior
to the
outsource
decision
Design
Component
of MATURE
Product adds
90 days to
source
leadtime
The Bill of
Materials for this
product has not
changed
27
pragmatek.com
TO BE Material Flow
Identifies appropriate leading practices to

improve material flow
CPFR,
cross-dock, VMI, rapid

replenishment, supplier agreements,
product rationalization
Eliminates inefficiencies identified in

disconnect analysis
Transportation
cost, inventory turns, leadtime, delivery performance
28
pragmatek.com
Design Work & Information Flow
Key Points
Integrates the work and

information flow which
moves the material
Incorporates application
modules and submodules
Organization roles
illustrated using Swim
Diagram
Blueprints the impact of
e to your business
Focuses performance on
transactional productivity
Deliverables
AS IS Work & Information
Flow
Revised Disconnect Analysis
Productivity
Quality
TO Be Work & Information

Flow
SCOR Cheat Sheet
Before You Buy, Reconnect, February 2000;

Slow Down to Speed Up,
Nov/Dec 1999; Putting the
e in Enterprise, August
2000, SCTN; How to Design
a Business Blueprint, August
2000, SCTN
29
pragmatek.com
Transactional Analysis
Purchase Order
Work Order
Sales Order
Return Authorization
Planning Event
Staple Yourself to an Order
Process Steps (Level 4)

Inputs and Outputs
Enabling Technology
Business Rules
Transactional Productivity
Forecast
Replenishment Order
Volume
Cycle Time
Event Time
Elapsed Time
Yield
30
pragmatek.com
Transactional Analysis
PROCESS:
M1.2 Make (Stocked Product) : Issue Material
INPUT / OUTPUT:
Staged Components
Production Schedule
Pull Instruction
M1.2
PROCESS STEPS:
1. Locate Components
2. Wand Components out of Warehouse
3. Move components to in process staging area
4. Sequence components based on schedule
TECHNOLOGY USED: Oracle Manufacturing, , Manual, RF, Excel
VOLUME: 1300 pcs / hr
CYCLE TIME: Event 1 hr / Elapsed = 4 hrs
YIELD: 85 %
BUSINESS RULES:
1. Dont let the production line stop.
DISCONNECTS:
1. Pull materials from receiving area.
31
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32
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Supplier
AP
Purchasing Warehouse
SCOR Level 3 Source

S1.2
Receive
Product
Purchase
Order
S1.1
Schedule
Product Deliveries
Purchase
Order
D1.2
33
Product
Packing
Slip
S1.3
Verify
Product
S1.4
Transfer
Product
Receipt
of Purchase
Order
Payment
S1.5
Authorize
Supplier Payment
D1.10
Invoice
D1.13
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Plan Element Relationships

P1 Plan
Supply
Chain
P2 Plan
Source
S1.1
Schedule
Product
Deliveries
34
P3 Plan
Make
M1.1 Schedule
Manufacturing
Activities
P4 Plan
Deliver
D1.3
Reserve
Inventory
& Promise
Date
D1.5
Plan &
Build
Loads
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Business Blue Print

Exec
utive
Cust
ome
r
Serv
ice
SCOR Level 3 Supply Chain

Process Map
D1.1 Process
Inquiry & Quote
Quote
Leadership
Review
Updated Annual Business

Plan w/ P&L action plan
Booked
Order
D1.2 Receive,
Enter, & Validate
Order
D1.3 Reserve
Inventory &
Determine Delivery
Date
Confirmed,
Allocated
Order
Mark
etin
g
Strategy, Goals,
Annual Business Plan, P&L
Plan Supply Chain (P1)
Quarterly, Product
Family
Requirements
Resources
Balance
Available
Inventory
Weekly, SKUL
Daily
Orders
Plan Source (P2)
Monthly, SKU
Requirements
Resources
Balance
Plan
ning
Plan Make (P3)

Monthly, SKU
Requirements
Resources
Balance
Material
Needs
Logi
stics
Planned
D1.4 Consolidate
Materials
Orders
Man
ufact
urin
g
Purc
hasi
ng
Plan Deliver (P4)

Monthly, SKU
Requirments
Resources
Balance
Quarterly, Product Family
Inventory
Needs
Planned Orders
D1.9 Pick
Product
D1.6 Route
Shipments
D1.7 Select Carriers &

