Overview Presentation

Supply Chain
Operations Reference-model
April 2005
(SCOR) 1
 The SCC is an independent, not-for-profit, global corporation
with membership open to all companies and organizations
interested in applying and advancing state-of-the-art supply chain
management systems and practices.
Over 800 Company Members
Cross-industry representation
Chapters in Australia/New Zealand, Brazil, Europe, Japan,
North America, Southern Africa, and South East Asia with
petitions for additional chapters pending.
The Supply-Chain Council (SCC) has developed and endorsed the
Supply Chain Operations Reference-model (SCOR) as the cross-
industry standard for supply chain management

SCOR Overview
April 2005 2
 SCC Organization - Chapters and Staffing

SCC
SCC Global
Global Headquarters
Headquarters
Washington
Washington D.
D. C.
C.

Japan
Japan Chapter
Chapter
North Europe
Europe
Tokyo,
Tokyo, Japan
Japan North America
America
Chapter
Chapter Washington
Washington Brussels,
Brussels, Belgium
Belgium
NEC
NEC
D.C.
D.C. Modus
Modus Media
Media
Disney
Disney
South
South East
East Asia
Asia Chapter
Chapter
Singapore
Singapore
Venture
Venture Inc.
Inc.
Brazil
Brazil Chapter
Chapter
Southern
Southern Africa
Africa
Australia/New
Australia/New Zealand
Zealand Chapter
Chapter Johannesburg,
Johannesburg, South
South Africa
Africa
Sydney,
Sydney, Australia
Australia UTi
UTi

SCOR Overview
April 2005 3
 SCC Leadership Teams
Europe Board of Directors South East Asia
Diversey Lever C Disney - C Vemture Corporation C
Siemens AG VC Eaton - VC Phillips CFT VC
Euro-Chain DaimlerChrysler MOPAR Modus Media
Bomardier Tansportation Business Process Training Center Europe Deloitte
BASF AG PeopleSoft Singapore Institute of Mfg. Technology
Borealis I2 Technologies SCM Institute
SAP AG Georgia Institute of Technology Autoscan Technology
Oracle EMEA IBM Polyolefin Company
Rhodia SCE Limited Asia Pacific Breweries
Swiss Federal Institute of ICI Supply Chain I2 Technologies
Technology Phillips Lighting iPerintis Sdn Bhd
EDS UK and SA PRTM
McCormick & Company, Inc.
HP
Australia/New Zealand North America Japan
Owens Global Logistics C Toys R Us - C NEC C
Health Purchasing Victoria VC Raytheon JBC Create VC
Oracle IBM Mitsui Global Strategic Studies
RMIT University Adjoined Consulting Olympus Optical
MI Services Avicon EXA
BHP Bayer Chemicals Chubu Electric Power
EAN Australia The Boeing Company J.D. Edwards
Center for Supply Chain Research / Penn State Nihon Unisys
Elections Pending Air Products and Chemicals Hitachi
South Africa Raytheon Hokkaido University
SAP Matsushita Electric Industrial
Brazil Yamaha
China Toray Systems Center
SCOR Overview
April 2005 4
 Membership
Europe

Member by Type
Practitioners Members by Region Japan
SEA
Software Vendors
ANZ
Consultants
USA/Canada/Mex
Non-Profits
ROW
SAfrica

800+ SCC members,

Composition
40%: Practitioners
25%: Enabling Technology Providers
20%: Consultants
15%: Universities, Associations,
Government Organizations

SCOR Overview
April 2005 5
 Current Technical Projects
C Paul Schiller
SCOR Technical Development BP Chemicals
Steering Committee

Best Practice
Returns
C- Paul Janke (Nokia)
C- Lt Col Scott Koster (USMC)

Metrics
MRO Returns
C- Michael Memmel - Siemens
C- Joe Burak (Boeing)

