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How Do I Use SCOR? Supply Chain World Supply Chain World - - April, 2001 April, 2001 Peter Bolstorff [email protected] PRAGMATEK Consulting Group, Ltd. www.pragmatek.com

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Page 1: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

How Do I Use SCOR?Supply Chain World Supply Chain World -- April, 2001April, 2001

Peter Bolstorff [email protected] Consulting Group, Ltd.www.pragmatek.com

Page 2: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

2

Supplier

Plan

Customer Customer’sCustomer

Suppliers’Supplier

Make DeliverSource Make DeliverMakeSourceDeliver SourceDeliver

Internal or External Internal or External

Your Company

Source

What is Supply Chain?

Supply Chain Operations Reference Model

The integrated processes of Plan, Source, Make and Deliver, spanning your suppliers’ supplier to your customers’ customer, aligned with Operational Strategy, Material, Work & Information Flows.

Page 3: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

3

Material Flow

Operations StrategyAnalyze

Basis of Competition

ConfigureSupply Chain

AlignPerformance

Levels, Practices,

and Systems

AlignPerformance

Levels, Practices,

and Systems

ImplementSupply-Chain

Changes

ImplementSupply-Chain

Changes

SCOR Project Roadmap•Supply Chain Scope•Performance Metrics•Supply Chain SCORcard•Competitive Performance Requirements•SCORcard Gap Analysis•Business Case

•AS IS Geographic Map•Disconnects & ROI•Design Specifications•TO BE Geographic Map •AS IS Process Flow •TO BE Process Flow

Informationand Work Flow

•AS IS Work/Information Map•Disconnects•Design Specifications•TO BE Work/Information Map•Prioritized List of Changes

Implementation •Master Schedule of Projects•Detail Design•Technology Selection•Pilot•Roll Out

Page 4: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

4

Project Approach

Analyze Basis of Competition

Configure Supply Chain

Implement Supply Chain Changes

3-4 Months 6+ Months1-2 Weeks

Discover Analyze Design Develop Implement

OpportunityOpportunity StrategyStrategy SolutionSolution PrototypePrototype InstallInstall

Align Performance Levels, Practices &

Systems

SCOR Project Roadmap

Educate

SupportSupport

1 Week

• Workshops• Executive

Briefings• Customized

Training

Page 5: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

5

Educate for Support

WHO

– The Evangelist– Core Team Buy IN– Active Executive

Sponsorship

WHAT

– General SCOR Workshops

– Customized SCOR Workshops

– Executive Briefing

Page 6: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

6

Discover Opportunity

Business Team

!Value Proposition!Profit & Loss Statement!Balance Sheet!Critical Success Factors!Critical Business Issues! Internal Profile!External Profile

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7

Discover Opportunity

PerformanceIssues

!Deficiency! Improvement!Core Competency

Investment

Goals, Design, &Management

!Organization! Process!Technology! Jobs/People

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8

Discover DeliverableProject Charter

I. Introduction!Maintenance of the Project

Charter

II. Project Overview!Scope!Business Objectives!Project Objectives

III. Project Approach!Methodology!Project Schedule!Project Milestones &

Deliverables!Dependencies

IV. Project Budget

V. Project Organization!Organization Chart!Project Resources!Roles and Responsibilities

VI. Measures of Success!Stakeholder Expectations!Benchmarks!Benefit Analysis 8

VII. Project Communication!Communication Plan!Control Procedures

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9

PRAGMATEK SMEPRAGMATEK SME

CLIENT Advisory/Steering CommitteeCLIENT Advisory/Steering Committee

PRAGMATEK Project ManagerPRAGMATEK Project ManagerCLIENT Project ManagerCLIENT Project Manager

PRAGMATEK Extended TeamPRAGMATEK Extended Team CLIENT Extended TeamCLIENT Extended TeamCLIENT Design TeamCLIENT Design Team

