1

VERSION
11.0
SCOR Practices
The SCOR Practices section contains management practices, software
solutions, and denitions associated with each process. Companies use
practices to identify alternative or desired ways for their supply chains to
do business. The practices in SCOR may be a subset of the total practices
a company recognizes. Supply Chain Council recommends companies
interested in adopting SCOR to adapt SCOR by researching, reviewing
and integrating relevant industry practices and company practices
(internalization).
SCOR Practices are classied to simplify identication of practices by area
of interest:
Bus|ness Process Ana|ys|s/lmprovement
Oustomer Support
D|str|but|on Management
lnformat|on Management
lnventory Management
Manufactur|ng/Product|on
Mater|a| Hand||ng
New Product lntroduct|on
Order Eng|neer|ng ETO}
Order Management
Peop|e Management lnc|. Tra|n|ng}
P|ann|ng and Forecast|ng
Product ||fe Oyc|e Management
Purchas|ng
Reverse |og|st|cs
R|sk/Secur|ty Management
Susta|nab|e Supp|y Oha|n Management
Transportat|on Management
Warehous|ng
Special Applications
GreenSCOR
The following strategic environmental metrics allow the SCOR model to be
used as a framework for env|ronmenta| account|ng:
Oarbon Em|ss|ons Tons OO2 Equ|va|ent}
A|r Po||utant Em|ss|ons Tons or kg}
||qu|d Waste Generated Tons or kg}
So||d Waste Generated Tons or kg}
% Recyc|ed Waste Percent}
The SOOR framework t|es em|ss|ons to the or|g|nat|ng processes, prov|d|ng
a structure for measuring environmental performance and identifying where
performance can be improved. The hierarchical nature of the model allows
strategic environmental footprint goals to be translated to specic targets
and activities.
Performance
Attributes
The performance attributes of a supply
chain permit it to be analyzed and
evaluated against other supply chains with
competing strategies. SCOR identies ve
core supply chain performance attributes:
Re||ab|||ty, Respons|veness, Ag|||ty, Oosts,
and Asset Management. W|thout these
characteristics it is difcult to compare an
organization that strategically chooses
to be the low-cost provider against an
organization that chooses to compete on
reliability and performance.
D|rect|y assoc|ated w|th the performance
attr|butes are the |eve| 1 strateg|c metr|cs.
These |eve| 1 metr|cs are the ca|cu|at|ons
by which an organization can measure
how successful it is in achieving its desired
pos|t|on|ng w|th|n the market space.
Many metr|cs |n the SOOR mode| are
hierarchical, just as the process elements
are h|erarch|ca|. |eve| 1 metr|cs are
created from lower level calculations.
|eve| 2 metr|cs are genera||y assoc|ated
with a narrower subset of processes.
For examp|e, De||very Performance
is calculated as the total number of
products delivered on time and in full
based on a comm|t date. Add|t|ona||y,
metrics (diagnostics) are used to diagnose
variations in performance against plan.
For examp|e, an organ|zat|on may w|sh
to exam|ne the corre|at|on between the
request date and comm|t date.
Agility
AG.1.1 - Upside Supply Chain Flexibility
AG.2.1 - Upside Flexibility (Source)
AG.2.2 - Upside Flexibility (Make)
AG.2.3 - Upside Flexibility (Deliver)
AG.2.4 - Upside Return Flexibility (Source)
AG.2.5 - Upside Return Flexibility (Deliver
AG.1.2 - Upside Supply Chain Adaptability
AG.2.6 - Upside Adaptability (Source)
AG.2.7 - Upside Adaptability (Make)
AG.2.8 - Upside Adaptability (Deliver)
AG.2.9 - Upside Return Adaptability (Source)
AG.2.10 - Upside Return Adaptability (Deliver)
AG.1.3 - Downside Supply Chain Adaptability
AG.2.11 - Downside Adaptability (Source)
AG.2.12 - Downside Adaptability (Make)
AG.2.13 - Downside Adaptability (Deliver)
AG.1.4 - Overall Value at Risk (VAR)
AG.2.14 - Suppliers/Customers/ Products Risk
Rating
AG.2.15 - Value at Risk (Plan)
AG.2.16 - Value at Risk (Source)
AG.2.17 - Value at Risk (Make)
AG.2.18 - Value at Risk (Deliver)
Asset Management Efciency
AM.1.1 - Cash-to-Cash Cycle Time
AM.2.1 - Days Sales Outstanding
AM.2.2 - Inventory Days of Supply
AM.3.16 - lnventory Days of Supp|y Raw Mater|a| }
AM.3.17 - lnventory Days of Supp|y WlP }
AM.3.23 - Recyc|e Days of Supp|y
AM.3.28 - Percentage Defect|ve lnventory
AM.3.37 - Percentage Excess lnventory
AM.3.44 - Percentage nserv|ceab|e MRO lnventory
AM.3.45 - lnventory Days of Supp|y F|n|shed Goods }
AM.2.3 - Days Payable Outstanding
AM.1.2 - Return on Supply Chain Fixed Assets
AM.2.5 - Supply Chain Fixed Assets
AM.3.11 - F|xed Asset va|ue De||ver}
AM.3.18 - F|xed Asset va|ue Make}
AM.3.20 - F|xed Asset va|ue P|an}
AM.3.24 - F|xed Asset va|ue Return}
AM.3.27 - F|xed Asset va|ue Source}
AM.1.3 - Return on Work|ng Oap|ta|
AM.2.6 - Accounts Payable (Payables
Outstanding)
Responsiveness
RS.1.1 - Order Fulllment Cycle Time
RS.2.1 - Source Cycle Time
RS.3.8 - Author|ze Supp||er Payment Oyc|e T|me
RS.3.35 - ldent|fy Sources of Supp|y Oyc|e T|me
RS.3.107 - Receive Product Cycle Time
RS.3.122 - Schedu|e Product De||ver|es Oyc|e T|me
RS.3.125 - Se|ect Supp||er and Negot|ate Oyc|e T|me
RS.3.139 - Transfer Product Oyc|e T|me
RS.3.140 - ver|fy Product Oyc|e T|me
RS.2.2 - Make Cycle Time
RS.3.33 - F|na||ze Product|on Eng|neer|ng Oyc|e T|me
RS.3.49 - lssue Mater|a| Oyc|e T|me
RS.3.101 - Produce and Test Oyc|e T|me
RS.3.114 - Re|ease F|n|shed Product to De||ver Oyc|e
Time
RS.3.123 - Schedu|e Product|on Act|v|t|es Oyc|e T|me
RS.3.128 - Stage F|n|shed Product Oyc|e T|me
RS.3.142 - Package Oyc|e T|me
RS.2.3 - Deliver Cycle Time
RS.3.16 - Bu||d |oads Oyc|e T|me
RS.3.18 - Oonso||date Orders Oyc|e T|me
RS.3.46 - lnsta|| Product Oyc|e T|me
RS.3.51 - |oad Product & Generate Sh|pp|ng
Documentat|on Oyc|e T|me
RS.3.102 - Rece|ve & ver|fy Product by Oustomer Oyc|e
Time
RS.3.110 - Rece|ve Product from Source or Make Oyc|e
Time
RS.3.111 - Rece|ve, Oonfgure, Enter, & va||date Order
Cycle Time
RS.3.116 - Reserve Resources and Determ|ne De||very
Date Oyc|e T|me
RS.3.117 - Route Sh|pments Oyc|e T|me
RS.3.120 - Schedu|e lnsta||at|on Oyc|e T|me
RS.3.124 - Se|ect Oarr|ers & Rate Sh|pments Oyc|e T|me
RS.3.126 - Sh|p Product Oyc|e T|me
RS.2.4 - De||very Reta|| Oyc|e T|me
RS.3.17 - Oheckout Oyc|e T|me
RS.3.32 - F||| Shopp|ng Oart Oyc|e T|me
RS.3.34 - Generate Stock|ng Schedu|e Oyc|e T|me
RS.3.97 - P|ck Product from Backroom Oyc|e T|me
RS.3.109 - Rece|ve Product at Store Oyc|e T|me
RS.3.129 - Stock She|f Oyc|e T|me
Cost
CO.1.001 - Total Cost to Serve
CO.2.001 - Planning Cost
OO.3.001 - P|ann|ng |abor Oost
OO.3.002 - P|ann|ng Automat|on Oost
OO.3.003 - P|ann|ng Property, P|ant and Equ|pment Oost
OO.3.004 - P|ann|ng GRO and Overhead Oost
CO.2.002 Sourcing Cost
OO.3.005 - Sourc|ng |abor Oost
OO.3.006 - Sourc|ng Automat|on Oost
OO.3.007 - Sourc|ng Property, P|ant and Equ|pment Oost
OO.3.008 - Sourc|ng GRO, lnventory and Overhead Oost
CO.2.003 - Material Landed Cost
OO.3.009 - Purchased Mater|a|s Oost
OO.3.010 - Mater|a| Transportat|on Oost
OO.3.011 - Mater|a| Oustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.012 - Mater|a| R|sk and Oomp||ance Oost
CO.2.004 - Production Cost
OO.3.014 - Product|on |abor Oost
OO.3.015 - Product|on Automat|on Oost
OO.3.016 - Product|on Property, P|ant and Equ|pment
Cost
OO.3.017 - Product|on GRO, lnventory and Overhead Oost
CO.2.005 - Order Management Cost
OO.3.018 - Order Management |abor Oost
OO.3.019 - Order Management Automat|on Oost
OO.3.020 - Order Management Property, P|ant and
Equ|pment Oost
OO.3.021 - Order Management GRO and Overhead Oost
CO.2.006 - FulllmentCost
OO.3.022 - Transportat|on Oost
OO.3.023 - Fu|f||mentOustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.024 - Fu|f||ment|abor Oost
OO.3.025 - Fu|f||mentAutomat|on Oost
OO.3.026 - Fu|f||mentProperty, P|ant and Equ|pment Oost
OO.3.027 - Fu|f||mentGRO, lnventory and Overhead Oost
CO.2.007 Returns Cost
OO.3.028 - D|scounts and Refunds Oost
OO.3.029 - D|spos|t|on Oost
OO.3.030 - Return GRO, lnventory and Overhead Oost
CO.2.008 Cost of Goods Sold
Reliability
RL.1.1 - Perfect Order Fulllment
RL.2.1 - % of Orders Delivered In Full
R|.3.33 - De||very ltem Accuracy
RL.3.35 - Delivery Quantity Accuracy
RL.2.2 - Delivery Performance to Customer
Commit Date
RL.3.32 - Customer Commit Date Achievement Time
Customer Receiving
RL.3.34 - Delivery Location Accuracy
RL.2.3 - Documentation Accuracy
R|.3.31 - Oomp||ance Documentat|on Accuracy
R|.3.43 - Other Requ|red Documentat|on Accuracy
R|.3.45 - Payment Documentat|on Accuracy
R|.3.50 - Sh|pp|ng Documentat|on Accuracy
RL.2.4 - Perfect Condition
RL.3.12 - % Of Faultless Installations
RL.3.24 - % Orders/Lines Received Damage Free
R|.3.41 - Orders De||vered Damage Free Oonformance
RL.3.42 - Orders Delivered Defect Free Conformance
R|.3.55 - Warranty and Returns
SCOR Metrics
SCOR

