Which of these scor model flows moves in the opposite direction from the others?

The supply chain operations reference model (SCOR) is a management tool used to address, improve, and communicate supply chain management decisions within a company and with suppliers and customers of a company (1). The model describes the business processes required to satisfy a customer’s demands. It also helps to explain the processes along the entire supply chain and provides a basis for how to improve those processes.

The SCOR model was developed by the supply chain council (http://www.supply-chain.org) with the assistance of 70 of the world’s leading manufacturing companies. It has been described as the “most promising model for supply chain strategic decision making (2).” The model integrates business concepts of process re-engineering, benchmarking, and measurement into its framework (2). This framework focuses on five areas of the supply chain: plan, source, make, deliver, and return. These areas repeat again and again along the supply chain. The supply chain council says this process spans from “the supplier’s supplier to the customer’s customer (3).”

Plan

Demand and supply planning and management are included in this first step. Elements include balancing resources with requirements and determining communication along the entire chain. The plan also includes determining business rules to improve and measure supply chain efficiency. These business rules span inventory, transportation, assets, and regulatory compliance, among others. The plan also aligns the supply chain plan with the financial plan of the company (3).

Source

This step describes sourcing infrastructure and material acquisition. It describes how to manage inventory, the supplier network, supplier agreements, and supplier performance. It discusses how to handle supplier payments and when to receive, verify, and transfer product (3).

Make

Manufacturing and production are the emphasis of this step. Is the manufacturing process make-to-order, make-to-stock, or engineer-to-order? The make step includes, production activities, packaging, staging product, and releasing. It also includes managing the production network, equipment and facilities, and transportation (3).

Deliver

Delivery includes order management, warehousing, and transportation. It also includes receiving orders from customers and invoicing them once product has been received. This step involves management of finished inventories, assets, transportation, product life cycles, and importing and exporting requirements (3).

Return

Companies must be prepared to handle the return of containers, packaging, or defective product. The return involves the management of business rules, return inventory, assets, transportation, and regulatory requirements (3).

Benefits of Using the SCOR Model

The SCOR process can go into many levels of process detail to help a company analyze its supply chain. It gives companies an idea of how advanced its supply chain is. The process helps companies understand how the 5 steps repeat over and over again between suppliers, the company, and customers. Each step is a link in the supply chain that is critical in getting a product successfully along each level. The SCOR model has proven to benefit companies that use it to identify supply chain problems. The model enables full leverage of capital investment, creation of a supply chain road map, alignment of business functions, and an average of two to six times return on investment (4).

This is just a brief overview of the SCOR model. It contains many more details and levels that can be analyzed within a company. For more information, visit the Supply Chain Council website at www.supply-chain.org. A link to the SCOR model can be found on this page. A PowerPoint presentation that describes the entire SCOR process can also be downloaded.

References:

(1) SCOR Model, Supply Chain Council, October 7, 2004.

(2) Huan, Samuel. Sheoran, Sunil. Wang, Ge. A research and analysis of supply chain operations reference (SCOR) model. Supply Chain Management: An International Journal, Vol. 9, Num. 1, 2004.

(3) Supply Chain Operations Reference Model. Supply Chain Council. October 7, 2004.

(4) Bauhof, Ned. SCOR Model: Supply Chain Operations Reference Model. Beverage Industry. August 2004.

Term
The majority of the total operating budget for most organizations is:
a.    engineering costs.
b.    advertising costs.
c.    supply chain costs.
d.    equipment maintenance costs.Definition
Term
A set of logically related tasks or activities performed to achieve a defined business outcome is a:
a.    process.
b.    primary process.
c.    support process.
d.    development process.

