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As supply chains continue to replace individual firms as the economic engine for creating value during the twenty-first

century, understanding the relationship between supply-chain management practices and supply chain performance becomes increasingly important. The Supply-Chain Operations Reference (SCOR) model developed by the Supply Chain Council provides a framework for characterizing supply-chain management practices and processes that result in best-in-class performance. However, which of these practices have the most influence on supply chain performance? This exploratory study investigates the relationship between supply-chain management planning practices and supply chain performance based on the four decision areas provided in SCOR Model Version 4.0 (PLAN, SOURCE, MAKE, DELIVER) and nine key supply-chain management planning practices derived from supply-chain management experts and practitioners. The results show that planning processes are important in all SCOR supply chain planning decision areas. Collaboration was found to be most important in the Plan, Source and Make planning decision areas, while teaming was most important in supporting the Plan and Source planning decision areas. Process measures, process credibility, process integration, and information technology were found to be most critical in supporting the Deliver planning decision area. Using these results, the study discusses the implications of the findings and suggests several avenues for future research.

The supply chain operations reference (SCOR) model, developed by the Supply Chain Council, is a strategic planning tool that allows senior managers to simplify the complexity of supply chain management. It is firmly rooted in industrial practices and is poised to become an industrial standard that enables next-generation supply chain management. This paper gives a brief introduction to the SCOR model, analyzes its strength and weakness, and discusses how it can be used to assist managers for strategic decision making.

The supply-chain operations reference model (SCOR) is the first cross-industry framework for evaluating and improving enterprise-wide supply-chain performance and management. The culmination of intensive work by 70 world-class manufacturers, SCOR provides standard process definitions, terminology and metrics. It will enable companies to benchmark themselves against others, and influence future applications development efforts to ensure fit with manufacturers needs. The emerging process reference model concept is the logical extension of business process reengineering and other process improvement efforts. SCOR, which is structured in four levels, is based on a plan, source, make, deliver framework.