SCOR and SCC Overview - Supply Chain Council

SCOR and SCC Overview 

SCW Europe 2010 

© 2010 Supply Chain Council. ALL RIGHTS RESERVED. | SCW Europe SCOR & SCC Overview | 1 | November 2, 10

Supply Chain 

It’s a 

SPEAR 

! 

It’s a 

FAN! 

It’s a 

SNAKE! 

It’s a 

TREE! 

© 2010 Supply Chain Council. ALL RIGHTS RESERVED. | SCW Europe SCOR & SCC Overview | 2 | November 2, 10 

It’s a 

WALL! 

It’s a 

ROPE!

Defining Supply Chain 

Supplier processes 

Product/Portfolio Management 

Product Design 

DCOR 


SCOR ® 


Sales & Support 

CCOR 

Customer processes

SCOR: A Process Framework 

• Process frameworks deliver the well-known concepts of business process 

reengineering, benchmarking, and best practices into a cross-functional 

framework 

› Standard processes: 

Plan, Source, Make, Deliver, Return, Enable 

› Standard metrics: 

Perfect Delivery, Cash Cycle Time, Supply-Chain Cost, etc 

› Standard practices 

EDI, CPFR, Cross-Training, etc 

• Pre-defined relationships between processes, metrics and practices 


End-to-End 

SCOR contains five key management process categories 

of activity which seamless link suppliers, enterprise 

supply-chains, and customers 

Deliver 

Suppliers’ 

Supplier 

Source 

Make 

Supplier 

Deliver 

Return Return Return 

Plan 


Source Make Deliver Source Make Deliver 

Return Return 

Your Company 

Customer 

Internal or External Internal or External 

SCOR Model 

Return 

Source 

Return Return 

Customer’s 

Customer

Performance Metrics 

Customer 

Internal 

SCOR metrics: Standard Level 1 Metrics 

Attribute Metric (level 1) 

Reliability Perfect Order Fulfillment 

Responsiveness Order Fulfillment Cycle Time 

Agility (Flexibility) Supply Chain Flexibility 

Supply Chain Adaptability † 

Cost Supply Chain Management Cost 

Cost of Goods Sold 

Assets Cash-to-Cash Cycle Time 

† upside and downside adaptability metrics 

Return on Supply Chain Fixed Assets 

Return on Working Capital 


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. 


Supply Chain Assets – Human Capital 

• Supply Chain Skills 

› Skill: Capacity to deliver pre-determined results with minimal 

input of time and energy 

› Experience: The knowledge or skill acquired by observation or 

active participation 

› Aptitude: A natural, acquired, learned or developed ability to 

perform a certain kind of work at a certain level. 

› Training: A particular skill or type of behavior learned through 

instruction over a period of time 

› Competency: The state or quality of being qualified, having the 

ability, to perform a specific role. 

• Skills Assessment 


SCOR Hierarchy 

Level 1 Level 2 Level 3 Level 4 Level 5 

Scope Configuration Activity Workflow Transactions 

Supply-Chain 

Source 

Differentiates 

Business 

Differentiates 

Complexity 

Defines Scope Differentiates 

Capabilities 

Framework 

Language 

S1 

Source 

Stocked Product 

Framework 

Language 

S1.2 

Receive Product 


Names Tasks Sequences Steps Links 

Transactions 

Links, Metrics, 

Tasks and 

Practices 

Framework 

Language 

Job Details Details of 

Automation 

Industry or 

Company 

Specific 

Language 

EDI 

XML 

Technology 

Specific 

Language 

Standard SCOR definitions Company/Industry definitions

Maps to Organizations 

Level 1 Level 2 Level 3 Level 4 Level 5 

Scope Configuration Activity Workflow Transactions 


Source 

CxO 

EvP, SVP 

Strategic 

Decision-Making 

Enterprise 


Requirements 

SVP 

VP 

S1 

Source 

Stocked Product 

Line of Business 

Management 

Operations 

Strategy 

S1.2 


VP, Director 

Line Manager 

Activities 

Management 

Fine-Tuning 

Operations 


Manager 

Team Lead 

Team Lead 

Individuals 

Job Management Transaction 

Management 

Adjusting 

Process 

Performance 

EDI 

XML 

Tuning 

Technology 

Performance 

Standard SCOR program Company/Industry implementation

The SCOR Project Roadmap 

Phase Name Deliverable Resolves 

Initial BUILD • Organizational Support Who is the sponsor? 

