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Key Decision Making Alignment = Supply Chain Alignment

How SCOR helps your company to align your supply chains.

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 1
Copyright Supply Chain Council. 2011. All rights reserved. The marks SCOR, CCOR, DCOR and SCOR Roadmap are the exclusive property of the Supply Chain Council.

Instructor Introduction
Herman Estrada
CEO at Calafia BMT S de RL de CV, Supply Chain Management Consultant herman.estrada@grupocalafia.com

Summary Herman Estrada is a founding member and CEO of Calafia BMT, also participates as consultant in the areas of Supply Chain Management, Six Sigma, and Lean Production, for Global accounts such as Pfizer and DHL, as well as national account such as Grupo Modelo, Frmacos Nacionales and Fabrica de Papel San Francisco. Prior to the founding of the Calafia BMT, Herman was responsible for leading projects of new Business and Operations Development, Inventory Management, Product Data Management and consulting in Industrial Engineering, Six Sigma, Lean Production and Supply Chain Management. Herman publishes articles at CNN Expansion Manufactura, and has been interviewed for opinions in multiple business journals. Specialties Supply Chain Management, Lean, Six Sigma, Process Re-Engineering, Change Management, S&OP (SOP), Planning, Procurement, Production, Distribution, Return Process, Operational Governance Experience CEO at Calafia BMT. May 2005 - Present Executive Director, The AIT Group Mexico at The AIT Group, Inc.. 2001 - 2005 Engineering Change Manager at Kenworth Mexicana SA de CV. 1995 - 1998 Education Supply Chain Council SCOR Certified Professional, Supply Chain Management, 2004 Supply Chain Council SCOR Certified Instructor, Supply Chain Management, 2010 The AIT Group, Inc.. Black Belt, Lean Six Sigma, 2001 - 2002 Purdue University. MSIE, Operations Research, Supply Chain Management, 1998 - 2001 CETYS Universidad. IE, Industrial Engineering in Production, 1990 - 1994
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 2

About Supply Chain Council

Formed in 1996 to create and evolve a standard industry process reference model of the supply chain for the benefit of helping companies rapidly and dramatically improve supply chain operations SCC has established the supply chain worlds most widely accepted framework the SCOR process reference model for evaluating and comparing supply chain activities and their performance

It can be used to describe supply chains that are very simple or very complex using a common set of definitions and enabling a common understanding

It lets companies quickly determine and compare the performance of supply chain and related operations within their company or against other companies

SCC continually advances its tools and educates members about how companies are capitalizing on those tools

With membership open to all interested organizations Global presence, volunteer driven

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 3

Global Scope With Over 800 Member Organizations


Member Distribution Geographic
China
Australia/New Zealand

South Africa Latin America Southeast Asia Japan

North America

Member Affiliation
Government

Europe

SME
End User

Also developing chapters in India and the Middle East

Enabling Technology Consultant Non-Profit/Academic


0% 10% 20% 30% 40% 50%

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 4

Supply Chain
SCOR defines supply chain as:
Whether from Cow to Cone, Crude to Car or from Rock to Ring, SCOR is not limited by organizational boundaries

The processes that plan and execute the acquisition of materials, transformation of materials in sellable products, delivery and return of products and services in support of customer orders
Plan

Plan Deliver Source Make Deliver Return Return Return

Source Return

Make

Delive r Return

SCOR can be applied to supply chains in any industry and to any organization in the chain

Source Return

Plan Make Deliver Source Return Return

Suppliers Supplier

Supplier

Your Organization

Customer

Internal or External

Internal or External

Customers Customer

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 5

Working And Industry Groups

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 6

Working Groups
Comprised of volunteers from global open industry

call under the guidance of Caspar Hunsche, CTO Membership not required open to all SCOR 11.0 DCOR 3.0 CCOR 2.0 Best Practices Sustainability GreenSCOR Risk Management Reverse Logistics SCOR Convergence SCM Skills Now, Supply Chain Talent Academic Initiative

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 7

Industry Groups
Comprised and managed by volunteers from global

open industry call under the guidance of Carolyn Lawrence, Special Programs Administrator Membership not required open to all Aerospace & Defense Industry SCW-NA 5/24 Automotive (OEM/Tiered Supplier Segment) Industry Automotive Aftermarket Industry Association Energy, Oil & Gas Industry Hi Tech & Electronics Industry Software Industry Specialty Equipment Market Association

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 8

Industry Association Member Affiliations


APICS Institute for Supply Management (ISM) Council of Supply Chain Management Professionals (CSCMP) Automotive Aftermarket Industry Association (AAIA) GS1 globally Specialty Equipment Market Association (SEMA) Material Handling Industry of America (MHIA) Reverse Logistics Association (RLA) Diverse Manufacturing Supply Chain Alliance (DMSCA) Women's Business Enterprise National Council (WBENC) Industry Partners with most industry conference producers & publications
The Supply Chain Council Continues to be recognized as the global industry standard for supply chain process definition, reference, and resources.

