Supply Chain Excellence [Electronic resources] : A Handbook for Dramatic Improvement Using the SCOR Model نسخه متنی

III. Project Approach

Methodology

SCOR (Supply Chain Operations Reference) model version 5.0 will be used to analyze basis of competition, configure material, work, and information flows, identify disconnects, align processes and systems, and define processes to meet internal and external performance standards. SCOR has a set of tools and templates that will guide us through reviewing Fowlers' worldwide performance in the areas of PLAN, SOURCE, MAKE, DELIVER, and RETURN.

Project Schedule

Design Team Meetings, Two Days Per Week Face-to-Face

Week Tasks

Planning and organizing

Project kickoff and SCOR metrics

Benchmarks, competitive requirements, steering team review number one

SCORcards

SCORcard gap analysis, initiate AS IS material flow, steering team review number two

AS IS material flow performance summary

Material flow disconnect analysis, steering team review number three

Disconnect and opportunity analysis

Opportunity summaries, initiate TO BE material flow, steering team review number four

TO BE material flow

Quick-hit plans, steering team review number five, initiate work and information flow analysis

Staple yourself analysis

AS IS swim diagram, steering team review number six

AS IS productivity summary

TO BE work and information flow blueprint, steering team review number seven

TO BE summary, project portfolio

Implementation planning, steering team review number eight

Steering Team Meetings

Project Deliverables

Business context document

Project charter

Customized SCOR education material

Supply chain definition matrix

Industry competitive summary

SCORcard, competitive requirements, gap analysis

Material flow performance assessment

Material flow SCOR level two configuration, leading practice summary

Staple yourself analysis interview list by transaction type

SCOR level three quick reference guide

Transactional analysis summary for all appropriate SCOR level three elements

AS IS swim diagrams

Transaction productivity summaries for purchase order, work order, sales order, return authorization, forecast, and replenishment order

TO BE SCOR level three work and information flow blueprints

Logical test—business scenarios

Gross opportunity summary—disconnect grid

Project portfolio and estimated return on investment schedule

Risks and Dependencies

Executive sponsorship from Fowlers' business units

A Fowlers financial analyst will be available for performance requirements and benchmarking phase of the project.

Availability of in-scope worldwide Fowlers raw historical data to collect and calculate actual performance against SCOR methodology

Consistent availability of steering committee and design team members

Project Budget

Project Organization Chart

Roles and Responsibilities—Fowlers Steering Team

Ensure organizational commitment.

Resolve cross-functional issues.

Provide resources in support of program as needed.

Support change management cross-functionally.

Prioritize projects within the program and enterprise.

Fowlers Project Sponsor

Endorse and communicate changes.

Communicate and represent the business vision and objectives of the initiative.

Measure team progress against deliverables.

Initiate and champion projects.

Provide resource support to the design team.

Review and approve deliverables at project milestones.

Resolve escalated issues.

Initiate and champion projects identified.

Approve and manage budget and schedule.

Ensures availability of key resources.

Provide final approval for all changes within defined scope.

Fowlers Project Manager

Staff project team.

Facilitate design team and business interactions.

Serve as liaison between project team and executive sponsors.

Define, communicate, and facilitate necessary changes to policies and standards.

Measure team progress against deliverables.

Ensure that project staff and vendor communications, morale, and quality of work-life is conducive to the successful attainment of project objectives.

Manage all external resources assigned to the project to contractual commitment.

Manage all aspects of the project in a manner consistent with Fowlers' business requirements, policies, project management methodology, and budget procedures.

Define and plan the project. Responsible for establishing quality standards and acceptance criteria in the statement of work.

Manage project budget and timeline.

Escalate the resolution of critical issues.

Identify, manage, and communicate project constraints.

Ensure that project staff and vendors complete all deliverables as defined in the statement of work, according to the terms and conditions of the statement of work or subsequent change orders.

Obtain necessary deliverable approvals.

Define required staffing.

Create and recommend change orders to the statement of work where required for the successful attainment of the business vision and objectives.

Fowlers Design Team

Expected to be available for twenty hours per week for team meetings and other blocks of time as required.

Complete any assigned work on time including all project deliverables.

Identify competitive requirements and put together SCORcard.

Identify current material, work, and information flows.

Identify material, work, and information disconnects.

Define and document desired material, work, and information flows.

Prioritize supply chain improvements and the supply chain improvement plan.

Provide subject matter expertise as requested.

Review and validate design team deliverables.

Fowlers Extended Team

Expect to be available by appointment with advance notice.

Participate in team meetings, as required.

Contribute to all activities of the design team as requested.

Coach

Provide training to the Fowlers project team in the understanding and utilization of the SCOR model.

Participate in the modeling and disconnect analysis of Fowlers' supply chains.

Facilitate leading-practices discussion and analysis.

Provide supply chain content expertise

Benefits and Measures of Success—Stakeholder Expectations

Based on stakeholder interviews, the following key points represent a summary of expectations:

Improve corporate inventory turns

Cross-functional process changes, ownership

Superior delivery

Purchased finished goods (merchandise) turns from five to ten

Improve transaction process with suppliers

Complete metrics for each area of the supply chain

Clearly identify supply chain performance gaps

Drive 2002 and 2003 profit after-tax performance

Expand supply chain knowledge of the team

Develop a repeatable process for future SCOR initiatives

Benchmarks

Supply-Chain Council—Performance Measurement Group (PMG) for SCOR level one metrics

Existing internal benchmarking data from operational business units

Hoovers.com industry comparison for general 10K income statement and balance sheet financial measures

Benefit Analysis

Supply chain improvement project portfolio and projected return on investment is the final deliverable for "analyze and design." Based on experience, the average size of project portfolios is 3 percent operating income improvement. The project portfolio will be sequenced to yield a minimum of $208,000, based on 2X return-on-investment of the green-dollar cost of this project.

Project Communication

A formal communication plan will be established for each group of stakeholders in this project including the steering team, project manager, design team, extended team, and Fowlers at large.