CLIENT Project SponsorCLIENT Project Sponsor

Discover DeliverableProject Organization

Page 10: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

10

Discover DeliverableProject Plan

3/20 5/1 6/1 7/1 8/1 9/1 +

Supply Chain Design/PilotRoll OutQuick Hit Changes

Roll Out Non-Technical Changes

Bus

ines

s

Technology Assessment/ Optimization

FunctionalRequirements

ConferenceRoom Pilot

Roll Out Integrated Solution

Tech

nica

l

Analyze Design Develop Implement

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11

Analyze

Drive a Tight Supply Chain Scope

Benchmark Defines Business Opportunity

Supply Chain SCORcard “Hot Links” to the P&L

Business Management Team Ownership

Page 12: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

12

Analyze DeliverableSCORcard

Cust

omer

Fac

ing

Inte

rnal

Facin

g

Actual SCORcard

SCOR Level 1 Metric Actual Parity Advantage Superior Value from Improvements

Order Fillrate98% 76% 87% 97%

Need To Maintain Superior Performance

Delivery Reliability

Line Fillrate N/A 90% 96% 98+% N/A

Flexibility & Responsiveness

Fulfillment Leadtime, (Order Receipt to Customer Receipt)

5 - 12 days 3 days 2 days 1 day Opportunity for Competi tive Advantage

COGS, (Cost of Sales % to Net Sales)

34.7% 60.0% TBD TBD Need To Maintain Superior Performance

Warranty/Returns, (Returns as % of Net Sales)

16.0% TBD TBD TBDOpportunity for

Performance Improvem ent

CostTotal Supply Chain Cost, (As a % of Net Sales)

----- 8.0% 7.0% 5.0%Opportunity for SG&A

Reduction

Order Management, (Customer Service A llocat ion + Freight +

Fulf illment )8.5% 4.0% 3.0% 1.5% $2.5M estimated Home

Delivery opportunity

Material Acquisition Very Low 3.0% 2.0% 0.5% Need To Maintain Superior Performance

AssetsCash to-Cash, (Inventory days of supply + days sales outstanding - average payment period)

7 days 65 days 40 days 20 days Need To Maintain Superior Performance

Net Asset Turns, (Total gross product revenue/Total net assets)

TBD 2.5 5 7 TBD

Actual Performance Versus Consumer Packaged Goods Benchmarks

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13

Analyze DeliverableCompetitive Performance Requirements

" Superior

Legend

# Advantage $ Parity

Delivery Reliability

Flexibility/ Responsiveness

Cost

Asset

Performance Attribute

MATURE NEW

Performance vs.

Competition

"

$#$"

$# $

Page 14: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

14

DesignMaterial Flow

Geographic Map– Physical Locations– Product ID, SKU, and/or Family

Disconnects– Drive the ROI– Prioritize the Work

SCOR Level 2 defines types of processes used by physical location– “Lean Manufacturing” concepts

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15

DesignMaterial Flow Deliverable

M anu fac tu rin g

Dis tr ibu to r

O E M S u pp lie r

W arehouse

C ust om e rDis tr ibu to r

Dis tr ibu to r

Dis tr ibu to r

W arehouse

W arehouse

W arehouse

C ust om e r

C ust om e r

C ust om e r

Texa s Su pp lie r

(S2, M2, D2)

(S1, D1) (S1, D1)

(S2, M1, D1)

(D2)

(S1)

(S1, M1, D1)

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16

DesignMaterial Flow Deliverable

1 = Forecasting

2 = Competitive Part Material Flow

3 = Non-working Inventory

4 = Inbound Freight

5 = Reorder Point

6 = Schedule Agreements

7 = Current/Non-current (TBD)

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17

DesignMaterial Flow Deliverable

4. Inbound Transportation between Suppliers is not optimized which includesboth Parcel and LTL, normal and expedite shipping, and cross dockoperations. This is further complicated by the conflict between physicalspace for staging shipments to support truck utilization AND leadtime todealer order needs.

