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Supply Chain Operations Reference (SCOR) model
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PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Supply Chain ImprovementSupply Chain Operations Reference (SCOR) model
Peter A. BolstorffExecutive Director, Supply ChainPRAGMATEK Consulting Group, LTD.
2 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
SCOR - FAQs Who is the Supply Chain Council? What is SCOR? How do you use SCOR to achieve
supply chain performance improvement?
How can this apply to my company? How can I learn more about SCOR?
3 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Supply Chain Council
The Supply-Chain Council (SCC) is an independent, not-for-profit, global corporation with membership open to all companies and organizations
Over 800 Company Members (Practitioners, Technology Providers, Consultants, Academicians, Government)
Wide range of industries (Manufacturers, Distributors, Retailers, CPG)
The SCC endorses the Supply Chain Operations Reference-model (SCOR) as the cross-industry standard for supply-chain managementThe SCC was organized in 1996 by Pittiglio Rabin Todd & McGrath (PRTM) and Advanced Manufacturing Research (AMR), and
initially included 69 voluntary member companies
4 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
The Two Faces of SCOR
Process Reference Applied
5 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
The SCOR Framework
Supplier
Plan
Customer Customer’sCustomer
Suppliers’Supplier
Make DeliverSource Make DeliverMakeSourceDeliver SourceDeliver
Internal or External Internal or External
Your Company
Source
Supply Chain Operations Reference Model
PlanPlanPlanPlan
Return
The integrated processes of Plan, Source, Make, Deliver and Return, spanning your suppliers’ supplier to your customers’ customer, aligned with Operational Strategy, Material, Work & Information Flows.
6 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
SCOR Project Roadmap
Material Flow
Operations Strategy
Analyze Basis of
Competition
ConfigureSupply Chain
AlignPerformance
Levels, Practices,
and Systems
ImplementSupply-Chain
Changes
•Supply Chain Scope•Performance Metrics•Supply Chain SCORcard•Competitive Performance Requirements and SCORcard Gap Analysis
•AS IS Material Flow•Disconnect & Gross Opportunity Analysis•Material Flow Strategy and Best Practice Analysis•Supply Chain Strategy•TO BE Material Flow
Informationand Work Flow
•AS IS Work/Information Map•Transactional Analysis•Design Specifications•TO BE Work/Information Map•Prioritized List of Changes
Implementation •Master Schedule of Projects•ROI Analysis•Technology Selection•Detail Requirements, Solution Design, Configuration, Test & Go Live
7 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Applications of SCOR
Software Selection & Implementation Business Requirements
Cost Reduction – Productivity Improvement Direct Indirect
Application optimization Upgrade Utilization
Implement Operational Strategy
Network Analysis – Material Flow Design
SKU Rationalization Delivery Performance
Improvement OTIF – Perfect Order Synchronize Lead-time
Supply Chain Six Sigma and Lean Enterprise Continuous Improvement Organizational Learning
Efficient Consumer Response Forecast Accuracy Category Marketing CPFR
8 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Implementation Results
2X to 6X ROI within 12 months Stock price improvement Income statement and balance sheet
improvement Self fund technology investments
Fully Leverage Capital Investment in Systems Utilization of current applications Business blue print to leverage needed upgrades Roadmap for e-investments
Framework for supply chain process management and continuous improvement
PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
How Do I Use SCOR?to Improve Supply Chain Performance
10 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Performance Improvement
Strategy Design Measurement
Organization
Process
Jobs/People
Technology
11 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Project Approach
• Performance Metrics
• Benchmarks• SCORcard• Competitive
Requirements
3-4 Months 6+ Months1-2 Weeks
Discover Analyze Design Develop Implement
Opportunity Strategy Solution Prototype Install
• Material Flow Design
• Disconnect Analysis
• Work and Information Flow Design
• Application Architecture
• Preliminary Implementation Plan
