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The Supply chain operation Reference model (SCOR) was sketched independent non profit to an organization for the description of all enterprise-internal and enterprise-spreading business processes by the Supply chain Council (SCC). The idea to develop standard a method which can analyze and describe all criteria of a Supply chain (sports club), became at the beginning of of 1996 of two Bostoner management consultations, Pittiglio Rabin Todd & McGrath (PRTM) and AMR Research (AMR), develops. First the Supply chain Council (SCC) with at that time 69 members was created. Thus developed the first version of the Supply chain operation Reference of model, which in the autumn 1996 were brought for the first time on the market. Meanwhile SCC has chain management to the 1,000 members world-wide and is considered as Standardtool in the Supply. In the meantime the version 7.0 was implemented, which offers an improved possibility of analyzing and of improving simple to complex delivery chain activities.
The SCOR model be based on the five substantial Supply chain management processes and links it with well-known concepts such as Business Process Reengineering (BPR), Benchmarking and Best Practice analysis. Apart from the five management processes the SCOR model differentiates four detailing stages, whereby the latter is not contained in the model, since it is to be defined enterprise-individually.
And the process categories relevant already addressed for the SCOR model are in detail:
1. Planning (flat):
2. Procurement (SOURCE):
3. Production (make):
4. Supply (more deliver):
5. Return (return):
These processes find their expression on the highest level of the SCOR model. Here an enterprise defines the extent its respective sports club decisive for this is the competitive ability and/or the competition advantage.
On the second level, these five SCOR processes three process types are assigned to the configuration level in such a way specified. These are in detail:
1. Planning processes (Planning)
2. Remark processes (Execution)
3. Support processes (Enable)
This linkage of processes and process types lets a matrix, which represents all possible process combinations develop, which should be completed with the structure sports club between the partners involved.
The individual main cases describe even three of the SCOR model (organization level) in the form of detailed subprocesses. For each process category the individual process steps, their sequence as well as input and output information are separately represented.
Even four (implementation level) is not in the model contained, since it refers to the individual introduction of the system in the enterprise. Here it applies to use appropriate software solutions, which must be adapted to the respective enterprise.
In order to make the success of the SCOR model measurable and thus comparable, different, for this developed Metriken is helpful. A substantial measured variable is the cash ton cash cycle time. This describes the period, how long capital from the material purchase to the payment is bound by the customer.
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