Quick
Reference
Guide
1
VERSION
11.0
SCOR Practices
The SCOR Practices section contains management practices, software
solutions, and denitions associated with each process. Companies use
practices to identify alternative or desired ways for their supply chains to
do business. The practices in SCOR may be a subset of the total practices
a company recognizes. Supply Chain Council recommends companies
interested in adopting SCOR to adapt SCOR by researching, reviewing
and integrating relevant industry practices and company practices
(internalization).
SCOR Practices are classied to simplify identication of practices by area
of interest:
Bus|ness Process Ana|ys|s/lmprovement
Oustomer Support
D|str|but|on Management
lnformat|on Management
lnventory Management
Manufactur|ng/Product|on
Mater|a| Hand||ng
New Product lntroduct|on
Order Eng|neer|ng ETO}
Order Management
Peop|e Management lnc|. Tra|n|ng}
P|ann|ng and Forecast|ng
Product ||fe Oyc|e Management
Purchas|ng
Reverse |og|st|cs
R|sk/Secur|ty Management
Susta|nab|e Supp|y Oha|n Management
Transportat|on Management
Warehous|ng
Special Applications
GreenSCOR
The following strategic environmental metrics allow the SCOR model to be
used as a framework for env|ronmenta| account|ng:
Oarbon Em|ss|ons Tons OO2 Equ|va|ent}
A|r Po||utant Em|ss|ons Tons or kg}
||qu|d Waste Generated Tons or kg}
So||d Waste Generated Tons or kg}
% Recyc|ed Waste Percent}
The SOOR framework t|es em|ss|ons to the or|g|nat|ng processes, prov|d|ng
a structure for measuring environmental performance and identifying where
performance can be improved. The hierarchical nature of the model allows
strategic environmental footprint goals to be translated to specic targets
and activities.
Performance
Attributes
The performance attributes of a supply
chain permit it to be analyzed and
evaluated against other supply chains with
competing strategies. SCOR identies ve
core supply chain performance attributes:
Re||ab|||ty, Respons|veness, Ag|||ty, Oosts,
and Asset Management. W|thout these
characteristics it is difcult to compare an
organization that strategically chooses
to be the low-cost provider against an
organization that chooses to compete on
reliability and performance.
D|rect|y assoc|ated w|th the performance
attr|butes are the |eve| 1 strateg|c metr|cs.
These |eve| 1 metr|cs are the ca|cu|at|ons
by which an organization can measure
how successful it is in achieving its desired
pos|t|on|ng w|th|n the market space.
Many metr|cs |n the SOOR mode| are
hierarchical, just as the process elements
are h|erarch|ca|. |eve| 1 metr|cs are
created from lower level calculations.
|eve| 2 metr|cs are genera||y assoc|ated
with a narrower subset of processes.
For examp|e, De||very Performance
is calculated as the total number of
products delivered on time and in full
based on a comm|t date. Add|t|ona||y,
metrics (diagnostics) are used to diagnose
variations in performance against plan.
For examp|e, an organ|zat|on may w|sh
to exam|ne the corre|at|on between the
request date and comm|t date.
Agility
AG.1.1 - Upside Supply Chain Flexibility
AG.2.1 - Upside Flexibility (Source)
AG.2.2 - Upside Flexibility (Make)
AG.2.3 - Upside Flexibility (Deliver)
AG.2.4 - Upside Return Flexibility (Source)
AG.2.5 - Upside Return Flexibility (Deliver
AG.1.2 - Upside Supply Chain Adaptability
AG.2.6 - Upside Adaptability (Source)
AG.2.7 - Upside Adaptability (Make)
AG.2.8 - Upside Adaptability (Deliver)
AG.2.9 - Upside Return Adaptability (Source)
AG.2.10 - Upside Return Adaptability (Deliver)
AG.1.3 - Downside Supply Chain Adaptability
AG.2.11 - Downside Adaptability (Source)
AG.2.12 - Downside Adaptability (Make)
AG.2.13 - Downside Adaptability (Deliver)
AG.1.4 - Overall Value at Risk (VAR)
AG.2.14 - Suppliers/Customers/ Products Risk
Rating
AG.2.15 - Value at Risk (Plan)
AG.2.16 - Value at Risk (Source)
AG.2.17 - Value at Risk (Make)
AG.2.18 - Value at Risk (Deliver)
Asset Management Efciency
AM.1.1 - Cash-to-Cash Cycle Time
AM.2.1 - Days Sales Outstanding
AM.2.2 - Inventory Days of Supply
AM.3.16 - lnventory Days of Supp|y Raw Mater|a| }
AM.3.17 - lnventory Days of Supp|y WlP }
AM.3.23 - Recyc|e Days of Supp|y
AM.3.28 - Percentage Defect|ve lnventory
AM.3.37 - Percentage Excess lnventory
AM.3.44 - Percentage nserv|ceab|e MRO lnventory
AM.3.45 - lnventory Days of Supp|y F|n|shed Goods }
AM.2.3 - Days Payable Outstanding
AM.1.2 - Return on Supply Chain Fixed Assets
AM.2.5 - Supply Chain Fixed Assets
AM.3.11 - F|xed Asset va|ue De||ver}
AM.3.18 - F|xed Asset va|ue Make}
AM.3.20 - F|xed Asset va|ue P|an}
AM.3.24 - F|xed Asset va|ue Return}
AM.3.27 - F|xed Asset va|ue Source}
AM.1.3 - Return on Work|ng Oap|ta|
AM.2.6 - Accounts Payable (Payables
Outstanding)
Responsiveness
RS.1.1 - Order Fulllment Cycle Time
RS.2.1 - Source Cycle Time
RS.3.8 - Author|ze Supp||er Payment Oyc|e T|me
RS.3.35 - ldent|fy Sources of Supp|y Oyc|e T|me
RS.3.107 - Receive Product Cycle Time
RS.3.122 - Schedu|e Product De||ver|es Oyc|e T|me
RS.3.125 - Se|ect Supp||er and Negot|ate Oyc|e T|me
RS.3.139 - Transfer Product Oyc|e T|me
RS.3.140 - ver|fy Product Oyc|e T|me
RS.2.2 - Make Cycle Time
RS.3.33 - F|na||ze Product|on Eng|neer|ng Oyc|e T|me
RS.3.49 - lssue Mater|a| Oyc|e T|me
RS.3.101 - Produce and Test Oyc|e T|me
RS.3.114 - Re|ease F|n|shed Product to De||ver Oyc|e
Time
RS.3.123 - Schedu|e Product|on Act|v|t|es Oyc|e T|me
RS.3.128 - Stage F|n|shed Product Oyc|e T|me
RS.3.142 - Package Oyc|e T|me
RS.2.3 - Deliver Cycle Time
RS.3.16 - Bu||d |oads Oyc|e T|me
RS.3.18 - Oonso||date Orders Oyc|e T|me
RS.3.46 - lnsta|| Product Oyc|e T|me
RS.3.51 - |oad Product & Generate Sh|pp|ng
Documentat|on Oyc|e T|me
RS.3.102 - Rece|ve & ver|fy Product by Oustomer Oyc|e
Time
RS.3.110 - Rece|ve Product from Source or Make Oyc|e
Time
RS.3.111 - Rece|ve, Oonfgure, Enter, & va||date Order
Cycle Time
RS.3.116 - Reserve Resources and Determ|ne De||very
Date Oyc|e T|me
RS.3.117 - Route Sh|pments Oyc|e T|me
RS.3.120 - Schedu|e lnsta||at|on Oyc|e T|me
RS.3.124 - Se|ect Oarr|ers & Rate Sh|pments Oyc|e T|me
RS.3.126 - Sh|p Product Oyc|e T|me
RS.2.4 - De||very Reta|| Oyc|e T|me
RS.3.17 - Oheckout Oyc|e T|me
RS.3.32 - F||| Shopp|ng Oart Oyc|e T|me
RS.3.34 - Generate Stock|ng Schedu|e Oyc|e T|me
RS.3.97 - P|ck Product from Backroom Oyc|e T|me
RS.3.109 - Rece|ve Product at Store Oyc|e T|me
RS.3.129 - Stock She|f Oyc|e T|me
Cost
CO.1.001 - Total Cost to Serve
CO.2.001 - Planning Cost
OO.3.001 - P|ann|ng |abor Oost
OO.3.002 - P|ann|ng Automat|on Oost
OO.3.003 - P|ann|ng Property, P|ant and Equ|pment Oost
OO.3.004 - P|ann|ng GRO and Overhead Oost
CO.2.002 Sourcing Cost
OO.3.005 - Sourc|ng |abor Oost
OO.3.006 - Sourc|ng Automat|on Oost
OO.3.007 - Sourc|ng Property, P|ant and Equ|pment Oost
OO.3.008 - Sourc|ng GRO, lnventory and Overhead Oost
CO.2.003 - Material Landed Cost
OO.3.009 - Purchased Mater|a|s Oost
OO.3.010 - Mater|a| Transportat|on Oost
OO.3.011 - Mater|a| Oustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.012 - Mater|a| R|sk and Oomp||ance Oost
CO.2.004 - Production Cost
OO.3.014 - Product|on |abor Oost
OO.3.015 - Product|on Automat|on Oost
OO.3.016 - Product|on Property, P|ant and Equ|pment
Cost
OO.3.017 - Product|on GRO, lnventory and Overhead Oost
CO.2.005 - Order Management Cost
OO.3.018 - Order Management |abor Oost
OO.3.019 - Order Management Automat|on Oost
OO.3.020 - Order Management Property, P|ant and
Equ|pment Oost
OO.3.021 - Order Management GRO and Overhead Oost
CO.2.006 - FulllmentCost
OO.3.022 - Transportat|on Oost
OO.3.023 - Fu|f||mentOustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.024 - Fu|f||ment|abor Oost
OO.3.025 - Fu|f||mentAutomat|on Oost
OO.3.026 - Fu|f||mentProperty, P|ant and Equ|pment Oost
OO.3.027 - Fu|f||mentGRO, lnventory and Overhead Oost
CO.2.007 Returns Cost
OO.3.028 - D|scounts and Refunds Oost
OO.3.029 - D|spos|t|on Oost
OO.3.030 - Return GRO, lnventory and Overhead Oost
CO.2.008 Cost of Goods Sold
Reliability
RL.1.1 - Perfect Order Fulllment
RL.2.1 - % of Orders Delivered In Full
R|.3.33 - De||very ltem Accuracy
RL.3.35 - Delivery Quantity Accuracy
RL.2.2 - Delivery Performance to Customer
Commit Date
RL.3.32 - Customer Commit Date Achievement Time
Customer Receiving
RL.3.34 - Delivery Location Accuracy
RL.2.3 - Documentation Accuracy
R|.3.31 - Oomp||ance Documentat|on Accuracy
R|.3.43 - Other Requ|red Documentat|on Accuracy
R|.3.45 - Payment Documentat|on Accuracy
R|.3.50 - Sh|pp|ng Documentat|on Accuracy
RL.2.4 - Perfect Condition
RL.3.12 - % Of Faultless Installations
RL.3.24 - % Orders/Lines Received Damage Free
R|.3.41 - Orders De||vered Damage Free Oonformance
RL.3.42 - Orders Delivered Defect Free Conformance
R|.3.55 - Warranty and Returns
SCOR Metrics
SCOR

Quick
Reference
Guide
1
VERSION
11.0
SCOR Practices
The SCOR Practices section contains management practices, software
solutions, and denitions associated with each process. Companies use
practices to identify alternative or desired ways for their supply chains to
do business. The practices in SCOR may be a subset of the total practices
a company recognizes. Supply Chain Council recommends companies
interested in adopting SCOR to adapt SCOR by researching, reviewing
and integrating relevant industry practices and company practices
(internalization).
SCOR Practices are classied to simplify identication of practices by area
of interest:
Bus|ness Prooess Ana|ys|s/lmprovement
Oustomer Support
D|str|but|on Management
lnformat|on Management
lnventory Management
Manufaotur|ng/Produot|on
Mater|a| Hand||ng
New Produot lntroduot|on
Order Eng|neer|ng ETO}
Order Management
Peop|e Management lno|. Tra|n|ng}
P|ann|ng and Foreoast|ng
Produot ||fe Oyo|e Management
Purohas|ng
Reverse |og|st|os
R|sk/Seour|ty Management
Susta|nab|e Supp|y Oha|n Management
Transportat|on Management
Warehous|ng
Special Applications
GreenSCOR
The following strategic environmental metrics allow the SCOR model to be
used as a framework for env|ronmenta| aooount|ng:
Oarbon Em|ss|ons Tons OO2 Equ|va|ent}
A|r Po||utant Em|ss|ons Tons or kg}
||qu|d Waste Generated Tons or kg}
So||d Waste Generated Tons or kg}
% Reoyo|ed Waste Peroent}
The SOOR framework t|es em|ss|ons to the or|g|nat|ng prooesses, prov|d|ng
a structure for measuring environmental performance and identifying where
performance can be improved. The hierarchical nature of the model allows
strategic environmental footprint goals to be translated to specic targets
and activities.
Performance
Attributes
The performance attributes of a supply
chain permit it to be analyzed and
evaluated against other supply chains with
competing strategies. SCOR identies ve
core supply chain performance attributes:
Re||ab|||ty, Respons|veness, Ag|||ty, Oosts,
and Asset Management. W|thout these
characteristics it is difcult to compare an
organization that strategically chooses
to be the low-cost provider against an
organization that chooses to compete on
reliability and performance.
D|reot|y assoo|ated w|th the performanoe
attr|butes are the |eve| 1 strateg|o metr|os.
These |eve| 1 metr|os are the oa|ou|at|ons
by which an organization can measure
how successful it is in achieving its desired
pos|t|on|ng w|th|n the market spaoe.
Many metr|os |n the SOOR mode| are
hierarchical, just as the process elements
are h|eraroh|oa|. |eve| 1 metr|os are
created from lower level calculations.
|eve| 2 metr|os are genera||y assoo|ated
with a narrower subset of processes.
For examp|e, De||very Performanoe
is calculated as the total number of
products delivered on time and in full
based on a oomm|t date. Add|t|ona||y,
metrics (diagnostics) are used to diagnose
variations in performance against plan.
For examp|e, an organ|zat|on may w|sh
to exam|ne the oorre|at|on between the
request date and oomm|t date.
Agility
AG.1.1 - Upside Supply Chain Flexibility
AG.2.1 - Upside Flexibility (Source)
AG.2.2 - Upside Flexibility (Make)
AG.2.3 - Upside Flexibility (Deliver)
AG.2.4 - Upside Return Flexibility (Source)
AG.2.5 - Upside Return Flexibility (Deliver
AG.1.2 - Upside Supply Chain Adaptability
AG.2.6 - Upside Adaptability (Source)
AG.2.7 - Upside Adaptability (Make)
AG.2.8 - Upside Adaptability (Deliver)
AG.2.9 - Upside Return Adaptability (Source)
AG.2.10 - Upside Return Adaptability (Deliver)
AG.1.3 - Downside Supply Chain Adaptability
AG.2.11 - Downside Adaptability (Source)
AG.2.12 - Downside Adaptability (Make)
AG.2.13 - Downside Adaptability (Deliver)
AG.1.4 - Overall Value at Risk (VAR)
AG.2.14 - Suppliers/Customers/ Products Risk
Rating
AG.2.15 - Value at Risk (Plan)
AG.2.16 - Value at Risk (Source)
AG.2.17 - Value at Risk (Make)
AG.2.18 - Value at Risk (Deliver)
Asset Management Efciency
AM.1.1 - Cash-to-Cash Cycle Time
AM.2.1 - Days Sales Outstanding
AM.2.2 - Inventory Days of Supply
AM.3.16 - lnventory Days of Supp|y Raw Mater|a| }
AM.3.17 - lnventory Days of Supp|y WlP }
AM.3.23 - Reoyo|e Days of Supp|y
AM.3.28 - Peroentage Defeot|ve lnventory
AM.3.37 - Peroentage Exoess lnventory
AM.3.44 - Peroentage nserv|oeab|e MRO lnventory
AM.3.45 - lnventory Days of Supp|y F|n|shed Goods }
AM.2.3 - Days Payable Outstanding
AM.1.2 - Return on Supply Chain Fixed Assets
AM.2.5 - Supply Chain Fixed Assets
AM.3.11 - F|xed Asset va|ue De||ver}
AM.3.18 - F|xed Asset va|ue Make}
AM.3.20 - F|xed Asset va|ue P|an}
AM.3.24 - F|xed Asset va|ue Return}
AM.3.27 - F|xed Asset va|ue Souroe}
AM.1.3 - Return on Work|ng Oap|ta|
AM.2.6 - Accounts Payable (Payables
Outstanding)
Responsiveness
RS.1.1 - Order Fulllment Cycle Time
RS.2.1 - Source Cycle Time
RS.3.8 - Author|ze Supp||er Payment Oyo|e T|me
RS.3.35 - ldent|fy Souroes of Supp|y Oyo|e T|me
RS.3.107 - Reoe|ve Produot Oyo|e T|me
RS.3.122 - Sohedu|e Produot De||ver|es Oyo|e T|me
RS.3.125 - Se|eot Supp||er and Negot|ate Oyo|e T|me
RS.3.139 - Transfer Produot Oyo|e T|me
RS.3.140 - ver|fy Produot Oyo|e T|me
RS.2.2 - Make Cycle Time
RS.3.33 - F|na||ze Produot|on Eng|neer|ng Oyo|e T|me
RS.3.49 - lssue Mater|a| Oyo|e T|me
RS.3.101 - Produoe and Test Oyo|e T|me
RS.3.114 - Re|ease F|n|shed Produot to De||ver Oyo|e
Time
RS.3.123 - Sohedu|e Produot|on Aot|v|t|es Oyo|e T|me
RS.3.128 - Stage F|n|shed Produot Oyo|e T|me
RS.3.142 - Paokage Oyo|e T|me
RS.2.3 - Deliver Cycle Time
RS.3.16 - Bu||d |oads Oyo|e T|me
RS.3.18 - Oonso||date Orders Oyo|e T|me
RS.3.46 - lnsta|| Produot Oyo|e T|me
RS.3.51 - |oad Produot & Generate Sh|pp|ng
Dooumentat|on Oyo|e T|me
RS.3.102 - Reoe|ve & ver|fy Produot by Oustomer Oyo|e
Time
RS.3.110 - Reoe|ve Produot from Souroe or Make Oyo|e
Time
RS.3.111 - Reoe|ve, Oonfgure, Enter, & va||date Order
Cycle Time
RS.3.116 - Reserve Resouroes and Determ|ne De||very
Date Oyo|e T|me
RS.3.117 - Route Sh|pments Oyo|e T|me
RS.3.120 - Sohedu|e lnsta||at|on Oyo|e T|me
RS.3.124 - Se|eot Oarr|ers & Rate Sh|pments Oyo|e T|me
RS.3.126 - Sh|p Produot Oyo|e T|me
RS.2.4 - De||very Reta|| Oyo|e T|me
RS.3.17 - Oheokout Oyo|e T|me
RS.3.32 - F||| Shopp|ng Oart Oyo|e T|me
RS.3.34 - Generate Stook|ng Sohedu|e Oyo|e T|me
RS.3.97 - P|ok Produot from Baokroom Oyo|e T|me
RS.3.109 - Reoe|ve Produot at Store Oyo|e T|me
Cost
CO.1.001 - Total Cost to Serve
CO.2.001 - Planning Cost
OO.3.001 - P|ann|ng |abor Oost
OO.3.002 - P|ann|ng Automat|on Oost
OO.3.003 - P|ann|ng Property, P|ant and Equ|pment Oost
OO.3.004 - P|ann|ng GRO and Overhead Oost
CO.2.002 - Sourcing Cost
OO.3.005 - Souro|ng |abor Oost
OO.3.006 - Souro|ng Automat|on Oost
OO.3.007 - Souro|ng Property, P|ant and Equ|pment Oost
OO.3.008 - Souro|ng GRO, lnventory and Overhead Oost
CO.2.003 - Material Landed Cost
OO.3.009 - Purohased Mater|a|s Oost
OO.3.010 - Mater|a| Transportat|on Oost
OO.3.011 - Mater|a| Oustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.012 - Mater|a| R|sk and Oomp||anoe Oost
CO.2.004 - Production Cost
OO.3.014 - Produot|on |abor Oost
OO.3.015 - Produot|on Automat|on Oost
OO.3.016 - Produot|on Property, P|ant and Equ|pment
Cost
OO.3.017 - Produot|on GRO, lnventory and Overhead Oost
CO.2.005 - Order Management Cost
OO.3.018 - Order Management |abor Oost
OO.3.019 - Order Management Automat|on Oost
OO.3.020 - Order Management Property, P|ant and
Equ|pment Oost
OO.3.021 - Order Management GRO and Overhead Oost
CO.2.006 - FulllmentCost
OO.3.022 - Transportat|on Oost
OO.3.023 - Fu|f||mentOustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.024 - Fu|f||ment|abor Oost
OO.3.025 - Fu|f||mentAutomat|on Oost
OO.3.026 - Fu|f||mentProperty, P|ant and Equ|pment Oost
OO.3.027 - Fu|f||mentGRO, lnventory and Overhead Oost
CO.2.007 Returns Cost
OO.3.028 - D|soounts and Refunds Oost
OO.3.029 - D|spos|t|on Oost
OO.3.030 - Return GRO, lnventory and Overhead Oost
CO.2.008 Cost of Goods Sold
Reliability
RL.1.1 - Perfect Order Fulllment
RL.2.1 - % of Orders Delivered In Full
R|.3.33 - De||very ltem Aoouraoy
R|.3.35 - De||very Ouant|ty Aoouraoy
RL.2.2 - Delivery Performance to Customer
Commit Date
R|.3.32 - Oustomer Oomm|t Date Aoh|evement T|me
Customer Receiving
R|.3.34 - De||very |ooat|on Aoouraoy
RL.2.3 - Documentation Accuracy
R|.3.31 - Oomp||anoe Dooumentat|on Aoouraoy
R|.3.43 - Other Requ|red Dooumentat|on Aoouraoy
R|.3.45 - Payment Dooumentat|on Aoouraoy
R|.3.50 - Sh|pp|ng Dooumentat|on Aoouraoy
RL.2.4 - Perfect Condition
R|.3.12 - % Of Fau|t|ess lnsta||at|ons
R|.3.24 - % Orders/||nes Reoe|ved Damage Free
R|.3.41 - Orders De||vered Damage Free Oonformanoe
R|.3.42 - Orders De||vered Defeot Free Oonformanoe
R|.3.55 - Warranty and Returns
SCOR Metrics
SCOR

