Stages of the project of reengineering processes in the supply chain based on the SCOR standard
The general ideology of the implementation of the SCOR-model is shown in Fig. 2.14.
In version 10.0 of the SCOR model, the design and optimization phases of the processes in the supply chain were refined as follows:
Stage I. Description of the supply chain. At this stage, a general characteristic of the modeling object - the supply chain,
Fig. 2.14. The overall ideology of implementing the SCOR model
the content of the 1st level processes for the given supply chain is sequentially disclosed, the model boundaries are specified.
With this goal in mind, the business operating scheme - SCOR business scope diagram as-is is created (as is).
• Definition of consumers of products of the focus company (FC) of the supply chain;
• Definition of the main objects of the trading, manufacturing and logistics infrastructure of FC (warehouses, factories, shops, head offices);
• Defining the resource providers of FC;
• Definition of the relationship of objects on material and information flows.
Phase II. Evaluation of the prospects for the strategic development of the supply chain. At this stage, an integrated supply chain strategy is analyzed and analyzed (in the absence of an integrated supply chain strategy - the strategy of the FC and its environment).
The characteristics of the market are given: the main competitors are identified, a brief description of their activities, a comparative analysis of competitive advantages are given. It is recommended to use popular marketing tools: structural and web diagrams, maps of strategic groups, competitive analysis for key success factors, and the like.
Then, based on the analysis of the market situation, the corresponding strategy of the current market situation is assessed using the appropriate methods (Porter's five forces, SWOT, SNW, PEST) [45, 89]. The analysis is the basis for the rationale for the future project for reengineering processes in the supply chain.
At this stage of SCOR-design, it is advisable to use the strategic maps (strategy tar ) tool - a description of the supply chain strategy by means of cause-effect relationships. Moreover, this tool can be applied at various levels of decomposition of the supply chain processes. Plans for the strategic development of the supply chain should be reflected on the geographic map and material flow map.
In addition to the expert definition of the gap between the current position of the company in the market and the main competitors within the SCOR-model, the use of benchmarking procedures is recommended.
Stage III. Analysis of the discontinuities in the performance of the supply chain. At this stage, the factors that caused the backlog of the supply chain from competitors to be lagged are as follows:
1) analysis of the results of comparative benchmarking of indicators of the functioning of the first-level supply chain;
2) decomposition of second-level processes;
3) determining the processes that influence the formation of indicators of the first level;
4) Identification of deviations in the indicators of second-level processes (based on benchmarking, as well as the use of statistical, regulatory and heuristic methods).
Stage IV. Defining measures to improve processes in the supply chain. Within the SCOR project, after the identification of critical business processes, a process benchmarking procedure is implemented. Process benchmarking is the study and application of successful experience of other organizations, which are based on a deep functional study of the activities of the supply chain focus company and the benchmarking partner company . Best practices are adapted and implemented in the company's own processes, based on the principles of economic feasibility.
Based on the results of process benchmarking, estimates are made for the implementation of measures to improve the supply chain processes, the prospects for the reengineering project are estimated: revenues and risks. Methods and tools of investment planning (evaluation of investment efficiency), support for decision-making under many criteria, structural and logical models for evaluating the effectiveness of the company's operating activities (DuPont, EVA, etc.) are applied at this stage. 
In general, the stage of designing and improving processes in supply chains through the SCOR methodology and using the multi-model approach can be represented in the form of an algorithm (Figure 2.15).
Fig. 2.15. Algorithm for improving supply chain processes using a multi-model approach
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