Educate
Support
1 Week
• Workshops• Executive
Briefings• Customized
Training• SCOR Boot
Camp for Project Managers
• Prioritized Supply Chain Changes
• Opportunity Analysis• Master Schedule of Projects• Supply Chain Project Office-
Continuous Improvement Plan• Detailed Design• Technology Selection• “Conference Room” Pilot
• Discovery Checklist
• Project Charter• Stakeholder
Interviews
12 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Educate for Support
Key Points Develop an
“Evangelist” Establish Core
Team Buy IN Enroll an Active
Executive Sponsorship
Deliverables General SCOR
Workshops Customized Workshops Executive Briefings SCOR Boot Camp for
Project Managers Supply Chain
Management for Dummies, Oct 2000, SCTN; Supply Chain University, April 2001 SCTN; Spreading the Word, Oct 2001, SCTN
13 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Discover the Opportunity
Key Points Uses a checklist to collect
appropriate information to paint an appropriate business context
Actively involves your entire business team – key stakeholders
Scopes your project respecting all supply chain factors
The Project Charter is the critical output
Deliverables Business Context
Summary Project Charter
• Scope• Organization• Plan
A Model of Project Management, Sep/Oct 1999, SCTN; Scale versus Scope, Dec 2001, SCTN
14 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Business Context
Strategic Background• Strengths Weaknesses
Opportunities Threats (SWOT)
• Value Proposition• Critical Success Factors• Critical Business Issues• Competitive Analysis
Business and Financial Information
• Profit and Loss Statement
• Balance Sheet
Internal Profile• Organization• Physical Locations• Other Key
Performance Indicators
External Profile• Market/Customers• Suppliers
15 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Supply Chain Scope
Project is defined by the unique combination of Geography Customer(s) Item(s) or Products Process(es) Supplier(s)
16 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
ALPHA – Definition Matrix
US - Distributor US - Direct-to-Consumer
NEW X
MATURE X
Geography - Customer or Market Channel
Pro
duct
Supply Chain Definition Matrix
17 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Project Charter
I. Introduction Maintenance of the
Project CharterII. Project Overview
Scope Business Objectives Project Objectives
III. Project Approach Methodology Project Schedule Project Milestones &
Deliverables Dependencies
IV. Project BudgetV. Project Organization
Organization Chart Project Resources Roles and Responsibilities
VI. Measures of Success Stakeholder Expectations Benchmarks Benefit Analysis
VII. Project Communication Communication Plan Control Procedures
18 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Content SME
BU Advisory/Steering Committee
Experienced Project Manager
BU Extended Team
BU Design Team
BU Project Sponsor
Project Organization
BU Project Manager
19 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Analyze to Align Strategy
Key Points Balances Customer,
Internal, and Shareholder Facing Metrics
Incorporates multiple sources of useful benchmarks
SCORcard data queries “Hot Links” to the P&L
Provides the foundation for strategy, priority, and cascading goals
Deliverables SCOR v5.0 Metrics Competitive
Performance Requirements
SCORcard www.pmgbenchmarking
.com, www.marketguide.com
Target the Impact, Cut the Risk, June 2000, SCTN; How to SCOR with Six Sigma, September 2001, SCTN
20 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
SCOR v5.0 MetricsPerformance Attribute
Performance Attribute Definition Level 1 Metric
Delivery Performance Fill Rates
Supply Chain Delivery Reliability
The performance of the supply chain in delivering: the correct product, to the correct place, at the correct time, in the correct condition and packaging, in the correct quantity, with the correct documentation, to the correct customer.
Perfect Order Fulfillment
Supply Chain Responsiveness
The velocity at which a supply chain provides products to the customer.
Order Fulfillment Lead Times
Supply Chain Response Time Supply Chain Flexibility
The agility of a supply chain in responding to marketplace changes to gain or maintain competitive advantage.
Production Flexibility
Cost of Goods Sold Total Supply Chain Management Costs Value-Added Productivity
Supply Chain Costs The costs associated with operating the supply chain.