SCOR Overview
April 2005 6
Supply Chain Operations Reference-
Model (SCOR) Overview
 What is a process reference model?
Process reference models integrate the well-known
concepts of business process reengineering,
benchmarking, and process measurement into a cross-
functional framework
Business Process Best Practices Process Reference
Reengineering Benchmarking Analysis Model
Capture
Capturethe
theas-is
as-isstate
state
Capture
Capturethetheas-is
as-is of a process and derive
of a process and derive
state of a process the
state of a process thedesired
desiredto-be
to-befuture
future
and
andderive
derivethe
the state
Quantify
Quantifythe
the state
desired to-be
desired to-be operational
operational Quantify the operational
future
futurestate
state performance
performanceof of performance of similar
similar companies
similar companies companies and establish
and
andestablish
establish internal targets based on
internal
internaltargets
targets Characterize
Characterizethe the best-in-class results
based management Characterize the
based onbest-in-
on best-in- management management
class results
class results practices
practices and
and
software solutions practices and
software solutions software solutions
that
thatresult
resultinin
best-in-class that result in best-in-
best-in-class class performance
performance
performance
SCOR Overview
April 2005 8
 SCOR is structured around five distinct
management Plan processes

Deliver Source Make Deliver Source Make Deliver Source Make Deliver Source

Return Return Return Return Return

Return Return Return

Your Company Customers

Suppliers Supplier Customer
Customer
Supplier
Internal or External Internal or External

SCOR Model

Building Block Approach

Processes Metrics
Best Practice Technology

SCOR Overview
April 2005 9
 Supply-Chain Operations Reference-model
(SCOR) 7.0 - Processes
Plan P1 Plan Supply Chain

P2 Plan Source P3 Plan Make P4 Plan Deliver P5 Plan Returns

Source Make Deliver

Suppliers

Customers
S1 Source Stocked Products M1 Make-to-Stock D1 Deliver Stocked Products

S2 Source MTO Products M2 Make-to-Order D2 Deliver MTO Products

S3 Source ETO Products M3 Engineer-to-Order D3 Deliver ETO Products

D4 Deliver Retail Products

Return Return
Source Deliver

Enable

SCOR Overview
April 2005 10
 SCOR Boundaries

SCOR Spans:
All supplier / customer interactions
Order entry through paid invoice

All physical material transactions

From your suppliers supplier to your customers

customer, including equipment, supplies, spare parts,

bulk product, software, etc.
All market interactions
From the understanding of aggregate demand to the

fulfillment of each order

Returns

SCOR Overview
April 2005 11
 SCOR Boundaries (contd)

SCOR does not include:

Sales administration processes
Technology development processes
Product and process design and development processes
Some post-delivery technical support processes
SCOR assumes but does not explicitly address
Training
Quality
Information Technology (IT) administration (non-SCM)

SCOR Overview
April 2005 12
 SCOR Project Roadmap
Analyze Basis Competitive Performance
Operations Requirements
of
Strategy Performance Metrics
Competition Supply Chain Scorecard


Scorecard Gap Analysis
Project Plan
SCOR Level 1

AS IS Geographic
Configure Map
supply chain Material Flow AS IS Thread
Diagram
Design
Specifications SCOR Level 2
TO BE Thread
Diagram
Align TO BE Geographic
Performance Map
AS IS Level 2, 3, and 4 Maps
Levels, Information Disconnects
Practices, and and Work Flow Design Specifications SCOR Level 3
Systems TO BE Level 2, 3, and 4
Maps

Implement
Implement Develop, Organization
supply Technology
supplychain
chain Test, and Roll
Process
Processes
Processesand
and Out People
Systems
Systems

SCOR Overview
April 2005 13
 Mapping material flow
(S1, D1)
(SR1,DR1,DR3)

Manufacturing
Warehouse

(S1, S2, M1, D1) C u s to m e r

C u s to m e r (SR1,,DR1) European Supplier (S1)

(S1) (D2) (SR1,SR3)
(SR1,SR3) (DR1)
Warehouse
(S1, D1) Warehouse
(S1, D1)
(SR1,DR1,DR3) (SR1, DR3)
Latin American
Other Suppliers Suppliers
(D1) (D1)

C u s to m e r

Warehouse (S1)
(S1)
C u s to m e r

(SR1,SR3)
(S1, D1) (SR1,SR3)
(SR1,DR1,DR3)

SCOR Overview
April 2005 14
 Mapping the execution processes
Americas
Americas
Distributors
Distributors