Rate Shipments
D1.8 Receive
Product
Planned Orders
M1.2 Issue
Product
M1.1 Schedule
Manufacturing
Activities
Schedule
of Jobs
S1.4 Transfer
Product
Picked Load
D1.10 Load
Vehicle,
Generate Ship
Docs & Ship
Pick List
D1.5 Plan & Build
Loads
Invoice,
Payment
D1.13 Invoice &
Receive Payment
Ship
Confirmation
Replenishment Shipment
M1.3
Manufactcure &
Test
M1.4 Package
M1.5 Stage
Product
M1.6 Release
Product to Deliver
Available Inventory
S1.1 Schedule
Product
Deliveries
S1.2 Receive
Product
S1.3 Verify
Product
PO, Receipt
S1.5 Authorize
Payment
PO
Shipment
D1.2 Receive,
Enter, & Validate
Order
Sup
plier
35
D1.10 Load Vehicle,

Generate Ship Docs &
Ship
Ship
Confirmation
D1.13 Invoice &

Receive Payment
Invoice,
Payment
pragmatek.com
Productivity Improvement
Source (S1) - Purchase Order
Volume
Event Time
Elapsed Time
Yield
Event Time
Elapsed Time
Yield
Event Time
Elapsed Time
Yield
AS IS
Productivity
Consolidated
TO BE
Productivity
Consolidated
Improvements
36
S1.1
Schedule
Product
Deliveries
S1.2
Receive
Product
S1.3
Verify
Product
S1.4
Transfer
Product
S1.5
Authorize
Supplier
Payment
Totals
5900 y
9h
29.6 h
83%
1h
1h
99.9%
8h
28.6 h
16.9%
15300 y
1.86 h
3.45 h
95%
1h
2h
99.9%
0.86 h
1.45 h
4.9%
44000 y
1.13 h
39.9 h
98%
0.565 h
24 h
100%
0.565 h
15.9 h
2%
78600 y
0.16 h
2h
83%
0.16 h
0.75 h
100%
0
1.25 h
17%
40600 y
0.6 h
48.8 h
93%
0.16 h
24 h
98%
0.45 h
24.8 h
5%
178400 y
12.75 h
123.75 h
90%
2.885 h
51.75 h
99.56%
9.876 h
72 h
9.16%
pragmatek.com
Prioritize Disconnects
37
pragmatek.com
Develop Integrated Solution

Key Points
Recommendations address
all factors of performance
Portfolio of Projects
managed as a whole;
initiates ROI analysis
Integrates with Application
Detailed Business
Requirements Definition and
Solution Design
Transition Teams from
Design to
Implementation
38
Deliverables
Master Schedule of Projects

ROI Schedule
Implementation Organization
Keeping Your Focus,
December 2000; and Who
SCORed my Cheese?;
February 2001, More Faster,
Less Later, June 2001, SCTN
pragmatek.com
Balanced Project Mix
Scope of Change
Balanced
Project Mix
39
Pace of Change
Fast
Measured
Tactical
Focused
Improvement
Continuous
Improvement
Strategic
Focused
Restructuring
Business Process
Innovation
pragmatek.com
Master Project Schedule

TYPE
PROJECT NAME
SCOR
PROJECT MANAGER
SUPPLY CHAIN SCOPE
RESULTS PLAN
Strategic
Deliver
Available to Promise
Joe Smith
Service
Cost
Flexibility
Assets
02/08/00
12/31/00
Strategic
Make
Make-to-Order
David Harris
Service
Flexibility
Assets
10/01/99
06/30/00
Strategic
Source
Outsource Reconfiguration
Deb Larue
Service
Cost
Flexibility
Assets
12/03/99
12/31/00
Assets
07/19/99
04/30/00
Flexibility
Assets
08/16/99
TBD Disconnects
Deficiency Non Working Inventory Reduction

Deliver
Jay Jones
Deficiency Integrated Supply Chain Planning
Plan
Peter Brinkman
Service
Cost
START
END JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Brainstorming Quarterly
Session
Action
Plan
Complete
Capital Plan
Service
Cost
Strategic
Source
Efficient Material Acquisition

Elaine Randall
Cost
Strategic
Deliver
Direct to Consumer Transportation

Sandy Levee
40
Flexibility
Assets
Complete Test
Process Design
Validation
Complete 3rd
Quarter Plan
Complete 4th
Quarter Plan
Complete
Implementation
Process
Cutover
Planning
Review
Reviewed
Deficiency Texas Consignment

Source
Joe Williams
Complete 2nd
Quarter Plan
NWI
Data Integration
M onthly Action Plan Reviews - Plants
Action
Plan
Determine Schedule
Determine Schedule
Service
Flexibility
Assets
03/01/00
12/31/00
2001 plan
Brainstorm
Project Objectives;
Set Strategy
pragmatek.com
Projected Net Earnings Impact

