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About The SCOR Level Two Process Types
The SCOR model version 5.0 decomposes from five Level One process categories—PLAN, SOURCE, MAKE, DELIVER, and RETURN—to twelve supply chain execution process types and five planning process types. (See Figure 7-1.)
Figure 7-1: SCOR level two process types.
Level Two elements identify the types of items and consequent processes that are used to move material from location to location.
Source
The SOURCE Level Two process types—source stocked product (S1), source make-to-order product (S2), and source engineer-to-order product (S3)—attempt to characterize how a company purchases raw materials and finished goods. The key factors in determining the source process types are the trigger event from PLAN, MAKE, and DELIVER processes, and the state of the material at the supplier when the purchase order is placed.S1—a make-to-stock environment—is generally triggered by a forecast requirement from PLAN, MAKE, or DELIVER and the supplier has the item available in a finished-goods inventory before the purchase order. S2—a make-to-order environment—is usually triggered by a specific customer-order requirement from MAKE or DELIVER, and the supplier must convert raw materials or semi-finished goods in response to a purchase order. S3—an engineer-to-order environment—is most often triggered by a specific customer order and design specifications from MAKE or DELIVER. A qualified supplier must be identified before a purchase order is issued; the purchase order quantity is dependent on specific customer order quantities and is often executed only once.
Frequently, the supply of a given raw material or finished good evolves through each of these process types over the course of its product life cycle. Just as frequently, a location may use one, two, or all three SOURCE process types.
Make
The MAKE Level Two process types—make-to-stock (M1), make-to-order (M2), and engineer-to-order (M3)—attempt to characterize how your company converts raw materials (RM) to work-in-process (WIP) to finished goods (FG) status. The conversion process generally is located in a manufacturing site or sites but can be applied to a warehouse as well. The key factors in determining the make process types are the trigger event from PLAN or DELIVER, and also the state of the material when the customer order is placed.M1 is generally triggered by a forecast or replenishment requirement from PLAN; the conversion process is executed prior to the customer order. The work-order quantity is independent of specific customer order quantities, and is often related to a replenishment economic order quantity. M2 is generally triggered by a specific customer order requirement from DELIVER; the conversion of raw materials or semi-finished goods is executed in response to a customer order. The work order quantity is equal to customer order quantities. M3 is generally triggered by a specific customer order requirement and design specifications from DELIVER. Manufacturing engineering specifications must be completed prior to the issue of a work order. The work order quantity is dependent on specific customer order quantities, and is usually executed once.As with raw materials, WIP items can evolve through each process type over the course of the product life cycle, and a location may use one, two, or all three MAKE process types.
Deliver
The DELIVER Level Two process types—deliver stocked product (D1), deliver make-to-order product (D2), and deliver engineer-to-order product (D3)—attempt to characterize how a company processes its finished goods in response to customer orders. The delivery process frequently is located in a warehouse site, but can be applied to manufacturing or supplier direct ships as well. The key factors in determining the deliver process types are the trigger event from PLAN or the customer, and the state of the material when the customer order is placed.D1 is generally triggered by a forecast from PLAN that places finished goods in inventory on an available-to-promise basis prior to the customer order. Inventory levels are independent of specific customer order quantities. D2 is usually triggered by a specific customer order requirement of finished goods that are planned to be converted, assembled, or configured after the receipt of the customer order. The sales order quantity is equal to customer order quantities. D3 is triggered by a specific customer order requirement and design or manufacturing specifications to be completed prior to the issue of a sales order. The sales order quantity is equal to customer order quantities and is usually executed once. FG items can evolve through each process type over the course of the product life cycle, and a location may use one, two, or all three DELIVER process types.
Return
The RETURN Level Two process types—return defective product (R1), return maintenance, repair, and overhaul (MRO) product (R2), and return excess product (R3)—attempt to characterize how a company returns its finished goods in response to customer return authorizations. The return process frequently is located in a warehouse site but can be applied to a manufacturing or supplier direct ships as well.There are two perspectives built into the return process types: returns from customers (DRx) and returns to suppliers (SRx). Key factors in determining the return process types are the trigger event from the customer of PLAN and the state of the material when the customer order is placed.R1 is triggered on a small scale by a warranty claim initiated by a customer and on a large scale by a product recall triggered by internal resources executing the process steps in PLAN Return. R2 is triggered by planned maintenance event initiated by PLAN return, or an unplanned maintenance event initiated by engineering, maintenance, or other technical resources. R3 is triggered by planned inventory returns based on contractual agreements with specific customers, or unplanned inventory returns based on category management data for retail or distributor shelf space.
