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Services
Need an accelerated way for your team to understand
how to use SCORŪ? Need an audit of your current SCORŪ adoption? Trying to make a strategic decision to use
SCORŪ? Supply Chain Excellence SCORŪ training can be completely customized for your company's supply chain
challenges and conducted on site for your team. SCE Coaching Partners can conduct this training in German, Spanish,
and Japanese.
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Implementing Supply Chain Strategy
is a lot like trying to solve a rubics cube puzzle; the objective of the puzzle is to twist layers of multi
colored squares in such a way that each of the six faces of the cube contains all the squares of one color. I have to admit,
I never solved the puzzle; I could always get to a point where two faces of the cube were solved but in assembling
the third, I disrupted the first two. Solving the rubics cube provides a strong analogy to implementing effective
supply chain strategy. As you already know, it is not good enough to get “two colors right” while disrupting
the “rest of the cube”. Click on to learn more!
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SCORŪ is just a noun! By itself, SCORŪ just
defines supply chain characteristics. The Supply Chain Excellence approach combines SCORŪ with three other
essential ingredients including, effective change management, project management discipline, and efficient business process
re-engineering. A SCORŪ Project may be the right approach for you to tackle your supply chain improvement challenges.
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The Value Chain Operations Reference (VCOR) concept
combines SCORŪ with two other publicly available models, Customer Chain Operations Reference (CCOR) and Design Chain Operations
(DCOR). Like Supply Chain Excellence, Value Chain Excellence focuses on performance improvement; it differs in that a VCOR Project will focus on growth, revenue, and profitability touching
product development as well as sales processes.
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Sales and Operations Planning (S&OP) is
a leading practice essential to balance demand and supply to achieve targeted
business results. SCORŪ uses the P1 - Plan Supply Chain to define
S&OP. Dick Ling (a pioneer on the subject) described S&OP in his book Orchestrating Success:
Improve Control of the Business with Sales & Operations Planning. More recently, Thomas Wallace
put together a practical guide to S&OP titled Sales & Operations Planning: The How-to Handbook, 2nd Edition.
I was schooled in the Oliver Wight training series in the mid 1990s. I have incorporated
these three approaches using the Supply Chain Excellence approach. If you don't have an S&OP process or
are looking to improve your current process, the S&OP page link will give you a perspective on a typical SCE project.
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Tactical planning from my experience is the integration
of Distribution Requirements Planning (DRP), Master Prodution Scheduling (MPS), and Material
Requirements Planning (MRP). SCORŪ defines Tactical Planning with P4 - Plan Deliver, P3 - Plan Make,
and P2 - Plan Source. It takes, as input, the supply chain plan from S&OP
and adjusts resources in the near term to support actual demand.
These adjustments are then passed to the executional schedules (supplier PO, production, and shipments). Whereas
S&OP looks out 12 to 18 months, plans at product family, and updates once a month; tactical planning looks out
13 to 16 weeks, plans at a SKU level, and updates weekly. Books that have been popular defining these leading
practices include Master Scheduling by John F. Proud and DRP: Distribution Resource Planning
: The Gateway to True Quick Response and Continuous Replenishment by André J. Martin. I have incorporated
these two approaches using the Supply Chain Excellence approach. If you don't have Tactical Planning processes
or are looking to improve your current ones, the Tactical Planning page link will give you a perspective on a typical
SCE project.
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