Warranty / Returns Processing Costs Cash-to-Cash Cycle Time Inventory Days of Supply
Supply Chain Asset Management Efficiency
The effectiveness of an organization in managing assets to support demand satisfaction. This includes the management of all assets: fixed and working capital.
Asset Turns
21 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Competitive Requirements
Superior
Legend
Advantage Parity
Delivery Reliability
Flexibility/ Responsiveness
Supply Chain Cost
Asset
PerformanceAttribute
Supply Chain 1
Supply Chain 2
*Performance vs.
Competition
*From your Organization’s Point of View
22 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
SCORcardPerformance Attribute or Category Level 1 Performance Metrics Actual
ParityMedian of
statistical sample
AdvantageMidpoint of parity
and superior
Superior90th Percentile of
Population
Parity GapParity - Actual
Requirements Gap
Delivery Performance 68.4% 74.7% 85.0% 95.0% -6.3% -26.6%
Fill RatesSubstitute Line Item Fillrate here 91.0% 92.0% 95.5% 99.0% -1.0% -8.0%
Perfect Order Fulfillment 35.0% 74.0% 81.0% 88.0% -39.0% -53.0%
Supply Chain Responsiveness Order Fulfillment Lead Time 5 days 10 days 6.5 days 3 days 5 days 5 days
Supply Chain Response Time 90 days 60 days 45 days 29 days -30 days -30 days
Production Flexibility 61 days 42 days 26 days 10.8 days -19 days -19 days
Cost of Goods 86% 69% 61% 53% -17% -25%
Total Supply Chain Cost 17.0% 9.5% 6.7% 3.9% -7.5% -10.3%
SG&A Cost 7% 17% 12% 7% 10% 5%
Warranty / Returns Processing Costs 1.5% 1.5% 1.0% 0.5% 0.0% -0.5%
Cash-to-Cash Cycle Time 197 97.9 63.8 29.7 -99.1 -99.1
Inventory Days of Supply 91 74 48 23 -17.4 -17.4
Asset Turns 1.5 2.5 4.7 7.0 1.0 1.0
Gross Margin 14% 31% 39% 47% -17% -8%
Operating Income 7% 14% 19% 23% -7% -5%
Net Income 4% 5% 8% 11% -2%
Effectiveness of Return Return on Assets 10.7% 11% 15% 20% -0.4%Shar
ehol
der
Inte
rnal
Exte
rnal
Supply Chain Delivery Reliability
Supply Chain Flexibility
Supply Chain Cost
Supply Chain Asset Management Efficiency
Profitability
23 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Design Material Flow
Key Points Includes all Internal &
External Physical Locations
Incorporates P/N classification SCOR L2
• Stock versus To Order• RM versus FG versus WIP
Illustrates “P/N” Routes• Transportation Cost• Inventory Level• Leadtime
Disconnect Analysis drives savings opportunity
Deliverables AS IS Material Flow Disconnect Analysis
• List and Group• Quantify• Prioritize
TO BE Material Flow When Performance is
no Joking Matter, April 2000, SCTN
24 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Cust
omer
s
Supp
liers
Plan
Source Make Deliver
S1 Source Stocked Products
M1 Make-to-Stock
M2 Make-to-Order
M3 Engineer-to-Order
D1 Deliver Stocked Products
D2 Deliver MTO Products
D3 Deliver ETO Products
S2 Source MTO Products
S3 Source ETO Products
Classify Items
Return
R1 Return Defective ProductR2 Return MRO Product
R3 Return Excess Products
25 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Physical Material Flow
Warehouse
Factory
As Is Material Flow
Factory
Warehouse
Suppliers
= Inbound
= Outbound