I DISCOVER 

II ANALYZE 

III MATERIAL 

IV WORK 

V IMPLEMENT 

• Supply-Chain Definition 

• Supply-Chain Priorities 

• Project Charter 

• Scorecard 

• Benchmark 

• Competitive Requirements 

• Geo Map 

• Thread Diagram 

• Disconnect Analysis 

• Transactions 

• Level 3, Level 4 Processes 

• Best Practices Analysis 

• Opportunity Analysis 

• Project Definition 

• Deployment Organization 


What will the program 

cover? 

What are the strategic 

requirements of your 

supply-chain? 

Initial Analysis – where 

are the problems? 

Final Analysis – where 

are the solutions? 

How to deploy?

The 16-Week SCOR Program 

Level 1 

Level 2 

Level 3 

Level 4 


and deploy

SUPPLY CHAIN ARCHITECTURE 


Business Strategy 

• A product or Service for each Market or Segment 

Cost 

Quality 

Performance 

Innovation 

Product 1 Product 2 

Product 3 Product 4 

Style 

Brand 

Market � 

Product � 


A B C D 

1 ✔ 

2 ✔ ✔ 

3 ✔ ✔ 

4 ✔ ✔

Supply Chain Strategy 

• Supply Chain Competitive Attributes 

Customer 

Internal 

Attribute Strategy 

Reliability (RL) Consistently getting the orders right, 

product meets quality requirements 

Responsiveness (RS) The consistent speed of providing products/ 

services to customers 

Agility (AG) The ability to respond to changes in the 

market (external influences) 

Cost (CO) The cost associated with managing and 

operating the supply chain 

Assets (AM) The effectiveness in managing the supply 

chain’s assets in support of fulfillment 


Supply Chain Strategy 

• Supply Chain Competitive Attributes 

Customer 

Internal 

Attribute Required Performance 

Reliability (RL) 

Responsiveness (RS) 

Agility (AG) 

Cost (CO) 

Assets (AM) 


S 

A 

A 

P 

P

Supply Chain Performance and Governance 

Metric My P A S Gap 

RL Perfect Order Fulfillment 82 74 81 88 6 

RS Order Fulfillment Cycle Time 6 10 6 3 -- 

AG Flexibility 46 60 45 29 1 

CO SC Management Cost 5.1 9.5 6.7 3.9 -- 

AM Cash-to-Cash Cycle Time 83 98 64 30 -- 


Supply Chain Performance and Diagnosis 

• Diagnostic metric relationships enable root causing 

Metric Level 

Perfect Order Fulfillment 1 

L > On-time 2 

L > In-Full 2 

L > Correct Items 3 

L > Correct Quantities 3 

L > Perfect Documentation 2 

L > Initial Quality 2 


Supply Chain Configuration and Capabilities 

• High Level Material Flows and Practices 

• VMI 

• Kanban 

• Make-to-Order 

• S&OP 

• CPFR 


Supply Chain Processes 

• Work and Information Flows 

mp3 Factory mp3 HQ Retail, inc. 

S1.1 

Schedule Prod. 

Deliveries 

Customer P.O. Delivery Commit 

D2.2 

Receive, Enter, 

Validate Order 

C.O. = Customer Order, Inv. = Inventory, 

P.O. = Purchase Order, Prod. = Product 

C.O. 

D2.3 

Reserve Inv. 

Calculate Date 

C.O. 


