2010 SCC Engen Financial

8/8/2019 2010 SCC Engen Financial

1/55

upp y a n anagemenBusiness Financial Performance

2010 Supply Chain Council. ALL RIGHTS RESERVED. | 2010 Engen Financial | 1 | 25 July 2010

Joseph Francis, Executive Director SCC


2/55

A Bit of History: 1930-1950

Willie Sutton When asked wh he

robbed banks, Sutton

simply replied "Because that's

where the money is."



3/55

Supply Chain is Dominant Company Cost Driver

In2007,USbusinesslogisticscostsroseto

analltimehighof$1.4trillion(10.1%ofUS

Fortune-10 CompanySupply-Chain Cost as% of Total Costs 2

nominalGrossDomesticProduct) 3

SupplychaingenerallyaccountsforFord 93%Conoco 90%

Wal-Mart 90%w y

costs1

Chevron 88%

IBM 77%

Exxon 75%

supplychainprocesseshas3000% 5000%

theimpactofa2%improvementin

GE 63%

Citi1 0%

AIG1 0%

e c ency

or

nance

a es

1 Exclusive of Financial Services companies2 Source: Hoovers 2006 Financial Data Su l -Chain Council 2006 SCM


,Benchmark data on SCM cost for discrete & process industries3 CSCMP 19th Annual State of the Logistics Industry


4/55

Value Dif ferent ial: 2:1 Margin Advantage

nue

o

fReve


Source: PRTM/The Performance Measurement Group


5/55

What Keeps You Up at Night?

Stock Market Volatility, Oil Prices, Labor,Political Instability, Security

Reducing Total SupplyChain Costs

Reducing Inventory/Working Capital/ AssetManagement

Supply Chain Resiliency

& Sustainability:s anagement

& Green

Global Market

Providing Superior & Consistent

Customer Service While IncreasingRevenue & Margin



6/55

Supply Chain is Direc t ly Connected to Company Value

The Supply Chain Impacts .The Supply Chain Impacts .. .. .

& Shareholder& ShareholderValueValue

The Knobs &The Knobs &LeversLevers

Improve customer service and

response Optimize inventory flow,

utilization & productivity Profit

Revenue

Best-in-class customer

relationships

Expense

capabilities

Best-in-class strategic supplier

WorkingCapital

Leverage of outsourcing ofbusiness processes

Unique supply chain models

Efficiency

Fixed Capital



7/55



8/55

What is an Elephant?



9/55

What is a Supply Chain?

Custos

ses

Custos

ses

merpro

lier

proc

Product Design

DCOR

Sales & Support

CCOR

merpro

lier

proc

Product Design

DCOR

Sales & Support

CCORessesS

upp

essesS

upp

Su l Chain

SCOR

SCOR



10/55

How Many Supply Chains?

We use a tool called theSupply Chain Definition Matrix

Region 1 Region 2

to e ne t e supp y-c a ns

within an enterprise Column Generation:

Segment

A

Segment

B

Segment

C

Segment

D

The columns in the matrix arefocused on demand e.g.

channels or segments or

Group 1 X X X

Row Generation:

The rows in the matrix are Group 3 X. .

business lines or products orlocations or suppliers Group 4 X X X



11/55

What s Your St rategy?

We use a tool called the Supply Chain Strategy Matrixto Identify priority strategic features or attributes ofsupply-chains.

Each supply chain strategy is indicated by a collection

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?



12/55

Supply Chain St rategy in 5 Minutes

Build Strategy Model Lifecycle Likely Priority

Buy1. Assets.

Make ETO 1. Reliability2. Response

BTO.

2. Reliability

BTS Start

1. Flexibility

2. Response

Middle1. Cost2. Reliability

Commodity1. Cost.

EOL1. Assets2. Cost



13/55

What Are Your Met rics? Why?