Quick
Reference
Guide
1
VERSION
11.0
SCOR Practices
The SCOR Practices section contains management practices, software
solutions, and denitions associated with each process. Companies use
practices to identify alternative or desired ways for their supply chains to
do business. The practices in SCOR may be a subset of the total practices
a company recognizes. Supply Chain Council recommends companies
interested in adopting SCOR to adapt SCOR by researching, reviewing
and integrating relevant industry practices and company practices
(internalization).
SCOR Practices are classied to simplify identication of practices by area
of interest:
Bus|ness Process Ana|ys|s/lmprovement
Oustomer Support
D|str|but|on Management
lnformat|on Management
lnventory Management
Manufactur|ng/Product|on
Mater|a| Hand||ng
New Product lntroduct|on
Order Eng|neer|ng ETO}
Order Management
Peop|e Management lnc|. Tra|n|ng}
P|ann|ng and Forecast|ng
Product ||fe Oyc|e Management
Purchas|ng
Reverse |og|st|cs
R|sk/Secur|ty Management
Susta|nab|e Supp|y Oha|n Management
Transportat|on Management
Warehous|ng
Special Applications
GreenSCOR
The following strategic environmental metrics allow the SCOR model to be
used as a framework for env|ronmenta| account|ng:
Oarbon Em|ss|ons Tons OO2 Equ|va|ent}
A|r Po||utant Em|ss|ons Tons or kg}
||qu|d Waste Generated Tons or kg}
So||d Waste Generated Tons or kg}
% Recyc|ed Waste Percent}
The SOOR framework t|es em|ss|ons to the or|g|nat|ng processes, prov|d|ng
a structure for measuring environmental performance and identifying where
performance can be improved. The hierarchical nature of the model allows
strategic environmental footprint goals to be translated to specic targets
and activities.
Performance
Attributes
The performance attributes of a supply
chain permit it to be analyzed and
evaluated against other supply chains with
competing strategies. SCOR identies ve
core supply chain performance attributes:
Re||ab|||ty, Respons|veness, Ag|||ty, Oosts,
and Asset Management. W|thout these
characteristics it is difcult to compare an
organization that strategically chooses
to be the low-cost provider against an
organization that chooses to compete on
reliability and performance.
D|rect|y assoc|ated w|th the performance
attr|butes are the |eve| 1 strateg|c metr|cs.
These |eve| 1 metr|cs are the ca|cu|at|ons
by which an organization can measure
how successful it is in achieving its desired
pos|t|on|ng w|th|n the market space.
Many metr|cs |n the SOOR mode| are
hierarchical, just as the process elements
are h|erarch|ca|. |eve| 1 metr|cs are
created from lower level calculations.
|eve| 2 metr|cs are genera||y assoc|ated
with a narrower subset of processes.
For examp|e, De||very Performance
is calculated as the total number of
products delivered on time and in full
based on a comm|t date. Add|t|ona||y,
metrics (diagnostics) are used to diagnose
variations in performance against plan.
For examp|e, an organ|zat|on may w|sh
to exam|ne the corre|at|on between the
request date and comm|t date.
Agility
AG.1.1 - Upside Supply Chain Flexibility
AG.2.1 - Upside Flexibility (Source)
AG.2.2 - Upside Flexibility (Make)
AG.2.3 - Upside Flexibility (Deliver)
AG.2.4 - Upside Return Flexibility (Source)
AG.2.5 - Upside Return Flexibility (Deliver
AG.1.2 - Upside Supply Chain Adaptability
AG.2.6 - Upside Adaptability (Source)
AG.2.7 - Upside Adaptability (Make)
AG.2.8 - Upside Adaptability (Deliver)
AG.2.9 - Upside Return Adaptability (Source)
AG.2.10 - Upside Return Adaptability (Deliver)
AG.1.3 - Downside Supply Chain Adaptability
AG.2.11 - Downside Adaptability (Source)
AG.2.12 - Downside Adaptability (Make)
AG.2.13 - Downside Adaptability (Deliver)
AG.1.4 - Overall Value at Risk (VAR)
AG.2.14 - Suppliers/Customers/ Products Risk
Rating
AG.2.15 - Value at Risk (Plan)
AG.2.16 - Value at Risk (Source)
AG.2.17 - Value at Risk (Make)
AG.2.18 - Value at Risk (Deliver)
Asset Management Efciency
AM.1.1 - Cash-to-Cash Cycle Time
AM.2.1 - Days Sales Outstanding
AM.2.2 - Inventory Days of Supply
AM.3.16 - lnventory Days of Supp|y Raw Mater|a| }
AM.3.17 - lnventory Days of Supp|y WlP }
AM.3.23 - Recyc|e Days of Supp|y
AM.3.28 - Percentage Defect|ve lnventory
AM.3.37 - Percentage Excess lnventory
AM.3.44 - Percentage nserv|ceab|e MRO lnventory
AM.3.45 - lnventory Days of Supp|y F|n|shed Goods }
AM.2.3 - Days Payable Outstanding
AM.1.2 - Return on Supply Chain Fixed Assets
AM.2.5 - Supply Chain Fixed Assets
AM.3.11 - F|xed Asset va|ue De||ver}
AM.3.18 - F|xed Asset va|ue Make}
AM.3.20 - F|xed Asset va|ue P|an}
AM.3.24 - F|xed Asset va|ue Return}
AM.3.27 - F|xed Asset va|ue Source}
AM.1.3 - Return on Work|ng Oap|ta|
AM.2.6 - Accounts Payable (Payables
Outstanding)
Responsiveness
RS.1.1 - Order Fulllment Cycle Time
RS.2.1 - Source Cycle Time
RS.3.8 - Author|ze Supp||er Payment Oyc|e T|me
RS.3.35 - ldent|fy Sources of Supp|y Oyc|e T|me
RS.3.107 - Receive Product Cycle Time
RS.3.122 - Schedu|e Product De||ver|es Oyc|e T|me
RS.3.125 - Se|ect Supp||er and Negot|ate Oyc|e T|me
RS.3.139 - Transfer Product Oyc|e T|me
RS.3.140 - ver|fy Product Oyc|e T|me
RS.2.2 - Make Cycle Time
RS.3.33 - F|na||ze Product|on Eng|neer|ng Oyc|e T|me
RS.3.49 - lssue Mater|a| Oyc|e T|me
RS.3.101 - Produce and Test Oyc|e T|me
RS.3.114 - Re|ease F|n|shed Product to De||ver Oyc|e
Time
RS.3.123 - Schedu|e Product|on Act|v|t|es Oyc|e T|me
RS.3.128 - Stage F|n|shed Product Oyc|e T|me
RS.3.142 - Package Oyc|e T|me
RS.2.3 - Deliver Cycle Time
RS.3.16 - Bu||d |oads Oyc|e T|me
RS.3.18 - Oonso||date Orders Oyc|e T|me
RS.3.46 - lnsta|| Product Oyc|e T|me
RS.3.51 - |oad Product & Generate Sh|pp|ng
Documentat|on Oyc|e T|me
RS.3.102 - Rece|ve & ver|fy Product by Oustomer Oyc|e
Time
RS.3.110 - Rece|ve Product from Source or Make Oyc|e
Time
RS.3.111 - Rece|ve, Oonfgure, Enter, & va||date Order
Cycle Time
RS.3.116 - Reserve Resources and Determ|ne De||very
Date Oyc|e T|me
RS.3.117 - Route Sh|pments Oyc|e T|me
RS.3.120 - Schedu|e lnsta||at|on Oyc|e T|me
RS.3.124 - Se|ect Oarr|ers & Rate Sh|pments Oyc|e T|me
RS.3.126 - Sh|p Product Oyc|e T|me
RS.2.4 - De||very Reta|| Oyc|e T|me
RS.3.17 - Oheckout Oyc|e T|me
RS.3.32 - F||| Shopp|ng Oart Oyc|e T|me
RS.3.34 - Generate Stock|ng Schedu|e Oyc|e T|me
RS.3.97 - P|ck Product from Backroom Oyc|e T|me
RS.3.109 - Rece|ve Product at Store Oyc|e T|me
RS.3.129 - Stock She|f Oyc|e T|me
Cost
CO.1.001 - Total Cost to Serve
CO.2.001 - Planning Cost
OO.3.001 - P|ann|ng |abor Oost
OO.3.002 - P|ann|ng Automat|on Oost
OO.3.003 - P|ann|ng Property, P|ant and Equ|pment Oost
OO.3.004 - P|ann|ng GRO and Overhead Oost
CO.2.002 Sourcing Cost
OO.3.005 - Sourc|ng |abor Oost
OO.3.006 - Sourc|ng Automat|on Oost
OO.3.007 - Sourc|ng Property, P|ant and Equ|pment Oost
OO.3.008 - Sourc|ng GRO, lnventory and Overhead Oost
CO.2.003 - Material Landed Cost
OO.3.009 - Purchased Mater|a|s Oost
OO.3.010 - Mater|a| Transportat|on Oost
OO.3.011 - Mater|a| Oustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.012 - Mater|a| R|sk and Oomp||ance Oost
CO.2.004 - Production Cost
OO.3.014 - Product|on |abor Oost
OO.3.015 - Product|on Automat|on Oost
OO.3.016 - Product|on Property, P|ant and Equ|pment
Cost
OO.3.017 - Product|on GRO, lnventory and Overhead Oost
CO.2.005 - Order Management Cost
OO.3.018 - Order Management |abor Oost
OO.3.019 - Order Management Automat|on Oost
OO.3.020 - Order Management Property, P|ant and
Equ|pment Oost
OO.3.021 - Order Management GRO and Overhead Oost
CO.2.006 - FulllmentCost
OO.3.022 - Transportat|on Oost
OO.3.023 - Fu|f||mentOustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.024 - Fu|f||ment|abor Oost
OO.3.025 - Fu|f||mentAutomat|on Oost
OO.3.026 - Fu|f||mentProperty, P|ant and Equ|pment Oost
OO.3.027 - Fu|f||mentGRO, lnventory and Overhead Oost
CO.2.007 Returns Cost
OO.3.028 - D|scounts and Refunds Oost
OO.3.029 - D|spos|t|on Oost
OO.3.030 - Return GRO, lnventory and Overhead Oost
CO.2.008 Cost of Goods Sold
Reliability
RL.1.1 - Perfect Order Fulllment
RL.2.1 - % of Orders Delivered In Full
R|.3.33 - De||very ltem Accuracy
RL.3.35 - Delivery Quantity Accuracy
RL.2.2 - Delivery Performance to Customer
Commit Date
RL.3.32 - Customer Commit Date Achievement Time
Customer Receiving
RL.3.34 - Delivery Location Accuracy
RL.2.3 - Documentation Accuracy
R|.3.31 - Oomp||ance Documentat|on Accuracy
R|.3.43 - Other Requ|red Documentat|on Accuracy
R|.3.45 - Payment Documentat|on Accuracy
R|.3.50 - Sh|pp|ng Documentat|on Accuracy
RL.2.4 - Perfect Condition
RL.3.12 - % Of Faultless Installations
RL.3.24 - % Orders/Lines Received Damage Free
R|.3.41 - Orders De||vered Damage Free Oonformance
RL.3.42 - Orders Delivered Defect Free Conformance
R|.3.55 - Warranty and Returns
SCOR Metrics
SCOR

Quick
Reference
Guide
SCOR Processes
The Supply Chain Operations Reference (SCOR) model describes
the business activities associated with all phases of satisfying a
customers demand. The model itself is organized around the ve
pr|mary management processes of P|an, Source, Make, De||ver,
Return and Enab|e. s|ng these process bu||d|ng b|ocks, the SOOR
model can be used to describe supply chains that are very simple
or very comp|ex us|ng a common set of defn|t|ons across d|sparate
industries. Today public and private organizations and companies
around the world use the model as a foundation for global and site-
specic supply chain improvement projects.
SOOR spans a|| customer |nteract|ons quote to cash}, a|| phys|ca|
mater|a| transact|ons procure to payment, |nc|ud|ng equ|pment,
supp||es, spare parts, bu|k product, software, etc.} and a|| market
interactions (manufacturing, from the understanding of aggregate
demand to the fulllment of each order).
The model is designed and maintained to support supply chains of
var|ous comp|ex|t|es and across mu|t|p|e |ndustr|es. The Oounc|| has
focused on three process levels and does not attempt to prescribe
how a particular organization should conduct its business or tailor
its systems or information ow.
People Supply Chain
Skills
The peop|e sect|on |ntroduced |n SOOR 10.0 prov|des means for
managing talent in the supply chain by incorporating a standard
for descr|b|ng the expert|se requ|red to perform tasks and manage
processes. The SOOR sk|||s management comp|ements the ex|st|ng
process, metrics, and practice reference components by aligning
peop|e and the|r sk|||s to the processes.
A Sk||| |n SOOR |s the capac|ty to de||ver predeterm|ned resu|ts
with minimal input of time and energy, characterized by a standard
defn|t|on w|th assoc|ated exper|ence, apt|tudes, and tra|n|ng.
Exper|ence |s the know|edge or ab|||ty acqu|red by observat|on
or act|ve part|c|pat|on, obta|ned by do|ng the work |n a rea| ||fe
env|ronment, and undergo|ng d|fferent s|tuat|ons that requ|re
different actions.
Apt|tude |s a natura|, acqu|red, |earned, or deve|oped ab|||ty to
perform a certa|n k|nd of work at a certa|n |eve|.
Tra|n|ng deve|ops a sk||| or type of behav|or through |nstruct|on.
A|| peop|e sk|||s are coded w|th a cap|ta| |etter H fo||owed by a cap|ta|
|etter represent|ng the e|ement: S for Sk|||s, A for Apt|tudes, E for
Exper|ence and T for Tra|n|ng. These are fo||owed by a per|od and a
four d|g|t number. Note: The number |n the lD |s a un|que |dent|fer and
does NOT |nd|cate any k|nd of pr|or|ty, |mportance, or other mean|ng.
sP - Plan sS - Source sM - Make sD - Deliver
sP1
Plan Supply
Chain
sP2
Plan Source
sP3
Plan Make
sP4
Plan Deliver
sP5
Plan Return
sS1
Source Stocked
Product
sS2
Source Make-to-
Order Product
sS3
Source Engineer-
to-Order Product
sM1
Make-to-Stock
sM2
Make-to-Order
sM3
Engineer-to-Order
sD1
Deliver Stocked
Product
sD2
Deliver Make-to-
Order Product
sD3
Deliver Engineer-
to-Order Product
sD4
Deliver Retial
Product
sP1.1:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Oha|n Requ|rements
sP1.2:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Chain Resources
sP1.3:
Ba|ance Supp|y
Chain Resources
with SC
Requ|rements
sP1.4:
Estab||sh and
Communicate Supply
Chain Plans

sP2.1:
ldent|fy, Pr|or|t|ze and
Aggregate Product
Requ|rements
sP2.2:
ldent|fy, Assess and
Aggregate Product
Resources
sP2.3:
Ba|ance Product
Resources
with Product
Requ|rements
sP2.4:
Estab||sh Sourc|ng
Plans

sP3.1:
ldent|fy, Pr|or|t|ze
and Aggregate
Production
Requ|rements
sP3.2:
ldent|fy, Assess
and Aggregate
Production
Resources
sP3.3:
Ba|ance Product|on
Resources with
Production
Requ|rements
sP3.4:
Estab||sh Product|on
Plans

sP4.1:
ldent|fy, Pr|or|t|ze and
Aggregate De||very
Requ|rements
sP4.2:
ldent|fy, Assess and
Aggregate De||very
Resources
sP4.3:
Ba|ance De||very
Resources and
Capabilities
w|th De||very
Requ|rements
sP4.4:
Estab||sh De||very
Plans