SOURCE 

S1 

Source Stocked 

Product 

S1.1: 

Schedule Product 

Deliveries 

S1.2: 


S1.3: 

Verify Product 

S1.4: 

Transfer Product 

S1.5: 

Authorize Supplier 

Payment 

S2 

Source 

Make-to-Order 

Product 

S2.1: 


Deliveries 

S2.2: 


S2.3: 


S2.4: 


S2.5: 


Payment 

Enable Source 

ES.1: ES.2: ES.3: 

Manage Assess Supplier Maintain 

Sourcing 

Business Rules 

Performance Source Data 

ES.6: 

Manage 

Incoming 

Product 

ES.7: 

Manage 

Supplier 

Network 

S3 

Source 

Engineer-to-Order 

Product 

S3.1: 

Identify Sources of Supply 

S3.2: 

Select Final Supplier(s) 

and Negotiate 

S3.3: 


Deliveries 

S3.4: 


S3.5: 


S3.6: 


S3.7: 


Payment 

ES.4: 

Manage 

Product 

Inventory 

ES.8: ES.9: 

Manage Manage 

Import/Export Supply Chain 

Requirements Source Risk 

Inter-Company P.O. 

ES.5: 

Manage 

Capital Assets 

ES.10: 

Manage 

Supplier 

Agreements 

MAKE 

M1 

Make-to-Stock 

M1.1: 

Schedule Production 

Activities 

M1.2: 

Issue Product 

M1.3: 

Produce and Test 

M1.4: 

Package 

M1.5: 

Stage Product 

M1.6: 

Release Product 

to Deliver 

M1.7: 

Waste Disposal 

S2.1 

Schedule Prod. 

Deliveries 

D1.2 

Receive, Enter, 


M2 

Make-to-Order 

M2.1: 


Activities 

M2.2: 

Issue Product 

M2.3: 

Produce and Test 

M2.4: 

Package 

Enable Make 

EM.1: 

Manage 

Production 

Rules 

EM.2: 

Manage 

Production 

Performance 

EM.6: EM.7: 

Manage Manage 

Transportation Production 

Network 

M2.5: 

Stage Product 

M2.6: 

Release Finished 

Product to Deliver 

M2.7: 


EM.3: 

Manage Make 

Information 

EM.8: 

Manage 

Production 

Regulatory 

Compliance 

M3 

Engineer-to-Order 

M3.1: 

Finalize Engineering 

M3.2: 


Activities 

M3.3: 

Issue Product 

M3.4: 

Produce & Test 

M3.5: 

Package 

M3.6: 

Stage Product 

M3.7: 

Release Product 

to Deliver 

M3.8: 


EM.4: 

Manage 

In-Process 

Products (WIP) 

EM.9: 

Manage 


Make Risk 

EM.5: 

Manage 

Equipment and 

Facilities 

DELIVER 

D1 

Deliver 

Stocked 

Product 

D1.1: 

Process Inquiry & 

Quote 

D1.2: 

Receive, Enter & 


D1.3: 

Reserve Inventory & 

Determine Delivery 

Date 

D1.4: 

Consolidate Orders 

D1.5: 

Build Loads 

D1.6: 

Route Shipments 

D1.7: 

Select Carriers & 

Rate Shipments 

D1.8: 

Receive Product from 

Source or Make 

D1.9: 

Pick Product 

D1.10: 

Pack Product 

D1.11: 

Load Product 

& Generate 

Shipping Docs 

D1.12: 

Ship Product 

D1.13: 

Receive & Verify 

Product by Customer 

D1.14: 

Install Product 

D1.15: 

Invoice 

D2 

Deliver 

Make-to- 

Order 

D2.1: 

Process Inquiry & 

Quote 

D2.2: 

Receive, Configure, 

Enter & Validate 

Order 

D2.3: 

Reserve Resources & 

Determine Delivery 

Date 

D2.4: 

Consolidate Orders 

D2.5: 

Build Loads 

D2.6: 


D2.7: 



D2.8: 


from Source or Make 

D2.9: 

Pick Product 

D2.10: 

Pack Product 

D2.11: 

Load Product & 

Generate Shipping 

Docs 

D2.12: 

Ship Product 

D2.13: 



D2.14: 


D2.15: 

Invoice 

Enable Deliver 

ED.1: ED.2: 

Manage Assess Delivery 

Deliver 

Business Rules 

Performance 

ED.6: ED.7: 

Manage Manage 

Transportation Product Life 

Cycle 

ED.3: 

Manage 

Deliver 

Information 

D3 

Deliver 

Engineer-to- 

Order 

Product 

D3.1: 

Obtain & Respond to 

RFP/RFQ 

D3.2: 