S1

SR1
European
European S2 M2 D2
RM
RMSupplier
Supplier SR3
S2
M1 D1 S1 D1 S1
DR1 SR1
DR1 SR1 DR1 SR1

DR3 SR3 DR3 SR3

S1

Key
KeyOther
Other S1 M1 D1
RM
RM
Suppliers
Suppliers
Alpha Regional
RM ALPHA Warehouses Distributors
Suppliers

SCOR Overview
April 2005 15
 Identifying Plan Activities
P1 P1 P1
P1 P1 P1

P2 P3
P2 P3
P
P
4 P
4 P
3 P
3 P
2
2
P2 P P
P2 P P
4 4
4 4

European
European S2 M2 D2
RM
RMSupplier
Supplier

Key
KeyOther
Other S1 M1 S2 M1 D1 S1 D1 S1
RM
RM D1
Suppliers
Suppliers
S1

Alpha Regional Consume

RM ALPHA Warehouses Distributors
r
Suppliers

SCOR Overview
April 2005 16
 Linking Supply Chain Performance
Attributes and Level 1 Metrics

SCOR Overview
April 2005 17
 Supply Chain Scorecard & Gap Analysis
NEW Product Line - Representative of All Scorecards

Supply Chain SCORcard v. 7.0 Performance Versus Competitive Population

Overview Metrics SCOR Level 1 Metrics Actual Parity Advantage Superior Value from Improvements

Supply
Chain Perfect Order Fulfillment 0% 80% 85% 90% $30M Revenue
Reliability
EXTERNAL

Responsiveness Order Fulfillment Cycle Time

35 days 7 days 5 days 3 days $30M Revenue

Upside Supply Chain

97 days Key enabler to cost and
Flexibility 82 days 55 days 13 days asset improvements
Flexibility Upside Supply Chain
0%
Adaptability
Downside Supply Chain
50%
Adaptability

Total SCM Management 19% 13% 8% 3% $30M Indirect Cost

Cost
INTERNAL

Cost

Cost of Good Sold 54%

Cash-to-Cash Cycle Time 196 days 80 days 46 days 28 days $7 M Capital Charge
Assets
Return on SC Fixed Assets N/A

SCOR Overview
April 2005 18
 Decomposing Metrics Revenue
Accounts Receivable
Cash Flow
Perfect Order
Fulfillment
Cycle Time

Supplier Schedule Perfect Order

on time delivery Achievement Fulfillment

On Time
On Time
Delivery In Full
In Full
Performance
Docs
Docs
European Damage
European Damage
RM
RMSupplier
Supplier S2 M2 D2
Supplier Perfect Order
on time delivery Fulfillment
Key S2
KeyOther
Other
RM S1 M1 D1 M1 D1 S1 D1 S1
RM
Suppliers
Suppliers
S1

Alpha Regional Consume

RM ALPHA Warehouses Consumer
r
Suppliers

SCOR Overview
April 2005 19
 Performance Measurement Revenue
Accounts Receivable
Cash Flow

Perfect Order
Fulfillment
Perfect Order
Cycle Time
Inventory Fulfillment
Goal 95%

Metrics Supplier Schedule Perfect Order

Conflict Supplier
on time delivery Schedule
Achievement Fulfillment
Perfect Order
on time delivery Achievement
Fulfillment Perfect Order
Actual 85% Actual 95%
On Time Actual 90% On TimeFulfillment
Actual - 85%
Delivery In Full
Delivery In Full
Performance
Performance
Docs
Actual 99% Docs
European
European Under-performance
Damage
Damage
RM
RMSupplier
Supplier S2 M2 D2 Process
Supplier Perfect Order
Systemson time delivery Fulfillment
Key
KeyOther
Other
S2 Under-performance
M1 D1 S1
RM
RM
S1 M1 D1 D1 Process S1
Suppliers
Suppliers
Systems
S1

Alpha Regional Consume

RM Warehouses Consume
RM ALPHA Consumer
Suppliers rr
Suppliers

SCOR Overview
April 2005 20
 Implementation Issues
SCOR Implementations
Vary in scope and objective
Green Field