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 9

The Business Landscape

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 10

The Song Remains the Same Across Industry: Change and Challenge are Constants
Stock Market Volatility, Oil Prices, Labor, Political Instability, Access to Capital

Reducing Inventory/ Working Capital/ Asset Management


Supply Chain Resiliency & Sustainability: Risk Management (Security/Counterfeiting) & Green (Product/Supply Chain)

Reducing Total Supply Chain Costs: Leveraging Technology Competing in a Global Market, New Entrants: Foreign & Internet Providing Superior & Consistent Customer Service While Increasing Revenue & Margin

Business as Usual Has Been Cancelled: Change is Inevitable, Growth is Optional!


2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 11

The New Normal?


Managing, Retaining, and Recruiting Talent Is Increasingly More Challenging Lack of Management Process Standards and Cross Training Inhibits Succession and Consistency Lack of Visibility to Cross-Functional Process Requirements and Integration an Inhibitor to Collaboration and Orchestration of Supply Chain Activities Poor Daily Forecast Accuracy Results in Extensive fire fighting to Resolve Variation from Plan Planners and Schedulers Rely More on Custom Spreadsheets than Enterprise Planning Systems Lack of Visibility to Changes Upstream and Downstream Result in Frequent Inventory Imbalances Inability to Share Information with other Functions and Planners Lack of Performance Information and Daily Decision Support Tools Inability to Optimize Resources, Inventory and Operations to Maximize Profitability Effective Supply Chain Management and Operations Excellence

are Central Pillars for a Competitive Strategy!

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 12

Superior Supply Chain Management (SCM) has Long Been a Source of Competitive Advantage
Supply chain management costs per $1,000 revenue
$180 $160 $168.11

$140
$120 $100 $81.32 $80 $60 $40 $20 $0
Consumer Products/Packaged Goods Electronics Industrial Products

$91.49 $80.52 $70.12 $56.36 $29.48

$22.86

$23.98

$24.60

$24.58

$9.75
Petroleum/Chemical Retail and Wholesale Services

Best-in-class Companies Outperform Their Median Competitors with more than a 50% Cost Advantage 14 of AMR s Top 25 are SCC members! Parity (50th Percentile) Superior (90th Percentile)
Source: APQC, SCORmark benchmarking database (www.apqc.org/scc)
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 13

The Ultimate Goal of the Transformation to Operations Excellence is to Increase Shareholder Value
The Supply Chain Impacts . . .
Improve customer service and response Optimize inventory flow, utilization & productivity

All Financial Metrics . . .


Liberate Working Capital Reduce Fixed Capital Increase Revenue and Margin

& Shareholder Value

Improve Capital Efficiency Increase Shareholder Value (ROIC) Increase Profit

Best-in-class customer relationships Differentiated service capabilities

Best-in-class strategic supplier partnerships Leverage outsourcing of business processes Unique supply chain models & Asset Utilization

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 14

Optimize
Cost Model

Effective Supply Chain Management can increase Return on Invested Capital (ROIC) by 30% and More!

SCOR Index of Publicly Traded Company Members

Companies with a Focus on Supply Chain Improvement Outperform the Market, Even in Tough Times!
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 15

Best Practices Leadership is the Foundation for Profitable Growth to Attain Market Leadership
LEADERSHIP in OPERATIONS EXCELLENCE
HIGHER MARKET SHARE SUPERIOR FINANCIAL RETURNS

GREATER VALUE TO CUSTOMERS NEW PRODUCTS, SERVICES, COST IMPROVEMENTS


2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 16

REINVEST AT A HIGHER RATE THAN COMPETITORS

Competing in the 21st Century Requires New Thinking and Operations Excellence; no, Operations Innovation!