Metric P&L Line ImpactLine Fillrate Net Sales No impact on Line Fillrate.BackorderDuration

Net SalesCVA/EVA

Minimum of 2 days of backorderduration due to transportation time.

COGS Gross Profit Inbound transportation as a ruleshows up in STANDARD COST,MFG Variance and PurchaseVariance. 60% of the shipmentsare parcel. Actual spend in 1999was $2.5M.

Supply ChainCost

Direct ProfitContribution

The inbound cost of supply chaincost shows up in Warehouse linevia allocation. Actual spend in1999 was $.5M.

Assets CVA/EVA The FOB destination as currentlypracticed, is the Supplier’s dockwhich impacts the Inventory by anestimated $.1M (25 days)

Page 18: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

18

DesignMaterial Flow Deliverable

Ease of Implementation

Easy Tough

Bus

ines

s Im

pac

t Small Pay-Off

Big Pay-Off

Quick Hits Caution

Gems Extra Effort4

7

6 5

32

1

$ 1M Annual Savings

Page 19: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

19

DesignWork & Information Flow

Defines the work and information which moves the material

Incorporates the major system applications and transactions

“Swim Diagram” approach

Illustrates the impact of “e” to your business

Additive to the ROI derived in Material Flow

Page 20: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

20

A s - I s L e ve l 3 O p er at i o n sW o rk a n d I nf or ma t i o n F l o w

Pac

k/S

toc

kO

rde

r Fill

/

Shi

p

Inv

ento

ry

Con

trol

Ord

er F

ill/

Shi

pP

urch

asin

gP

ack

/Sto

ck

Rec

eiv

ing

Rec

eiv

ing

DC

2D

C1

HQ

S 2. 1 & S 1. 1

S che dul e M at er i al

D el ive r ie s

P 2. 4 Es ta bl ish

D et ai le d So ur ci ng

P la ns

S 2. 2 & S 1. 2

R ece ive and V er i fy

M at er i al

S 2. 3 & S 1. 3

T ra nsf er M at er i al

S 2. 2 & S 1. 2

R ece ive and V er i fy

M at er i al

S 2. 3 & S 1. 3

T ra nsf er M at er i al

Pkg Sli pf rom

Suppl ier

St ockxpor tf romDC 2

Recei ptTo AP

Pi ck Ti cket

Rel ease t o st ockM ove t icket

Rel ease t o

I nspe ct

Pkg Sli pf rom

Suppl ier

St ockxpor tf rom

Pl ants

Recei ptTo AP

ToSuppl ier

JITSchedul e

PO t oSuppl ier

To MFG( all pl ants)

St ockxpor t

Fi rmReq

?? ?

P 2. 3 Ba la nce

M at er i al

R eso ur ce s w i th

M at ' l R eqm t s

P 2. 2 Id en ti fy ,

A sse ss, &

A ggr e gat e M at ' l

R eso ur ce s

?? ??

D1. 1 P rocess Inqui ry &Quot e

D1. 2 R eceive, Ent er &Val idat e O rder

D1. 3 R eserve Invent ory

and Deter m ine Deli veryDat e

D 1. 4 C ons ol ida te

O r der s

D 1. 5 P lan & Bu il d

Lo ads

Cust omerDef ined Rout e

Del iver y

Due List

Fr omPl antsSt ock

xpor ts

St ock

Or der sFr om

Cust omer

Di rect

Or der sFr om

Cust omer

Backor ders

P 2. 1 Id en ti fy ,

P ri or i ti ze , &

A ggr e gat e M at er i al

R eso ur ce s

Cust omerBackor ders

Consum pti onRe- or der

poin tt ri pped

M arket ingPl an

NewPar tSet up

Pr oducti onSchedul e( seasonal)

?? ?