sP5.1:
Assess and
Aggregate Return
Requ|rements
sP5.2:
ldent|fy, Assess and
Aggregate Return
Resources
sP5.3:
Ba|ance Return
Resources with
Return Requ|rements
sP5.4:
Estab||sh and
Communicate Return
Plans

sS1.1:
Schedule Product
De||ver|es
sS1.2:
Receive Product
sS1.3:
ver|fy Product
sS1.4:
Transfer Product
sS1.5:
Author|ze Supp||er
Payment

sS2.1:
Schedule Product
De||ver|es
sS2.2:
Receive Product
sS2.3:
ver|fy Product
sS2.4:
Transfer Product
sS2.5:
Author|ze Supp||er
Payment

sS3.1:
ldent|fy Sources of
Supply
sS3.2:
Se|ect F|na| Supp||er
and Negot|ate
sS3.3:
Schedule Product
De||ver|es
sS3.4:
Receive Product
sS3.5:
ver|fy Product
sS3.6:
Transfer Product
sS3.7:
Author|ze Supp||er
Payment

sM1.1:
Schedule Production
Act|v|t|es
sM1.2:
lssue Mater|a|
sM1.3:
Produce and Test
sM1.4:
Package
sM1.5:
Stage Product
sM1.6:
Release Product to
De||ver
sM1.7:
Waste D|sposa|

sM2.1:
Schedule Production
Act|v|t|es
sM2.2:
lssue Sourced/ln-
Process Product
sM2.3:
Produce and Test
sM2.4:
Package
sM2.5:
Stage F|n|shed
Product
sM2.6:
Re|ease F|n|shed
Product to De||ver
sM2.7:
Waste D|sposa|

sM3.1:
F|na||ze Product|on
Eng|neer|ng
sM3.2:
Schedule Production
Act|v|t|es
sM3.3:
lssue Sourced/ln-
Process Product
sM3.4:
Produce and Test
sM3.5:
Package
sM3.6:
Stage F|n|shed
Product
sM3.7:
Release Product to
De||ver
sM3.8:
Waste D|sposa|

sD1.1:
Process lnqu|ry and
Quote
sD1.2:
Rece|ve, Enter, and
va||date Order
sD1.3:
Reserve lnventory
and Determ|ne
De||very Date
sD1.4:
Consolidate Orders
sD1.5:
Bu||d |oads
sD1.6:
Route Shipments
sD1.7:
Select Carriers and
Rate Shipments
sD1.8:
Receive Product
from Source or Make
sD1.9:
P|ck Product
sD1.10:
Pack Product
sD1.11:
|oad veh|c|e &
Generate Sh|pp|ng
Docs
sD1.12:
Ship Product
sD1.13:
Receive and verify
Product by Customer
sD1.14:
lnsta|| Product
sD1.15:
lnvo|ce
sD2.1:
Process lnqu|ry and
Quote
sD2.2:
Receive, Congure,
Enter and va||date
Order
sD2.3:
Reserve lnventory
and Determ|ne
De||very Date
sD2.4:
Consolidate Orders
sD2.5:
Bu||d |oads
sD2.6:
Route Shipments
sD2.7:
Select Carriers and
Rate Shipments
sD2.8:
Receive Product
from Source or Make
sD2.9:
P|ck Product
sD2.10:
Pack Product
sD2.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD2.12:
Ship Product
sD2.13:
Receive and verify
Product by Customer
sD2.14:
lnsta|| Product
sD2.15:
lnvo|ce
sD3.1:
Obtain and Respond
to RFP/RFO
sD3.2:
Negot|ate and
Receive Contract
sD3.3:
Enter Order, Oomm|t
Resources & |aunch
Program
sD3.4:
Schedu|e lnsta||at|on
sD3.5:
Bu||d |oads
sD3.6:
Route Shipments
sD3.7:
Se|ect Oarr|ers &
Rate Shipments
sD3.8:
Receive Product
from Source or Make
sD3.9:
P|ck Product
sD3.10:
Pack Product
sD3.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD3.12:
Ship Product
sD3.13:
Receive and verify
Product by Customer
sD3.14:
lnsta|| Product
sD3.15:
lnvo|ce
sD4.1:
Generate Stock|ng
Schedule
sD4.2:
Receive Product at
Store
sD4.3:
P|ck Product from
backroom
sD4.4:
Stock She|f
sD4.5:
F||| Shopp|ng Oart
sD4.6:
Oheckout
sD4.7:
De||ver and/or |nsta||

sR - Return sE - Enable
sSR1
Source Return
Defective Product
sSR2
Source Return
MRO Product
sSR3
Source Return
Excess Product
sDR1
Deliver Return
Defective Product
sDR2
Deliver Return
MRO Product
sDR3
Deliver Return
Excess Product
sE1
Manage Supply
Chain Business
Rules
sE2
Manage Supply
Chain Performance
sE3
Manage Supply
Chain Data and
Information
sE4
Manage Supply
Chain Human
Resources
sE5
Manage Supply
Chain Assets
sE6
Manage Supply
Chain Contracts
sE7
Manage Supply
Chain Network
sE8
Manage Supply
Chain Regulatory
Compliance
sE9
Manage Supply
Chain Risk
sSR1.1:
ldent|fy Defect|ve
Product Condition
sSR1.2:
D|spos|t|on Defect|ve
Product
sSR1.3:
Request Defect|ve
Product Return
Author|zat|on
sSR1.4:
Schedu|e Defect|ve
Product Shipment
sSR1.5:
Return Defect|ve
Product

sSR2.1:
ldent|fy MRO Product
Condition
sSR2.2:
D|spos|t|on MRO
Product
sSR2.3:
Request MRO Return
Author|zat|on
sSR2.4:
Schedu|e MRO
Shipment
sSR2.5:
Return MRO Product

sSR3.1:
ldent|fy Excess
Product Condition
sSR3.2:
D|spos|t|on Excess
Product
sSR3.3:
Request Excess
Product Return
Author|zat|on
sSR3.4:
Schedu|e Excess
Product Shipment
sSR3.5:
Return Excess
Product

sDR1.1:
Author|ze Defect|ve
Product Return
sDR1.2:
Schedu|e Defect|ve
Return Receipt
sDR1.3:
Rece|ve Defect|ve
Product (includes
verify)
sDR1.4:
Transfer Defect|ve
Product

sDR2.1:
Author|ze MRO
Product Return
sDR2.2:
Schedu|e MRO
Return Receipt
sDR2.3:
Rece|ve MRO
Product
sDR2.4:
Transfer MRO
Product

sDR3.1:
Author|ze Excess
Product Return
sDR3.2:
Schedu|e Excess
Return Receipt
sDR3.3:
Rece|ve Excess
Product
sDR3.4:
Transfer Excess
Product

sE1.1:
Gather Bus|ness Ru|e
Requ|rements
sE1.2:
lnterpret Bus|ness
Ru|e Requ|rement
sE1.3:
Document Bus|ness
Rule
sE1.4:
Communicate
Bus|ness Ru|e
sE1.5:
Re|ease/Pub||sh
Bus|ness Ru|e
sE1.6:
Ret|re Bus|ness Ru|e

sE2.1:
ln|t|ate Report|ng
sE2.2:
Ana|yze Reports
sE2.3:
F|nd Root Oauses
sE2.4:
Prioritize Root
Causes
sE2.5:
Deve|op Oorrect|ve
Act|ons
sE2.6:
Approve & |aunch

sE3.1:
Rece|ve Ma|ntenance
Request
sE3.2:
Determ|ne/Scope
Work
sE3.3:
Ma|nta|n Oontent/
Code
sE3.4:
Ma|nta|n Access
sE3.5:
Pub||sh lnformat|on
sE3.6:
ver|fy lnformat|on

sE4.1:
ldent|fy Sk|||s/
Resource
Requ|rement
sE4.2:
ldent|fy Ava||ab|e
Sk|||s/Resources
sE4.3:
Match Sk|||s/
Resources
sE4.4:
Determ|ne H|r|ng/
Redeployment
sE4.5:
Determ|ne Tra|n|ng/
Educat|on
sE4.6:
Approve, Pr|or|t|ze
and |aunch

sE5.1:
Schedu|e Asset
Management
Act|v|t|es
sE5.2:
Take Asset Off-||ne
sE5.3:
lnspect and
Troubleshoot
sE5.4:
lnsta|| and Oonfgure
sE5.5:
O|ean, Ma|nta|n and
Repair
sE5.6:
Decomm|ss|on and
D|spose
sE5.7:
lnspect Ma|ntenance
sE5.8:
Re|nstate Asset
sE6.1:
Rece|ve Oontract/
Oontract pdates
sE6.2:
Enter and D|str|bute
Contract
sE6.3:
Act|vate/Arch|ve
Contract
sE6.4:
Review Contractual
Performance
sE6.5:
ldent|fy Performance
lssues/Opportun|t|es
sE6.6:
ldent|fy Reso|ut|ons/
lmprovements
sE6.7:
Select, Prioritize
and D|str|bute
Resolutions

sE7.1:
Select Scope and
Organization
sE7.2:
Gather lnput and
Data
sE7.3:
Deve|op Scenar|os
sE7.4:
Mode|/S|mu|ate
Scenarios
sE7.5:
Project lmpact
sE7.6:
Se|ect and Approve
sE7.7:
Deve|op Ohange
Program
sE7.8:
|aunch Ohange
Program
sE8.1:
Mon|tor Regu|atory
Ent|t|es
sE8.2:
Assess Regu|atory
Publications
sE8.3:
ldent|fy Regu|atory
Defc|enc|es
sE8.4:
Defne Remed|at|on
sE8.5:
ver|fy/Obta|n ||cense
sE8.6:
Publish Remediation

sE9.1:
Estab||sh Oontext
sE9.2:
ldent|fy R|sk Events
sE9.3:
Ouant|fy R|sks
sE9.4:
Eva|uate R|sks
sE9.5:
M|t|gate R|sk

The Supply Chain Operations Reference (SCOR) model is the

product of Supply Chain Council (SCC), an independent, nonprot,
global corporation with membership open to all companies and
organizations interested in applying and advancing state-of-the-
art supply chain management systems and practices. The SCOR
model captures the Councils consensus view of supply chain
management. Wh||e much of the under|y|ng content of the mode|
has been used by practitioners for many years, the SCOR model
prov|des a un|que framework that ||nks bus|ness process, metr|cs,
best practices, and technology features into a unied structure
to support communication among supply chain partners and
to improve the effectiveness of supply chain management and
related supply chain improvement activities.
International Regional Support
+61 280 147 508
+31 20 890 8015
+852 3175 0905
+852-3175-0905
+55 11 9983 4542
+1 202 962 0440
+65 3158 1276
+27 114 613 110
Austra||a & New Zea|and
Europe
Greater Oh|na
Hong Kong
|at|n Amer|ca
North Amer|ca
South East As|a
Southern Afr|ca
12320 Barker Cypress Rd.
Suite 600, PMB 321
Cypress, Texas 77429-8329 USA
www.supply-chain.org
Item no. 726770-en
2012 Supply Chain Council, Inc. ALL RIGHTS RESERVED.
SCOR is a registered trademark in the United States and Europe.
VERSION
10.0
supply chain council
scc
SM
SCOR Online Access
The SOOR framework |s a|so ava||ab|e on||ne to members. The on||ne
vers|on features easy nav|gat|on through ||nked defn|t|ons, performance
metr|cs, best pract|ces, and sk|||s.
v|s|t: supp|y-cha|n.org/on||ne-access
SCOR Processes
The Supply Chain Operations Reference (SCOR) model describes
the business activities associated with all phases of satisfying a
customers demand. The model itself is organized around the ve
pr|mary management processes of P|an, Source, Make, De||ver,
Return and Enab|e. s|ng these process bu||d|ng b|ocks, the SOOR
model can be used to describe supply chains that are very simple
or very comp|ex us|ng a common set of defn|t|ons across d|sparate
industries. Today public and private organizations and companies
around the world use the model as a foundation for global and site-
specic supply chain improvement projects.
SOOR spans a|| customer |nteract|ons quote to cash}, a|| phys|ca|
mater|a| transact|ons procure to payment, |nc|ud|ng equ|pment,
supp||es, spare parts, bu|k product, software, etc.} and a|| market
interactions (manufacturing, from the understanding of aggregate
demand to the fulllment of each order).
The model is designed and maintained to support supply chains of
var|ous comp|ex|t|es and across mu|t|p|e |ndustr|es. The Oounc|| has
focused on three process levels and does not attempt to prescribe
how a particular organization should conduct its business or tailor
its systems or information ow.
People Supply Chain
Skills
The peop|e sect|on |ntroduced |n SOOR 10.0 prov|des means for
managing talent in the supply chain by incorporating a standard
for descr|b|ng the expert|se requ|red to perform tasks and manage
processes. The SOOR sk|||s management comp|ements the ex|st|ng
process, metrics, and practice reference components by aligning
peop|e and the|r sk|||s to the processes.
A Sk||| |n SOOR |s the capac|ty to de||ver predeterm|ned resu|ts
with minimal input of time and energy, characterized by a standard
defn|t|on w|th assoc|ated exper|ence, apt|tudes, and tra|n|ng.
Exper|ence |s the know|edge or ab|||ty acqu|red by observat|on
or act|ve part|c|pat|on, obta|ned by do|ng the work |n a rea| ||fe
env|ronment, and undergo|ng d|fferent s|tuat|ons that requ|re
different actions.
Apt|tude |s a natura|, acqu|red, |earned, or deve|oped ab|||ty to
perform a certa|n k|nd of work at a certa|n |eve|.
Tra|n|ng deve|ops a sk||| or type of behav|or through |nstruct|on.
A|| peop|e sk|||s are coded w|th a cap|ta| |etter H fo||owed by a cap|ta|
|etter represent|ng the e|ement: S for Sk|||s, A for Apt|tudes, E for
Exper|ence and T for Tra|n|ng. These are fo||owed by a per|od and a
four d|g|t number. Note: The number |n the lD |s a un|que |dent|fer and
does NOT |nd|cate any k|nd of pr|or|ty, |mportance, or other mean|ng.
sP - Plan sS - Source sM - Make sD - Deliver
sP1
Plan Supply
Chain
sP2
Plan Source
sP3
Plan Make
sP4
Plan Deliver
sP5
Plan Return
sS1
Source Stocked
Product
sS2
Source Make-to-
Order Product
sS3
Source Engineer-
to-Order Product
sM1
Make-to-Stock
sM2
Make-to-Order
sM3
Engineer-to-Order
sD1
Deliver Stocked
Product
sD2
Deliver Make-to-
Order Product
sD3
Deliver Engineer-
to-Order Product
sD4
Deliver Retial
Product
sP1.1:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Oha|n Requ|rements
sP1.2:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Chain Resources
sP1.3:
Ba|ance Supp|y
Chain Resources
with SC
Requ|rements
sP1.4:
Estab||sh and
Communicate Supply
Chain Plans

sP2.1:
ldent|fy, Pr|or|t|ze and
Aggregate Product
Requ|rements
sP2.2:
ldent|fy, Assess and
Aggregate Product
Resources
sP2.3:
Ba|ance Product
Resources
with Product
Requ|rements
sP2.4:
Estab||sh Sourc|ng
Plans

sP3.1:
ldent|fy, Pr|or|t|ze
and Aggregate
Production
Requ|rements
sP3.2:
ldent|fy, Assess
and Aggregate
Production
Resources
sP3.3:
Ba|ance Product|on
Resources with
Production
Requ|rements
sP3.4:
Estab||sh Product|on
Plans

sP4.1:
ldent|fy, Pr|or|t|ze and
Aggregate De||very
Requ|rements
sP4.2:
ldent|fy, Assess and
Aggregate De||very
Resources
sP4.3:
Ba|ance De||very
Resources and
Capabilities
w|th De||very
Requ|rements
sP4.4:
Estab||sh De||very
Plans

sP5.1:
Assess and
Aggregate Return
Requ|rements
sP5.2:
ldent|fy, Assess and
Aggregate Return
Resources
sP5.3:
Ba|ance Return
Resources with
Return Requ|rements
sP5.4:
Estab||sh and
Communicate Return
Plans

sS1.1:
Schedule Product
De||ver|es
sS1.2:
Receive Product
sS1.3:
ver|fy Product
sS1.4:
Transfer Product
sS1.5:
Author|ze Supp||er
Payment

sS2.1:
Schedule Product
De||ver|es
sS2.2:
Receive Product
sS2.3:
ver|fy Product
sS2.4:
Transfer Product
sS2.5:
Author|ze Supp||er
Payment