Distribution analysis

Planning Improvements

Change Management / COTS-Consultant Selection

How to conduct an ROI evaluation

Senior Management support vs. Middle Manager resistance
Project timelines
Benchmarking
Implementation
Tools

SCOR Overview
April 2005 21
ATT Wireless Fixed Wireless Operations
Fixed Wireless Operations Management
Revision Y April 5, 1999

Program
Management Plan
Plan Infrastructure
Service Realization
P0.1 P0.2 P0.3 P0.4 P0.5 P0.6 P0.7
Process P0.8
Perform Make/Buy Reconfigure th e Perform Long Term Perform Business Manage Product Line Manage Planning Data Perform Supply Chain
Manage Business Rules
Decision Making Supply Chain Capacity and Resource Planning Plans Bench Marking
Planning

Product Development and Configuration Product Realization

P0.1.2
Perform Make/Buy
P0.2.1
Reconfigure the
Supply Chain
P0.3.1
Long Term
Capacity
P0.4.1
Goals / Strategy
P0.5.1
Manage Field
Spares Plan 10533
P0.6.1
Manage Planning
Data
P0.7.1
Perform Supply
Chain Bench
P0.8.1
Values and
Principles

Management
Marking
Process
P0.5.2 P0.6.2 P0.8.2
Manufacturing Planner Code Operations
Input to SRP Assignment and Policies
P0.3.2 P0.4.2 Maintenance
Operations Staffing Budget Planning P0.5.3
Manufacturing
Input to the PRP
Metaphase Product
Document Software Design Hardware Design
Structure and
Release Release Release P0.3.3 P0.5.4
Design P0.4.3
Supplier Capacity Manage Field
Standard Cost
Plan Configurations

P0.4.4 P0.5.5
Product Cost Field Change
Doc. 10888 (C0.1.0) Doc 10407 (C0.1.1) Management Management
Document Software
Product Release and Change Process Product Numbering
Archive Archive
P0.5.6
NPI Process 10093

Source Make Deliver

Source Infrastructure Manufacturing Infrastructure Deliver Infrastructure
S0.1 S0.2 S0.3 S0.4 S0.9 S0.10 D0.2 D0.4 D0.5 D0.6 D0.7 D0.8 D0.9 D0.10
M0.1 M0.2 M0.3 M0.4 M0.5 M0.6 M0.7 M0.8 M0.9 M0.10 D0.1 D0.3
Establish New Establi sh New Manage Supplier Maintain Source Determine Emergin g Manage Material Manage Channel Manage Deliver Manage Warehouse Manage Manage Delivery Manage Delivery Establish New Delivery Manage Outbound
Create/Mange Site Manage Engineering/ Maintain Equipment / Control Productio n Manage Production Monito r Production Monito r Equipment Manage Production Manage Short-t erm Manufacturing Training Manage Product and Manage Order Rules
Material Source Agreements Planning and Execution Supplier Technologies Inventory Business Rules Inventories Network Warehouses Quality Contracts Channels Transportation
Recipes/P rocess Flows Recipe Changes Facilities Processes Materials Status Status Quality Policies Capacity Process Data
Data

S0.1.1 S0.1.4 - R S0.3.1 S0.9.1 S0.10.2 M0.3.1 M0.4.4 M0.5.2 M0.7.1 M0.9.1 M0.10.1 D0.1.1
M0.2.1 D0.6.1 D0.9.1 D0.10.1
Part Creation Supplier Selection Supplier PCN Strategy Stock Room M0.1.1 M0.8.1 D0.3.1 D0.4.1 D0.7.1
Facilities ESD Process and PCA Floor Monitor Prod. Short Term Technical Manage Indicative Consignment New City Outbound
and qualification Procedure Development Inventory Mgmt. Manage CLCA Process CLE Provisioning Field Inv. Cycle Manage Delivery
Process for Create Maintenance Audit Stock Equipment Capacity Plan Training Data Warehouse Process
Engineering Count - Quality Introduction Logistics
Purchased Manufacturing
Change
Components Bill of Material
S0.10.3 Implementation M0.3.2 M0.5.3 M0.8.2 P0.9.2 D0.3.2 D0.4.2
S0.9.2 M0.6.2 M0.7.2 M0.10.2 D0.1.3
Supplier Maintain & System Assembly & Non Conforming Determining Base Station E&O Material
Technology Labor Tracking Asset Tracking Team Building Outbound EDI
S0.1.5 Inventory Calibrate Test Floor Stock Material Staffing Provisioning Processing D0.10.2
Management Process
Qualified Part Equipment Requirements In Transit Tracking
Teams (TMT) M0.1.6
Process Methods
S0.10.6 M0.5.6 M0.6.3 D0.1.5
Distribution D0.3.4 D0.4.3
Cycle Count Overall Material BOM Variance at M0.8.3 Product Barcode Field Returns Field Inventories
Flow Backflush Recalled Product Delivery
S0.6.3
Part Preference
M0.8.4
D0.4.4
Operations Quality
Finished Goods
Management