Negotiate & Receive 

Contract 

D3.3: 

Enter Order, Commit 

Resources & Launch 

Program 

D3.4: 

Schedule Installation 

D3.5: 

Build Loads 

D3.6: 


D3.7: 



D3.8: 


from Source or Make 

D3.9: 

Pick Product 

D3.10: 

Pack Product 

D3.11: 

Load Product & 

Generate Shipping 

Docs 

D3.12: 

Ship Product 

D3.13: 



D3.14: 


D3.15: 

Invoice 

ED.4: 

Manage 

Finished 

Product 

Inventories 

ED.8: ED.9: 

Manage Manage 

Import/Export Supply Chain 

Requirements Deliver Risk 

D4 

Deliver 

Retail 

Product 

D4.1: 

Generate Stocking 

Schedule 

D4.2: 

Receive Product at 

the Store 

D4.3: 

Pick Product from 

Backroom 

D4.4: 

Stock Shelf 

D4.5: 

Fill Shopping 

Cart 

D4.6: 

Checkout 

D4.7: 

Deliver and/or 

install 

ED.5: 

Manage 

Deliver Capital 

Assets 

D1.3 

Reserve Inv. 

Calculate Date

Supply Chain Architecture Overview 


Strategy 


Performance 

Business Strategy 


Configuration 


Processes 

Standard for Supply Chain: SCOR ® 



Assets 


Skills

SCOR 

CASE IN POINT 


ADVA Optical Networking 

• The Challenge 

• €370.2M Revenue Enterprise1 

• Rapid growth in demand for storage, voice & 

data transport 

• Focus on capturing this growth while 

maintaining profitability 

• Needed to identify inventory drivers and 

optimize inventory levels to enable ADVA to 

reach inventory reduction targets whilst 

improving customer satisfaction in Order 

Fulfillment Cycle Time (OFCT) and On-time 

Delivery (OTD) 

• Created a transformation plan that would 

allow ADVA to proactively plan, drive and 

manage the inventory levels and better 

achieve the balance of cost and service 

1 Hoovers.com 


• The Solution 

• Using SCOR, ADVA identified performance 

gaps in key metrics between current and 

required to reach parity status 

• Also using SCOR, identified process 

disconnects, drivers of inventory and 

projects required for improvement 

• Grouped and prioritized proposed projects 

based on potential impact and amount of 

effort/risk 

• Agreed to project list including: 

› New S&OP Process 

› Supplier scorecards and quarterly 

business reviews with suppliers, 

› Information transparency and others 

• Benefits Achieved 

• Gross inventory reduced from €59 million to 

€38 million in 10 months 

• Inventory days of supply reduced 47% from 

initial scorecard

Core Value 1 

• Improvement of operating results of an average of 3% in 

the initial SCOR implementation phase by means of cost 

reduction and improvement in customer services 

• Increase in profitability (between 2x and 6x) with regards 

to project investments costs within first 12 months of 

implementation 

• Reduction in IT costs through minimizing system 

customization and making better use of standard 

functionality 

• Continuous actualization of process change portfolio by 

continuous conversion of Supply Chain improvements 

with the objective of increasing annual profits by 1% to 

3% 

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


Douglas Pharmaceuticals Limited 


• Significant growth from 2003 to 2007 

› 300% increase in new product development 

› 122% growth in production volume 

› 61% growth in employees 

• Created the “perfect storm” of supply chain 

issues 

• Converted to new ERP in August 2006 

• “Burning Platform”: 

› Customer DIFOT (Export) Down to 20% 

› Product Lead Times Up to 8 months 

› New Product Introduction Lead Times Up to 9 

months 

› Stock Turns Down to 2.1x 

› YTD Sales Down 30% 

• Available Spare Capacity Unknown 

• Customer complaints impact new licensing 

opportunities and future earnings growth 

• Impact on 2007/8 earnings and shareholder 

value: 

› EBIT (15.9%) 

› Enterprise Value ($25.2M) 



• “Turning point” for organization – DIY not 

always best 

• Board mandated review at its April 2007 

meeting 

• Process established to evaluate options 

• SCE program initiated using SCOR 

• 17 week SCE program between May and 

September 2007

Douglas Pharmaceuticals Limited – continued 


• Benchmarking and Defect Analysis: 

