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TABLE OF CONTENTS
Chapter One: Objectives, Methodology, Approach
and Definition of Terms 1
1.1 Foundations and Objectives of the Work 1
1.1.1 Arrival at and objectives of the research 1
1.1.2 Methodical approach to the work 3
1.2 Integration of the Subject Matter into the Scienti?c
and Empirical Discussion 5
1.3 Representation of the Supply Chain
as a Business Reference System 7
1.3.1 De?nition of the Supply Chain 8
1.3.2 Categories of Supply Chains 15
1.4 Overview of the Present Status of Supply Chain
Management in Literature 18
1.4.1 Evolution of Supply Chain Management 20
1.4.2 De?nition of the term Supply Chain
Management 22
1.4.3 Value-based Supply Chain strategies 26
1.4.4 De-integrated Supply Chain strategies 27
1.5 Methods of Analysis and Measurement
of the Supply Chains' Performance Potential 28
1.5.1 Description of Supply Chain-Processes 28
1.5.2 Quantities-/Times-framework in the context
of the Supply Chain 30
1.5.3 Special Performance Indicators
of the Supply Chain 31
1.5.4 Measurement of Performance Indicators:
Balanced Scorecard and Supply
Chain-Scorecard 35
1.6 Focus of the Work on the SCOR Model 39
1.7 Analysis of Supply Chain processes
by use of the SCOR Model 42
1.7.1 Ef?ciency of the Supply Chain 44
1.7.2 Performance capability of the Supply Chain 47
Chapter Two: The Supply Chain Operations
Reference Model (SCOR model)
of the Supply-Chain Council 49
2.1 Origin and Objectives of the SCOR Model 49
2.1.1 Intention of the SCOR model 49
2.1.2 Descent of the SCOR model 50
2.1.3 Structure and processes of the SCOR model 51
2.1.4 Performance Attributes and metrics
of the ? rst level 58
2.1.5 Changes in SCOR Version 6.0 59
2.1.6 Changes in SCOR Version 7.0 61
2.1.7 Changes in SCOR Version 8.0 62
2.2 Limitation of the Practical Areas of the SCOR
Model's Application as Descriptive Model
for the Analysis of Companies' Supply Chains 63
2.3 Strengths and Weaknesses of the SCOR Model
based upon the Present Discussion 67
2.3.1 Strengths and potentials of the model 67
2.3.2 Weaknesses and limitations of the model 70
2.3.3 Critical success factors during application
of the SCOR model 71
2.4 Practical Areas of Application of the SCOR Model 73
2.4.1 Examples for the application of SCOR
in the framework of a business initiative 73
2.4.1.1 Application of SCOR
at Hewlett-Packard 73
2.4.1.2 Application of SCOR at Intel 76
2.4.1.3 Application of SCOR by the US
Department of Defense (DoD) 79
2.4.2 Examples for the application of the SCOR
model by external consultants 81
2.4.2.1 mi services group 82
2.4.2.2 PRTM 83
I. Table of Contents xi
2.4.2.3 BearingPoint 84
2.4.2.4 SAP 85
2.4.2.5 Singapore Institute of Manufacturing
Technology 86
Chapter Three: Empirical study based upon Quantitative
Questionnaire 89
3.1 Objectives of the Empirical Examination 90
3.1.1 Concretizing of aspects and formation of theses 91
3.1.1.1 Overview of the performance terms
relevant to the examination 91
3.1.1.2 Clari?cation of the performance terms 95
3.1.2 Establishment of hypotheses and SCOR model
groups 96
3.1.2.1 Intra-Performance Attribute (I-P) 97
3.1.2.2 Intra-Competence (I-C) 98
3.1.2.3 Inter-Competence/Performance
Attribute (I-CP) 99
3.1.2.4 Formulation of hypotheses
and theses model 101
3.1.2.5 Variations in approach and models
for the illustration and measurement
of the SC-performance 103
3.2 Derivation of the Central Work Hypotheses 108
3.2.1 Theses of the SCOR model groups
Intra-Performance-Attribute (I-P) 109
3.2.1.1 Performance Attribute
"Customer Service" ("reliability
and responsiveness") 109
3.2.1.2 Performance Attribute "Flexibility" 110
3.2.1.3 Performance Attribute "Cost" 110
3.2.1.4 Performance Attribute "Assets" 110
3.2.2 Theses of the SCOR model group
Intra-Competence (I-C) 111
3.2.2.1 Customer-facing indicators 111
3.2.2.2 Internal-facing indicators 112
3.2.3 Theses of the SCOR model group
Inter-Competence/Performance Attribute (I-CP) 113
3.2.3.1 Customer Service (reliability
and responsiveness) vs. cost 113
3.2.3.2 Flexibility vs. cost 115
3.2.3.3 Customer Service (reliability
and responsiveness) vs. assets 116
3.2.3.4 Flexibility vs. assets 118
3.3 Planning and Design of the Empirical Examination 118
3.3.1 Sources of information (methods
for information retrieval) 118
3.3.2 Data collection and sampling methods 119
3.3.3 Survey types 121