Plan
PLAN supply chain (P1) is the process of taking actual demand data and generating a supply plan for a given supply chain, as defined by the supply chain project scope matrix (see Table 3-5). The basic steps require:
A unit forecast that is adjusted for marketing and sales events
A supply plan that constrains the forecast based on availability or resources, such as inventory, manufacturing capacity, and transportation
A balance step where demand/supply exceptions are resolved and updated on the system
This planning process type is most closely associated with the leading practice of sales and operations planning.PLAN source (P2) is the process of comparing total material requirements with the P1 constrained forecast generated above and generating a material requirements resource plan based on P3 to satisfy landed cost and inventory goals by commodity type. This translates to a material release schedule that lets the buyer know how much product must be purchased based on current orders, inventory, and future requirements. It is carried out for items on the bill of materials and may be aggregated by supplier or commodity type. This planning process type is most closely associated with the leading practices in material requirements planning.PLAN make (P3) is the process of comparing actual production orders plus replenishment orders coming from P4 against the P1 constrained forecast generated above and then generating a master production schedule resource plan to satisfy service, cost, and inventory goals. This translates to material requirements, P2, that tell the purchasing (or commodity) manager how much product is required by item and a master production schedule that lets the plant scheduler know how much total product must be made by ship date. It is carried out for each plant location and may be aggregated to region or another geography type. This planning process type is most closely associated with the leading practices of master production scheduling.PLAN deliver (P4) is the process of comparing actual committed orders with the P1 constrained forecast generated above and developing a distribution resource plan to satisfy service, cost, and inventory goals. The plan generally translates to replenishment requirements that tell the plant manager how much product to plan for, P3; and visibility into available-to-promise inventory. P4 is carried out for each warehouse stocking location and may be aggregated to regional levels or another geography type. This planning process type is most closely associated with the leading practices of distribution requirements planning.PLAN return (P5) is the process of aggregating planned returns and generating a return resource plan to satisfy service, cost, and inventory goals. The plan generally translates to return requirements that tell the manufacturing, maintenance, and logistics teams the type, volume, and schedule of planned and known unplanned returns. P5 is carried out for each warehouse and maintenance return and may be aggregated to regions or other geography type.
Level of Detail
The first job in material flow analysis is to determine the right level of mapping detail to identify inefficiencies. Here are some factors that help to determine the right level.For the AS IS portion, it's often easier to map material flows from the row or product point of view of the supply chain defiTable 3-4), as opposed to the column, or customer point of view. The reason is that physical locations, raw material commodities, and key suppliers are grouped by row more frequently than the column.Second, the SCORcard data must be able to cascade to the maps; there will be more on this subject in the material flow performance summary (Chapters 7 and 8).Third, and most important to efficiency in the mapping process, is the level of the products to be mapped. Mapping material flow at the SKU level is more work than mapping at the product family level, which is more effort than mapping at the product line or group level. Which level is right? Use the highest level that can point to both tactical and strategic inefficiencies in service levels, transportation cost, lead-time (cycle time), and days of inventory.
AS IS Mapping at Fowlers
The Fowlers design team determined that two maps were necessary to illustrate inefficiencies in the food products material flow. The first map comprised key food product suppliers by commodity type (live produce, packaging, contract manufacturer of precooked food), manufacturing locations (Des Moines, Iowa; Madison, Wisconsin; and Minneapolis, Minnesota), and corporate distribution locations (Portland, Oregon; Atlanta, Georgia; Harrisburg, Pennsylvania; and Santa Fe, New Mexico) mapped by product family (fresh, frozen, and precooked).The second map included Fowlers' corporate distribution locations on one layer, and on a second layer, a region-by-region breakdown of food products customer channel sales data (retail, distributor, direct-to-consumer, and government).The design team also generated two maps for the technology products group. The first included key suppliers by commodity type (resins, packaging, a contract manufacturer that supplied optical media and computer hardware); manufacturing locations (San Jose, California; Chicago, Illinois; St. Paul, Minnesota; and Memphis, Tennessee) mapped by product family (CD-ROM replication, fulfillment, and life cycle management); and corporate distribution locations mapped by product family (optical drives and optical media). See Figure 7-2 for a summary of technological product locations.
Figure 7-2: Technology products geographic map—locations.
The second map included Fowlers' corporate distribution locations on one layer and on a second layer a region-by-region breakdown of customer channel sales data (retail and OEM/ key accounts).