StrategicAttribute Metric(Strategic)

Reliability PerfectOrderFulfillment

Responsiveness OrderFulfillmentCycleTime

Agility SupplyChainFlexibility

Su l Chain Ada tabilit Custom

er

Cost SupplyChainManagementCost

Cost

of

Goods

Soldalsse s as o as yc e me

ReturnonSupplyChainFixedAssets

ReturnonWorkingCapital

Inter

u side and downside ada tabilit metrics



14/55

SCORcards in 5 Minut es

Philosophy

You need to have the most data where erformance is

most critical You need to have least data where performance is

Select Level 1 Metric Level 1 Metric Level 1 Metric

and Level 2 Metric Level 2 Metric

and Level 3 Metric



15/55

A Metrics Architec ture

Supply-ChainSCORcard

S/A/P Level1Metric Level2Metric Level3Metric Summary

Reliability S Perfect Order Fulfil lment

Reliability

% Orders Delivered in

Full % Orders Delivered in Full

Reliability Delivery Item Accuracy Delivery Item Accuracy

erna

l

Delivery Quantity Accuracy Delivery Quantity Accuracy

Reliability Delivery Performanceto Commit Date

Delivery Performance toCommit Date

Reliability Date Achievement Date Achievement

Ext

Reliability Location Achievement Location Achievement

ReliabilityAccurateDocumentation Accurate Documentation

ReliabilityShipping DocumentationAccuracy

Shipping DocumentationAccuracy

Reliability Billing DocumentationAccuracy

Billing DocumentationAccuracy

Reliability Perfect Condition Perfect Condition

Reliability% Orders Received % Orders Received


- -


16/55

Where Are Your Goals?

Attribute SAP Metric(level1) You Parity Adv Superior Gap

Reliability S PerfectOrderFulfillment 95% 92% 95% 98% 3%

Response A OrderFulfillmentCycleTime 14days 8days 6days 4days 8Days

Flexibility P Ups.SupplyChainFlexibility 62days 80days 60days 40days 0

Cost P Su l ChainM mtCost 12.2% 10.8% 10.4% 10.2% 1.4%

Assets A CashtoCashCycleTime 35days 45days 33days 20days 2Days

Critical to understand Performance in a particularDemographic

Can be internal (competing against other supplychains in same company)


, ,


17/55

Where are the Problems?

c.

Retail,

in S1.1

Schedule Prod.Deliveries

Customer P.O. Delivery Commit

p3

HQ

D2.2Receive, Enter,

D2.3Reserve Inv.

S2.1Schedule Prod.

C.O. C.O.

tory

Inter-Company P.O.

.Reserve Inv.Calculate Date

mp3Fa

c

.Receive, Enter,Validate Order

C.O. = Customer Order, Inv. = Inventory,P.O. = Purchase Order, Prod. = Product



18/55

The SCOR System

SCOR is a supply chainprocess reference model Supply ChainSupply Chaincon a n ng over