› Established emphasis on reliability and 

supply chain cost 

› Confirmed size and relative importance 

of current performance gaps 

› Provided early direction on root causes 

› Generated basis for calculating 

opportunity cost 

› Created immediate visibility over 

supply chain performance 

› Built confidence to move onto Phase 

Two 

• 24 problem areas impacting reliability 

and COG 

• Portfolio of 50 improvements 

addressed key problem areas 

• “Drive Chain” now forms basis of an 

enterprise wide transformation 

program 



Metric Improvement 

Sales per 

employee 

20% 

COGS % 10% 

Inventory days 

of supply 

Cash to cash 

cycle (days) 

Shareholder 

returns 

20% 

15% 

$4.1 million 

IRR 300% 

EV Uplift= $12.1m

Typical Potential Improvements 1 


Area Improvement 

Raw materials purchase cost 25% 

Cost of Distribution 35% 

Total resource deployed 50% 

Manufacturing space 50% 

Investment in Tooling 50% 

Order cycle time 60% 

New product development cycle 60% 

Inventory 70% 

Paperwork and Documentation 80% 

Quality Defects 100% 

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

SAAB AB 

• Challenge 

• US$3.1B Aerospace Technology 

Enterprise1 

• Three strategic business segments: 

aeronautics, defense and security 

solutions, systems and products 

• Challenged to execute profitable and 

customer adapted logistics intensive 

businesses 

› The degree of coordination of 

logistics operations highly impact 

Saabs cost level for logistics 

› Coordination enables CEL 

processes to ensure delivery to 

customers demands 

• Needed to build competitive 

operations, planning, logistics, and 

support 

• To do so, wanted to move to a full 

1 lifecycle-based Hoovers.com 

support concept 


• The Saab Common Solution 

• One backbone system (today based 

on ERP and/or Best of Breed) 

• Cross-functional collaboration and 

common trust 

• Increased Interoperability 

• Align SCM Strategy with Corporate 

Strategy 

• Key Enablers 

› Common Supply Chain Frameworks 

and Roadmaps 

› Standardization 

› Codification 

› Information Systems

SAAB Coordinated Effective Logistics (CEL) 

• Solution 

• Step by step approach - no “big bang” 

• Multiple supply chains and methods 

• Lack of structured methods and processes 

• Knowledge tied to individuals 

• Lack of information sharing 

• Use of the SCOR model 

› Common definitions and process mapping 

› Sustainable and structured methodology 

being used as framework for realization of 

all logistics and SCM activities within 

Project CEL throughout all of its phases; 

from cradle to the grave 

• Project management 

• Change management 

• Engineering technique 



• Creating a Saab Common Logistics and 

Supply Chain Management Framework 

› Delivering incremental capabilities 

› Using SCOR Methodology, Processes and 

Metrics hierarchy 

• Initial business cases have identified 

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

Raytheon IDS 


• US$4.7B subdivision of US$23.1B Defense 

Services Provider1 

• Rapid growth but antiquated processes and 

procurement focus in supply chain left IDS 

facing non-competitive operating costs 

• No skills within existing team to background and 

skills for transformational change required 

1 Hoovers.com 



• SCOR/Six-Sigma program assessing all supply 

chain processes within IDS, with focus all 

SCOR process areas 

• 8550 people within Raytheon IDS, and 7600 

supplier partners went through transformation 

for accomplishing five key challenges: 

› Improving world-class performance 

› Connecting every employee to the business 

› Creating purposeful, collaborative partnerships 

› Accelerating top-line, double-digit growth 

› Achieving predictable, best-in-class bottom-line 

performance 


• 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

Comparative Data 1 

Improvement Area Range 

Delivery performance 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% 

1 Stephens (2000) 1997 Comparative Study Pittsburg, USA 


SASOL Supply Chain Optimization 


• US$16B annual South African Petrochemical 

Concern 1 

• Embarked on Supply Chain Optimization to 

identify synergies and improvement 

opportunities across multiple business units 

• Complex changing political environment and 

introduction of substantial Managerial class 

without deep experience 

1 Hoovers.com 



• The SASOL Supply Chain Optimization Journey 

• Awareness – identified SCOR as a tool (2004) 