Warehouse
DealersDistributors
Suppliers
Factories
Warehouse
Distributor
Dealer
Suppliers
Factories
Warehouses
Distributors
Dealers
Australia Suppliers
Factory
Factory
Warehouse
Far East Suppliers
Factory
3rd Party Supplier
Dealers
Distributors
Suppliers
Warehouse
Factory
Distributors
Dealers
Distributors
Dealers
DistributorsDealers
DistributorsDealers
26 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Disconnect Analysis
Identify individual disconnects (brainstorm) Group disconnects using an Affinity
Diagram approach Quantify Disconnects
Analyze Cause and Effect with Disconnect Group using Fishbone Analysis
Estimate Performance Opportunity using Test Scenarios for each Fishbone
Validate Savings
27 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Fishbone Analysis
DesignComponentof MATURE
Product adds90 days to
sourceleadtime
Supplierphysicallocation
is inJapan
The supplierdoes not
carryinventory inthe NA this
p/n
The Bill ofMaterials for thisproduct has not
changed
The lab didnot invest in aredesign priorto theoutsourcedecision
Product Quality perceived as acompetitive advantage
Marketing didnot assess
designrequirements
28 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
TO BE Material Flow
Identifies appropriate leading practices to improve material flow CPFR, cross-dock, VMI, rapid
replenishment, supplier agreements, product rationalization
Eliminates inefficiencies identified in disconnect analysis Transportation cost, inventory turns,
lead-time, delivery performance
29 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Design Work & Information Flow
Key Points Integrates the work and
information flow which moves the material
Incorporates application modules and sub-modules
Organization roles illustrated using “Swim Diagram”
Blueprints the impact of “e” to your business
Focuses performance on transactional productivity
Deliverables AS IS Work & Information
Flow Revised Disconnect Analysis
• Productivity• Quality
TO Be Work & Information Flow
SCOR Cheat Sheet Before You Buy, Re-connect,
February 2000; Slow Down to Speed Up, Nov/Dec 1999; Putting the “e” in Enterprise, August 2000, SCTN; How to Design a Business Blueprint, August 2000, SCTN
30 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Transactional Analysis
Purchase Order Work Order Sales Order Return Authorization Planning Event
Forecast Replenishment
Order
Staple Yourself to an Order Process Steps (Level 4) Inputs and Outputs Enabling Technology Business Rules Transactional Productivity
• Volume• Cycle Time
– Event Time– Elapsed Time
• Yield
31 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Transactional AnalysisPROCESS:
M1.2 Make (Stocked Product) : Issue Material
INPUT / OUTPUT:
PROCESS STEPS: 1. Locate Components 2. Wand Components out of Warehouse 3. Move components to in process staging area 4. Sequence components based on schedule
TECHNOLOGY USED: Oracle Manufacturing, , Manual, RF, Excel
VOLUME: 1300 pcs / hr CYCLE TIME: Event 1 hr / Elapsed = 4 hrs YIELD: 85 %
BUSINESS RULES: 1. Don’t let the production line stop. DISCONNECTS: 1. Pull materials from receiving area.
