SCM models and Optimisation
SCM Models and Optimization, SCOR Metrics, etc
Abstract: The value of supply chain systems is judged based on the results they deliver. As with most models, a model is only as good as the execution of the standards it represents. Incorporating the SCOR-model into a supply chain visibility solution will have the greatest impact if the standardized metrics are defined properly, implemented correctly in executed time and acted upon if necessary. Actionable data is possible when visibility solutions provide access to lower level, detailed information in support of higher level metrics. The SCOR-model adds value to visibility solutions through the addition of standardized supply chain metrics, increased continuity in definitions and terminology across the supply chain, and increased ROI through leveraging current investments in the visibility solution framework. As the SCOR-model continues to expand in definition, companies that begin to incorporate the model into their visibility solutions and take action on the results will be well on their way to reaping long-term benefits that will provide dramatic impacts to the bottom line. Supply chain optimization uses models and planning to formulate solutions to internal problems and external problems. Internal supply chain problems can take the form of complex decisions that the supply chain planner has to make, while external problems stem from the supply chain itself. Supply chain optimization encompasses the entire process of combining resources in a supply chain with the intent of streamlining the process and leading to faster, more efficient and more profitable results.
Keywords: Supply Chain, SCOR – Model, Supply Chain Optimization
1.0.INTRODUCTION
In today’s global market, the entire supply chain management (SCM) becomes a key factor for the successful business. Supply chain speed and flexibility have become key levers for competitive differentiation and increased profitability. The faster
Abstract: The value of supply chain systems is judged based on the results they deliver. As with most models, a model is only as good as the execution of the standards it represents. Incorporating the SCOR-model into a supply chain visibility solution will have the greatest impact if the standardized metrics are defined properly, implemented correctly in executed time and acted upon if necessary. Actionable data is possible when visibility solutions provide access to lower level, detailed information in support of higher level metrics. The SCOR-model adds value to visibility solutions through the addition of standardized supply chain metrics, increased continuity in definitions and terminology across the supply chain, and increased ROI through leveraging current investments in the visibility solution framework. As the SCOR-model continues to expand in definition, companies that begin to incorporate the model into their visibility solutions and take action on the results will be well on their way to reaping long-term benefits that will provide dramatic impacts to the bottom line. Supply chain optimization uses models and planning to formulate solutions to internal problems and external problems. Internal supply chain problems can take the form of complex decisions that the supply chain planner has to make, while external problems stem from the supply chain itself. Supply chain optimization encompasses the entire process of combining resources in a supply chain with the intent of streamlining the process and leading to faster, more efficient and more profitable results.
Keywords: Supply Chain, SCOR – Model, Supply Chain Optimization
1.0.INTRODUCTION
In today’s global market, the entire supply chain management (SCM) becomes a key factor for the successful business. Supply chain speed and flexibility have become key levers for competitive differentiation and increased profitability. The faster
References: 1. John J. Coyle, Edward J. Bardi, C. John Langley Jr., 2003, “ The Management of Business Logistics – A Supply Chain Perspective”, Thomson Publications, 7th Edition, pp 517-520 2 5. Anonymous, 2005, “Analyzing ERP with reference to supply chain, warehousing and logistics”, http://www.erpwire.com/erp-articles/erp-logistics.htm 6