M0.8.5 D0.4.5
S0.5 S0.6 S0.7 S0.8 Measuring of Base Consignment
Manage Incoming Manage Supplier Manage Sourcin g Authorize Suppli er Faultless Installs Finished Goods
Freight Certification Business Rules Payment

M0.8.6
S0.5.2 S0.8.1 Measuring of RU
S0.6.4 Faultless Installs
Inbound Freight Accounts
Supplier Preference
Management Payable

M0.8.7
Out of Box Audit

Planning P3 "Plan Make"

Planning P4 "Plan Deliver"
P3.1 P3.2 P3.3 P3.4 D4.1 D4.2 D4.3 D4.4
Identi fy & Aggregate Ident.& Aggregate Balance Resources Wit h Establish Detailed Identi fy, Prioritize and Identify, Assess and Balance Delivery Establish Detailed
Producti on Rqmts Pro duction Resources Production Rqmts Producti on Plans Aggregate Delivery Aggregate Delivery Reso urces with Delivery Deli very Plans
Requirements Resources Requirements

P3.2.1
Production D4.2.1
Management Aggregate
P3.3.1
P3.1.1 D4.1.1 Resources D4.3.1
Create MPS D4.4.1
Volume Aggregate Balance
Establish
Deployment Requirements Resources with
Detailed Plans
Requirements
P3.3.2 P3.4.1
Review and Create MRP Order
Balance MPS Recommendations

Source Make to Order Material Execution M3 "Make to Order (Discrete Manufacturing)" Deliver D2 "Deliver Make to Order Products
Planning P2 "Plan Source"

P2.1 P2.2 P2.3 P2.4 M3.2 M3.4 M3.5 D2.5.1

S2.1 S2.2 S2.3 M3.1 M3.3 D2.7.1 D2.3.1
Prioritize and Aggregate Assess and Aggregate Balance Resources With Establi sh Detail ed Issue Material Package Stage Plan, Build, and Consolidate Loads
Schedule Material Receive & Verify Transfer Schedule Manufacturing Manufactu re and Test Outbound Logistics Sales Order Process
Product Kevin Monahan
Material Req. Resources Materi al Requirements Sourcing Plans Deliveries Material Material Activities Kevin Monahan Kevin Monahan
Menlo Logistics
M3.1.1
S2.2.1
P2.4.1 Production D2.7 D2.4 D2.3 D2.2 D2.1
Stockroom and D2.6 D2.5
Provisioning Scheduling Select Carri ers Consoli date Reserve Resources and Validate Process Inquiry & Quote
Receiving Process Route Shipments Plan & Build Loads
& Rate Ship ments Orders Set Delivery Dates Order