D 1. 4 C ons ol ida te

O r der s

D 1. 5 P lan & Bu il d

Lo ads

Cust omerDef ined Rout e

Del iver yDue List

Di rect

Or der sFr om

Cust omer

D 1. 6 R out e

S hi pm en ts

Cust omerDef ined Rout e

Del iver yDue List

D 1. 6 R out e

S hi pm en ts

Cust omerDef ined Rout e

Del iver y

Due List

S 1. 1 & S 1. 3

S UB C O N TR AC T

P RO C E SS

( pe r ch il d)

PO t oSuppl ier

541542

Par ent S1. 1

D1. 7 S elect Car r ier s andRat e S hipm ents

Cust omerDef inedRout e

Pi cki ng T ickets

Pi cki ng T ickets1/ line

D 1. 8, S2 .2 , & S 1. 2

R ece ive & V er if y

M at er i al ( P r odu ct )

D 1. 8, S2 .2 , S 2. 3,

S 1. 2 & S 1. 3

R ece ive , V er i fy ,

an d Tr an sf er

M at er i al ( P r odu ct )

D 1. 9 P ick P r odu ct

Avai lable

I nven tor

y

D 1. 9 P ick P r odu ct

Avai lable

I nven tory

Fr om

Subcont ractPr ocess541

PostGood sI ssue

D 1. 10 L oad

V ehi cl e, G e ner a te

S hi p Do cs, & S hi p

ToDC 2

St ockxpor t

D 1. 10 L oad

V ehi cl e, G e ner a te

S hi p Do cs, & S hi p

Handw ri tt en

Pi ck Ti cket

Handw ri tt en

Pi ck Ti cket

Xf er

Post ing

Post G oodsI ssue

To

VendorR- ti cket

BO L

To PlantM ovem ent

Type

BO L

To Custom er

Packi ng Sl ipBO L

M 1. 1 S che dul e

M an uf act ur i ng

A ct ivi t ie s

Re-or derPoi nt

Saf etySt ock

D1. 11 R eceive & V eri fy

M ater ial at C ust omerSi te

M 1. 3 M a nuf ac tu re

& T est ( Ki t ti ng )

D1. 13 I nvoice & Receive

Paym ent

Post G oodsI ssue

M 1. 2 I ssu e

M at er i al

Pr oducti on

Workor der

P 3 Pl an M a ke

( Ki t ti ng )SAP Pr oduct ion

Pi ckl ist

M 1. 4 P ack age

M 1. 5 S ta ge

P ro du ct

Physi calM ove

M 1. 6 R el ea se

P ro du ct t o

D el ive r

Pr oducti onOr der

Backf lush

Rel ease t o S tock

M ater ial M oveTo D1. 8, S1.1

P 4. 4 Es ta bl ish

D et ai le d

D el ive r y Pl ans

P 4. 3 Ba la nce

D el ive r y

R eso ur ce s w i thD el ive r y Re qm t s

To D1. 3D1. 5

P 4. 2 Id en ti fy ,

A sse ss, &

A ggr e gat e

D el ive r y

R eso ur ce s

P 4. 1 Id en ti fy ,P ri or i ti ze , &

A ggr e gat e

D el ive r y Re qm t s

Sam e asP2. 1

P 1. 4 Es ta bl ish

S upp ly C ha in

P la ns

?? ?

P 1. 3 Ba la nce

S upp ly- C ha in

R eso ur ce s w i th

S upp ly- C ha in

R eqm ts

??