Traditional Supply Chain Thinking


Sourcing
Manufacturing Distribution Point of Sale

Supplier

Manufacturer

Distributor

Wholesaler
Sales

Retailer

Consumer
Sales

Sales

Sales

Time

Time

Time

Time

Bullwhipped

Demand Signals

Little

Collaboration
Inventory Execution Costs

Excess High

Stockouts
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 17

The Supply Chain is Evolving to a Collaborative Supply Network


Suppliers Manufacturers Wholesale Distributors Retailers

Internet/ Portals Internet/ Portals Internet/ Portals

Customer Demand

Virtual Manufacturers

Logistics Providers

Info Goods

Contract Manufacturers
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 18

Companies Must Transform Their Operating Processes To Become Customer Focused, Demand Responsive, Collaborative, & Profitable

Technology Drivers of Change

Cloud Computing

Supply Chain Visibility Software as a Service (SaaS)/On Demand Location Based Technology/Mobility/Telematics Business Intelligence/Decision Support Beyond RFID Voice Recognition/Response Intelligent Sensors, Monitors, Devices Picking, Packing, Putaway Load, Unload LinkedIn, Twitter, Blogging, Search Offers, Location, Orders, Navigation, Behavior

Auto Id/Information

Robotics Extending from Manufacturing to Logistics


Internet Transparency & Social Media for Business


The Convergence of Emerging Technologies will lead to New Applications for Integrating Planning & Execution!
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 19

A New Paradigm is Emerging: The Smart Supply Network


Optimization for Visibility & Global Flow Control Smart Transactions (Telematics/RFID) Convey Information in

Real Time Across the Supply Network Paperless!


Convergence of Planning & Execution - Basis for Demand

Planning/Crossdocking/Outbound Consolidation
Optimum Supply Network Material Flow through

Collaborative, Synchronized Activity Planning & Scheduling


Smart Information
Smart Information

Vendor Companies

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 20

Crossdockbest & Customer must define their supply chain processes, metrics, practices and Custom Pack & Distribution Outbound Label talent requirements to leverage a newCenter paradigm in supply chain management to Consolidation gain competitive advantage!

HOW COMPANIES USE SCOR TO OPTIMIZE SUPPLY CHAIN PERFORMANCE

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 21

What is SCOR?

Supplier processes

SCOR is a supply chain process reference model containing over 200 process elements, 550 metrics, and 500 best practices including risk and environmental management and HR SEAT

Supply Chain

Customer processes

Plan

Organized around the five primary management processes of Plan, Source, Make, Deliver and Return
Developed by the industry for use as an industry open standard - Any interested organization can participate in its continual development

Source

Make

Deliver

Return

Return

Process, arrow indicates material flow direction Process, no material flow Information flow

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 22

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About SCOR: A Process Framework


Process frameworks deliver the known concepts of

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business process reengineering, benchmarking, best practices and organizational design in a cross-functional framework
Standard processes; Plan, Source, Make, Deliver, Return Standard metrics: Perfect Order Fulfillment, Cash-to-

Cash Cycle Time, Cost of Goods Sold,.. Standard practices: EDI, CPFR, S&OP, Cross-Training, .. Standard job skills: Lean, Accounting, Solicitation, ..

Pre-defined relationships between metrics,

processes, practices and skills

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 23

A Process Framework
Combining 4 techniques into a single integrated

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approach
Business Process Re-engineering Capture the as-is business activity and design the future to-be state Performance Benchmarking Quantify relative performance of similar supply chains and establish internal targets Best Practices Analysis Identify the practices and software solutions that result in significantly better performance Organizational Design Assess skills and performance needs and align staff and staffing needs to internal targets

Process Reference Framework Processes Performance (metrics) Practices People (skills)

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 24

About SCOR: Supply Chain


Viewing a company as processes (domains)
Product/Portfolio Product/Portfolio Management Management Supplier processes

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Customer processes

Product & Product Design Process Design DCOR DCOR

Sales & Sales & Support Support CCOR CCOR

Supply Chain SCOR

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 25

Supply Chain visualization

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 26

The What and Why of Visualization/Modeling

'Modeling' has two major components: Gathering process knowledge and Presenting process knowledge Using SCOR, Supply Chains can be rapidly defined, processes identified, and metrics set in a common and consistent method across functions.