Pull Instruction
Production Schedule Staged Components
M1.2
32 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
33 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
SCOR Level 3 – SourceS
uppl
ier
Pur
chas
ing
War
ehou
seA
P
S1.1 Schedule
Product Deliveries
S1.2 Receive Product
S1.3 Verify
Product
S1.4 TransferProduct
S1.5 Authorize
Supplier Payment
D1.10 D1.13D1.2
PurchaseOrder
PurchaseOrder
ProductPacking
Slip
Receiptof Purchase
Order
Invoice
Payment
34 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Plan Element RelationshipsP1 Plan Supply Chain
P2 Plan Source
P3 Plan Make
P4 Plan Deliver
S1.1 Schedule Product Deliverie
s
M1.1 Schedule
Manufacturing Activities
D1.3 Reserve Inventor
y & Promise
Date
D1.5 Plan & Build Loads
35 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Custom e
rService
M arketin
g
Plann ing
Executive
Logistics
SCOR Level 3 Supply ChainProcess Map
M anufacturin
g
Purchasing
Supplier
D1.1 ProcessInquiry & Quote
D1.2 R eceive,Enter, & Validate
Order D1.3 ReserveInventory &
Determ ine DeliveryDate
D1.4 ConsolidateOrders
D1.5 Plan & BuildLoads
D1.6 RouteShipm ents
D1.7 Select Carriers &Rate Shipm ents
D1.8 ReceiveProduct
D1.9 PickProduct
D1.10 LoadVehic le,
Generate ShipDocs & Ship
D1.13 Invoice &Receive Paym ent
M1.3Manufactcure &
TestM1.4 Package M 1.5 S tage
ProductM1.6 R elease
Produc t to D eliver
S1.2 ReceiveProduct
S1.4 Trans ferProduct
P ick List
Picked Load
ShipConfirm ation
Quote
BookedOrder
Confirm ed,A llocated
Order
Shipm ent
Replenishm ent S hipm ent
Plan Supply Chain (P1)Quarterly, ProductFam ily Requirem ents Resources Balance
Plan Source (P2)M onthly, SKU Requirem ents Resources Balance
LeadershipReview
Plan M ake (P3)M onthly, SKU Requirem ents Resources Balance
Plan Deliver (P4)M onthly, SK U Requirm ents Resources Balance
PlannedM aterials
Planned Orders
InventoryNeeds
Strategy, Goals,Annual Business P lan, P& L
Updated Annual BusinessPlan w / P&L action p lan
DailyOrders
Quarterly, Product Fam ily
Planned Orders
M aterialNeeds
W eekly, SK UL
D1.10 Load Vehicle ,Generate Ship Docs &
Ship
Invoice,Paym ent
AvailableInventory
M1.2 IssueProduct
M1.1 ScheduleManufacturing
Activities
S1.3 VerifyProduct
S1.1 ScheduleProduct
Deliveries
D1.2 Receive,Enter, & Validate
Order
S1.5 AuthorizePaym ent
PO
Available Inventory
Scheduleof Jobs
D1.13 Invoice &R eceive Paym ent
ShipConfirm ation
Invoice,Paym ent
PO, R eceipt
Business Blue Print
36 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Productivity Improvement
S1.1 S1.2 S1.3 S1.4 S1.5 TotalsSchedule Product
Deliveries
Receive Product
Verify Product
Transfer Product
Authorize Supplier Payment
Volume 5900 y 15300 y 44000 y 78600 y 40600 y 178400 yEvent Time 9 h 1.86 h 1.13 h 0.16 h 0.6 h 12.75 h
Elapsed Time 29.6 h 3.45 h 39.9 h 2 h 48.8 h 123.75 hYield 83% 95% 98% 83% 93% 90%
Event Time 1 h 1 h 0.565 h 0.16 h 0.16 h 2.885 hElapsed Time 1 h 2 h 24 h 0.75 h 24 h 51.75 h
Yield 99.9% 99.9% 100% 100% 98% 99.56%Event Time 8 h 0.86 h 0.565 h 0 0.45 h 9.876 h
Elapsed Time 28.6 h 1.45 h 15.9 h 1.25 h 24.8 h 72 hYield 16.9% 4.9% 2% 17% 5% 9.16%
AS IS Productivity Consolidated
Source (S1) - Purchase Order
TO BE Productivity Consolidated
Improvements
37 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Prioritize Disconnects
38 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Develop Integrated Solution
Key Points Recommendations address
all factors of performance Portfolio of Projects
managed as a whole; initiates ROI analysis
Integrates with Application Detailed Business Requirements Definition and Solution Design
Transition Teams from “Design” to “Implementation”
Deliverables Master Schedule of
Projects ROI Schedule Implementation
Organization Keeping Your Focus,
December 2000; and Who SCORed my Cheese?; February 2001, More Faster, Less Later, June 2001, SCTN