process elements, 550metrics, and 500 bestpractices including risk

Customerro

cess

es

Cu

stomerro

cess

es

Plan

management

Organized around the five

primary management

proce

sseSupplier

proce

sseSu

pplier DeliverMakeSource

, ,Make, Deliver and Return

Developed by the industryfor use as an industry

ReturnReturn

-interested organizationcan participate in itscontinual development

rocess, arrow n ca es ma er a ow rec on

Process, no material flow Information flow


18


19/55

From St rategy to Operat ions: The System

us ness ra egy

Supply ChainStrategy

Supply ChainConfiguration

Supply ChainAssets

Supply ChainPerformance

Supply ChainProcesses

Supply ChainSkills



20/55



21/55

SCOR KPIs Help Measure Performance

& Shareholder& ShareholderValueValue

The Knobs &The Knobs &LeversLevers

Profit

Revenue

OrderFulfillment

Cycle

Time

SupplyChainFlexibility

ExpenseSupplyChainAdaptability

SupplyChain

Management

Cost

WorkingCapital

CostofGoodsSold

CashtoCashCycleTime

Efficiency

Fixed Capital

Return

on

Supply

Chain

Fixed

Assets

ReturnonWorkingCapital



22/55

And to Diagnose Root Cause Issues

Level3Diagnostic Level2Diagnostic Level1KPI

DeliveryItemAccuracy %OrdersDeliveredin

FullDeliveryQuantity

Accuracy

DateAchievement

PerfectOrder

Fulfillment

toCommitDateLocationAchievement

Shipping

Documentation

Accuracy Accurate

Documentation

Profit

Revenue

Expense

BillingDocumentation

Accuracy

%OrdersReceived

DamageFreePerfectCondition

CapitalEfficiency

Value

WorkingCapital

Fixed

CapitalExample:How might we analyze improvementsin Delivery Accuracy



23/55

The Dupont ModelNet Sales

Example:What would be the

$ 60

COGS

Net ProfitMargin $ 3.00

NetProfit

$ 40

GrossProfit

impact of a strategy

to increase deliveryreliability?Fixed Expenses

$ 12

Expenses

3 %

Sales

$ 34

TotalExpenses

FinancialReturn on

Inventory Expenses

$ 4

$ 100

$ 3

TaxesROA

6.8 %11

Leverage

74.91 %

net worth

AccountsReceivable

Inventory

$ 16

2.27

AssetTurnover

divided by

$ 100

Sales

$ 26

CurrentAssets

Other CurrentsAssets

$ 8

$ 2

$ 44

TotalAssets $ 18

Fixed

Assets


Assumption: Financial Leverage is a company-wide constant= Total Assets / Shareholder Equity


24/55

Income StatementNet Sales

The Dupont Model

$ 60$ 40

$ 3.00

COGS

GrossProfit

NetProfit

Net ProfitMargin

$ 12$ 34

3 %

Fixed Expenses

ExpensesTotal

Expenses

SalesFinancialReturn on

74.91 %

$ 4

$ 3

$ 100

6.8 %

11 Inventory Expenses

ROATaxes

Leveragenet worth

$ 16

2.27

$ 26

$ 100

AccountsReceivable

InventoryCurrentAssets

divided by

Sales

AssetTurnover

$ 8

$ 2

$ 18

$ 44


Fixed

AssetsTotalAssets




25/55

Net SalesThe Dupont Model

$ 60$ 40

$ 3.00

COGS

GrossProfit

NetProfit

Net ProfitMargin

$ 12$ 34

3 %

Fixed Expenses

ExpensesTotal

Expenses

SalesFinancialReturn on

74.91 %

$ 4

$ 3

$ 100

6.8 %

11 Inventory Expenses

ROATaxes

Leveragenet worth

$ 16

2.27

$ 26

$ 100

AccountsReceivable

InventoryCurrentAssets

divided by

Sales

AssetTurnover

Balance Sheet

$ 8

$ 2

$ 18

$ 44


Fixed

AssetsTotalAssets




26/55

Comparison: SC Change to Sales Change

SC Change -1%

Net Sales 100 Gross Profit 40.6 Net Profit 3.76 NPM 3.76% ROA 8.58%

COGS 59.4Total

Expenses 33.84 Sales 100Asset

Turnover 2.28 Leverage 11

VairableExpenses 11.88 Taxes 3 Sales 100 Return 94.34%

FixedExpenses 18

CurrentAssets 25.84

TotalAssets 43.84

InventoryExpenses 3.96 Fixed Assets 18 In this model ever 1% of Su l Chainnven ory .

AR 8

Other Assets 2

Sales Chan e 3%

Cost Reduction is equivalent to a morethan 3% increase in sales.

A 10% supply chain reduction is

Net Sales 103.3 Gross Profit 41.32Net

Profit 3.825 NPM 3.70% ROA 8.54%

COGS 61.98Total

Expenses 34.396 Sales 103.3Asset

Turnover 2.30 Leverage 11

VairableExpenses 12.396 Taxes 3.099 Sales 103.3 Return 93.93%

equ va en o a more an ncreasein sales staff.