sS3.1:
ldent|fy Sources of
Supply
sS3.2:
Se|ect F|na| Supp||er
and Negot|ate
sS3.3:
Schedule Product
De||ver|es
sS3.4:
Receive Product
sS3.5:
ver|fy Product
sS3.6:
Transfer Product
sS3.7:
Author|ze Supp||er
Payment

sM1.1:
Schedule Production
Act|v|t|es
sM1.2:
lssue Mater|a|
sM1.3:
Produce and Test
sM1.4:
Package
sM1.5:
Stage Product
sM1.6:
Release Product to
De||ver
sM1.7:
Waste D|sposa|

sM2.1:
Schedule Production
Act|v|t|es
sM2.2:
lssue Sourced/ln-
Process Product
sM2.3:
Produce and Test
sM2.4:
Package
sM2.5:
Stage F|n|shed
Product
sM2.6:
Re|ease F|n|shed
Product to De||ver
sM2.7:
Waste D|sposa|

sM3.1:
F|na||ze Product|on
Eng|neer|ng
sM3.2:
Schedule Production
Act|v|t|es
sM3.3:
lssue Sourced/ln-
Process Product
sM3.4:
Produce and Test
sM3.5:
Package
sM3.6:
Stage F|n|shed
Product
sM3.7:
Release Product to
De||ver
sM3.8:
Waste D|sposa|

sD1.1:
Process lnqu|ry and
Quote
sD1.2:
Rece|ve, Enter, and
va||date Order
sD1.3:
Reserve lnventory
and Determ|ne
De||very Date
sD1.4:
Consolidate Orders
sD1.5:
Bu||d |oads
sD1.6:
Route Shipments
sD1.7:
Select Carriers and
Rate Shipments
sD1.8:
Receive Product
from Source or Make
sD1.9:
P|ck Product
sD1.10:
Pack Product
sD1.11:
|oad veh|c|e &
Generate Sh|pp|ng
Docs
sD1.12:
Ship Product
sD1.13:
Receive and verify
Product by Customer
sD1.14:
lnsta|| Product
sD1.15:
lnvo|ce
sD2.1:
Process lnqu|ry and
Quote
sD2.2:
Receive, Congure,
Enter and va||date
Order
sD2.3:
Reserve lnventory
and Determ|ne
De||very Date
sD2.4:
Consolidate Orders
sD2.5:
Bu||d |oads
sD2.6:
Route Shipments
sD2.7:
Select Carriers and
Rate Shipments
sD2.8:
Receive Product
from Source or Make
sD2.9:
P|ck Product
sD2.10:
Pack Product
sD2.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD2.12:
Ship Product
sD2.13:
Receive and verify
Product by Customer
sD2.14:
lnsta|| Product
sD2.15:
lnvo|ce
sD3.1:
Obtain and Respond
to RFP/RFO
sD3.2:
Negot|ate and
Receive Contract
sD3.3:
Enter Order, Oomm|t
Resources & |aunch
Program
sD3.4:
Schedu|e lnsta||at|on
sD3.5:
Bu||d |oads
sD3.6:
Route Shipments
sD3.7:
Se|ect Oarr|ers &
Rate Shipments
sD3.8:
Receive Product
from Source or Make
sD3.9:
P|ck Product
sD3.10:
Pack Product
sD3.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD3.12:
Ship Product
sD3.13:
Receive and verify
Product by Customer
sD3.14:
lnsta|| Product
sD3.15:
lnvo|ce
sD4.1:
Generate Stock|ng
Schedule
sD4.2:
Receive Product at
Store
sD4.3:
P|ck Product from
backroom
sD4.4:
Stock She|f
sD4.5:
F||| Shopp|ng Oart
sD4.6:
Oheckout
sD4.7:
De||ver and/or |nsta||

sR - Return sE - Enable
sSR1
Source Return
Defective Product
sSR2
Source Return
MRO Product
sSR3
Source Return
Excess Product
sDR1
Deliver Return
Defective Product
sDR2
Deliver Return
MRO Product
sDR3
Deliver Return
Excess Product
sE1
Manage Supply
Chain Business
Rules
sE2
Manage Supply
Chain Performance
sE3
Manage Supply
Chain Data and
Information
sE4
Manage Supply
Chain Human
Resources
sE5
Manage Supply
Chain Assets
sE6
Manage Supply
Chain Contracts
sE7
Manage Supply
Chain Network
sE8
Manage Supply
Chain Regulatory
Compliance
sE9
Manage Supply
Chain Risk
sSR1.1:
ldent|fy Defect|ve
Product Condition
sSR1.2:
D|spos|t|on Defect|ve
Product
sSR1.3:
Request Defect|ve
Product Return
Author|zat|on
sSR1.4:
Schedu|e Defect|ve
Product Shipment
sSR1.5:
Return Defect|ve
Product

sSR2.1:
ldent|fy MRO Product
Condition
sSR2.2:
D|spos|t|on MRO
Product
sSR2.3:
Request MRO Return
Author|zat|on
sSR2.4:
Schedu|e MRO
Shipment
sSR2.5:
Return MRO Product

sSR3.1:
ldent|fy Excess
Product Condition
sSR3.2:
D|spos|t|on Excess
Product
sSR3.3:
Request Excess
Product Return
Author|zat|on
sSR3.4:
Schedu|e Excess
Product Shipment
sSR3.5:
Return Excess
Product

sDR1.1:
Author|ze Defect|ve
Product Return
sDR1.2:
Schedu|e Defect|ve
Return Receipt
sDR1.3:
Rece|ve Defect|ve
Product (includes
verify)
sDR1.4:
Transfer Defect|ve
Product

sDR2.1:
Author|ze MRO
Product Return
sDR2.2:
Schedu|e MRO
Return Receipt
sDR2.3:
Rece|ve MRO
Product
sDR2.4:
Transfer MRO
Product

sDR3.1:
Author|ze Excess
Product Return
sDR3.2:
Schedu|e Excess
Return Receipt
sDR3.3:
Rece|ve Excess
Product
sDR3.4:
Transfer Excess
Product

sE1.1:
Gather Bus|ness Ru|e
Requ|rements
sE1.2:
lnterpret Bus|ness
Ru|e Requ|rement
sE1.3:
Document Bus|ness
Rule
sE1.4:
Communicate
Bus|ness Ru|e
sE1.5:
Re|ease/Pub||sh
Bus|ness Ru|e
sE1.6:
Ret|re Bus|ness Ru|e

sE2.1:
ln|t|ate Report|ng
sE2.2:
Ana|yze Reports
sE2.3:
F|nd Root Oauses
sE2.4:
Prioritize Root
Causes
sE2.5:
Deve|op Oorrect|ve
Act|ons
sE2.6:
Approve & |aunch

sE3.1:
Rece|ve Ma|ntenance
Request
sE3.2:
Determ|ne/Scope
Work
sE3.3:
Ma|nta|n Oontent/
Code
sE3.4:
Ma|nta|n Access
sE3.5:
Pub||sh lnformat|on
sE3.6:
ver|fy lnformat|on

sE4.1:
ldent|fy Sk|||s/
Resource
Requ|rement
sE4.2:
ldent|fy Ava||ab|e
Sk|||s/Resources
sE4.3:
Match Sk|||s/
Resources
sE4.4:
Determ|ne H|r|ng/
Redeployment
sE4.5:
Determ|ne Tra|n|ng/
Educat|on
sE4.6:
Approve, Pr|or|t|ze
and |aunch

sE5.1:
Schedu|e Asset
Management
Act|v|t|es
sE5.2:
Take Asset Off-||ne
sE5.3:
lnspect and
Troubleshoot
sE5.4:
lnsta|| and Oonfgure
sE5.5:
O|ean, Ma|nta|n and
Repair
sE5.6:
Decomm|ss|on and
D|spose
sE5.7:
lnspect Ma|ntenance
sE5.8:
Re|nstate Asset
sE6.1:
Rece|ve Oontract/
Oontract pdates
sE6.2:
Enter and D|str|bute
Contract
sE6.3:
Act|vate/Arch|ve
Contract
sE6.4:
Review Contractual
Performance
sE6.5:
ldent|fy Performance
lssues/Opportun|t|es
sE6.6:
ldent|fy Reso|ut|ons/
lmprovements
sE6.7:
Select, Prioritize
and D|str|bute
Resolutions

sE7.1:
Select Scope and
Organization
sE7.2:
Gather lnput and
Data
sE7.3:
Deve|op Scenar|os
sE7.4:
Mode|/S|mu|ate
Scenarios
sE7.5:
Project lmpact
sE7.6:
Se|ect and Approve
sE7.7:
Deve|op Ohange
Program
sE7.8:
|aunch Ohange
Program
sE8.1:
Mon|tor Regu|atory
Ent|t|es
sE8.2:
Assess Regu|atory
Publications
sE8.3:
ldent|fy Regu|atory
Defc|enc|es
sE8.4:
Defne Remed|at|on
sE8.5:
ver|fy/Obta|n ||cense
sE8.6:
Publish Remediation

sE9.1:
Estab||sh Oontext
sE9.2:
ldent|fy R|sk Events
sE9.3:
Ouant|fy R|sks
sE9.4:
Eva|uate R|sks
sE9.5:
M|t|gate R|sk

The Supply Chain Operations Reference (SCOR) model is the

product of Supply Chain Council (SCC), an independent, nonprot,
global corporation with membership open to all companies and
organizations interested in applying and advancing state-of-the-
art supply chain management systems and practices. The SCOR
model captures the Councils consensus view of supply chain
management. Wh||e much of the under|y|ng content of the mode|
has been used by practitioners for many years, the SCOR model
prov|des a un|que framework that ||nks bus|ness process, metr|cs,
best practices, and technology features into a unied structure
to support communication among supply chain partners and
to improve the effectiveness of supply chain management and
related supply chain improvement activities.
International Regional Support
+61 280 147 508
+31 20 890 8015
+852 3175 0905
+852-3175-0905
+55 11 9983 4542
+1 202 962 0440
+65 3158 1276
+27 114 613 110
Austra||a & New Zea|and
Europe
Greater Oh|na
Hong Kong
|at|n Amer|ca
North Amer|ca
South East As|a
Southern Afr|ca
12320 Barker Cypress Rd.
Suite 600, PMB 321
Cypress, Texas 77429-8329 USA
www.supply-chain.org
Item no. 726770-en
2012 Supply Chain Council, Inc. ALL RIGHTS RESERVED.
SCOR is a registered trademark in the United States and Europe.
VERSION
10.0
supply chain council
scc
SM
SCOR Online Access
The SOOR framework |s a|so ava||ab|e on||ne to members. The on||ne
vers|on features easy nav|gat|on through ||nked defn|t|ons, performance
metr|cs, best pract|ces, and sk|||s.
v|s|t: supp|y-cha|n.org/on||ne-access
SCOR Processes
The Supply Chain Operations Reference (SCOR) model describes
the business activities associated with all phases of satisfying a
customers demand. The model itself is organized around the ve
pr|mary management processes of P|an, Source, Make, De||ver,
Return and Enab|e. s|ng these process bu||d|ng b|ocks, the SOOR
model can be used to describe supply chains that are very simple
or very comp|ex us|ng a common set of defn|t|ons across d|sparate
industries. Today public and private organizations and companies
around the world use the model as a foundation for global and site-
specic supply chain improvement projects.
SOOR spans a|| customer |nteract|ons quote to cash}, a|| phys|ca|
mater|a| transact|ons procure to payment, |nc|ud|ng equ|pment,
supp||es, spare parts, bu|k product, software, etc.} and a|| market
interactions (manufacturing, from the understanding of aggregate
demand to the fulllment of each order).
The model is designed and maintained to support supply chains of
var|ous comp|ex|t|es and across mu|t|p|e |ndustr|es. The Oounc|| has
focused on three process levels and does not attempt to prescribe
how a particular organization should conduct its business or tailor
its systems or information ow.
People Supply Chain
Skills
The peop|e sect|on |ntroduced |n SOOR 10.0 prov|des means for
managing talent in the supply chain by incorporating a standard
for descr|b|ng the expert|se requ|red to perform tasks and manage
processes. The SOOR sk|||s management comp|ements the ex|st|ng
process, metrics, and practice reference components by aligning
peop|e and the|r sk|||s to the processes.
A Sk||| |n SOOR |s the capac|ty to de||ver predeterm|ned resu|ts
with minimal input of time and energy, characterized by a standard
defn|t|on w|th assoc|ated exper|ence, apt|tudes, and tra|n|ng.
Exper|ence |s the know|edge or ab|||ty acqu|red by observat|on
or act|ve part|c|pat|on, obta|ned by do|ng the work |n a rea| ||fe
env|ronment, and undergo|ng d|fferent s|tuat|ons that requ|re
different actions.
Apt|tude |s a natura|, acqu|red, |earned, or deve|oped ab|||ty to
perform a certa|n k|nd of work at a certa|n |eve|.
Tra|n|ng deve|ops a sk||| or type of behav|or through |nstruct|on.
A|| peop|e sk|||s are coded w|th a cap|ta| |etter H fo||owed by a cap|ta|
|etter represent|ng the e|ement: S for Sk|||s, A for Apt|tudes, E for
Exper|ence and T for Tra|n|ng. These are fo||owed by a per|od and a
four d|g|t number. Note: The number |n the lD |s a un|que |dent|fer and
does NOT |nd|cate any k|nd of pr|or|ty, |mportance, or other mean|ng.
sP - Plan sS - Source sM - Make sD - Deliver
sP1
Plan Supply
Chain
sP2
Plan Source
sP3
Plan Make
sP4
Plan Deliver
sP5
Plan Return
sS1
Source Stocked
Product
sS2
Source Make-to-
Order Product
sS3
Source Engineer-
to-Order Product
sM1
Make-to-Stock
sM2
Make-to-Order
sM3
Engineer-to-Order
sD1
Deliver Stocked
Product
sD2
Deliver Make-to-
Order Product
sD3
Deliver Engineer-
to-Order Product
sD4
Deliver Retial
Product
sP1.1:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Oha|n Requ|rements
sP1.2:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Chain Resources
sP1.3:
Ba|ance Supp|y
Chain Resources
with SC
Requ|rements
sP1.4:
Estab||sh and
Communicate Supply
Chain Plans

sP2.1:
ldent|fy, Pr|or|t|ze and
Aggregate Product
Requ|rements
sP2.2:
ldent|fy, Assess and
Aggregate Product
Resources
sP2.3:
Ba|ance Product
Resources
with Product
Requ|rements
sP2.4:
Estab||sh Sourc|ng
Plans

sP3.1:
ldent|fy, Pr|or|t|ze
and Aggregate
Production
Requ|rements
sP3.2:
ldent|fy, Assess
and Aggregate
Production
Resources
sP3.3:
Ba|ance Product|on
Resources with
Production
Requ|rements
sP3.4:
Estab||sh Product|on
Plans

sP4.1:
ldent|fy, Pr|or|t|ze and
Aggregate De||very
Requ|rements
sP4.2:
ldent|fy, Assess and
Aggregate De||very
Resources
sP4.3:
Ba|ance De||very
Resources and
Capabilities
w|th De||very
Requ|rements
sP4.4:
Estab||sh De||very
Plans

sP5.1:
Assess and
Aggregate Return
Requ|rements
sP5.2:
ldent|fy, Assess and
Aggregate Return
Resources
sP5.3:
Ba|ance Return
Resources with
Return Requ|rements
sP5.4:
Estab||sh and
Communicate Return
Plans

sS1.1:
Schedule Product
De||ver|es
sS1.2:
Receive Product
sS1.3:
ver|fy Product
sS1.4:
Transfer Product
sS1.5:
Author|ze Supp||er
Payment

sS2.1:
Schedule Product
De||ver|es
sS2.2:
Receive Product
sS2.3:
ver|fy Product
sS2.4:
Transfer Product
sS2.5:
Author|ze Supp||er
Payment

sS3.1:
ldent|fy Sources of
Supply
sS3.2:
Se|ect F|na| Supp||er
and Negot|ate
sS3.3:
Schedule Product
De||ver|es
sS3.4:
Receive Product
sS3.5:
ver|fy Product
sS3.6:
Transfer Product
sS3.7:
Author|ze Supp||er
Payment

sM1.1:
Schedule Production
Act|v|t|es
sM1.2:
lssue Mater|a|
sM1.3:
Produce and Test
sM1.4:
Package
sM1.5:
Stage Product
sM1.6:
Release Product to
De||ver
sM1.7:
Waste D|sposa|

sM2.1:
Schedule Production
Act|v|t|es
sM2.2:
lssue Sourced/ln-
Process Product
sM2.3:
Produce and Test
sM2.4:
Package
sM2.5:
Stage F|n|shed
Product
sM2.6:
Re|ease F|n|shed
Product to De||ver
sM2.7:
Waste D|sposa|

