Supply Chain Operations Reference Model (SCOR)

This assignment delves into the Supply Chain Operations Reference Model (SCOR), a crucial tool for effective supply chain management. The SCOR model outlines five key stages: Plan, Source, Make, Deliver, and Return. Each stage is explained in detail, highlighting its activities and importance within the overall supply chain process. The assignment emphasizes the benefits of implementing SCOR, including improved efficiency, performance measurement, and identification of operational loopholes. It concludes by asserting the value SCOR brings to organizations.

Running head: SUPPLY CHAIN OPERATION REFERENCE MODEL
Supply Chain Operation Reference Model
Name of the Student
Name of the University
Author’s Note

1SUPPLY CHAIN OPERATION REFERENCE MODEL
Supply Chain Operations Reference Model (SCOR) is considered as a major tool for the
management so that they can address and improve the various issues related to the supply chain
management of the business organizations in order to tale effective business decisions (Estampe
et al., 2013). Thus, SCOR model gives the description of various business procedures in order to
satisfy the demands of the customers. This particular model assists the organizational managers
in explaining different kinds of processes along with the aspects of organizational supply chain
management so that they can improve various business processes. The model of SCOR is shown
below:
Figure 1: Supply Chain Operations Reference Model (SCOR)
(Source: Gopal & Thakkar, 2012)
According to the above diagram, there are five steps in the SCOR model. They are Plan, Source,
Make, Deliver and Return. These sources are discussed below:

2SUPPLY CHAIN OPERATION REFERENCE MODEL
Plan: This first step includes the planning and management of demand and supply. In this step,
organizational managers make balance between the organizational resources with supply chain
requirements and they determine the entire supply chain communication.
Source: In this step, the organizational managers source the necessary materials and
infrastructure. This includes the management of inventory, supplier network, agreement of the
suppliers, supplier’s performance (Liu et al., 2014).
Make: The main function of this step is manufacturing and production. The major activities of
this step is production, packaging, staging the products and to release the products. Some other
major activities of this step are the management of production network, facilities, equipments
and management of transportation Gopal & Thakkar, 2012.
Deliver: In this step, the major activities are management of order, warehousing the final
products and transportation. In this step, the organizational managers of the companies are
responsible for the management of finished products, their transportation, product life cycle and
others.
Return: In this process, the business organizations are responsible for the management of
returned products. There are different kinds of returns like return of containers, inventory and
others (Liu et al., 2014).
It needs to be mentioned that the SCOR framework adds value to the business
corporations by providing them some major benefits. Organizational managers can employ
SCOR in different levels of the production process in order to measure the efficiency of supply
chain. Thus, the companies become able in the measurement of the performance effectiveness of
organizational supply chain; because of this, organization managers get the clear idea about the

3SUPPLY CHAIN OPERATION REFERENCE MODEL
function of the five steps of SCOR that take place repeatedly (Ntabe et al., 2015). In this context,
it needs to be mentioned that success of one-step in SCOR largely depends on the success of the
pervious step. This particular process leads to the identification is loopholes in the supply chain
operations of the organizations. In addition, with the help of SCOR model, organizations
managers enjoy some other major benefits like full leverage of capital investments, preparation
of the road map of supply chain, alignment of business objectives with SCOR model and others
(Huo, 2012). Thus, based on the above discussion, it can be said that SCOR framework adds
major value to the business organizations.

4SUPPLY CHAIN OPERATION REFERENCE MODEL
References
Estampe, D., Lamouri, S., Paris, J. L., & Brahim-Djelloul, S. (2013). A framework for analysing
supply chain performance evaluation models. International Journal of Production
Economics, 142(2), 247-258.
Gopal, P. R. C., & Thakkar, J. (2012). A review on supply chain performance measures and
metrics: 2000-2011. International Journal of Productivity and Performance
Management, 61(5), 518-547.
Huo, B. (2012). The impact of supply chain integration on company performance: an
organizational capability perspective. Supply Chain Management: An International
Journal, 17(6), 596-610.
Liu, P., Huang, S. H., Mokasdar, A., Zhou, H., & Hou, L. (2014). The impact of additive
manufacturing in the aircraft spare parts supply chain: supply chain operation reference
(scor) model based analysis. Production Planning & Control, 25(13-14), 1169-1181.
Ntabe, E. N., LeBel, L., Munson, A. D., & Santa-Eulalia, L. A. (2015). A systematic literature
review of the supply chain operations reference (SCOR) model application with special
attention to environmental issues. International Journal of Production Economics, 169,
310-332.