Fixed

Expenses 18

Current

Assets 26.792

Total

Assets 44.792InventoryExpenses 4 Fixed Assets 18

Inventory 16.528

AR 8.264


Ot er Assets 2


27/55

SCM Asset Returns: Superior Valuat ion

ComparisonofFortune1000Council

membercompanysharepriceaggregate

rowthfrom2003 resenttoS&P500

andDOWindices.

Growthinflected

after

2years,

and

the

spreadbetweenSCORindexcompaniesand

points.

Growthisincreasingexponentially:

Compoundinterest

on

SC

performance.

orre ates em ers p

investmentswithShareholdervalue.

SamepatternevidentinFTSE100,DAX,

NIKKEIandotherindices.



28/55

SCOR Best Prac t ices Levers & Financial Performance

2006/7 the SCOR Financial Research team reviewedSCOR Practices

Estimated correlation between practices and balancesheet outcomes

Resulting SCOR Financial Impact Paper providesexcellent guidelines

,knobs they dont directly create outcome



29/55

Example Study Outcomes

Revenue &Capital Effects

BestPractice

&

Definition

Estimated Impact:

Neutral, Increaseor ecrease



30/55

Prac t ice Maturity and Supply Chain Performance

Early Stage Mature

PRTM analyzed data from about 100 companies that submitted practice maturity and quantitative performance data

Stage 4:Cross-EnterpriseCollaboration

50 Companies 50 Companies

Stage 2:

InternalStrategic partnersthroughout the globalsu l chain

IT and eBusinesssolutions enable acollaborativesupply chainstrategy that:

Aligns participating

Stage 3:

ExternalIntegration

Discrete supplychain processes

ntegrat onStage 1:

FunctionalFocus

Company-wideprocess and datamodel continuouslymeasured at thecompany, process,and dia nostic levels

collaborate to:

Identify jointbusiness objectivesand action plans

Enforce commonprocesses and

business objectivesand associatedprocesses

Results in real-timeplanning, decision-making, and

documented andunderstood

Resources managed atdepartment level andperformance measuredat functional level

Resources managedat both functional andcross-functionallevels

a a s ar ng

Define, monitor,and react toperformancemetrics

chain responses tocustomerrequirements


Copyright 2006 The Performance Measurement Group, LLC, a PRTM Company


31/55

Stage of maturity correlates w ith performance,

profitability, and sales grow th

Analysis Results:

Mature companies have a Mature companies have a Mature companies have12% advantage in Total

Supply Chain ManagementCosts (as % of total revenue)

Mature companies have 10%

10% advantage in Delivery

Performance to CommitDate

Mature companies have a

4.5% lower COGS (as a

% of total revenue)

Mature companiesdemonstrated a 4.8%

higher Unit Forecast Accuracy 30% advantage in UpsideProduction Flexibility

year over year netdecrease in COGS

Supply ChainSupply Chain

LocalCustomers

ManufacturingFacilities

Customer Serviceand Warehousing

Suppliers


Note: Results based on performance data from discrete companies which included: Consumer Goods, Electronic Equipment, Industrial, Telecom, Computers, andAerospace & Defense.


32/55

Forecast accuracy matters Fill Rate

Companies are clearly achieving higher fill rates with better forecast accuracyFill rate vs Forecast accuracy

OFR = 0.9026FA + 4.1173

80

90

100

20

30

40

50

60

70

Fillrate(%)

Forecast accuracy vs. Fill rate using a cross industry population of 67 companies, showed similar trends and correlation = 0.4

0

10

0 10 20 30 40 50 60 70 80 90 100

Forecast accuracyN = 21

Correl: 0.68 P value: 0.007

..while production flexibility and overall inventory do not show the same relationship to fill rate

Order Fill rate vs Upside Production Flexibility

90

100

Order Fill rate vs Finished Goods Inventory Days of

Supply

100

10

20

30

40

50

60

70

Fillrate(%

)

20

40

60

80

FillRate(%)

2010 Supply Chain Council. ALL RIGHTS RESERVED. | 2010 Engen Financial | 32 | 25 July 2010Cross industry population N = 160, Correl: -0.006Cross industry population N = 104, Correl: -0.08