sM3.1:
F|na||ze Product|on
Eng|neer|ng
sM3.2:
Schedule Production
Act|v|t|es
sM3.3:
lssue Sourced/ln-
Process Product
sM3.4:
Produce and Test
sM3.5:
Package
sM3.6:
Stage F|n|shed
Product
sM3.7:
Release Product to
De||ver
sM3.8:
Waste D|sposa|

sD1.1:
Process lnqu|ry and
Quote
sD1.2:
Rece|ve, Enter, and
va||date Order
sD1.3:
Reserve lnventory
and Determ|ne
De||very Date
sD1.4:
Consolidate Orders
sD1.5:
Bu||d |oads
sD1.6:
Route Shipments
sD1.7:
Select Carriers and
Rate Shipments
sD1.8:
Receive Product
from Source or Make
sD1.9:
P|ck Product
sD1.10:
Pack Product
sD1.11:
|oad veh|c|e &
Generate Sh|pp|ng
Docs
sD1.12:
Ship Product
sD1.13:
Receive and verify
Product by Customer
sD1.14:
lnsta|| Product
sD1.15:
lnvo|ce
sD2.1:
Process lnqu|ry and
Quote
sD2.2:
Receive, Congure,
Enter and va||date
Order
sD2.3:
Reserve lnventory
and Determ|ne
De||very Date
sD2.4:
Consolidate Orders
sD2.5:
Bu||d |oads
sD2.6:
Route Shipments
sD2.7:
Select Carriers and
Rate Shipments
sD2.8:
Receive Product
from Source or Make
sD2.9:
P|ck Product
sD2.10:
Pack Product
sD2.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD2.12:
Ship Product
sD2.13:
Receive and verify
Product by Customer
sD2.14:
lnsta|| Product
sD2.15:
lnvo|ce
sD3.1:
Obtain and Respond
to RFP/RFO
sD3.2:
Negot|ate and
Receive Contract
sD3.3:
Enter Order, Oomm|t
Resources & |aunch
Program
sD3.4:
Schedu|e lnsta||at|on
sD3.5:
Bu||d |oads
sD3.6:
Route Shipments
sD3.7:
Se|ect Oarr|ers &
Rate Shipments
sD3.8:
Receive Product
from Source or Make
sD3.9:
P|ck Product
sD3.10:
Pack Product
sD3.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD3.12:
Ship Product
sD3.13:
Receive and verify
Product by Customer
sD3.14:
lnsta|| Product
sD3.15:
lnvo|ce
sD4.1:
Generate Stock|ng
Schedule
sD4.2:
Receive Product at
Store
sD4.3:
P|ck Product from
backroom
sD4.4:
Stock She|f
sD4.5:
F||| Shopp|ng Oart
sD4.6:
Oheckout
sD4.7:
De||ver and/or |nsta||

sR - Return sE - Enable
sSR1
Source Return
Defective Product
sSR2
Source Return
MRO Product
sSR3
Source Return
Excess Product
sDR1
Deliver Return
Defective Product
sDR2
Deliver Return
MRO Product
sDR3
Deliver Return
Excess Product
sE1
Manage Supply
Chain Business
Rules
sE2
Manage Supply
Chain Performance
sE3
Manage Supply
Chain Data and
Information
sE4
Manage Supply
Chain Human
Resources
sE5
Manage Supply
Chain Assets
sE6
Manage Supply
Chain Contracts
sE7
Manage Supply
Chain Network
sE8
Manage Supply
Chain Regulatory
Compliance
sE9
Manage Supply
Chain Risk
sSR1.1:
ldent|fy Defect|ve
Product Condition
sSR1.2:
D|spos|t|on Defect|ve
Product
sSR1.3:
Request Defect|ve
Product Return
Author|zat|on
sSR1.4:
Schedu|e Defect|ve
Product Shipment
sSR1.5:
Return Defect|ve
Product

sSR2.1:
ldent|fy MRO Product
Condition
sSR2.2:
D|spos|t|on MRO
Product
sSR2.3:
Request MRO Return
Author|zat|on
sSR2.4:
Schedu|e MRO
Shipment
sSR2.5:
Return MRO Product

sSR3.1:
ldent|fy Excess
Product Condition
sSR3.2:
D|spos|t|on Excess
Product
sSR3.3:
Request Excess
Product Return
Author|zat|on
sSR3.4:
Schedu|e Excess
Product Shipment
sSR3.5:
Return Excess
Product

sDR1.1:
Author|ze Defect|ve
Product Return
sDR1.2:
Schedu|e Defect|ve
Return Receipt
sDR1.3:
Rece|ve Defect|ve
Product (includes
verify)
sDR1.4:
Transfer Defect|ve
Product

sDR2.1:
Author|ze MRO
Product Return
sDR2.2:
Schedu|e MRO
Return Receipt
sDR2.3:
Rece|ve MRO
Product
sDR2.4:
Transfer MRO
Product

sDR3.1:
Author|ze Excess
Product Return
sDR3.2:
Schedu|e Excess
Return Receipt
sDR3.3:
Rece|ve Excess
Product
sDR3.4:
Transfer Excess
Product

sE1.1:
Gather Bus|ness Ru|e
Requ|rements
sE1.2:
lnterpret Bus|ness
Ru|e Requ|rement
sE1.3:
Document Bus|ness
Rule
sE1.4:
Communicate
Bus|ness Ru|e
sE1.5:
Re|ease/Pub||sh
Bus|ness Ru|e
sE1.6:
Ret|re Bus|ness Ru|e

sE2.1:
ln|t|ate Report|ng
sE2.2:
Ana|yze Reports
sE2.3:
F|nd Root Oauses
sE2.4:
Prioritize Root
Causes
sE2.5:
Deve|op Oorrect|ve
Act|ons
sE2.6:
Approve & |aunch

sE3.1:
Rece|ve Ma|ntenance
Request
sE3.2:
Determ|ne/Scope
Work
sE3.3:
Ma|nta|n Oontent/
Code
sE3.4:
Ma|nta|n Access
sE3.5:
Pub||sh lnformat|on
sE3.6:
ver|fy lnformat|on

sE4.1:
ldent|fy Sk|||s/
Resource
Requ|rement
sE4.2:
ldent|fy Ava||ab|e
Sk|||s/Resources
sE4.3:
Match Sk|||s/
Resources
sE4.4:
Determ|ne H|r|ng/
Redeployment
sE4.5:
Determ|ne Tra|n|ng/
Educat|on
sE4.6:
Approve, Pr|or|t|ze
and |aunch

sE5.1:
Schedu|e Asset
Management
Act|v|t|es
sE5.2:
Take Asset Off-||ne
sE5.3:
lnspect and
Troubleshoot
sE5.4:
lnsta|| and Oonfgure
sE5.5:
O|ean, Ma|nta|n and
Repair
sE5.6:
Decomm|ss|on and
D|spose
sE5.7:
lnspect Ma|ntenance
sE5.8:
Re|nstate Asset
sE6.1:
Rece|ve Oontract/
Oontract pdates
sE6.2:
Enter and D|str|bute
Contract
sE6.3:
Act|vate/Arch|ve
Contract
sE6.4:
Review Contractual
Performance
sE6.5:
ldent|fy Performance
lssues/Opportun|t|es
sE6.6:
ldent|fy Reso|ut|ons/
lmprovements
sE6.7:
Select, Prioritize
and D|str|bute
Resolutions

sE7.1:
Select Scope and
Organization
sE7.2:
Gather lnput and
Data
sE7.3:
Deve|op Scenar|os
sE7.4:
Mode|/S|mu|ate
Scenarios
sE7.5:
Project lmpact
sE7.6:
Se|ect and Approve
sE7.7:
Deve|op Ohange
Program
sE7.8:
|aunch Ohange
Program
sE8.1:
Mon|tor Regu|atory
Ent|t|es
sE8.2:
Assess Regu|atory
Publications
sE8.3:
ldent|fy Regu|atory
Defc|enc|es
sE8.4:
Defne Remed|at|on
sE8.5:
ver|fy/Obta|n ||cense
sE8.6:
Publish Remediation

sE9.1:
Estab||sh Oontext
sE9.2:
ldent|fy R|sk Events
sE9.3:
Ouant|fy R|sks
sE9.4:
Eva|uate R|sks
sE9.5:
M|t|gate R|sk

The Supply Chain Operations Reference (SCOR) model is the

product of Supply Chain Council (SCC), an independent, nonprot,
global corporation with membership open to all companies and
organizations interested in applying and advancing state-of-the-
art supply chain management systems and practices. The SCOR
model captures the Councils consensus view of supply chain
management. Wh||e much of the under|y|ng content of the mode|
has been used by practitioners for many years, the SCOR model
prov|des a un|que framework that ||nks bus|ness process, metr|cs,
best practices, and technology features into a unied structure
to support communication among supply chain partners and
to improve the effectiveness of supply chain management and
related supply chain improvement activities.
International Regional Support
+61 280 147 508
+31 20 890 8015
+852 3175 0905
+852-3175-0905
+55 11 9983 4542
+1 202 962 0440
+65 3158 1276
+27 114 613 110
Austra||a & New Zea|and
Europe
Greater Oh|na
Hong Kong
|at|n Amer|ca
North Amer|ca
South East As|a
Southern Afr|ca
12320 Barker Cypress Rd.
Suite 600, PMB 321
Cypress, Texas 77429-8329 USA
www.supply-chain.org
Item no. 726770-en
2012 Supply Chain Council, Inc. ALL RIGHTS RESERVED.
SCOR is a registered trademark in the United States and Europe.
VERSION
10.0
supply chain council
scc
SM
SCOR Online Access
The SOOR framework |s a|so ava||ab|e on||ne to members. The on||ne
vers|on features easy nav|gat|on through ||nked defn|t|ons, performance
metr|cs, best pract|ces, and sk|||s.
v|s|t: supp|y-cha|n.org/on||ne-access
SCOR Processes
The Supply Chain Operations Reference (SCOR) model describes
the business activities associated with all phases of satisfying a
customers demand. The model itself is organized around the ve
pr|mary management processes of P|an, Source, Make, De||ver,
Return and Enab|e. s|ng these process bu||d|ng b|ocks, the SOOR
model can be used to describe supply chains that are very simple
or very comp|ex us|ng a common set of defn|t|ons across d|sparate
industries. Today public and private organizations and companies
around the world use the model as a foundation for global and site-
specic supply chain improvement projects.
SOOR spans a|| customer |nteract|ons quote to cash}, a|| phys|ca|
mater|a| transact|ons procure to payment, |nc|ud|ng equ|pment,
supp||es, spare parts, bu|k product, software, etc.} and a|| market
interactions (manufacturing, from the understanding of aggregate
demand to the fulllment of each order).
The model is designed and maintained to support supply chains of
var|ous comp|ex|t|es and across mu|t|p|e |ndustr|es. The Oounc|| has
focused on three process levels and does not attempt to prescribe
how a particular organization should conduct its business or tailor
its systems or information ow.
People Supply Chain
Skills
The peop|e sect|on |ntroduced |n SOOR 10.0 prov|des means for
managing talent in the supply chain by incorporating a standard
for descr|b|ng the expert|se requ|red to perform tasks and manage
processes. The SOOR sk|||s management comp|ements the ex|st|ng
process, metrics, and practice reference components by aligning
peop|e and the|r sk|||s to the processes.
A Sk||| |n SOOR |s the capac|ty to de||ver predeterm|ned resu|ts
with minimal input of time and energy, characterized by a standard
defn|t|on w|th assoc|ated exper|ence, apt|tudes, and tra|n|ng.
Exper|ence |s the know|edge or ab|||ty acqu|red by observat|on
or act|ve part|c|pat|on, obta|ned by do|ng the work |n a rea| ||fe
env|ronment, and undergo|ng d|fferent s|tuat|ons that requ|re
different actions.
Apt|tude |s a natura|, acqu|red, |earned, or deve|oped ab|||ty to
perform a certa|n k|nd of work at a certa|n |eve|.
Tra|n|ng deve|ops a sk||| or type of behav|or through |nstruct|on.
A|| peop|e sk|||s are coded w|th a cap|ta| |etter H fo||owed by a cap|ta|
|etter represent|ng the e|ement: S for Sk|||s, A for Apt|tudes, E for
Exper|ence and T for Tra|n|ng. These are fo||owed by a per|od and a
four d|g|t number. Note: The number |n the lD |s a un|que |dent|fer and
does NOT |nd|cate any k|nd of pr|or|ty, |mportance, or other mean|ng.
sP - Plan sS - Source sM - Make sD - Deliver
sP1
Plan Supply
Chain
sP2
Plan Source
sP3
Plan Make
sP4
Plan Deliver
sP5
Plan Return
sS1
Source Stocked
Product
sS2
Source Make-to-
Order Product
sS3
Source Engineer-
to-Order Product
sM1
Make-to-Stock
sM2
Make-to-Order
sM3
Engineer-to-Order
sD1
Deliver Stocked
Product
sD2
Deliver Make-to-
Order Product
sD3
Deliver Engineer-
to-Order Product
sD4
Deliver Retial
Product
sP1.1:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Oha|n Requ|rements
sP1.2:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Chain Resources
sP1.3:
Ba|ance Supp|y
Chain Resources
with SC
Requ|rements
sP1.4:
Estab||sh and
Communicate Supply
Chain Plans

sP2.1:
ldent|fy, Pr|or|t|ze and
Aggregate Product
Requ|rements
sP2.2:
ldent|fy, Assess and
Aggregate Product
Resources
sP2.3:
Ba|ance Product
Resources
with Product
Requ|rements
sP2.4:
Estab||sh Sourc|ng
Plans

sP3.1:
ldent|fy, Pr|or|t|ze
and Aggregate
Production
Requ|rements
sP3.2:
ldent|fy, Assess
and Aggregate
Production
Resources
sP3.3:
Ba|ance Product|on
Resources with
Production
Requ|rements
sP3.4:
Estab||sh Product|on
Plans

sP4.1:
ldent|fy, Pr|or|t|ze and
Aggregate De||very
Requ|rements
sP4.2:
ldent|fy, Assess and
Aggregate De||very
Resources
sP4.3:
Ba|ance De||very
Resources and
Capabilities
w|th De||very
Requ|rements
sP4.4:
Estab||sh De||very
Plans

sP5.1:
Assess and
Aggregate Return
Requ|rements
sP5.2:
ldent|fy, Assess and
Aggregate Return
Resources
sP5.3:
Ba|ance Return
Resources with
Return Requ|rements
sP5.4:
Estab||sh and
Communicate Return
Plans

sS1.1:
Schedule Product
De||ver|es
sS1.2:
Receive Product
sS1.3:
ver|fy Product
sS1.4:
Transfer Product
sS1.5:
Author|ze Supp||er
Payment

sS2.1:
Schedule Product
De||ver|es
sS2.2:
Receive Product
sS2.3:
ver|fy Product
sS2.4:
Transfer Product
sS2.5:
Author|ze Supp||er
Payment

sS3.1:
ldent|fy Sources of
Supply
sS3.2:
Se|ect F|na| Supp||er
and Negot|ate
sS3.3:
Schedule Product
De||ver|es
sS3.4:
Receive Product
sS3.5:
ver|fy Product
sS3.6:
Transfer Product
sS3.7:
Author|ze Supp||er
Payment

sM1.1:
Schedule Production
Act|v|t|es
sM1.2:
lssue Mater|a|
sM1.3:
Produce and Test
sM1.4:
Package
sM1.5:
Stage Product
sM1.6:
Release Product to
De||ver
sM1.7:
Waste D|sposa|

sM2.1:
Schedule Production
Act|v|t|es
sM2.2:
lssue Sourced/ln-
Process Product
sM2.3:
Produce and Test
sM2.4:
Package
sM2.5:
Stage F|n|shed
Product
sM2.6:
Re|ease F|n|shed
Product to De||ver
sM2.7:
Waste D|sposa|

sM3.1:
F|na||ze Product|on
Eng|neer|ng
sM3.2:
Schedule Production
Act|v|t|es
sM3.3:
lssue Sourced/ln-
Process Product
sM3.4:
Produce and Test
sM3.5:
Package
sM3.6:
Stage F|n|shed
Product
sM3.7:
Release Product to
De||ver
sM3.8:
Waste D|sposa|

