SCOR Metrics Supply Chain Reliability Supply Chain Responsiveness Supply Chain Agility Supply Chain Costs Supply

Supply Chain Responsiveness Supply Chain Agility Supply Chain Costs Supply Chain Asset Management

SCOR
®

Performance Attributes RL.1.1 - Perfect Order Fulfillment RS.1.1 - Order Fulfillment Cycle Time AG.1.1 - Upside Supply Chain Flexibility CO.1.1 - Supply Chain Management Cost AM.1.1 - Cash-to-Cash Cycle Time
The Supply Chain Operations Reference (SCOR®) model

is the product of Supply Chain Council (SCC), an
independent, nonprofit, global corporation with
Quick
The performance attributes of a supply chain permit it to be analyzed and RL.2.1 - % of Orders Delivered In Full RS.2.1 - Source Cycle Time AG.2.1 - Upside Flexibility (Source) CO.2.1 - Cost to Plan AM.2.1 - Days Sales Outstanding
evaluated against other supply chains with competing strategies. SCOR
RL.3.33 - Delivery Item Accuracy RS.3.8 - Authorize Supplier Payment Cycle Time CO.3.104 - Cost to Plan (Deliver)
identifies five core supply chain performance attributes: Reliability, AG.2.2 - Upside Flexibility (Make) AM.2.2 - Inventory Days of Supply
RS.3.35 - Identify Sources of Supply Cycle Time

membership open to all companies and organizations
interested in applying and advancing state-of-the-art
Reference
RL.3.35 - Delivery Quantity Accuracy CO.3.105 - Cost to Plan (Make)
Responsiveness, Agility, Costs, and Asset Management. Without these
AG.2.3 - Upside Flexibility (Deliver)
AM.3.45 - Inventory Days of Supply
characteristics it is difficult to compare an organization that strategically RL.2.2 - Delivery Performance to RS.3.107 - Receive Product Cycle Time CO.3.106 - Cost to Plan (Return) ( Finished Goods )
chooses to be the low-cost provider against an organization that chooses Customer Commit Date RS.3.122 - Schedule Product Deliveries Cycle Time CO.3.107 - Cost to Plan (Source) AM.3.16 - Inventory Days of Supply
AG.2.4 - Upside Return Flexibility (Source)

supply chain management systems and practices. The
SCOR model captures the Council’s consensus view of
supply chain management. While much of the
underlying content of the model has been used by
practitioners for many years, the SCOR model provides
a unique framework that links business process,
metrics, best practices, and technology features into a
unified structure to support communication among
supply chain partners and to improve the effectiveness
of supply chain management and related supply chain
improvement activities.
to compete on reliability and performance.
RL.3.32 - Customer Commit Date Achievement Time
Customer Receiving
Directly associated with the performance attributes are the Level 1 strategic RL.3.34 - Delivery Location Accuracy
metrics. These Level 1 metrics are the calculations by which an organization
RL.2.3 - Documentation Accuracy
can measure how successful it is in achieving its desired positioning within
the market space. RL.3.31 - Compliance Documentation Accuracy
RL.3.43 - Other Required Documentation Accuracy
Many metrics in the SCOR model are hierarchical, just as the process
RL.3.45 - Payment Documentation Accuracy
elements are hierarchical. Level 1 metrics are created from lower level
RL.3.50 - Shipping Documentation Accuracy
calculations. Level 2 metrics are generally associated with a narrower
subset of processes. For example, Delivery Performance is calculated as RL.2.4 - Perfect Condition
the total number of products delivered on time and in full based on a RL.3.12 - % Of Faultless Installations
commit date. Additionally, metrics (diagnostics) are used to diagnose
RL.3.24 - % Orders/Lines Received Damage Free
variations in performance against plan. For example, an organization may
RL.3.41 - Orders Delivered Damage Free Conformance
wish to examine the correlation between the request date and commit date.
RL.3.42 - Orders Delivered Defect Free Conformance
RL.3.55 - Warranty and Returns
RS.3.125 - Select Supplier and Negotiate Cycle Time
RS.3.139 - Transfer Product Cycle Time
RS.3.140 - Verify Product Cycle Time
RS.2.2 - Make Cycle Time
RS.3.33 - Finalize Production Engineering Cycle Time
RS.3.49 - Issue Material Cycle Time
RS.3.101 - Produce and Test Cycle Time
RS.3.114 - Release Finished Product to Deliver Cycle Time
RS.3.123 - Schedule Production Activities Cycle Time
RS.3.128 - Stage Finished Product Cycle Time
RS.3.142 - Package Cycle Time
RS.2.3 - Deliver Cycle Time
RS.3.16 - Build Loads Cycle Time
AG.2.5 - Upside Return Flexibility (Deliver)
AG.1.2 - Upside Supply Chain Adaptability
AG.2.6 - Upside Adaptability (Source)
AG.2.7 - Upside Adaptability (Make)
AG.2.8 - Upside Adaptability (Deliver)
AG.2.9 - Upside Return Adaptability (Source)
AG.2.10 - Upside Return Adaptability (Deliver)
AG.1.3 - Downside Supply Chain Adaptability
CO.3.108 - Cost to Plan Supply Chain
CO.2.2 - Cost to Source
CO.3.27 - Cost to Authorize Supplier
Payment
CO.3.115 - Cost to Receive Product
CO.3.126 - Cost to Schedule Product
Deliveries
CO.3.137 - Cost to Transfer Product
CO.3.138 - Cost to Verify Product
CO.2.3 - Cost to Make
CO.2.4 - Cost to Deliver
CO.3.163 - Order Management Costs
CO.3.200 - Order Delivery Costs
Guide
( Raw Material )
AM.3.17 - Inventory Days of Supply ( WIP )
AM.3.23 - Recycle Days of Supply
AM.3.28 - Percentage Defective Inventory
AM.3.37 - Percentage Excess Inventory
AM.3.44 - Percentage Unserviceable
MRO Inventory
AM.2.3 - Days Payable Outstanding
AM.1.2 - Return on Supply Chain
Fixed Assets
AM.2.5 - Supply Chain Fixed Assets
AM.3.11 - Fixed Asset Value (Deliver)
AM.3.18 - Fixed Asset Value (Make)

