SCOR-P cheat sheet

SCOR is organized around six management processes: Plan, Source, Make, Deliver, Return, and Enable (Enable added in SCOR 12).

Each SCOR process level descends from Level 1 (process types: sP, sS, sM, sD, sR, sE) to Level 2 (process categories, e.g., make-to-stock) to Level 3 (process elements/decompositions).

Level 1 metrics are diagnostic and cross-industry; Level 2 metrics are configuration-level and more granular; Level 3 metrics are implementation-level for a specific process element.

SCOR defines five performance attributes: Reliability, Responsiveness, Agility, Cost, and Asset Management Efficiency.

SCOR's Return process covers both source-return (returns of sourced material) and deliver-return (returns of delivered product, including maintenance, repair, overhaul).

The digital standard adds a model, metrics, and process reference that can be encoded in structured data formats for system-to-system interoperability.

Process type codes use a lowercase 's' prefix (sP, sS, sM, sD, sR, sE); process categories use uppercase codes (e.g., sM1, sD1) to distinguish levels.

SCOR is a reference model, not a prescriptive methodology: it standardizes terminology and metrics rather than mandating a specific operating design.

Perfect Order Fulfillment = (orders delivered complete and on time and damage-free and with correct documentation) / total orders, expressed as a percentage.

Order Fulfillment Cycle Time = average actual cycle time from customer order receipt to order delivery.

Upside Supply Chain Flexibility = number of days required to achieve an unplanned 20% increase in delivered quantities without a significant cost penalty.

Cash-to-Cash Cycle Time = Inventory Days of Supply + Days Sales Outstanding − Days Payable Outstanding.

Total Supply Chain Management Cost is typically expressed as a percentage of revenue and aggregates Plan, Source, Make, Deliver, and Return costs.

Benchmarking compares a company's Level 1 metric performance against a peer group, then decomposes variance to Level 2/3 metrics to locate root causes.

Reliability metrics measure outcome (on-time, in-full, damage-free); responsiveness measures speed; agility measures flexibility and adaptability; cost and asset metrics measure efficiency.

Return on Supply Chain Fixed Assets = (Supply Chain Revenue − Total Supply Chain Management Cost) / Supply Chain Fixed Assets.

Improvement follows a closed loop: baseline current performance, benchmark externally, identify gaps, prioritize projects, implement, then re-measure.

Prioritization weighs each gap by business impact and feasibility; high-impact, high-feasibility gaps are addressed first.

SCOR improvement projects are scoped to a specific process category and its Level 3 elements so that changes are measurable.

Transformation typically proceeds through phases: strategy alignment, current-state assessment, future-state design, roadmap, and execution with governance.

Maturity progression moves from functional silos to cross-functional integration to external/cross-enterprise collaboration.

A business case for a transformation project should quantify expected metric improvement (e.g., cycle time reduction) and translate it to financial impact.

Change management is a distinct workstream: process and system changes fail without aligned roles, incentives, and training.

Post-implementation review compares realized metric movement against the baseline and target to validate the improvement.

Configuration begins with a competitive strategy statement: which customer segments are served, and with what order-winning and qualifying criteria.

Make-to-stock (MTS) vs. make-to-order (MTO) vs. engineer-to-order (ETO) vs. configure-to-order (CTO) determine which Level 2 process categories apply.

The geographic scope and product portfolio define the supply chain 'threads' - the specific combinations of source-make-deliver paths to be modeled.

Level 2 configuration selects process categories (e.g., sM1 make-to-stock, sM2 make-to-order, sD1 deliver stocked product, sD2 deliver make-to-order product).

Level 3 decomposition describes process elements, their inputs/outputs, and the metrics that measure each element's performance.

Disintermediation and channel design (direct vs. distributor) are configuration decisions affecting the Deliver process categories selected.

Plan processes (sP1 Plan Supply Chain, sP2 Plan Source, sP3 Plan Make, sP4 Plan Deliver, sP5 Plan Return) span and coordinate the other processes.

Configuration should align with the supply chain's dominant 'operating model' - efficient (lean, cost-focused) vs. responsive (agile, speed-focused) - for each product/segment.