sD1.1:
Process lnqu|ry and
Quote
sD1.2:
Rece|ve, Enter, and
va||date Order
sD1.3:
Reserve lnventory
and Determ|ne
De||very Date
sD1.4:
Consolidate Orders
sD1.5:
Bu||d |oads
sD1.6:
Route Shipments
sD1.7:
Select Carriers and
Rate Shipments
sD1.8:
Receive Product
from Source or Make
sD1.9:
P|ck Product
sD1.10:
Pack Product
sD1.11:
|oad veh|c|e &
Generate Sh|pp|ng
Docs
sD1.12:
Ship Product
sD1.13:
Receive and verify
Product by Customer
sD1.14:
lnsta|| Product
sD1.15:
lnvo|ce
sD2.1:
Process lnqu|ry and
Quote
sD2.2:
Receive, Congure,
Enter and va||date
Order
sD2.3:
Reserve lnventory
and Determ|ne
De||very Date
sD2.4:
Consolidate Orders
sD2.5:
Bu||d |oads
sD2.6:
Route Shipments
sD2.7:
Select Carriers and
Rate Shipments
sD2.8:
Receive Product
from Source or Make
sD2.9:
P|ck Product
sD2.10:
Pack Product
sD2.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD2.12:
Ship Product
sD2.13:
Receive and verify
Product by Customer
sD2.14:
lnsta|| Product
sD2.15:
lnvo|ce
sD3.1:
Obtain and Respond
to RFP/RFO
sD3.2:
Negot|ate and
Receive Contract
sD3.3:
Enter Order, Oomm|t
Resources & |aunch
Program
sD3.4:
Schedu|e lnsta||at|on
sD3.5:
Bu||d |oads
sD3.6:
Route Shipments
sD3.7:
Se|ect Oarr|ers &
Rate Shipments
sD3.8:
Receive Product
from Source or Make
sD3.9:
P|ck Product
sD3.10:
Pack Product
sD3.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD3.12:
Ship Product
sD3.13:
Receive and verify
Product by Customer
sD3.14:
lnsta|| Product
sD3.15:
lnvo|ce
sD4.1:
Generate Stock|ng
Schedule
sD4.2:
Receive Product at
Store
sD4.3:
P|ck Product from
backroom
sD4.4:
Stock She|f
sD4.5:
F||| Shopp|ng Oart
sD4.6:
Oheckout
sD4.7:
De||ver and/or |nsta||

sR - Return sE - Enable
sSR1
Source Return
Defective Product
sSR2
Source Return
MRO Product
sSR3
Source Return
Excess Product
sDR1
Deliver Return
Defective Product
sDR2
Deliver Return
MRO Product
sDR3
Deliver Return
Excess Product
sE1
Manage Supply
Chain Business
Rules
sE2
Manage Supply
Chain Performance
sE3
Manage Supply
Chain Data and
Information
sE4
Manage Supply
Chain Human
Resources
sE5
Manage Supply
Chain Assets
sE6
Manage Supply
Chain Contracts
sE7
Manage Supply
Chain Network
sE8
Manage Supply
Chain Regulatory
Compliance
sE9
Manage Supply
Chain Risk
sSR1.1:
ldent|fy Defect|ve
Product Condition
sSR1.2:
D|spos|t|on Defect|ve
Product
sSR1.3:
Request Defect|ve
Product Return
Author|zat|on
sSR1.4:
Schedu|e Defect|ve
Product Shipment
sSR1.5:
Return Defect|ve
Product

sSR2.1:
ldent|fy MRO Product
Condition
sSR2.2:
D|spos|t|on MRO
Product
sSR2.3:
Request MRO Return
Author|zat|on
sSR2.4:
Schedu|e MRO
Shipment
sSR2.5:
Return MRO Product

sSR3.1:
ldent|fy Excess
Product Condition
sSR3.2:
D|spos|t|on Excess
Product
sSR3.3:
Request Excess
Product Return
Author|zat|on
sSR3.4:
Schedu|e Excess
Product Shipment
sSR3.5:
Return Excess
Product

sDR1.1:
Author|ze Defect|ve
Product Return
sDR1.2:
Schedu|e Defect|ve
Return Receipt
sDR1.3:
Rece|ve Defect|ve
Product (includes
verify)
sDR1.4:
Transfer Defect|ve
Product

sDR2.1:
Author|ze MRO
Product Return
sDR2.2:
Schedu|e MRO
Return Receipt
sDR2.3:
Rece|ve MRO
Product
sDR2.4:
Transfer MRO
Product

sDR3.1:
Author|ze Excess
Product Return
sDR3.2:
Schedu|e Excess
Return Receipt
sDR3.3:
Rece|ve Excess
Product
sDR3.4:
Transfer Excess
Product

sE1.1:
Gather Bus|ness Ru|e
Requ|rements
sE1.2:
lnterpret Bus|ness
Ru|e Requ|rement
sE1.3:
Document Bus|ness
Rule
sE1.4:
Communicate
Bus|ness Ru|e
sE1.5:
Re|ease/Pub||sh
Bus|ness Ru|e
sE1.6:
Ret|re Bus|ness Ru|e

sE2.1:
ln|t|ate Report|ng
sE2.2:
Ana|yze Reports
sE2.3:
F|nd Root Oauses
sE2.4:
Prioritize Root
Causes
sE2.5:
Deve|op Oorrect|ve
Act|ons
sE2.6:
Approve & |aunch

sE3.1:
Rece|ve Ma|ntenance
Request
sE3.2:
Determ|ne/Scope
Work
sE3.3:
Ma|nta|n Oontent/
Code
sE3.4:
Ma|nta|n Access
sE3.5:
Pub||sh lnformat|on
sE3.6:
ver|fy lnformat|on

sE4.1:
ldent|fy Sk|||s/
Resource
Requ|rement
sE4.2:
ldent|fy Ava||ab|e
Sk|||s/Resources
sE4.3:
Match Sk|||s/
Resources
sE4.4:
Determ|ne H|r|ng/
Redeployment
sE4.5:
Determ|ne Tra|n|ng/
Educat|on
sE4.6:
Approve, Pr|or|t|ze
and |aunch

sE5.1:
Schedu|e Asset
Management
Act|v|t|es
sE5.2:
Take Asset Off-||ne
sE5.3:
lnspect and
Troubleshoot
sE5.4:
lnsta|| and Oonfgure
sE5.5:
O|ean, Ma|nta|n and
Repair
sE5.6:
Decomm|ss|on and
D|spose
sE5.7:
lnspect Ma|ntenance
sE5.8:
Re|nstate Asset
sE6.1:
Rece|ve Oontract/
Oontract pdates
sE6.2:
Enter and D|str|bute
Contract
sE6.3:
Act|vate/Arch|ve
Contract
sE6.4:
Review Contractual
Performance
sE6.5:
ldent|fy Performance
lssues/Opportun|t|es
sE6.6:
ldent|fy Reso|ut|ons/
lmprovements
sE6.7:
Select, Prioritize
and D|str|bute
Resolutions

sE7.1:
Select Scope and
Organization
sE7.2:
Gather lnput and
Data
sE7.3:
Deve|op Scenar|os
sE7.4:
Mode|/S|mu|ate
Scenarios
sE7.5:
Project lmpact
sE7.6:
Se|ect and Approve
sE7.7:
Deve|op Ohange
Program
sE7.8:
|aunch Ohange
Program
sE8.1:
Mon|tor Regu|atory
Ent|t|es
sE8.2:
Assess Regu|atory
Publications
sE8.3:
ldent|fy Regu|atory
Defc|enc|es
sE8.4:
Defne Remed|at|on
sE8.5:
ver|fy/Obta|n ||cense
sE8.6:
Publish Remediation

sE9.1:
Estab||sh Oontext
sE9.2:
ldent|fy R|sk Events
sE9.3:
Ouant|fy R|sks
sE9.4:
Eva|uate R|sks
sE9.5:
M|t|gate R|sk

The Supply Chain Operations Reference (SCOR) model is the

product of Supply Chain Council (SCC), an independent, nonprot,
global corporation with membership open to all companies and
organizations interested in applying and advancing state-of-the-
art supply chain management systems and practices. The SCOR
model captures the Councils consensus view of supply chain
management. Wh||e much of the under|y|ng content of the mode|
has been used by practitioners for many years, the SCOR model
prov|des a un|que framework that ||nks bus|ness process, metr|cs,
best practices, and technology features into a unied structure
to support communication among supply chain partners and
to improve the effectiveness of supply chain management and
related supply chain improvement activities.
International Regional Support
+61 280 147 508
+31 20 890 8015
+852 3175 0905
+852-3175-0905
+55 11 9983 4542
+1 202 962 0440
+65 3158 1276
+27 114 613 110
Austra||a & New Zea|and
Europe
Greater Oh|na
Hong Kong
|at|n Amer|ca
North Amer|ca
South East As|a
Southern Afr|ca
12320 Barker Cypress Rd.
Suite 600, PMB 321
Cypress, Texas 77429-8329 USA
www.supply-chain.org
Item no. 726770-en
2012 Supply Chain Council, Inc. ALL RIGHTS RESERVED.
SCOR is a registered trademark in the United States and Europe.
VERSION
10.0
supply chain council
scc
SM
SCOR Online Access
The SOOR framework |s a|so ava||ab|e on||ne to members. The on||ne
vers|on features easy nav|gat|on through ||nked defn|t|ons, performance
metr|cs, best pract|ces, and sk|||s.
v|s|t: supp|y-cha|n.org/on||ne-access
1
VERSION
11.0
SCOR Practices
The SCOR Practices section contains management practices, software
solutions, and denitions associated with each process. Companies use
practices to identify alternative or desired ways for their supply chains to
do business. The practices in SCOR may be a subset of the total practices
a company recognizes. Supply Chain Council recommends companies
interested in adopting SCOR to adapt SCOR by researching, reviewing
and integrating relevant industry practices and company practices
(internalization).
SCOR Practices are classied to simplify identication of practices by area
of interest:
Bus|ness Process Ana|ys|s/lmprovement
Oustomer Support
D|str|but|on Management
lnformat|on Management
lnventory Management
Manufactur|ng/Product|on
Mater|a| Hand||ng
New Product lntroduct|on
Order Eng|neer|ng ETO}
Order Management
Peop|e Management lnc|. Tra|n|ng}
P|ann|ng and Forecast|ng
Product ||fe Oyc|e Management
Purchas|ng
Reverse |og|st|cs
R|sk/Secur|ty Management
Susta|nab|e Supp|y Oha|n Management
Transportat|on Management
Warehous|ng
Special Applications
GreenSCOR
The following strategic environmental metrics allow the SCOR model to be
used as a framework for env|ronmenta| account|ng:
Oarbon Em|ss|ons Tons OO2 Equ|va|ent}
A|r Po||utant Em|ss|ons Tons or kg}
||qu|d Waste Generated Tons or kg}
So||d Waste Generated Tons or kg}
% Recyc|ed Waste Percent}
The SOOR framework t|es em|ss|ons to the or|g|nat|ng processes, prov|d|ng
a structure for measuring environmental performance and identifying where
performance can be improved. The hierarchical nature of the model allows
strategic environmental footprint goals to be translated to specic targets
and activities.
Performance
Attributes
The performance attributes of a supply
chain permit it to be analyzed and
evaluated against other supply chains with
competing strategies. SCOR identies ve
core supply chain performance attributes:
Re||ab|||ty, Respons|veness, Ag|||ty, Oosts,
and Asset Management. W|thout these
characteristics it is difcult to compare an
organization that strategically chooses
to be the low-cost provider against an
organization that chooses to compete on
reliability and performance.
D|rect|y assoc|ated w|th the performance
attr|butes are the |eve| 1 strateg|c metr|cs.
These |eve| 1 metr|cs are the ca|cu|at|ons
by which an organization can measure
how successful it is in achieving its desired
pos|t|on|ng w|th|n the market space.
Many metr|cs |n the SOOR mode| are
hierarchical, just as the process elements
are h|erarch|ca|. |eve| 1 metr|cs are
created from lower level calculations.
|eve| 2 metr|cs are genera||y assoc|ated
with a narrower subset of processes.
For examp|e, De||very Performance
is calculated as the total number of
products delivered on time and in full
based on a comm|t date. Add|t|ona||y,
metrics (diagnostics) are used to diagnose
variations in performance against plan.
For examp|e, an organ|zat|on may w|sh
to exam|ne the corre|at|on between the
request date and comm|t date.
Agility
AG.1.1 - Upside Supply Chain Flexibility
AG.2.1 - Upside Flexibility (Source)
AG.2.2 - Upside Flexibility (Make)
AG.2.3 - Upside Flexibility (Deliver)
AG.2.4 - Upside Return Flexibility (Source)
AG.2.5 - Upside Return Flexibility (Deliver
AG.1.2 - Upside Supply Chain Adaptability
AG.2.6 - Upside Adaptability (Source)
AG.2.7 - Upside Adaptability (Make)
AG.2.8 - Upside Adaptability (Deliver)
AG.2.9 - Upside Return Adaptability (Source)
AG.2.10 - Upside Return Adaptability (Deliver)
AG.1.3 - Downside Supply Chain Adaptability
AG.2.11 - Downside Adaptability (Source)
AG.2.12 - Downside Adaptability (Make)
AG.2.13 - Downside Adaptability (Deliver)
AG.1.4 - Overall Value at Risk (VAR)
AG.2.14 - Suppliers/Customers/ Products Risk
Rating
AG.2.15 - Value at Risk (Plan)
AG.2.16 - Value at Risk (Source)
AG.2.17 - Value at Risk (Make)
AG.2.18 - Value at Risk (Deliver)
Asset Management Efciency
AM.1.1 - Cash-to-Cash Cycle Time
AM.2.1 - Days Sales Outstanding
AM.2.2 - Inventory Days of Supply
AM.3.16 - lnventory Days of Supp|y Raw Mater|a| }
AM.3.17 - lnventory Days of Supp|y WlP }
AM.3.23 - Recyc|e Days of Supp|y
AM.3.28 - Percentage Defect|ve lnventory
AM.3.37 - Percentage Excess lnventory
AM.3.44 - Percentage nserv|ceab|e MRO lnventory
AM.3.45 - lnventory Days of Supp|y F|n|shed Goods }
AM.2.3 - Days Payable Outstanding
AM.1.2 - Return on Supply Chain Fixed Assets
AM.2.5 - Supply Chain Fixed Assets
AM.3.11 - F|xed Asset va|ue De||ver}
AM.3.18 - F|xed Asset va|ue Make}
AM.3.20 - F|xed Asset va|ue P|an}
AM.3.24 - F|xed Asset va|ue Return}
AM.3.27 - F|xed Asset va|ue Source}
AM.1.3 - Return on Work|ng Oap|ta|
AM.2.6 - Accounts Payable (Payables
Outstanding)
Responsiveness
RS.1.1 - Order Fulllment Cycle Time
RS.2.1 - Source Cycle Time
RS.3.8 - Author|ze Supp||er Payment Oyc|e T|me
RS.3.35 - ldent|fy Sources of Supp|y Oyc|e T|me
RS.3.107 - Receive Product Cycle Time
RS.3.122 - Schedu|e Product De||ver|es Oyc|e T|me
RS.3.125 - Se|ect Supp||er and Negot|ate Oyc|e T|me
RS.3.139 - Transfer Product Oyc|e T|me
RS.3.140 - ver|fy Product Oyc|e T|me
RS.2.2 - Make Cycle Time
RS.3.33 - F|na||ze Product|on Eng|neer|ng Oyc|e T|me
RS.3.49 - lssue Mater|a| Oyc|e T|me
RS.3.101 - Produce and Test Oyc|e T|me
RS.3.114 - Re|ease F|n|shed Product to De||ver Oyc|e
Time
RS.3.123 - Schedu|e Product|on Act|v|t|es Oyc|e T|me
RS.3.128 - Stage F|n|shed Product Oyc|e T|me
RS.3.142 - Package Oyc|e T|me
RS.2.3 - Deliver Cycle Time
RS.3.16 - Bu||d |oads Oyc|e T|me
RS.3.18 - Oonso||date Orders Oyc|e T|me
RS.3.46 - lnsta|| Product Oyc|e T|me
RS.3.51 - |oad Product & Generate Sh|pp|ng
Documentat|on Oyc|e T|me
RS.3.102 - Rece|ve & ver|fy Product by Oustomer Oyc|e
Time
RS.3.110 - Rece|ve Product from Source or Make Oyc|e
Time
RS.3.111 - Rece|ve, Oonfgure, Enter, & va||date Order
Cycle Time
RS.3.116 - Reserve Resources and Determ|ne De||very
Date Oyc|e T|me
RS.3.117 - Route Sh|pments Oyc|e T|me
RS.3.120 - Schedu|e lnsta||at|on Oyc|e T|me
RS.3.124 - Se|ect Oarr|ers & Rate Sh|pments Oyc|e T|me
RS.3.126 - Sh|p Product Oyc|e T|me
RS.2.4 - De||very Reta|| Oyc|e T|me
RS.3.17 - Oheckout Oyc|e T|me
RS.3.32 - F||| Shopp|ng Oart Oyc|e T|me
RS.3.34 - Generate Stock|ng Schedu|e Oyc|e T|me
RS.3.97 - P|ck Product from Backroom Oyc|e T|me
RS.3.109 - Rece|ve Product at Store Oyc|e T|me
RS.3.129 - Stock She|f Oyc|e T|me
Cost
CO.1.001 - Total Cost to Serve
CO.2.001 - Planning Cost
OO.3.001 - P|ann|ng |abor Oost
OO.3.002 - P|ann|ng Automat|on Oost
OO.3.003 - P|ann|ng Property, P|ant and Equ|pment Oost
OO.3.004 - P|ann|ng GRO and Overhead Oost
CO.2.002 Sourcing Cost
OO.3.005 - Sourc|ng |abor Oost
OO.3.006 - Sourc|ng Automat|on Oost
OO.3.007 - Sourc|ng Property, P|ant and Equ|pment Oost
OO.3.008 - Sourc|ng GRO, lnventory and Overhead Oost
CO.2.003 - Material Landed Cost
OO.3.009 - Purchased Mater|a|s Oost
OO.3.010 - Mater|a| Transportat|on Oost
OO.3.011 - Mater|a| Oustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.012 - Mater|a| R|sk and Oomp||ance Oost
CO.2.004 - Production Cost
OO.3.014 - Product|on |abor Oost
OO.3.015 - Product|on Automat|on Oost
OO.3.016 - Product|on Property, P|ant and Equ|pment
Cost
OO.3.017 - Product|on GRO, lnventory and Overhead Oost
CO.2.005 - Order Management Cost
OO.3.018 - Order Management |abor Oost
OO.3.019 - Order Management Automat|on Oost
OO.3.020 - Order Management Property, P|ant and
Equ|pment Oost
OO.3.021 - Order Management GRO and Overhead Oost
CO.2.006 - FulllmentCost
OO.3.022 - Transportat|on Oost
OO.3.023 - Fu|f||mentOustoms, Dut|es, Taxes and Tar|ffs
Cost
OO.3.024 - Fu|f||ment|abor Oost
OO.3.025 - Fu|f||mentAutomat|on Oost
OO.3.026 - Fu|f||mentProperty, P|ant and Equ|pment Oost
OO.3.027 - Fu|f||mentGRO, lnventory and Overhead Oost
CO.2.007 Returns Cost
OO.3.028 - D|scounts and Refunds Oost
OO.3.029 - D|spos|t|on Oost
OO.3.030 - Return GRO, lnventory and Overhead Oost
CO.2.008 Cost of Goods Sold
Reliability
RL.1.1 - Perfect Order Fulllment
RL.2.1 - % of Orders Delivered In Full
R|.3.33 - De||very ltem Accuracy
RL.3.35 - Delivery Quantity Accuracy
RL.2.2 - Delivery Performance to Customer
Commit Date
RL.3.32 - Customer Commit Date Achievement Time
Customer Receiving
RL.3.34 - Delivery Location Accuracy
RL.2.3 - Documentation Accuracy
R|.3.31 - Oomp||ance Documentat|on Accuracy
R|.3.43 - Other Requ|red Documentat|on Accuracy
R|.3.45 - Payment Documentat|on Accuracy
R|.3.50 - Sh|pp|ng Documentat|on Accuracy
RL.2.4 - Perfect Condition
RL.3.12 - % Of Faultless Installations
RL.3.24 - % Orders/Lines Received Damage Free
R|.3.41 - Orders De||vered Damage Free Oonformance
RL.3.42 - Orders Delivered Defect Free Conformance
R|.3.55 - Warranty and Returns
SCOR Metrics
SCOR