scc
CO.2.5 - Cost to Return AM.3.20 - Fixed Asset Value (Plan)
RS.3.18 - Consolidate Orders Cycle Time
AG.2.11 - Downside Adaptability (Source)
New in SCOR 10.0: People
SM

CO.3.131 - Cost to Source Return AM.3.24 - Fixed Asset Value (Return)

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RS.3.46 - Install Product Cycle Time
AG.2.12 - Downside Adaptability (Make) AM.3.27 - Fixed Asset Value (Source)
RS.3.51 - Load Product & Generate Shipping CO.2.7 - Mitigation Cost ($)
The people section introduced in SCOR 10.0 (available online and in the Documentation Cycle Time
printed SCOR manual) provides means for managing talent in the supply AG.2.13 - Downside Adaptability (Deliver) CO.3.178 - Risk Mitigation Costs (Deliver)
AM.1.3 - Return on Working
RS.3.95 - Pack Product Cycle Time
chain by incorporating a standard for describing the expertise required to CO.3.179 - Risk Mitigation Costs (Make) Capital
perform tasks and manage processes. The SCOR skills management RS.3.96 - Pick Product Cycle Time
CO.3.180 - Risk Mitigation Costs (Plan) AM.2.6 - Accounts Payable
complements the existing process, metrics, and practice reference RS.3.102 - Receive & Verify Product by Customer Cycle Time AG.1.4 - Overall Value at Risk (VAR) (Payables Outstanding)
CO.3.181 - Risk Mitigation Costs (Return)
components by aligning people and their skills to the processes. RS.3.110 - Receive Product from Source or Make Cycle Time AG.2.14 - Supplier's/Customer's/
Product's Risk Rating CO.3.182 - Risk Mitigation Costs (Source) AM.2.7 - Accounts Receivable
A Skill in SCOR is the capacity to deliver predetermined results with RS.3.111 - Receive, Configure, Enter, & Validate Order (Sales Outstanding)
Cycle Time
minimal input of time and energy, characterized by a standard definition AG.2.15 - Value at Risk (Plan)
Australia & New Zealand RS.3.116 - Reserve Resources and Determine Delivery CO.1.2 - Cost of Goods Sold AM.2.8 - Inventory
with associated experience, aptitudes, and training.
Date Cycle Time
Europe AG.2.16 - Value at Risk (Source) CO.3.140 - Direct Labor Cost
Experience is the knowledge or ability acquired by observation or active RS.3.117 - Route Shipments Cycle Time
Greater China
participation, obtained by doing the work in a real life environment, and RS.3.120 - Schedule Installation Cycle Time AG.2.17 - Value at Risk (Make)
Japan CO.3.141 - Direct Material Cost
undergoing different situations that require different actions.
Latin America RS.3.124 - Select Carriers & Rate Shipments Cycle Time
AG.2.18 - Value at Risk (Deliver) CO.3.155 - Indirect Cost Related
North America Aptitude is a natural, acquired, learned, or developed ability to perform a RS.3.126 - Ship Product Cycle Time to Production
South East Asia certain kind of work at a certain level.
RS.2.4 - Delivery Retail Cycle Time AG.2.19 - Value at Risk (Return)
Southern Africa Training develops a skill or type of behavior through instruction.
VERSION
RS.3.17 - Checkout Cycle Time