P 1. 2 Id en ti fy ,

A sse ss, &A ggr e gat e

S upp ly- C ha in

R eso ur ce s

BudgetRqm ts

Ser viceLevelRqm ts

Tur nGoal s

Sal es $

ToDi stSal es

Goal s $

P 1. 1 Id en ti fy ,

P ri or i ti ze , an d

A ggr e gat e

S upp ly- C ha in

R qm t s

Fi nishedGood sUni ts in

Oper at ion

Ave Par tsUseage

$/Oper at ion

Sal es

Hi stor y$

ToCust omer

Packi ng Sl ipBO L

DesignWork & Information Flow Deliverable

Page 21: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

21

Inve

ntor

yC

ontr

olP

urch

asin

g

AS IS

DesignWork & Information Flow Deliverable

P1.4 Establish Supply Chain

Plans

P1.3 Balance Supply Chain

Resources with Supply Chain Requirements

P1.2 Identify, Assess, &

Aggregate Supply Chain Resources

P1.1 Identify, Prioritize, and

Aggregate Supply Chain

Requirements

??

??

BudgetRqmts

Sales$

Service Level Rqmts

Turn Goals

Sales Goals $

Finished Goods Units in

Operation

Sales History

$

Avg Product Usage

Page 22: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

22

Inv

ento

ryC

on

tro

lP

urc

ha

sin

gM

ark

etin

gM

anu

fact

uri

ng

TO BE

DesignWork & Information Flow Deliverable

P1.3 Balance Supply Chain

Resources With Supply

Chain Reqmts

P1.2 Identify,

Assess, & Aggregate

Supply Chain

Resources

P1.1 Identify,

Prioritize, and

Aggregate Supply Chain

Reqmts

P1.4 Establish Supply

Chain Plans

Unit Forecast

Existing Inventory

Net Unit Supply

Plan ProfitContribut

ion $$

Consensus Unit Plan

Rolling 12 mo Aggregate

Unit Plan (to P2)

Page 23: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

23

Develop Solution

Balance Quick Hits and Non-Technology Changes with Longer payback projects

Leverage a Conference Room Pilot Scenario

Link a formal Technology Selection Process to the Design Process

Transition Team from “Design” to “Implementation”

Detail “TO BE” Design at Level 4

Page 24: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

24

Challenges/Dependencies:

- Define Requirements

- Explore tool options

- Test/prove design

- Enlist support from MRP controllers

- Data integrity.

Recommendation: Design, test and implement an integrated supply chain demand planning/forecasting solution for Business Unit

Project Manager:Elaine Reichardt

Change Required:

- Organizational metrics

- Process changes/additions

- Separate demand and supply planning

- Technology changes

Opportunity/Benefit:$2MInventory reduction

Develop Solution DeliverableRecommendation Summary

Page 25: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

25

Develop Solution

Pace of Change

Fast Measured

Sco

pe

of

Ch

ang

e

Tactical

Strategic

Focused Improvement

Continuous Improvement

Focused Restructuring

Business Process Innovation

Balanced Project Mix

Page 26: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

26

TYPE PROJECT NAME START SCOR PROJECT MANAGER RESULTS PLAN END JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECSUPPLY CHAIN SCOPE

Strategic Available to Promise Service Flex ibility 02/08/00

Deliver Jo Ellsw orth Cost Assets 12/31/00

Strategic Make-to-Order Service Flex ibility 10/01/99

Make Dav id Hendrickson Assets 06/30/00

Strategic Outsource Reconf iguration Service Flex ibility 12/03/99

Source Deb Lynch Cost Assets 12/31/00

Defic iency Non Working Inventory Reduction 07/19/99

Deliver Jay Gaus tad Assets 04/30/00

Defic iency Integrated Supply Chain Planning Service Flex ibility 08/16/99

Plan Peter Bolstorf f Cost Assets TBD

Defic iency Texas Consignment Service Flex ibility Det ermine Sched ule

Source Joe Comerford Cost Assets

Strategic Eff icient Material Acquis it ion Det ermine Sched ule

Source Elaine Reichardt Cost

Strategic Direc t to Consumer Transportation Service Flex ibility 03/01/00 2001 plan