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 27

SCOR Supported Model Types

Business activity Identify Supply Chains Managing supply chains

Diagram Type Definition Matrix Geographic map

Description Identify and Prioritize Supply Chains Standard view for supply chain owners/managers (what is sourced, stored and/or goes where)

Managing supply chain configurations


Managing processes

Thread diagram

Level 2 process decisions. Replace, reposition and/or eliminate processes


Level 3 and 4 process decisions. Outline process disconnects, missing information

Workflow

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 28

Supply chain definition

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 29

Supply-Chain Definition

Supply Chains are the Totality of processes spanning

operations from supplier to end-customer, focused on material, work, human, cash and information flow We use a tool called the Supply Chain Definition Matrix to define the supply-chains within an enterprise The Supply Chain Definition (i/o Matrix) Matrix helps determine the number and size of supply chains Columns: Customers (Output) Rows: Products (Input) The intersection of each column and row if the goods or services flow to the customer is a supply chain

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 30

The Matrix

We now place the customer list as column headings repeating until finished And then the products list as row headings repeating until finished For each product that flows to a customer, we put an X in the cell Its that simple.
Group 1 Customer A Business 1 Product 1 Product 2 Product 3 Product 4 Customer B Group 2 Customer C Customer D

X X X X

X X X

Business 2

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 31

SCOR Defines the First 3 Levels of Details


Level 1
Scope
Supply-Chain Source

Level 2
Configuration
S1 Source Stocked Product

Level 3
Activity
S1.2 Receive Product

Level 4
Workflow

Level 5
Transactions
EDI XML

Differentiates Business

Differentiates Complexity

Names Tasks

Sequences Steps Links Transactions

Defines Scope:
The Basis for Competitive Performance Targets are set

Differentiates Capabilities: Companies implement their operations strategy based on unique SC configuration
Framework Language

Links, Metrics, Tasks and Practices:


Companies fine tune their operations strategy Framework Language

Job Details: Defines practices to achieve competitive advantage and to adapt to changing business conditions
Industry or Company Specific Language

Details of Automation:
Defines process gates and integration points/ requirements

Framework Language

Technology Specific Language

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 32

Standard SCOR definitions

Company/Industry definitions

Best Practices
Best practice: "A current, structured, proven and repeatable method for making a positive impact on desired operational results." Current Must not be emerging and can not be antiquated Structured Has clearly stated Goal, Scope, Process, and Procedure Proven Success has been demonstrated in a working environment and can be linked to key metrics Repeatable The practice has been proven in multiple environments.

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 33

P1 Plan Supply Chain


Metrics Cash-to-Cash Cycle Time Cost to Plan SC Order Fulfillment Cycle Time Plan Cycle Time Return on SC Fixed Assets Return on Working Capital Best Practices Capability to run What-if simulations Change in Demand signal instantaneously reconfigures Production and Supply Plans CPFR On-line visibility of demand Re-balancing on full-stream supply and demand Supply/Demand Processes are fully integrated

S&OP
Tools support balanced decision making VMI
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 34

Best Practices What does it take to improve?


SCOR contains over 200 best practices today Do you need to implement all 200+ in your company?
Low Risk High Risk

High Return

quick wins

sponsor issue

How to determine fit? For each best practice Determine risk Determine return Pin in the quadrant

Low Return

nice to have

consider carefully

Implement a best practice IF it makes sense for your specific processes, business, or industry.

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 35

Supply chain performance

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 36

Supply Chain Prioritization

We use a tool called the Supply Chain Prioritization Matrix to order the supply-chains according to relevance Each supply chain can be ranked by a number of features We suggest:

size (revenue, volume, and margin), complexity (# SKUs) strategic importance

You can also look at them by


Cash Consumption Risk Volume variability Etc.

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 37

Supply Chain Priority

Each supply chain is given a rank in each

category The total of the values gives the final overall ranking Weightings and other criteria may apply
Revenue Gross Margin % # of SKUs Unit Volume Strategic Value Rank

Business 1 Business 2 Business 3

3 2 1

2 1 3

2 3 1

2 3 1

2 1 3

11 10 9

1=low 3=high
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 38

Supply Chain Strategy

We use a tool called the Supply Chain

Strategy Matrix to Identify priority strategic features or attributes of supply-chains. Each supply chain strategy is indicated by a collection of ranked features:
Reliability On time? Complete? Undamaged? Responsiveness From Customer Request to final acceptance Flexibility How long to scale up? How expensive to scale down? Cost Cost of Processes? Cost of Goods Sold? Assets Working Capital? Return on Investments?

