Supply Chain Operations Reference (SCOR®) Model

How SCOR Delivers Value
As a business leader you are accountable to your customers, shareholders, and stakeholders.

Business value, whether real or perceived, is derived from the predictability and sustainability of business outcomes. It lives, healthy or sick, in those gaps between expected vs. perceived vs. actual performance. Value is articulated by measuring what is being managed.

The SCOR model helps refine strategy, define structure (including human capital), manage processes, and measure performance. An organization’s annual strategic priorities are manifest in SCOR’s vertical process integration (managementled programs for doing the right things, as defined by the customer) and its horizontal process integration (leadership-led programs for doing the right things well, as defined by capabilities).

Organizations that have applied SCOR to help with supply chain problem solving, process improvement, process redesign, or business process engineering, have demonstrated that SCOR is an effective enabler for aligning an organization’s portfolio of improvement projects with strategic goals and objectives.

SCOR Helps Solve the Top 5 SupplyChain Challenges
Economic cycles, whether markets are growing or contracting, always force organizations to take an intense look at their supply chains, question their assumptions, root out inefficiencies, and plan for growth. Such analysis and restructuring are an ongoing requirement for effective supply chain management. Here is a brief summary of how SCOR aids this work and helps solve five of the neverending supply chain management challenges.