S2.3.3 M3.1.2
D2.9
Program Production D2.8 D2.10 D2.11 D2.12
Load Vehicle
Parts Schedule Review Pick Staged Receive & Verify Test & Install Invoice & Receive
Product
Generate Ship Docs &
Ship
Product at Customer Sit e Product Payment
Legend
M3.1.3 D2.10.1 D2.11.1
D2.8.1 D2.9.1
Modify Schedule M3.5.1 Receive & Verify Test and Install
Pick Staged Load Vehicle Gen. 5.
and Execute Stage Product at CLEs
Product Ship Docs & Ship Document accepted
M3.2.1 M3.4.1 Product Warehouses
M3.3.1 M3.3.10 by RACI team and
Kitting and Package
PCB Assembly PCA Test baselined
M3.1.4 Issuing Material Menlo
Deliver Reports to
Customers M3.3.2 4.
D2.10.2 D2.12.1
Base Assembly and D2.11.2 Review by
Receive & Verify Transfer Asset to
Test Test & Install Manufacturing
Product at Installed Base
Bases Engineering
Customer Site Account
complete and
M3.3.3 M3.3.12 document sent out
RU Assembly RU Test for RACI approval
of final document
S2.1.2
Value Added 3.
M3.3.5
Distributor (VAD) Process owner is
Internal Return
Process finished writing
document.
S2.1.3 Document is
AutoReplenish awaiting
Process Manufacturing
M3.3.6 Engineering review.
Production
Operations Return
Center 2.
S2.2.4 Has a Process
Field Discrepant Owner, But the
Receipts Process is Not
M3.5.2 Documented
S2.1.4 Stage Product
External Drop Ship S2.2.5 Outside Material
Process Receive and Warehouses Received
1.
Verify Material E Mail
No Process Owner
and the Process is
Not Documented

Min Max Move to Bill of

Material Finished Lading & 0.
Input Goods DDTS Manifest Will Not Be Used
Mfg Pro Mfg Pro Mfg Pro This Year and Will
Not Be Documented
Until Needed
Planned Planned Move

SCOR Overview
Firm Inventory Invento ry Set Change Forecast Material WIP Material Moves and Quality Data Move to CLEs Sales
Order Purchase Work Material
Transacti on Transaction Effectivit ies Loaded Allocated System Tru ck Installed Orders
Report Orders Orders to Floor
Mfg Pro Mfg Pro Mfg Pro Mfg Pro Mfg Pro Mitron Mfg Pro Mfg Pro Mfg Pro
Mfg Pro Mfg Pro Mfg Pro Mfg Pro

22
Released Move to Base

InformationApril 2005
Sales Material Backflu sh
Work Finished Statio n
Orders Pick Lists After Test
Orders Goods Commissioned
Mfg Pro Mfg Pro Mfg Pro

Systems Inputs and Outputs

Mfg Pro Mfg Pro Mfg Pro
 Intel As-Is Modeled in Easy SCOR

Suppliers Suppliers Assemble/ Package Distribution Centers Geo Ports of Entry

Supplier

Americas--->

Europe--->

Asia--->

SCOR Overview
April 2005 23
 Goldn Plump Supply Chain Planning
Updated Annual
Exec Gold'n Plump Supply Chain Leadership
Review
Business
Plan w/ action plan
utive
Planning Process Map

Sale
s
Process Inquiry & Receive, Enter, & Reserve Inventory & Strategy, Goals,
Quote Validate Order Annual Business
Determine
Delivery Date Plan

Plan Supply Chain (P1)

Mark 30-90 Aggregate
etin Demand
g Daily Supply
Orders Balance

Plan Source (P2) Plan Make (P3) Plan Deliver (P4)

Plan 0-30 Material 0-30 Production 0-30 Fulfillment 30-90 demand
ning Requirements Requirements Requirments forecast & supply
Resources Resources Resources plan
Balance Balance Balance
0-30 day
Outsource 0-30 day
Needs Inventory Actual Order
0-30 day History
Plan
Expected
Logi Receipts
stics
Select Carriers & Rate Load Vehicle, Generate Invoice & Receive
Consolidate Orders Plan & Build Loads Route Shipments Receive Product Pick Product
Shipments Ship Docs & Ship Payment
0-30 day Master
Production
Man Schedule
ufact Issue Material
urin
g 0-7 day Schedule Receive & Verify Release Product to
Manufacturing Activities0-30 Material
Transfer Material Manufactcure & Test Package Stage Product
Material Deliver
Requirements
Plan

Live

0-7 day Schedule

Material Deliveries

Sup
plier
0-7 day Schedule
Material Deliveries

SCOR Overview
April 2005 24
 F404 Engine HP Rotor Assy
DSC NADEP NAVICP NAS F/A
CV 18
Fairchild 25%
60% of
Fasteners On- Requireme Serviceable
Time nt 77%SMA Modules
Accepted, 188% of
90% of that Requirement,
Self Locking Nut
Completed Svc Engines
on time 112% of
D2 S1 D1 S1 Requirement
Serviceable
M2 D2 S1 D1 S1 Rotor
Assy
S2
(carcass)
Svc
Unserviced M2 D1
164 32 Days 98 days Engine Module
Engine