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 39

Comparative Ranking
We advocate using a simple ranking system for

industry comparison Each rank corresponds to a specific percentile in industry performance We do not use averages or other statistical tests Our key ranks:
Performance Superior Advantage Parity Percentile 90th 75th 50th Choices 1 2 2 Interpretation Top 10 performer Top Half performer Half better/Half worse

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 40

Supply-Chain Strategy Matrix


Supply-Chain Strategy Matrix

Business Business Business 1 2 3

Each unique

Reliability

P P

S A
A P P

Responsiveness

Flexibility

A
A S

Cost

Internal

combination of ratings defines Your Supply Chain Strategy for the channel Think of the rating as a desired state, NOT where you want to improve the most

External

Assets

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 41

The SCORcard

We use a tool called the Supply Chain SCORcard to Identify performance characteristics of supplychains. Each SCORcard is built from a subset of hundreds of SCOR metrics. For supply-chain benchmarking we generally use only Level 1, 2 and 3 metrics The SCOR Manual provides all necessary definitions

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 42

Supply Chain Balanced SCORcard Standard Strategic (Level 1) Metrics


Attribute
Customer

Metric (Strategic)

Reliability
Responsiveness Agility Cost

Perfect Order Fulfillment


Order Fulfillment Cycle Time Supply Chain Flexibility Supply Chain Adaptability Supply Chain Management Cost Cost of Goods Sold Cash-to-Cash Cycle Time Return on Supply Chain Fixed Assets Return on Working Capital

Internal

Assets

upside and downside adaptability metrics

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 43

SCORmark Benchmarking Diagnoses the Areas Most

in Need of Improvement

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 44

Benchmark to Identify Process Parity, Advantage, or Superiority


Attribute Reliability Responsiveness Flexibility Cost Assets Metric (level 1)
Perfect Order Fulfillment Order Fulfillment Cycle Time Ups. Supply Chain Flexibility Supply Chain Mgmt Cost Cash-to-Cash Cycle Time

Company 98% 14 days 62 days 10.1% 22 days

Parity 92% 8 days 80 days 10.8% 45 days

Adv 96% 6 days 62 days 10.4% 30 days

Superior 98% 4 days 40 days 10.2% 20 days

Parity Gap -6% 6 days -18 days -0.7% -23 days

Req Gap

8 days

Scoping Identifies one or more targeted metrics for improvement

Parity
Advantage Superior

Median of Statistical Sample


Midpoint of Parity and Superior 90th percentile of population

Potential Improvement Opportunity


2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 45

The SCOR framework a cross-industry open standard


The five integrated processes provide a boundary-free view of the true end-to-end Extended Supply Chain Achieve Operations Excellence, Supply Chain Transformation, and Continuous Innovation using Supply Chain Council frameworks & resources
Plan

Deliver
Return

Source Return

Make

Deliver Return

Source Return

Make

Deliver
Return

Source Return

Make

Deliver Return

Source Return

Suppliers Supplier

Supplier
Internal or External

Your Company

Customer
Internal or External

Customer s Customer

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 46

WRAP UP: WHY & HOW DO WE CHANGE?

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 47

A Game Plan for Transformation


Why Should We Change? Assess Current Operations Set Objectives Determine Market Benchmarks, Environment & Challenges How Do We Change? Create Strategy and Vision for the Future Map As Is & To Be Business Processes & Systems What is the Value of Changing? Determine Critical Success Factors & Windows of Opportunity Calculate Return on Investment Getting Management Buy In & Investment Present Solution Plan to Management Getting Operations Buy In & Commitment Pilot Implementation Proof of Concept Rapid Results Everyone Jumps on the Band Wagon Deploy Transformation Plan Across the Enterprise

The World is Flat: Companies that leverage technology and the SCCs Resources to connect & collaborate will lead the 21st Century!
2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 48

September 2012

Supply Chain Council Mexico & CENAM Chapter


2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 49

Additional Benefits by Mexico & CENAM Chapter

Establish & Professionalize the Practice of Supply Chain Management in the Region, locally adapted to situations and language

Models Implementation Strategies Training & Events

Participate in Best Practices Development Project and other SCC Programs so regional input is included. Host regional meetings for local networking and support. Establish the Basis for competition in the Region.

KPIs Benchmarking

Establish the Best Practices in Business Management for the Supply Chain area. Membership and training fees will be adjusted for regional economy. Anticipated reduction of 25-40%

2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 50

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