39 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Balanced Project Mix
Pace of Change
Fast Measured
Scop
e of
Cha
nge
Tactical
Strategic
Focused Improvemen
t
Continuous Improvemen
t
Focused Restructurin
g
Business Process Innovation
Balanced Project Mix
40 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
TYPE PROJECT NAME START SCOR PROJECT MANAGER RESULTS PLAN END JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECSUPPLY CHAIN SCOPE
Strategic Available to Promise Service Flexibility 02/08/00 Deliver Joe Smith Cost Assets 12/31/00
Strategic Make-to-Order Service Flexibility 10/01/99Make David Harris Assets 06/30/00
Strategic Outsource Reconfiguration Service Flexibility 12/03/99Source Deb Larue Cost Assets 12/31/00
Deficiency Non Working Inventory Reduction 07/19/99 Deliver Jay Jones Assets 04/30/00
Deficiency Integrated Supply Chain Planning Service Flexibility 08/16/99 Plan Peter Brinkman Cost Assets TBD
Deficiency Texas Consignment Service Flexibility Determine ScheduleSource Joe Williams Cost Assets
Strategic Eff icient Material Acquisition Determine Schedule Source Elaine Randall Cost
Strategic Direct to Consumer Transportation Service Flexibility 03/01/00 2001 planDeliver Sandy Levee Assets 12/31/00
CompleteCapital Plan Complete Test
BrainstormingSession
QuarterlyActionPlan
Complete 2ndQuarter Plan
Complete 3rdQuarter Plan
Complete 4thQuarter Plan
CompleteImplementation
Process DesignValidation
Process Cutover
PlanningReview
NWIData Integration
DisconnectsReviewed
Action Plan
Monthly Action Plan Reviews - Plants
BrainstormProject Objectives;
Set Strategy
Master Project Schedule
41 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Projected Net Earnings Impact
4.2%4.5% 4.6% 4.7%
5.9%6.7%
5.3%
6.9%
10.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Net E
arni
ngs
FY '01 FY '02 FY '03
Low Diff iculty Projects Low + Medium Diff iculty Projects Low + Medium + High Diff iculty Projects
42 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Implement the Changes
ProjectManagement
Office
ProjectManagementMethodology
Initiate
AssignProject
Manager
GenerateStatement of
Work andFundingRequest
StakeholderApproval
Plan
Create Project Charter
Create Project Plan
Create Budget Spreadsheet
Create CommunicationPlan
Establish Roles andResponsiblities
Create Risk Plan
Create Project Charter
Create ProcurementPlan
Plan PlanExecute/Control
Maintain Project PlanManage Change
Report PerformanceManage IssuesCost Control
Quality ControlManage Risks
Manage Procurement andContracts
MonthlyStatusReport
Close
DocumentProject
Performance
CloseProject
Contracts
PrepareProject
Close Report
Annual Budget& BusinessStrategy
OngoingBusinessRequests
MonthlyProjectReview
MaintainMaster
Schedule
43 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Toro Adoption Progress
1st SCOR Project Enterprise SCOR Phase 1 Implemented
44 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Discover Analyze Design Develop Implement
• Discovery Checklist• Customized Training• Project Charter• Detailed SCORcard
w/Benchmarks• Opportunity Assessment
BusinessCase
To Be SolutionsRecommendations
for Change
2X to 6XROI within 12 months
1 Week 4 Weeks 8-12 Weeks 24 - 32 Weeks
Project Life Cycle – Adoption
• AS IS & TO BE Material Flow
• Detailed Disconnect Analysis
• Design Specifications
• AS IS & TO BE Work and Information Flow
• Prioritized List of Supply Chain Changes
• Technology Selection
• Master Schedule of Projects
• ROI Analysis• Technology Selection • Detail Design
(Requirements) and Configure
• Pilot (Test) and Roll Out or Go Live
45 PRAGMATEK Consulting Group, Ltd. 2001 pragmatek.com
Resources
www.supply-chain.org www.supplychaintech.com www.forbes.com www.pmgbenchmarking.com www.Toro.com - 3Q Earnings
Announcement (NYSE:TTC) – 5 by Five Initiative
www.pragmatek.com