0

0 50 100 150 200 250

Upside Production flexibil ity (Days)N = 25

Correl: -0.09

0

0 20 40 60 80 100 120 140 160 180

Finished Goods Inventory Days of SupplyN = 62

Correl: -0.09P value: 0.67 P value: 0.51


33/55

Forecast accuracy matt ers Best In Class Performers

The best performing companies have better forecast accuracy performance they have engineeredtheir supply chain, product architectures and customer relationships in a manner that allows them toachieve superior business performance and utilize a forecasting methodology that both meets theirbusiness needs and promotes higher forecast accuracy

Forecast accuracy:

Forecast accuracy vs "Best Performers" (Delivery toCommit, Fill rate, EBIT, Finished Goods Inventory)

100

Best Performers: 94%

Population average: 76%

FA = 5.4208BP + 51.074

4050

60

70

80

90

staccuracy

0

10

20

30

0 2 4 6 8 10 12 14

Forec

N = 14

NOTE:

Correlation analysis against a cross industry population of 55 companies, showed similar trends and correlation = 0.2

Best Performers (Fill rate, DPC, FGI, EBIT)orre: .

P value: 0.028


,Fill Rate, EBIT and Finished Goods Inventory.

This index provides a method for sorting best performer companies from typical or low performers


34/55

Forecast accuracy matt ers Delivery Performance

Forecast accuracy is directly correlated with delivery performance.Forecast accuracy vs Delivery Performance to Commit

90

100

(%)

Forecast accuracy vs Delivery Performance to Request

=90

100

est

= 0.4725 + 46.526

30

40

50

60

70

80

PerformancetoCommit. .

30

40

50

60

70

80

Performanc

etoReq

(%)

Cross industry population N = 203, Correl: 0.26 Cross industry population N = 218, Correl: 0.2

0

10

20

0 10 20 30 40 50 60 70 80 90 100

Forecast accuracy

Deliver

N = 65

Correl: 0.46P value: 0.0001

0

10

20

0 10 20 30 40 50 60 70 80 90 100

Forecast accuracy

Deliver

N = 67

Correl: 0.36

P value: 0.0027

And to profitability, butFore cast accuracy vs EBIT

60

80

while the EBIT correlation issignificant, the correlationcoefficient is not very strong

EBIT = 0.2375FA - 7.4343

-20

0

20

40

0 10 20 30 40 50 60 70 80 90 100EBIT%Revenu


Cross industry population N = 187, Correl: 0.12

-60

-40

Forecast accuracyN = 61Correl: 0.27

P value: 0.037


35/55



36/55


37/55

Core Value1

Improvement of operating results of an average of 3% inthe initial SCOR implementation phase by means of costreduction and improvement in customer services

Increase in profitability (between 2x and 6x) with regardsto ro ect investments costs within first 12 months ofimplementation

Reduction in IT costs through minimizing system

functionality

Continuous actualization of process change portfolio by

with the objective of increasing annual profits by 1% to3%


1Poluha (2007) Application of the SCOR Model in Supply Chain ManagementNew York, USA


38/55

Douglas Pharmaceutic als Limited

The Challenge Si nificant rowth from 2003 to 2007

The Solution Turnin oint for or anization DIY not

300% increase in new product development 122% growth in production volume

61% growth in employees Created the perfect storm of supply chain

issues

always best Board mandated review at its April 2007

meeting Process established to evaluate options SCE program initiated using SCOR

onver e o new n ugus Burning Platform:

Customer DIFOT (Export) Down to 20% Product Lead Times Up to 8 months New Product Introduction Lead Times Up to 9

months

17 week SCE program between May andSeptember 2007

Stock Turns Down to 2.1x YTD Sales Down 30%

Available Spare Capacity Unknown Customer complaints impact new licensing

opportunities and future earnings growth

value: EBIT (15.9%) Enterprise Value ($25.2M)