12.0%
10.0%
Net Earnings
10.0%
8.0%
6.9%
6.7%
5.9%
5.3%
6.0%
4.2%
4.5%
4.6%
4.7%
4.0%
2.0%
0.0%
FY '01
Low Difficulty Projects
41
FY '02
Low + Medium Difficulty Projects
FY '03
Low + Medium + High Difficulty Projects
pragmatek.com
Implement the Changes

Project
Management
Office
Annual Budget
& Business
Strategy
Ongoing
Business
Requests
Monthly
Project
Review
Maintain
Master
Schedule
Create Project Charter
Monthly
Status
Report
Create Project Plan

Assign
Project
Manager
Project
Management
Methodology
Generate
Statement of
Work and
Funding
Request
Create Budget
Spreadsheet
Maintain Project Plan
Create Communication
Plan
Manage Change
Establish Roles and

Responsiblities
Report Performance
Create Risk Plan
Cost Control
Manage Issues
Initiate
42
Create Procurement
Plan
Plan
Plan
Document
Project
Performance
Quality Control
Create Project Charter
Stakeholder
Approval
Prepare
Project
Close Report
Manage Risks
Manage Procurement and

Contracts
Plan
Execute/Control
Close
Project
Contracts
Close
pragmatek.com
Toro Adoption Progress
1st SCOR Project
43
Enterprise SCOR
Phase 1 Implemented
pragmatek.com
Project Life Cycle Adoption
Discover
1 Week
Analyze
4 Weeks
Discovery Checklist
Customized Training
Project Charter
Detailed SCORcard
w/Benchmarks
Opportunity Assessment
44
Design
Develop
8-12 Weeks
Business
Case
AS IS & TO BE
Material Flow
Detailed Disconnect
To Be Solutions
Analysis
Recommendations
for Change
Design
Specifications
AS IS & TO BE Work
and Information Flow
Prioritized List of
Supply Chain
Changes
Implement
24 - 32 Weeks
Master Schedule of
Projects
ROI Analysis
2X to 6X
Technology Selection ROI within
12 months
Detail Design
(Requirements) and
Configure
Pilot (Test) and Roll Out
or Go Live
pragmatek.com
Resources
www.supply-chain.org
www.supplychaintech.com
www.forbes.com
www.pmgbenchmarking.com
www.Toro.com - 3Q Earnings
Announcement (NYSE:TTC) 5 by Five
Initiative
www.pragmatek.com
45
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Supply Chain Improvement - Supply Chain Operations Reference (SCOR) Model

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Supply Chain Operations Reference

Executive Director, Supply Chain

PRAGMATEK Consulting Group, Ltd. 2001

PRAGMATEK Consulting Group, Ltd. 2001

Supply Chain Council

PRAGMATEK Consulting Group, Ltd. 2001

The Two Faces of SCOR

PRAGMATEK Consulting Group, Ltd. 2001

The SCOR Framework

Supply Chain Operations Reference Model

PRAGMATEK Consulting Group, Ltd. 2001

SCOR Project Roadmap

Supply Chain SCORcard

Implementation Master Schedule of Projects

PRAGMATEK Consulting Group, Ltd. 2001

Software Selection &

Supply Chain Six Sigma

OTIF Perfect Order

PRAGMATEK Consulting Group, Ltd. 2001

2X to 6X ROI within 12 months

Fully Leverage Capital Investment in Systems

Stock price improvement

Framework for supply chain process

PRAGMATEK Consulting Group, Ltd. 2001

How Do I Use SCOR?

to Improve Supply Chain Performance

PRAGMATEK Consulting Group, Ltd. 2001

PRAGMATEK Consulting Group, Ltd. 2001

PRAGMATEK Consulting Group, Ltd. 2001

Prioritized Supply Chain Changes

Educate for Support

General SCOR Workshops

PRAGMATEK Consulting Group, Ltd. 2001

Discover the Opportunity

Uses a checklist to collect

PRAGMATEK Consulting Group, Ltd. 2001

Business and Financial

Profit and Loss

PRAGMATEK Consulting Group, Ltd. 2001

Supply Chain Scope

Project is defined by the unique

PRAGMATEK Consulting Group, Ltd. 2001

ALPHA Definition Matrix

Geography - Customer or Market Channel

PRAGMATEK Consulting Group, Ltd. 2001

II. Project Overview

VI. Measures of Success

III. Project Approach

IV. Project Budget

VII. Project Communication

PRAGMATEK Consulting Group, Ltd. 2001

Experienced Project Manager

PRAGMATEK Consulting Group, Ltd. 2001

Analyze to Align Strategy

SCOR v5.0 Metrics

Target the Impact, Cut

PRAGMATEK Consulting Group, Ltd. 2001

SCOR v5.0 Metrics

Supply Chain Asset

Performance Attribute Definition

The performance of the supply chain in

The effectiveness of an organization in