Definition
Term
A set of tasks or activities that addresses the main value-added activities of an organization is a:
a.    process.
b.    primary process.
c.    support process.
d.    development process.Definition
Term
Which of the following statements best describes current thinking regarding processes?
a.    If companies concentrate on how functional areas like marketing, finance, and operations are organized, then everything will be fine.
b.    Managing functional areas like marketing, finance, and operations is essentially the same thing as managing what a business does.
c.    If the individual functional strategies of marketing, finance, and accounting are aligned with the overall business strategy, then everything will be fine.
d.    Developing superior business processes requires a cross-functional and cross-organizational perspective.Definition
Term
Mapping does NOT:
a.    create a common understanding of the content of a process.
b.    define the boundaries of a process.
c.    provide a detailed view of all elements external to the process.
d.    provide a baseline against which to measure the impact of improvement efforts.Definition
Term
An arrow in a process map represents a:
b.    move activity.
c.    start or finish point.
d.    delay.
e.    creation of a document.Definition
Term
Which tool should be used to track the movement of a customer’s complaint from one department to the next until it is resolved?
a.    Process map.
b.    Swim lane map.
c.    Entity map.
d.    Data flow map.Definition
Term
A car wash services 200 customers in a 4 hour span on a lovely Saturday afternoon. The car wash employs 5 washers at $6 per hour. An appropriate measure of productivity is:
a.    200 cars/hour
b.    0.6 $/car
c.    8.3 cars/$
d.    1.7 cars/$Definition
Term
A car wash services 200 customers in an hour on a lovely Saturday afternoon. The car wash employs 5 washers at $6 per hour and uses $50 of water and $5 of electricity per hour. An appropriate measure of productivity is:
b.    80%
c.    2.35 cars/$
d.    8 cars/$
e.    0.425 $/carDefinition
Term
A professor is expected to cover 16 chapters in an operations management text each semester. One semester the professor dismisses class 30 minutes early every Monday and Friday and is able to cover only 12 chapters. What is the professor’s efficiency?
b.    75%
c.    4
d.    133%
e.    -4Definition
Term
A maintenance worker maintains an alibi sheet of all work activities performed in an 8 hour shift. If the work standard is such that 90% efficiency is expected, what is the actual amount of time that should be documented?
b.    8.9 hours
c.    111%
d.    7.2 hours
e.    0.8 hoursDefinition
Term
It takes one day for Peter Gibbons to complete a TPS report and attach the cover sheet. During that day, Peter spends about 15 minutes a day performing actual work and the other 7 hours and 45 minutes spacing out. Which of the following statements is correct?
a.    Peter’s cycle time is 7 hours and 30 minutes.
b.    Peter’s efficiency is 25%.
c.    Peter’s productivity is 8 hours per TPS report.
d.    Peter’s percent value added time is just over 3%.Definition
Term
Which of the following approaches to process improvement could be described as competitive benchmarking?
a.    Employees at XEROX ignore the way they have always processed customer orders and design an entirely new way to do so.
b.    Employees at XEROX visit GM to pick up ideas on processing customer orders.
c.    Employees at XEROX purchase a Canon copier and take it apart to get design ideas for their next generation of copiers.
d.    Employees at XEROX take classes in quality improvement and make small, incremental changes to their order filling processesDefinition
Term
In statistical terms, a process that achieves Six Sigma quality will generate about:
a.    Zero defects per million opportunities.
b.    Six defects per million opportunities.
c.    Three defects per million opportunities.
d.    Thirty-four defects per million opportunities.Definition
Term
Green Belts have:
a.    More Six Sigma training than Black belts but less Six Sigma training than Champions.
b.    More Six Sigma training than Champions but less Six Sigma training than Team Members.
c.    More Six Sigma training than Black belts but less Six Sigma training than Master Black Belts.
d.    More Six Sigma training than Team Members but less Six Sigma training than Black Belts.Definition
Term
Which of these steps is NOT part of the Six Sigma process sequence?
a.    Design
b.    Measure
c.    Analyze
d.    ImproveDefinition
Term
When constructing a fishbone diagram, brainstorming takes place during the:
a.    closed phase.
b.    narrow phase.
c.    wide phase.
d.    open phase.Definition
Term
Which two continuous improvement tools are most similar in appearance?
a.    scatter plot and check sheet
b.    Pareto chart and histogram
c.    histogram and fishbone diagram
d.    check sheet and fishbone diagramDefinition
Term
Which of these continuous improvement tools would be best suited for showing all of the steps required to change your major to operations management?
a.    process map
b.    cause-and-effect diagram
c.    Pareto chart
d.    scatter plotDefinition
Term
The procedure of rethinking and radical redesign of business processes to achieve dramatic organizational improvements is called:
a.    competitive benchmarking.
b.    continuous improvement.
c.    process benchmarking.
d.    business process reengineering.Definition
Term
Which of these SCOR model flows moves in the opposite direction from the others?
a.    Plan
b.    Return
c.    Source
d.    MakeDefinition
Term
Which of these statements about the SCOR model is best?
a.    The SCOR model consists of four levels that describe supply chain processes in increasing detail.
b.    The core management processes of the model are Source, Collaborate, Operations, and Return.
c.    The model makes provisions for different levels of customization.
d.    The process types detailed in level one are Planning, Execution, and Enable.Definition