39/55

Douglas Pharmaceut icals Limited cont inued

The Solution Benefits Achieved

Established emphasis on reliability and

supply chain cost Confirmed size and relative importance

of current performance gaps

Metric Improvement

Sales peremployee

20%

rov e ear y rec on on roo causes Generated basis for calculating

opportunity cost Created immediate visibility over

supply chain performance

Inventory daysof supply

20%

Cash to cash 15% u con ence o move on o ase

Two

24 problem areas impacting reliabilityand COG

Portfolio of 50 improvements

cycle (days)

Shareholderreturns

$4.1 millionIRR 300%EV Uplift= $12.1m

addressed key problem areas Drive Chain now forms basis of an

enterprise wide transformationprogram



40/55

Typical Potential Improvements1

Area Improvement

Raw materials purchase cost 25%

Cost of Distribution 35%

Total resource deployed 50%

Investment in Tooling 50%

Order cycle time 60%

New product development cycle 60%

Inventory 70%

Paperwork and Documentation 80%

Quality Defects 100%

1Hughes & Michels (1998) Transform your supply chain. Releasing value in business. London, UK



41/55

SAAB AB

Challenge The Saab Common Solution .

Enterprise1

Three strategic business segments:aeronautics, defense and securitysolutions s stems and roducts

on ERP and/or Best of Breed)

Cross-functional collaboration andcommon trust

Challenged to execute profitable

and customer adapted logisticsintensive businesses

The degree of coordination of

Align SCM Strategy with CorporateStrategy

Key Enablers

og s cs opera ons g y mpacSaabs cost level for logistics

Coordination enables CELprocesses to ensure delivery tocustomers demands

and Roadmaps

Standardization Codification Information Systems

Needed to build competitiveoperations, planning, logistics, andsupport

To do so, wanted to move to a full


-oovers.com


42/55

SAAB Coordinated Effect ive Logist ics (CEL)

Solution -

Benefits Achieved

Multiple supply chains and methods

Lack of structured methods and processes Knowledge tied to individuals Lack of information sharing

Supply Chain Management Framework

Delivering incremental capabilities Using SCOR Methodology, Processes

and Metrics hierarchy

Initial business cases have identified

Use of the SCOR model Common definitions and process mapping

Sustainable and structured methodology

savings of 73 FTEs and a total of US$15M

being used as framework for realization ofall logistics and SCM activities withinProject CEL throughout all of its phases;from cradle to the grave

Project management

Engineering technique



43/55

Raytheon IDS

The Challenge US 4.7B subdivision of US 23.1B Defense

The Solution SCOR/Six-Si ma ro ram assessin all su l

Services Provider1 Rapid growth but antiquated processes and

procurement focus in supply chain left IDSfacing non-competitive operating costs

No skills within existing team to background

chain processes within IDS, with focus allSCOR process areas

8550 people within Raytheon IDS, and 7600supplier partners went through transformationfor accomplishing five key challenges:

- Connecting every employee to the business Creating purposeful, collaborative partnerships Accelerating top-line, double-digit growth Achieving predictable, best-in-class bottom-line

performance

Benefits Achieved 37 Percent reduction in headcount but increase

of college-educated population to 66% 75% reduction in transactional processing for

material acquisition 25% improvement in SC Cost-to-Sales

$57M in bottom-line savings 98% supplier conformance to contract


oovers.com

1


44/55

Comparat ive Data1

Improvement Area Range

Deliver erformance 16% - 28%

Inventory Cost Reduction 25% - 60%Reduction in order fulfillment cycle time 30% - 50%

Improvement to forecast accuracy 25% - 80%

Increase in overall productivity 10% - 16%Lower supply chain costs 25% - 50%

Improvement of fill rates 20% - 30%

Improved capacity realization 10% - 20%

1Stephens (2000) 1997 Comparative StudyPittsburg, USA


SASOL S l Ch i O i i i


45/55

SASOL Supply Chain Opt im izat ion

The Challenge US 16B annual South African Petrochemical

The Solution The SASOL Su l Chain O timization Journe

Concern 1 Embarked on Supply Chain Optimization to

identify synergies and improvementopportunities across multiple business units

Complex changing political environment and

Awareness identified SCOR as a tool (2004) Embarked on SCOR pilot project tackling

problem area to show benefits and understandprocess

First in-house project (to build internal success)

without deep experience Approval for permanent Center of Excellence(CoE) competency Prioritization of supply chain projects (project

demand exceeds supply)