3.3.4 Design of the applied questionnaire 122
3.3.5 Practical examples for analysis 123
3.4 Execution of the Empirical Examination 126
3.4.1 Applied method for the data survey
(primary research) 126
3.4.1.1 Course of the examination 127
3.4.1.2 Examination results 128
3.4.2 Evaluation of the results of the empirical
examination (secondary research) 128
3.4.2.1 Evaluation of data 129
3.4.2.2 Methodology of evaluation
for the single theses 129
3.4.2.3 Special evaluation procedure
for the Meta theses 133
Chapter Four: Comparison of Work Hypotheses
and Acknowledged Results
of the Empirical Study 135
4.1 Results of the Evaluations of the Theses 135
4.1.1 Results of theses of the SCOR model group
Intra-Performance Attribute (I-P) 144
4.1.1.1 Performance Attribute
"Customer Service" ("reliability
and responsiveness") 144
4.1.1.2 Performance Attribute "Flexibility" 148
4.1.1.3 Performance Attribute "Cost" 148
4.1.1.4 Performance Attribute "Assets" 153
I. Table of Contents xiii
4.1.2 Results of theses of the SCOR model group
Intra-Competence (I-C) 154
4.1.2.1 Customer-facing indicators 154
4.1.2.2 Internal-facing indicators 161
4.1.3 Results of theses of the SCOR model group
Inter-Competence/Performance Attribute (I-CP) 166
4.1.3.1 Customer service (reliability
and responsiveness) vs. cost 166
4.1.3.2 Flexibility vs. cost 175
4.1.3.3 Customer service (reliability
and responsiveness) vs. assets 180
4.1.3.4 Flexibility vs. assets 185
4.2. Rating of the Examination Results of the Single Hypotheses 187
4.2.1 Consequences of the respective differences
and conformities between the theses
and actual results 188
4.2.2 Approaches to clari?cation
of the unsystematic theses 188
4.2.2.1 Customer order management 189
4.2.2.2 Inventory management 192
4.2.2.3 Transport 193
4.2.2.4 Purchasing 194
4.2.3 Clari? cation possibilities
of the model-contrary theses 194
4.2.3.1 Model-contrary thesis of SCOR model
group Intra-Competence (I-C) 195
4.2.3.2 Model-contrary theses of SCOR model
group Inter-Competence/Performance
Attribute (I-CP) 195
4.2.4 Summary of the examination results
accumulated for the single hypotheses 198
4.3 Attempt at Application of Structure-analytical
procedures to verify the Meta theses 199
4.3.1 Design of the examination 199
4.3.2 Veri?cation of the suitability of the Meta theses
for creation of structure-analytical partial models 201
4.4 Identi?cation of Interfering In?uences and Errors 205
4.4.1 Criticism of the selection procedure 205
4.4.2 "Blurring" of the hierarchical assignment
of Performance Indicators 206
4.4.3 Realization of the examination
as a secondary analysis 206
4.4.4 Scope of the examined sample 207
4.4.5 Inadequacies in the terminology
for the performance terms 207
Chapter Five: Summary of Conclusions and Innovative
Assessments 209
5.1 Overall Appraisal and Interpretation of the SCOR
Model due to the Results of the Examination 209
5.1.1 Re?ection of the SCOR model based upon
the results of the SCOR model groups 210
5.1.2 Potentials for improvement
and recommendations 214
5.1.3 Recapitulatory appreciation
of the operationalization of the SCOR model 216
5.2 Innovative Approaches for the Formation
and Optimization of the Supply Chain 218
5.2.1 Representation of the Adaptive Supply Chain 218
5.2.2 Realization of Adaptive Supply Chains 219
5.3 Modern Tools for Improvement of the Assignment
and Application Possibilities of the SCOR Model 222
5.3.1 The concept of Supply Chain Design
Management (SCDM) 223
5.3.2 Applications for Supply Chain
Design Management 224
5.3.2.1 e-SCOR by Gensym 225
5.3.2.2 ARIS EasySCOR by IDS 226
5.3.2.3 ADOLog by BOC 228
5.3.2.4 Recapitulating observation
of the SCDM applications 231
Chapter Six: Limitations of the Presently
Available SCOR Model 233
6.1 Observation of the Formation Dimensions
of Organization and Personnel in the Submitted Context 233
I. Table of Contents xv
6.2 Consequences of the Peripheral Conditions
and of Errors in the Own Work 238
6.3 Suggestions for Further Research in the Fields
of Supply Chain Management and SCOR 240
6.3.1 Extensive research suggestions 240
6.3.2 Example of a theoretically founded
empirical research project as a possibility
for adjoining research 243
6.4 Balance between Standardization
and Individualization 247
Library of Congress Subject Headings for this publication:
Business logistics -- Management.