• Embarked on SCOR pilot project – tackling 

problem area to show benefits and understand 

process 

• First in-house project (to build internal success) 

• Approval for permanent Center of Excellence 

(CoE) competency 

• Prioritization of supply chain projects (project 

demand exceeds supply) 

• Project 2, 3, 4…..X 

• Embraced “The SCOR Way” (2007) 


• Ongoing CoE for supply chain optimization 

• Sample project generated IRR of 139% over the 

project lifetime 

• Estimated US$1B cost improvements over 3 

year period

Even More Companies  


$200M Cost Improvements Single 

Division 

US$2.3B Savings supported with 

Merger 

$5B Working Capital 

$66M Revenue/Inventory 

€2M Improvements Single Division 

(Peroxides)

SUPPLY CHAIN COUNCIL 


SCC: An independent, non-profit global association 

• 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 world’s 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 Scope With Over 800 Member Organizations 

North 

America 

Member Distribution 

China 

Also developing chapters in 

India and the Middle East 

Australia/ 

New 

Zealand 

Europe 

South Africa 

Latin America 

Southeast 

Asia 

Japan 


Government 

SME 

End User 

Enabling Technology 

Consultant 

Non-Profit/Academic 

Member Affiliation 

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

Industry Membership Scope 


SCM Asset Returns: Superior Valuation 

• Comparison of Fortune‐1000 Council  member company share  

price aggregate growth from 2003 – present to S&P 500 and  

DOW indices.  

• Growth inflected aLer 2 years, and the spread between SCOR  

index companies and other industrials has grown to almost 30  

points.  

• Growth is increasing exponenPally: Compound interest on SC  

performance.  

• Correlates SCC Membership/SCOR investments with  

Shareholder value.  

• Same paSern evident in FTSE‐100, DAX, NIKKEI and other  

indices.  


SCC membership accelerates a company’s use of –and 

benefits from – SCOR and related models 

Reference models, 

benchmarking, tools 

research and help from 

SCOR experts 


Training, certification, 

career development and 

volunteer opportunities 

Chapters, events and 

forums to share SCOR and 

supply chain knowledge 

and experience

Member benefits – Unlimited Employee Access to 

Resources 

SCOR A supply chain process reference model 

containing over 200 process elements, 550 

metrics, 500 best practices, and 200 skills 

classifications including risk and environmental 

management  

Related 

Frameworks 

Additional process reference models such as 

CCOR (customer chain) and DCOR (design 

chain) 

SCORmark Benchmarking of supply chain performance against industry peers 

Research Ongoing research on supply chain processes, practices, metrics 

and skills both globally and by industry and geographic region 

Tools Templates, website, software and methods developed and 

contributed by volunteer SCC working groups as well academics 

and third party providers 

Publications Case studies, articles, conference proceedings and newsletters 

Expert 

Network 

Access to staff, trainers and advisors to coach individuals and 

teams in use of SCOR 


Member benefits – Individual Capability Development 

Training Public and in-house training courses on 

the SCOR framework, its implementation, 

CCOR and DCOR models and more 

Certification Individual Employee SCOR Professional 

certification on understanding of, and 

ability to use, the SCOR model as well as 

SCOR Academic certification for those 

entering the workforce from school 

Volunteering Participation on numerous committees and 

working groups to develop new models, 

tools and practices in supply chain 

management 

Career 

Development 

Skills identification, career path 

identification, online job postings of 

positions requiring SCOR knowledge, and 

in-person member networking 

opportunities 


Member benefits – Knowledge Networks 

Chapters Chapter meetings, networks and materials 

in local languages discussing supply chain 

issues of greatest regional interest 

Events Frequent webinars (over 80 archived for 

members) and annual regional conferences 

such as Supply-Chain World 

Forums Virtual and in-person discussion forums for 

networking and problem-solving among 

communities of common interest (such as 

industry special interest groups) 


For More Information 

W: WWW.SUPPLY-CHAIN.ORG 

E: INFO@SUPPLY-CHAIN.ORG 

T: +1 202 962 0440

SCOR and SCC Overview - Supply Chain Council

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