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© 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 2
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, Fármacos 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 3
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 3
Global Scope With Over 800
Member Organizations
Member Distribution Geographic
Australia/New
Zealand
China South Africa
Latin America
Southeast
North
Asia
America
Japan
Member Affiliation
Government
Europe
SME
End User
Non-Profit/Academic
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 4
Supply Chain 5
© 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
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 7
Industry Groups
© 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
$180 $168.11
$160
$140
$120
$100 $91.49
$81.32 $80.52
$80 $70.12
$56.36
$60
$40 $29.48
$22.86 $23.98 $24.60 $24.58
$20 $9.75
$0
Consumer Electronics Industrial Products Petroleum/Chemical Retail and Wholesale Services
Products/Packaged
Goods
LEADERSHIP in
OPERATIONS EXCELLENCE
HIGHER SUPERIOR
MARKET FINANCIAL
SHARE RETURNS
REINVEST AT A
GREATER HIGHER RATE
VALUE THAN
TO CUSTOMERS COMPETITORS
Supplier
Manufacturer Distributor Wholesaler Retailer
Consumer
Sales
Sales
Sales
Sales
Time Time Time Time
Internet/ Customer
Portals Internet/ Demand
Internet/
Portals
Portals
Virtual
Manufacturers Logistics Info
Providers Goods
Contract
Manufacturers
Companies Must Transform Their Operating Processes To Become
Customer Focused, Demand Responsive, Collaborative, & Profitable
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 18
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
• Auto Id/Information
› Beyond RFID
› Voice Recognition/Response
› Intelligent Sensors, Monitors, Devices
• Robotics Extending from Manufacturing to Logistics
› Picking, Packing, Putaway
› Load, Unload
• Internet Transparency & Social Media for Business
› LinkedIn, Twitter, Blogging, Search
› Offers, Location, Orders, Navigation, Behavior
Vendor
Companies must define Crossdockbest
& Customer
Custom Packtheir
& supply chain processes, metrics,
Distribution
practices and
Outbound
talent requirements to leverage a newCenter
Label paradigm in supply chain management to
Consolidation
gain competitive advantage!
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 20
HOW COMPANIES USE SCOR TO
OPTIMIZE SUPPLY CHAIN PERFORMANCE
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 21
What is SCOR®?
Customer processes
Supplier processes
Plan
500 best practices including
risk and environmental
management and HR SEAT
• Organized around the five Source Make Deliver
primary management
processes of Plan, Source,
Make, Deliver and Return
Return Return
• Developed by the industry
for use as an industry open
standard - Any interested
organization can participate Process, arrow indicates material flow direction
in its continual development Process, no material flow Information flow
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 22
22
About SCOR: A Process Framework 23
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 23
A Process Framework 24
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 24
About SCOR: Supply Chain 25
Product/Portfolio
Product/Portfolio
ManagementManagement
Customer processes
Supplier processes
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
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 27
SCOR Supported Model Types
© 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
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 30
The Matrix
Group 1 Group 2
Product 1 X X
Business 1
Product 2 X X
Product 3 X X
Business 2
Product 4 X
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 31
SCOR Defines the First 3 Levels of Details
Level 1 Level 2 Level 3 Level 4 Level 5
Scope Configuration Activity Workflow Transactions
S1 EDI
Supply-Chain S1.2
Source
Source
Receive Product
XML
Stocked Product
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 33
P1 Plan Supply Chain
Metrics Best Practices
Cash-to-Cash Cycle Time Capability to run What-if simulations
Change in Demand signal instantaneously
Cost to Plan SC “reconfigures” Production and Supply Plans
Order Fulfillment Cycle
Time CPFR
Plan Cycle Time On-line visibility of demand
Return on SC Fixed Assets Re-balancing on full-stream supply and
demand
Return on Working Capital 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?
› Determine risk
quick sponsor
wins issue › Determine return
• Pin in the quadrant
Low Return
consider
nice to have
carefully
© 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
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 37
Supply Chain Priority
Business 1 3 2 2 2 2 11
Business 2 2 1 3 3 1 10
Business 3 1 3 1 1 3 9
1=low
3=high
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 38
Supply Chain Strategy
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 39
Comparative Ranking
© 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
combination of ratings
Reliability P S defines Your Supply
Chain Strategy for the
External
Responsiveness P A channel
• Think of the rating as
Flexibility A A a desired state, NOT
where you want to
Cost A P improve the most
Internal
Assets S P
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 41
The SCORcard
© 2011 Supply Chain Council. ALL RIGHTS RESERVED. | SCOR Framework | Slide 42
Supply Chain Balanced SCORcard
© 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
Parity Req
Attribute Metric (level 1) Company Parity Adv Superior
Gap Gap
Responsiveness Order Fulfillment Cycle Time 14 days 8 days 6 days 4 days 6 days 8 days
Flexibility Ups. Supply Chain Flexibility 62 days 80 days 62 days 40 days -18 days
Cost Supply Chain Mgmt Cost 10.1% 10.8% 10.4% 10.2% -0.7%
Assets Cash-to-Cash Cycle Time 22 days 45 days 30 days 20 days -23 days
© 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 Source Make Deliver Source Make Deliver Source Make Deliver Source
© 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
The World is Flat: Companies that leverage technology and the SCC’s
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
50