Days
S2
(carcass) Unserviceable
Rotor Assy

DR2 SR2

SCOR Overview
April 2005 25
 Carter Holt Harvey Focus on Best
Practice / Change Management

Practice not yet adopted Practice adopted Best practice achieved

Best B u s in e s s Best Best

P r a c tic e R u le s P1 P r a c tic e P r a c tic e

P2 P3 P4
D1
S1 M1 M2 D2

COTS / Consultant Evaluations

SCOR Overview
April 2005 26
USMC SRAC IT Gaps and Redundancies

Engineer-to-

T ran sfer m ateriel

S3: Source Engineer-to-

T ran s fer m a teriel

Order materiel

R eceiv e an d V erify m ateriel

materiel

R ece ive an d V erify m ateriel

In stall P ro d u ct

Source

In stall P ro du ct
S3: Order

S elect F in al S up p lier(s) an d
S e lect F in al S up p lier(s) an d
N e g o tiate
N e g o tiate
Id e ntify S o u rces o f S up plyG a p
G a p inin CCap
apaabbility
ility
Id entify S o u rces o f S up p ly






Make-to-Order

T ran sfer m ateriel

Make-to-Order

T ran sfer m a teriel

S2: Source
S2: Source

materiel
materiel

R ece ive a n d V e rify m a terie l

R ece ive a n d V e rify m ateriel

S che d u le M aterie l D e liverie s

S che d u le M ateriel D e liverie s




T ran sfer M ateriel

T ran sfer M aterie l

S1: Source

S1: Source
Stocked
materiel
Stocked
materiel

R ece ive a n d V e rify M ateriel

R ece ive an d V e rify M ateriel
Source

Source
SRAC
SRAC

S ch ed ule m ateriel D eliveries

S ch ed ule m aterie l D eliveries
M a na g e m a teriel In ven to ry
M ana g e m a teriel In ve ntory
D eterm in e E m erg in g
D eterm in e E m erg in g
S u p plier T ech no lo g ies
S up plier T ech no lo g ies
A u th orize V en do r P ay m en t
A u th orize Ven do r P a ym en t
S0: Source Infrastructure

27
S0: Source Infrastructure

M a na g e S o urcing B u sin e ss
M ana g e S o urcing B usin e ss
R u le s
R u le s
M an ag e V en d o r C alib ratio n G a p in C ap a b ility
M an ag e V en d o r C a lib ratio n G a p in C ap a b ility
M an ag e In co m in g F reig ht
M an ag e In co m in g F reig ht
M a intain S o u rce P la nn in g
M a intain S o u rce P lann ing
an d E xecu tion D ata
an d E xecu tion D ata
M an ag e V en d o r A g re em en ts
M an ag e V en d o r A g reem en ts

E s tab lish N ew S o u rce

E s ta b lis h N ew S o u rce
GGaapp inin CCap
apaabbility
ility
E s tab lis h N ew m ateriel
E sta b lis h N ew m aterie l

AMMOLOGS

SS07(DSSC)
AMMOLOGS

SS07(DSSC)
MAGTFII
ATLASS
MAGTFII
ATLASS

SASSY
SASSY

SCS
SCS

SCOR Overview
April 2005
 SCOR
SCOR Projects
Projects AAWide
Wide Range
Range of
of Adoption
Adoption
Consumer Foods
Project Time (Start to Finish) 3 months
Investment - $50,000 US
1st Year Return - $4,300,000 US
Electronics
Project Time (Start to Finish) 6 months
Investment - $3-5 Million US
Projected Return on Investment - $ 230 Million US
Software and Planning
SAP bases APO key performance indicators (KPIs) on
SCOR Model
Aerospace and Defense
SCOR Benchmarking and use of SCOR metrics to
specify performance criteria and provide basis for
contracts / purchase orders
SCOR Overview
April 2005 28
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