Item no. 726770-en

All people skills are coded with a capital letter H followed by a capital letter
representing the element: S for Skills, A for Aptitudes, E for Experience
RS.3.32 - Fill Shopping Cart Cycle Time

RS.3.34 - Generate Stocking Schedule Cycle Time

© 2010 Supply Chain Council, Inc. ALL RIGHTS RESERVED.
SCOR ® is a registered trademark in the United States and Europe.
SCOR Online Access
The SCOR framework is also available online to members. The online version
10.0
and T for Training. These are followed by a period and a four digit number. features easy navigation through linked definitions, performance metrics, best
RS.3.97 - Pick Product from Backroom Cycle Time
Note: The number in the ID is a unique identifier and does NOT indicate practices, and skills.
RS.3.109 - Receive Product at Store Cycle Time
any kind of priority, importance, or other meaning. Visit: supply-chain.org/online-access
RS.3.129 - Stock Shelf Cycle Time
SCOR Processes sP PLAN sS SOURCE sM MAKE sD DELIVER sR RETURN Best Practices
sP1 Plan sP2 sP3 sP4 sP5 sS1 Source sS2 Source sS3 Source sM1 Make-to- sM2 Make- sM3 sD1 Deliver sD2 Deliver sD3 Deliver sD4 Deliver sSR1 Source sSR2 Source sSR3 Source
The Supply Chain Operations Reference (SCOR ) model ® Supply Chain Plan Source Plan Make Plan Deliver Plan Return Stocked Make-to-Order Engineer-to- Stock to-Order Engineer-to- Stocked Make-to-Order Engineer-to- Retail Product Return Defective Return MRO Return Excess The SCOR Best Practices section contains management practices,
Product Product Order Product Order Product Product Order Product Product Product Product
software solutions, and definitions associated with each process.
describes the business activities associated with all phases of
sP1.1: sP2.1: sP3.1: sP4.1: sP5.1: sS1.1: sS2.1: sS3.1: sM1.1: sM2.1: sM3.1: sD1.1: sD2.1: sD3.1: sD4.1: sSR1.1: sSR2.1: sSR3.1: These practices can contribute to “best-in-class” performance in
satisfying a customer’s demand. The model itself is organized Identify, Prioritize, Identify, Identify, Identify, Identify, Schedule Schedule Identify Sources Schedule Schedule Finalize Process Inquiry Process Inquiry Obtain and Generate Identify Defective Identify MRO Identify Excess supply chain optimization (SCOR), supply chain risk management, and
and Aggregate Prioritize, and Prioritize, and Prioritize, and Prioritize, and Product Product of Supply Production Production Production and Quote and Quote Respond to Stocking Product Product Product
around the five primary management processes of Plan, RFP/RFQ environmentally responsible supply chain management (GreenSCOR).
Supply Chain Aggregate Aggregate Aggregate Aggregate Deliveries Deliveries Activities Activities Engineering sD2.2: Schedule Condition Condition Condition
sS3.2: sD1.2:
Source, Make, Deliver, and Return. Using these process Requirements Product Production Delivery Return
sS1.2: sS2.2: Select Final sM1.2: sM2.2: sM3.2: Receive, Enter, Receive, sD3.2: sD4.2: sSR1.2: sSR2.2: sSR3.2:
Requirements Requirements Requirements Requirements and Validate Configure, Enter, Negotiate and
sP1.2: Receive Product Receive Product Supplier(s) and Issue Product Issue Product Schedule Receive Product Disposition Disposition Disposition Supply Chain Risk Management
building blocks, the SCOR model can be used to describe Order and Validate Receive Contract
Identify, Prioritize, sP2.2: sP3.2: sP4.2: sP5.2: Negotiate Production at the Store Defective MRO Product Excess Product
sS1.3: sS2.3: sM1.3: sM2.3: Order
supply chains that are very simple or very complex using a and Aggregate Identify, Assess, Identify, Assess, Identify, Assess, Identify, Assess, Activities sD1.3: sD3.3: Product
Supply Chain
Verify Product Verify Product sS3.3: Produce and Produce and
Reserve sD2.3: Enter Order,
sD4.3: sSR2.3: sSR3.3: Supply chain risk management is the systematic identification,
and Aggregate and Aggregate and Aggregate and Aggregate Schedule Test Test sM3.3: Pick Product sSR1.3: Request MRO Request Excess
common set of definitions across disparate industries. Today Resources Product Production Delivery Return sS1.4: sS2.4: Inventory and Reserve Inventory Commit assessment, and mitigation of potential disruptions in logistics