Deliver Rick Hardcopf Assets 12/31/00

Co mpleteCap ital P lan

Co mplete Tes t

Br ains to rming

Sess io n

Quar terly

Act io nPlan

Co mplete 2ndQuar ter Plan

Co mplete 3r dQuar ter Plan

Co mplete 4t h

Quar ter Plan

Co mpleteImp lementation

Pro cess Des ig nValid atio n

Pro cess Cut over

PlanningReview

NWIDat a Integ ration

Disco nnects

Reviewed

Act io n

P lan

Mo nthly Act io n P lan R eviews - P lants

Br ains to rmPro ject Ob jectives ;

Set S tr ateg y

Develop Solution DeliverableMaster Project Schedule

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27

Develop Solution DeliverableLevel 4 Work & Information Flow

S a lesM an ag em e

n t

F ie ldS a les

In s ide

S a les

C u s tom e r

B u s ine ss

A n a lys is

P1.1

P la n nin g

M ar ke tin g

B D U

Det ermine Signif ica ntNet Cus tome r Change

@ SKU @ We ek

Ma int ain Ite m Mas terL ist

Updat e Ne w ProductIn troduct ion Plan @SKU w/ a ppropria te

Foreca st

ApproveRec omme nded SKU

Ret ire me nt s

ne w SKU w/for eca st

ina ctive SKUre comm end ed

SKU ret irem ents

Run M onth EndForeca st Update w/

Foreca st Met hod A, 1,and 2

act iveSKU list w/

con solida tedhist ory

Run Exce pt ion ReportUsing DT @ Product

Code @ 60- 90Forecc ast

up date dJBA &

DTsyste ms

Ana lyze SKUExce pt ions a nd

Conso lidat e Inpu t

SKU>± 25%

fr om 8 0%case volu me

list

Det ermine Signif ica ntMi x impa ct @ SKU @

Cus tome r @ Week

Ana lyze Promotiona lPerfo rmance @ SKU

@ Wee k

Ma int ain Promoti onalPerfo rmance Hi sto ry

@ SKU @ We ek

Ma int ain Promoti onalCale ndar @ SKU @

Wee k

Remodel Fore cas t

SKUExcept ionCha ngeSumm ary

Prom otio nalHisto ryInp ut

Prom otio nalImp act

Mix HistoryInp ut

Net Custom erCha nge Inp ut

Prom otio nCha nge s

Prom otio nalHisto ryInp ut

Ach ieve Conse nsuson 3 0-6 0 and 60- 90

day Forec ast

Reco mme nde dSKU Fo reca st

Adjustm ent s forExcept ions

Ach ieve Conse nsuson 3 0-6 0 and 60- 90

day Forec ast

Ach ieve Conse nsuson 3 0-6 0 and 60- 90

day Forec ast

Ach ieve Conse nsuson 3 0-6 0 and 60- 90

day Forec ast

SKU>± 25%

fr om 8 0%case volu me

list

SKU>± 25%

fr om 8 0%case volu me

list

SKU>± 25%

fr om 8 0%case volu me

list

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28

Implement

Implementation of supply changes can be described in 3 phases– Transition– Installation– Institutionalization

Installation is an iterative process– Develop– Prepare– Cut-Over– Evaluate

Page 29: How Do I Use SCOR? - Any2Any Technologies, Ltd to... · How Do I Use SCOR? Supply Chain World - April, ... •Performance Metrics ... SCOR Level 2 defines types of processes used

29

Implementation DeliverableDashboard, Self Funding Project

P & L

Results

As Is To Be

Rev Rev(COGS) (COGS)

Gross Gross(SG&A) (SG&A)

NOI NOI(Inv + AR (Inv + AR-AP/I%) -AP/I%)

EVA EVA

Define

PlanPlan

SourceSource

MakeMake

DeliverDeliver

Processes

Design & Improve

Flows

INFORMATION

WORK FLOW

MATERIALS

OPS Strategy

Measure

Performance

Inventory DaysDSO/AR

Order Lead-time

Fill Rate

ReworkAsset Turns

METRICS

Logistics Cost

Cash Cycle Time