IS YOUR SUPPLY CHAIN COMPETITIVE? HOW DO YOU KNOW? BLAIR R WILLIAMS Professor and Director, Polytechnic University. Brooklyn, New York blairrw@att.net 718-260-3835  OBJECTIVES AND OUTLINE OBJECTIVE: TO HELP YOU DETERMINE  IF YOUR COMPANY HAS A COMPETITIVE SUPPLY CHAIN. OUTLINE: ELEMENTS OF A SUPPLY CHAIN SCOR MODEL AND METRICS BENCHMARKING  IMPLICATIONS   BEST PRACTICES INFORMATION SOURCES DEFINITION OF A SUPPLY CHAIN A SUPPLY CHAIN COVERS THE FLOW OF MATERIALS, INFORMATION AND CASH ACROSS THE ENTIRE ENTERPRISE  SUPPLY CHAIN MANAGEMENT IS THE INTEGRATED PROCESS OF PLANNING, SOURCING, MAKING AND DELIVERING PRODUCT, FROM RAW MATERIAL TO END CUSTOMER  ELEMENTS -SUPPLY CHAIN MANAGEMENTPLAN-SOURCE-MAKE-DELIVER-MEASURE SUPPLY CHAIN INFRASTRUCTURE  TRANSFER OF INFORMATION, MATERIALS AND CASH DEMAND MANAGEMENT CUSTOMER ORDER MANAGEMENT PROCESS FORECASTING CUSTOMER PARTNERSHIPS SOURCING SELECTING, QUALIFYING, PARTNERING, MEASURING AND PROVIDING FEEDBACK TO KEY SUPPLIERS ELEMENTS OF SUPPLY CHAIN MANAGEMENTPLAN-SOURCE-MAKE-DELIVER SUPPLY OR MANUFACTURING PROCESS FACTORY SCHEDULING INVENTORY MANAGEMENT LEAD TIME REDUCTION LOGISTICAL PROCESS TRANSPORTATION, WAREHOUSING, DISTRIBUTION, DELIVERY GLOBAL PERFOMANCE MEASUREMENTS - SCOR SUPPLY CHAIN COUNCIL (SCC) SCC IS AN INTERNATIONAL PROFESSIONAL BODY FOR SUPPLY CHAIN MANAGEMENT (SCM) SYSTEMS AND PRACTICES  DEVELOPED AND ENDORSED THE SCOR (SUPPLY CHAIN OPERATIONS REFERENCE MODEL) AS A CROSS INDUSTRY STANDARD FOR SCM SPECIAL INDUSTRY GROUPS  AEROSPACE AND DEFENCE COMPUTERS & ELECTRONICS EQUIPMENT PHARMACEUTICALS & CHEMICALS UTILITIES - TELECOMMUNICATIONS RETAIL - CONSUMER PACKAGED GOODS DEFENSE AND INDUSTRIAL SEMICONDUCTORS SCOR MODEL BUSINESS PROCESS REENINEERING ‘AS IS’ TO ‘TO BE’ METRICS  BENCHMARKING IMPLICATIONS BEST PRACTICE ANALYSIS PROCESS REFERENCE MODEL BASED ON ‘BEST IN CLASS’ RESULTS CHARACTERIZE MANAGEMENT PRACTICES IDENTIFY SOFTWARE SOLUTIONS LEVEL I METRICS DELIVERY PERFORMANCE PERFECT ORDER FULFILLMENT PRODUCTION FLEXIBILITY TOTAL SUPPLY CHAIN MANAGEMENT COST MATERIAL ACQUISITION COST CASH TO CASH CYCLE TIME TOTAL INVENTORY DAYS OF SUPPLY ASSET TURNS 	  LEVEL I METRICS DELIVERY PERFORMANCE - % THE PERCENTAGE OF ORDERS THAT ARE FULFILLED ON OR BEFORE THE CUSTOMER’S REQUESTED DATE  LEVEL I METRICS PERFECT ORDER FULFILLMENT - % DELIVERED COMPLETE WITH ALL ITEMS ON THE ORDER IN THE QUANTITY REQUESTED DELIVERED ON TIME TO CUSTOMER’S REQUEST DATE DELIVERED IN PERFECT CONDITION WITH THE CORRECT CONFIGURATION AND COMPLETE & ACCURATE DOCUMENTATION  LEVEL I METRICS PRODUCTION FLEXIBILITY - DAYS THE NUMBER OF DAYS REQUIRED TO ACHIEVE AN UNPLANNED, SUSTAINABLE 20% INCREASE IN PRODUCTION  LEVEL I METRICS TOTAL SUPPLY CHAIN MANAGEMENT COST - $’s SUM OF COSTS OF: ORDER MANAGEMENT MATERIALS ACQUISITION INVENTORY CARRYING SUPPLY CHAIN -  FINANCE, PLANNING 					     AND MIS  LEVEL I METRICS MATERIAL ACQUISITION COST - $’s SUM OF COSTS TO MANAGE: COMMODITY MANAGEMENT & PLANNING  SUPPLIER QUALITY ENGG.  INBOUND FREIGHT & DUTIES RECEIVING AND MATERIAL STORAGE INCOMING INSPECTION MATERIA
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