An Evaluation of Process-Oriented Supply Chain Management Frameworks

Abstract

Supply chain management (SCM) is implemented by integrating corporate functions using business processes within and across companies. Several process‐oriented frameworks for SCM have been proposed but only two of these provide sufficient detail to enable implementation. We evaluate the Supply‐Chain Operations Reference (SCOR) framework and The Global Supply Chain Forum (GSCF) framework using four criteria and identify their relative strengths and weaknesses.

Supply chain management resources, capabilities and execution

“…This paper also confirms Baraldi, Gressetvold, and Harrison's (2012) view on the importance of considering the utilisation and management of resources and their interaction when managing vertical networks such as supply chains. The study also shows how these management capabilities, in terms of the ability to adopt inter-organisational processes, leverage the impact of resources, which confirms Lambert, García-Dastugue, and Croxton (2005) and Paulraj, Chen, and Lado (2012). This finding, in line with those of Gadde, Hjelmgren, and Skarp (2012) and Palomero and Chalmeta (2012), calls for the joint development of resources, for example by means of facilitating collaborative processes.…”

“…Wilkinson and Young's (2002) and Li et al's (2006) view of the need to jointly manage networks and thus inter-organisational processes in order to enhance competitiveness and overall performance supports such a relationship. When looking at the interorganisational SCM processes that directly affect the execution of SCM, the literature (Cooper, Lambert, and Pagh 1997;Croxton et al 2001;Lambert, García-Dastugue, and Croxton 2005) comes up with eight processes: (1) customer relationship management, that is, the development and maintenance of relationships with customers; (2) customer service management, that is, a single source of customer information and a key point of contact for administering product service agreements; (3) demand management, that is, balancing the customers' requirements with supply capabilities; (4) order fulfilment, that is, all activities necessary to define customer requirements; (5) manufacturing flow management, that is, all activities necessary to obtain, implement and manage manufacturing flexibility and move products through the plants in the supply chain; (6) supplier relationship management, that is, the development and maintenance of relationships with suppliers; (7) product development and commercialisation, that is, the development and market introduction of new products together with suppliers and customers; (8) returns management, that is, all activities with regard to returns, reverse logistics and avoidance.…”

Evaluating Supply Chain Management: A Methodology Based on a Theoretical Model

“…According to Lambert, Garcia-Dastugue, and Croxton (2005), only two of those conceptual models provide enough information to support research development in this important area: Cooper et al (1997), and the Supply Chain Council (SCOR) models.…”

Special Issue – Applications of reference models for supply-chain integration

“…The SCOR model builds on the concepts of process reengineering, performance measurement, and logistics management (Huang et al, 2004). It integrates these techniques into a configurable and cross-functional framework consisting elements of business processes, metrics, best practice, and suggested actions which can be used as a common language for enterprises to describe the supply chains and the communication between them (Lambert et al, 2005). Despite being an integrative guide with many merits, it only provides a 'top-down' approach which requires the comparative analyses of pre-and post-performance indices as a basis of business process modification.…”