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Supply Chain Excellence: A Handbook for Dramatic Improvement Using the SCOR Model (Hardcover)

by Peter Bolstorff (Author), Robert Rosenbaum (Author)

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Product details

Hardcover: 304 pages
Publisher: Amacom; 2 edition (1 Oct 2007)
Language English
ISBN-10: 0814409261
ISBN-13: 978-0814409268
Product Dimensions: 23.4 x 15.7 x 3.3 cm

Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)

Amazon.co.uk Sales Rank: 350,232 in Books (See Bestsellers in Books)
Popular in these categories:
#76 in Books > Business, Finance & Law > Management > Purchasing & Supply
#76 in Books > Business, Finance & Law > Professional Finance > Purchasing & Procurement

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Product Description

The Supply Chain Council (SCC) is a nonprofit organization dedicated to developing best practices in supply chain management. Now in a newly revised, second edition, Supply Chain Excellence is the first and only book on the DCOR, CCOR, and SCOR Models. It gives professionals implementing new supply chain projects a clear, step-by-step guide to adopting the accepted and proven methodologies developed by the SCC. This book shows readers how they can:

Align strategy, material, workflow, and information
Conduct the proper competitive analysis to define business opportunity
Establish the metrics that will determine the project’s level of success
Gain internal support by educating employees and executives

Complete with new case studies, a Value Chain Excellence project roadmap, and the addition of the DCOR and CCOR process frameworks, the second edition of Supply Chain Excellence gives readers all the practical tools they need, whether they’re trying to improve the performance of an existing supply chain system or implement a new one.

About the Author

Peter Bolstorff (Minneapolis, MN) is President and CEO of SCE Limited, which supports "do-it-yourself" supply chain performance through education, coaching, and process expertise. Robert Rosenbaum (Cleveland, OH) is an award-winning journalist and publisher and editorial director of Supply Chain Technology News.

Inside This Book (Learn More)

Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index

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5.0 out of 5 stars An "objective, unbiased way to define supply chain management", 5 Jun 2007

By	Robert Morris (Dallas, Texas) - See all my reviews (TOP 100 REVIEWER) (REAL NAME)

This review is from: Supply Chain Excellence: A Handbook for Dramatic Improvement Using the SCOR Model (Hardcover)

SCOR is an acronym for the Supply Chain Operations Reference business model that was developed by the Supply Chain Council. (For more information about SCC, please visit http://www.supply-chain.org/index.ww.) In this volume, Peter Bolstorff and Robert Rosenbaum explain what the SCOR model is, how to use it most effectively, and why it can help any organization (regardless of size or nature) to improve its supply chain management. When reading this volume, it is important to keep in mind that effective management of any supply chain model depends upon active and collaborative engagement in the process by (literally) everyone involved, at all levels and in all areas of the given enterprise.

Many readers will especially appreciate the format that Bolstorff and Robert Rosenbaum selected within which to present their material. After two introductory chapters in which they discuss the supply chain operations reference model and then suggest how to build organizational support for supply chain improvement, they focus on the implementation of a four-phase process during a recommended seventeen-week timeframe and devote a separate chapter to each of the seventeen weeks.

Phase I: Discover the Opportunity (Week One)
Phase II: Analyze Basis of Competition (Weeks Two-Four)
Phase III: Design Material Flow (Weeks Five-Eleven)
Phase IV: Work and Information Flow Analysis and Design (Weeks Twelve-Seventeen)

Bolstorff and Rosenbaum then provide six appendices which facilitate review of the key points later: SCOR Model Overview, Fowler's Business Context Summary, Fowler's Supply Chain Improvement Project Charter, Partial List of SCOR Model Leading Practices (Sorted by Business Area), SCOR Version 5.0 Quick Reference Guide, and SCOR and Six Sigma DMAIC [i.e. Define, Measure, Analyze, Improve, and Control].

Note: Fowlers, Inc. is a billion-dollar conglomerate with worldwide leadership in three businesses: food processing, optical technology products, and business services. "Fundamental to the success is the Fowlers mission to continually exceed customer expectations. The company and its employees believe that if they go beyond what customers require, those customers will return again and again."

For me, some of the most valuable material in this book is provided in Chapter 17 (Week Fifteen) when Bolstorff and Rosenbaum explain how to determine how the given business should work by reviewing the Sample SCOR Level 3 Baseline Blueprint (see Table 16-3 on Page 181), adjusting SCOR Level Three processes between "swim lanes" (i.e. dividers used to organize and separate process steps by groups, organizations or roles; used to delineate ownership of the processes), incorporating transaction language for the specific technology application that will be used, conducting logical business transaction tests, and calculating productivity improvements based on the changes.

This is by no means an "easy read" and will be especially challenging to those who have only limited (if any) prior experience with the design and implementation of a large organization's supply chain for. Credit Bolstorff and Rosenbaum with making brilliant use of an extended case study of Fowlers. I certainly appreciated this approach because it enabled me to gain a much better understanding of how the exemplary organization navigated its way through the eight steps of the SCOR project lifecycle which begins with educating everyone within the given enterprise about supply chain improvement to gain their support and concludes with implementing whatever changes (i.e. improvements) may be necessary to achieve sustainable competitive advantage.

Those who share my high regard for this volume may also be interested in Thomas Stallkamp's SCORE! in which he explains how (then) Chrysler Motors used a proprietary goal and measurement system (Supplier Cost Reduction Effort) in the 1990s. At that time, Stallkamp was responsible for Chrysler's procurement and supply activities. "Although it took some time to get started, by 1992, the SCORE approach had been incorporated into a supply-management philosophy called the Extended Enterprise of the firm. Because their destiny and fortunes were directly linked to Chrysler's, the idea was to build a virtual team atmosphere in which all parties focused on reducing the cost of developing and producing vehicles. The construction supply-side suggestions worked to reduce both the supplier's costs and those of Chrysler." In this book, Stallkamp traces with meticulous the process by which SCORE was formulated and then implemented as a proprietary goal and measurement system.

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