Product Issue Product Determine and Determine Resources, and from Backroom Request Return Product Return
sP1.3: Resources Resources Resources Resources Transfer Product Transfer Product sM1.4: sM2.4: Defective networks with the objective to reduce their negative impact on the
public and private organizations and companies around the Deliveries
Package Package sM3.4: Delivery Date Delivery Date Launch Program sD4.4:
Authorization Authorization
Balance Supply sS1.5: sS2.5: Product Return
sP2.3: sP3.3: sP4.3: sP5.3: sS3.4: Produce and sD1.4: sD2.4: sD3.4: Stock Shelf sSR2.4: sSR3.4: logistics network’s performance. Potential disruptions can occur within
world use the model as a foundation for global and Chain Resources Balance Product Balance Balance Delivery Balance Return Authorize Authorize sM1.5: sM2.5: Authorization
Receive Product Test Consolidate Consolidate Schedule Schedule MRO Schedule the supply chain (e.g. insufficient quality, unreliable suppliers, machine
with Supply Resources with Production Resources with Resources with Supplier Supplier Stage Product Stage Finished sD4.5:
site-specific supply chain improvement projects. Orders Orders Installation sSR1.4: Shipment Excess Product
Chain Require- Product Resources with Delivery Return Payment Payment sS3.5: Product sM3.5: Fill Shopping break-down, uncertain demand, etc.) and outside the supply chain
sM1.6: Schedule Shipment
ments Requirements Production Requirements Requirements Verify Product Package sD1.5: sD2.5: sD3.5: Cart sSR2.5:
Release Product sM2.6: Build Loads Defective (e.g. flooding, terrorism, labor strikes, natural disasters, etc.). Both
Build Loads Build Loads Return MRO sSR3.5:
SCOR spans all customer interactions (quote to cash), all sP1.4: sP2.4:
Requirements
sP4.4: sP5.4: sS3.6: to Deliver Release sM3.6: sD4.6: Product
Establish and sD1.6: sD2.6: sD3.6: Checkout Shipment
Product Return Excess areas are considered in an integral multi-phase approach for supply
Establish sP3.4: Establish Establish and Transfer Product Finished Stage Finished
physical material transactions (procure to payment, including Communicate sM1.7:
Product to Product Route Shipments Route Shipments Route Shipments Product
chain risk management:
Sourcing Plans Establish Delivery Plans Communicate sS3.7: Waste Disposal sD4.7: sSR1.5:
Supply Chain Deliver sD1.7: sD2.7: sD3.7:
equipment, supplies, spare parts, bulk product, software, Plans
Production Return Plans Authorize sM3.7: Deliver and/or Return Defective
Plans Select Carriers Select Carriers Select Carriers
Install Product Establish Context – Define and document the objective and scope
Supplier sM2.7: Release Product and Rate
etc.) and all market interactions (manufacturing, from the Payment Waste Disposal to Deliver
and Rate and Rate (internal and external) for managing risk.
Shipments Shipments Shipments
understanding of aggregate demand to the fulfillment of each sM3.8: sD1.8: sD2.8: sD3.8:
sDR1 Deliver sDR2 Deliver sDR3 Deliver
Return Defective Return MRO Return Excess Identify Risk – Collect and document all potential risk events that may
Waste Disposal Receive Product Receive Product Receive Product
order). from Source or from Source or from Source or Product Product Product impact the organization from meeting its goals.
Make Make Make
The model is designed and maintained to support supply
sDR1.1: sDR2.1: sDR3.1: Assess Risk – Collect and document for each potential risk the
sD1.9: sD2.9: sD3.9: Authorize Authorize MRO Authorize
Pick Product Pick Product Pick Product causes, probability, and consequences. (Understand the Value at Risk.)
chains of various complexities and across multiple industries. Defective Product Product Return Excess Product
sD1.10: sD2.10: sD3.10: Return Return
sDR2.2: Evaluate Risk – Determine for each risk whether mitigation actions are
The Council has focused on three process levels and does Pack Product Pack Product Pack Product
sDR1.2: Schedule MRO sDR3.2: required or the risk is acceptable; prioritize risks.