Project 2, 3, 4..X

Benefits Achieved Ongoing CoE for supply chain optimization Sample project generated IRR of 139% over

Estimated US$1B cost improvements over 3year period


oovers.com

C i


46/55

EvenMoreCompanies

$200M Cost Improvements Single

US$2.3B Savings supported witherger

$5B Working Capital

$66M Revenue/Inventory

2M Improvements Single Division(Peroxides)



47/55

, .


SCC: An independent non profit global assoc iat ion


48/55

SCC: An independent , non-profit global assoc iat ion

Formed in 1996 to create and evolve a standard industry processreference model of the supply chain for the benefit of helping companiesra idl and dramaticall im rove su l chain o erations

SCC has established the supply chain worlds most widely acceptedframework the SCOR process reference model for evaluating andcomparing supply chain activities and their performance

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

It lets companies quickly determine and compare the performance ofsupply chain and related operations within their company or againstother companies

con nua y a vances s oo s an e uca es mem ers a ou ow

companies are capitalizing on those tools

With membership open to all interested organizations


Global Scope With Over 800 Member Organizat ions


49/55

Global Scope With Over 800 Member Organizat ions

Member Distribution

China

Australia/New Zealand

South Africa

LatinAmerica

SoutheastNorth

Member AffiliationJapanAmerica

End User

SME

overnmenurope

Also developing chapters inIndia and the Middle East Non-Profit/Academic

Consultant

na ng ec no ogy


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

Industry Membership Scope


50/55

Industry Membership Scope


SCC membership accelerates a companys use of and


51/55

SCC membership accelerates a company s use of and

benefits from SCOR and related models

Reference models,benchmarking, tools

Training, certification,career development and

researc an e p romSCOR experts

volunteer opportunities

Chapters, events andforums to share SCOR andsupply chain knowledgeand experience


Member benefits Unlimited Employee Access to


52/55

Member benefits Unlimited Employee Access to

Resources

SCOR A supply chain process reference modelcontaining over 200 process elements, 550metrics, 500 best practices, and 200 skills

management

RelatedFrameworks

Additional process reference models such asCCOR (customer chain) and DCOR (designchain)SCORmark Benchmarking of supply chain performance against industry peers

Research Ongoing research on supply chain processes, practices, metricsand skills both globally and by industry and geographic region

Tools Templates, website, software and methods developed andcontributed by volunteer SCC working groups as well academicsand third party providers

, ,

ExpertNetwork

Access to staff, trainers and advisors to coach individuals andteams in use of SCOR


Member benefits Individual Capability Development


53/55

Member benefits Individual Capability Development

Training Public and in-house training courses onthe SCOR framework, its implementation,CCOR and DCOR models and more

Certification Individual Employee SCOR Professionalcertification on understanding of, andability to use, the SCOR model as well asSCOR Academic certification for thoseentering the workforce from school

Volunteering Participation on numerous committees and

workin rou s to develo new modelstools and practices in supply chainmanagement

Career Skills identification, career path,

positions requiring SCOR knowledge, andin-person member networkingopportunities


Member benefits Know ledge Netw orks


54/55

Member benefits Know ledge Netw orks

Chapters Chapter meetings, networks and materialsin local languages discussing supply chainissues of greatest regional interest

Events Frequent webinars (over 80 archived for

members) and annual regional conferencessuch as Supply-Chain World

Forums Virtual and in-person discussion forums fornetworking and problem-solving amongcommunities of common interest (such as

industr s ecial interest rou s


Thanks!


55/55

Thanks!

[email protected]

www.supply-chain.org


Date post:	09-Apr-2018
Category:	Documents
Upload:	kmeshram
View:	223 times
Download:	0 times

2010 SCC Engen Financial

Documents