sD1.11: sD2.11: sD3.11: Schedule Return Receipt Schedule
not attempt to prescribe how a particular organization should Load Vehicle Load Product Load Product Defective Return Excess Return
and Generate and Generate and Generate sDR2.3: Mitigate Risk – Determine the actions required to eliminate, reduce, or
conduct its business or tailor its systems or information flow. Receipt Receipt
Shipping Docs Shipping Docs Shipping Docs Receive MRO accept and monitor the risks (Risk Mitigation Plan).
sDR1.3: Product sDR3.3:
sD1.12: sD2.12: sD3.12:
SCOR Model Structure Ship Product Ship Product Ship Product
Receive Defective
sDR2.4:
Receive Excess Monitor Risk – Continuously monitor effectiveness of mitigation plans;
Product (Includes Product
sD1.13: sD2.13: sD3.13: Verify)
Transfer MRO identify emerging risks and changes in internal and external context.
A set of standard notation is used throughout the model: Receive and Receive and Receive and Product sDR3.4:
Verify Product by Verify Product by Verify Product by sDR1.4: Transfer Excess
• P depicts Plan elements Customer Customer Customer Transfer Defective Product GreenSCOR
Product
• S depicts Source elements sD1.14: sD2.14: sD3.14:
Install Product Install Product Install Product
The following strategic environmental metrics allow the SCOR model to
• M depicts Make elements
sD1.15: sD2.15: sD3.15:
be used as a framework for environmental accounting:
• D depicts Deliver elements
Invoice Invoice Invoice • Carbon Emissions (Tons CO2 Equivalent)
• R depicts Return elements
• Air Pollutant Emissions (Tons or kg)
SR = Source Return and DR = Deliver Return. sEP Enable Plan sES Enable Source sEM Enable Make sED Enable Deliver sER Enable Return • Liquid Waste Generated (Tons or kg)
• Solid Waste Generated (Tons or kg)
An E preceding any of the others (e.g., EP) indicates that the
sEP.1: sEP.6: sES.1: sES.6: sEM.1: sEM.6: sED.1: sED.6: sER.1: sER.6: • % Recycled Waste (Percent)
process element is an Enable element associated with the Manage Business Rules for Plan Processes Manage Integrated Supply Chain Manage Sourcing Business Manage Incoming Product Manage Production Rules Manage Transportation (WIP) Manage Deliver Business Rules Manage Transportation Manage Business Rules for Manage Return
Transportation Rules Return Processes Transportation
sEP.2: sES.7: sEM.2: sEM.7: sED.2: sED.7: The SCOR framework ties emissions to the originating processes,
Planning or Execution element. Every Level 1 process has Manage Performance of Supply Chain sEP.7: sES.2: Manage Supplier Network Manage Production Manage Production Network Assess Delivery Performance Manage Product Life Cycle sER.2: sER.7:
Manage Planning Configuration Assess Supplier Performance Manage Performance of Manage Return Network providing a structure for measuring environmental performance and
Enable processes associated with it. sEP.3: sES.8: sEM.8: sED.3: sED.8: Configuration
Performance Return Processes identifying where performance can be improved. The hierarchical
Manage Plan Data Collection sEP.8: Manage Import/Export sEM.3: Manage Make Regulatory Manage Deliver Information Manage Import/Export Requirements
Manage Plan Regulatory Requirements sES.3: Requirements Manage Make Information Environment sER.3: sER.8:
sEP.4: sED.4: sED.9: Manage Return Regulatory
nature of the model allows strategic environmental footprint goals to be
and Compliance Maintain Source Data Manage Return Data
Manage Integrated Supply Chain Inventory sES.9: sEM.4: sEM.9: Manage Finished Goods Inventory Manage Supply Chain Deliver Risk
sES.4: Manage Supply Chain Manage In-Process Manage Supply Chain Make Collection Requirements and translated to specific targets and activities.
sEP.9: sED.5: Compliance
sEP.5:
Manage Supply Chain Risk Manage Product Inventory Source Risk Products (WIP) Risk sER.4:
Manage Integrated Supply Chain Capital Manage Deliver Capital Assets
Manage Return Inventory sER.9:
Assets sEP.10: sES.5: sES.10: sEM.5: Manage Supply Chain
Align Supply Chain Unit Plan with Manage Capital Assets Manage Supplier Manage Make Equipment sER.5: Return Risk
Financial Plan Agreements and Facilities Manage Return Capital
Assets