Quick
Reference
Guide
SCOR Processes
The Supply Chain Operations Reference (SCOR) model describes
the business activities associated with all phases of satisfying a
customers demand. The model itself is organized around the ve
pr|mary management processes of P|an, Source, Make, De||ver,
Return and Enab|e. s|ng these process bu||d|ng b|ocks, the SOOR
model can be used to describe supply chains that are very simple
or very comp|ex us|ng a common set of defn|t|ons across d|sparate
industries. Today public and private organizations and companies
around the world use the model as a foundation for global and site-
specic supply chain improvement projects.
SOOR spans a|| customer |nteract|ons quote to cash}, a|| phys|ca|
mater|a| transact|ons procure to payment, |nc|ud|ng equ|pment,
supp||es, spare parts, bu|k product, software, etc.} and a|| market
interactions (manufacturing, from the understanding of aggregate
demand to the fulllment of each order).
The model is designed and maintained to support supply chains of
var|ous comp|ex|t|es and across mu|t|p|e |ndustr|es. The Oounc|| has
focused on three process levels and does not attempt to prescribe
how a particular organization should conduct its business or tailor
its systems or information ow.
People Supply Chain
Skills
The peop|e sect|on |ntroduced |n SOOR 10.0 prov|des means for
managing talent in the supply chain by incorporating a standard
for descr|b|ng the expert|se requ|red to perform tasks and manage
processes. The SOOR sk|||s management comp|ements the ex|st|ng
process, metrics, and practice reference components by aligning
peop|e and the|r sk|||s to the processes.
A Sk||| |n SOOR |s the capac|ty to de||ver predeterm|ned resu|ts
with minimal input of time and energy, characterized by a standard
defn|t|on w|th assoc|ated exper|ence, apt|tudes, and tra|n|ng.
Exper|ence |s the know|edge or ab|||ty acqu|red by observat|on
or act|ve part|c|pat|on, obta|ned by do|ng the work |n a rea| ||fe
env|ronment, and undergo|ng d|fferent s|tuat|ons that requ|re
different actions.
Apt|tude |s a natura|, acqu|red, |earned, or deve|oped ab|||ty to
perform a certa|n k|nd of work at a certa|n |eve|.
Tra|n|ng deve|ops a sk||| or type of behav|or through |nstruct|on.
A|| peop|e sk|||s are coded w|th a cap|ta| |etter H fo||owed by a cap|ta|
|etter represent|ng the e|ement: S for Sk|||s, A for Apt|tudes, E for
Exper|ence and T for Tra|n|ng. These are fo||owed by a per|od and a
four d|g|t number. Note: The number |n the lD |s a un|que |dent|fer and
does NOT |nd|cate any k|nd of pr|or|ty, |mportance, or other mean|ng.
sP - Plan sS - Source sM - Make sD - Deliver
sP1
Plan Supply
Chain
sP2
Plan Source
sP3
Plan Make
sP4
Plan Deliver
sP5
Plan Return
sS1
Source Stocked
Product
sS2
Source Make-to-
Order Product
sS3
Source Engineer-
to-Order Product
sM1
Make-to-Stock
sM2
Make-to-Order
sM3
Engineer-to-Order
sD1
Deliver Stocked
Product
sD2
Deliver Make-to-
Order Product
sD3
Deliver Engineer-
to-Order Product
sD4
Deliver Retial
Product
sP1.1:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Oha|n Requ|rements
sP1.2:
ldent|fy, Pr|or|t|ze and
Aggregate Supp|y
Chain Resources
sP1.3:
Ba|ance Supp|y
Chain Resources
with SC
Requ|rements
sP1.4:
Estab||sh and
Communicate Supply
Chain Plans

sP2.1:
ldent|fy, Pr|or|t|ze and
Aggregate Product
Requ|rements
sP2.2:
ldent|fy, Assess and
Aggregate Product
Resources
sP2.3:
Ba|ance Product
Resources
with Product
Requ|rements
sP2.4:
Estab||sh Sourc|ng
Plans

sP3.1:
ldent|fy, Pr|or|t|ze
and Aggregate
Production
Requ|rements
sP3.2:
ldent|fy, Assess
and Aggregate
Production
Resources
sP3.3:
Ba|ance Product|on
Resources with
Production
Requ|rements
sP3.4:
Estab||sh Product|on
Plans

sP4.1:
ldent|fy, Pr|or|t|ze and
Aggregate De||very
Requ|rements
sP4.2:
ldent|fy, Assess and
Aggregate De||very
Resources
sP4.3:
Ba|ance De||very
Resources and
Capabilities
w|th De||very
Requ|rements
sP4.4:
Estab||sh De||very
Plans

sP5.1:
Assess and
Aggregate Return
Requ|rements
sP5.2:
ldent|fy, Assess and
Aggregate Return
Resources
sP5.3:
Ba|ance Return
Resources with
Return Requ|rements
sP5.4:
Estab||sh and
Communicate Return
Plans

sS1.1:
Schedule Product
De||ver|es
sS1.2:
Receive Product
sS1.3:
ver|fy Product
sS1.4:
Transfer Product
sS1.5:
Author|ze Supp||er
Payment

sS2.1:
Schedule Product
De||ver|es
sS2.2:
Receive Product
sS2.3:
ver|fy Product
sS2.4:
Transfer Product
sS2.5:
Author|ze Supp||er
Payment

sS3.1:
ldent|fy Sources of
Supply
sS3.2:
Se|ect F|na| Supp||er
and Negot|ate
sS3.3:
Schedule Product
De||ver|es
sS3.4:
Receive Product
sS3.5:
ver|fy Product
sS3.6:
Transfer Product
sS3.7:
Author|ze Supp||er
Payment

sM1.1:
Schedule Production
Act|v|t|es
sM1.2:
lssue Mater|a|
sM1.3:
Produce and Test
sM1.4:
Package
sM1.5:
Stage Product
sM1.6:
Release Product to
De||ver
sM1.7:
Waste D|sposa|

sM2.1:
Schedule Production
Act|v|t|es
sM2.2:
lssue Sourced/ln-
Process Product
sM2.3:
Produce and Test
sM2.4:
Package
sM2.5:
Stage F|n|shed
Product
sM2.6:
Re|ease F|n|shed
Product to De||ver
sM2.7:
Waste D|sposa|

sM3.1:
F|na||ze Product|on
Eng|neer|ng
sM3.2:
Schedule Production
Act|v|t|es
sM3.3:
lssue Sourced/ln-
Process Product
sM3.4:
Produce and Test
sM3.5:
Package
sM3.6:
Stage F|n|shed
Product
sM3.7:
Release Product to
De||ver
sM3.8:
Waste D|sposa|

sD1.1:
Process lnqu|ry and
Quote
sD1.2:
Rece|ve, Enter, and
va||date Order
sD1.3:
Reserve lnventory
and Determ|ne
De||very Date
sD1.4:
Consolidate Orders
sD1.5:
Bu||d |oads
sD1.6:
Route Shipments
sD1.7:
Select Carriers and
Rate Shipments
sD1.8:
Receive Product
from Source or Make
sD1.9:
P|ck Product
sD1.10:
Pack Product
sD1.11:
|oad veh|c|e &
Generate Sh|pp|ng
Docs
sD1.12:
Ship Product
sD1.13:
Receive and verify
Product by Customer
sD1.14:
lnsta|| Product
sD1.15:
lnvo|ce
sD2.1:
Process lnqu|ry and
Quote
sD2.2:
Receive, Congure,
Enter and va||date
Order
sD2.3:
Reserve lnventory
and Determ|ne
De||very Date
sD2.4:
Consolidate Orders
sD2.5:
Bu||d |oads
sD2.6:
Route Shipments
sD2.7:
Select Carriers and
Rate Shipments
sD2.8:
Receive Product
from Source or Make
sD2.9:
P|ck Product
sD2.10:
Pack Product
sD2.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD2.12:
Ship Product
sD2.13:
Receive and verify
Product by Customer
sD2.14:
lnsta|| Product
sD2.15:
lnvo|ce
sD3.1:
Obtain and Respond
to RFP/RFO
sD3.2:
Negot|ate and
Receive Contract
sD3.3:
Enter Order, Oomm|t
Resources & |aunch
Program
sD3.4:
Schedu|e lnsta||at|on
sD3.5:
Bu||d |oads
sD3.6:
Route Shipments
sD3.7:
Se|ect Oarr|ers &
Rate Shipments
sD3.8:
Receive Product
from Source or Make
sD3.9:
P|ck Product
sD3.10:
Pack Product
sD3.11:
|oad Product &
Generate Sh|pp|ng
Docs
sD3.12:
Ship Product
sD3.13:
Receive and verify
Product by Customer
sD3.14:
lnsta|| Product
sD3.15:
lnvo|ce
sD4.1:
Generate Stock|ng
Schedule
sD4.2:
Receive Product at
Store
sD4.3:
P|ck Product from
backroom
sD4.4:
Stock She|f
sD4.5:
F||| Shopp|ng Oart
sD4.6:
Oheckout
sD4.7:
De||ver and/or |nsta||

sR - Return sE - Enable
sSR1
Source Return
Defective Product
sSR2
Source Return
MRO Product
sSR3
Source Return
Excess Product
sDR1
Deliver Return
Defective Product
sDR2
Deliver Return
MRO Product
sDR3
Deliver Return
Excess Product
sE1
Manage Supply
Chain Business
Rules
sE2
Manage Supply
Chain Performance
sE3
Manage Supply
Chain Data and
Information
sE4
Manage Supply
Chain Human
Resources
sE5
Manage Supply
Chain Assets
sE6
Manage Supply
Chain Contracts
sE7
Manage Supply
Chain Network
sE8
Manage Supply
Chain Regulatory
Compliance
sE9
Manage Supply
Chain Risk
sSR1.1:
ldent|fy Defect|ve
Product Condition
sSR1.2:
D|spos|t|on Defect|ve
Product
sSR1.3:
Request Defect|ve
Product Return
Author|zat|on
sSR1.4:
Schedu|e Defect|ve
Product Shipment
sSR1.5:
Return Defect|ve
Product

sSR2.1:
ldent|fy MRO Product
Condition
sSR2.2:
D|spos|t|on MRO
Product
sSR2.3:
Request MRO Return
Author|zat|on
sSR2.4:
Schedu|e MRO
Shipment
sSR2.5:
Return MRO Product

sSR3.1:
ldent|fy Excess
Product Condition
sSR3.2:
D|spos|t|on Excess
Product
sSR3.3:
Request Excess
Product Return
Author|zat|on
sSR3.4:
Schedu|e Excess
Product Shipment
sSR3.5:
Return Excess
Product

sDR1.1:
Author|ze Defect|ve
Product Return
sDR1.2:
Schedu|e Defect|ve
Return Receipt
sDR1.3:
Rece|ve Defect|ve
Product (includes
verify)
sDR1.4:
Transfer Defect|ve
Product

sDR2.1:
Author|ze MRO
Product Return
sDR2.2:
Schedu|e MRO
Return Receipt
sDR2.3:
Rece|ve MRO
Product
sDR2.4:
Transfer MRO
Product

sDR3.1:
Author|ze Excess
Product Return
sDR3.2:
Schedu|e Excess
Return Receipt
sDR3.3:
Rece|ve Excess
Product
sDR3.4:
Transfer Excess
Product

sE1.1:
Gather Bus|ness Ru|e
Requ|rements
sE1.2:
lnterpret Bus|ness
Ru|e Requ|rement
sE1.3:
Document Bus|ness
Rule
sE1.4:
Communicate
Bus|ness Ru|e
sE1.5:
Re|ease/Pub||sh
Bus|ness Ru|e
sE1.6:
Ret|re Bus|ness Ru|e

sE2.1:
ln|t|ate Report|ng
sE2.2:
Ana|yze Reports
sE2.3:
F|nd Root Oauses
sE2.4:
Prioritize Root
Causes
sE2.5:
Deve|op Oorrect|ve
Act|ons
sE2.6:
Approve & |aunch

sE3.1:
Rece|ve Ma|ntenance
Request
sE3.2:
Determ|ne/Scope
Work
sE3.3:
Ma|nta|n Oontent/
Code
sE3.4:
Ma|nta|n Access
sE3.5:
Pub||sh lnformat|on
sE3.6:
ver|fy lnformat|on

sE4.1:
ldent|fy Sk|||s/
Resource
Requ|rement
sE4.2:
ldent|fy Ava||ab|e
Sk|||s/Resources
sE4.3:
Match Sk|||s/
Resources
sE4.4:
Determ|ne H|r|ng/
Redeployment
sE4.5:
Determ|ne Tra|n|ng/
Educat|on
sE4.6:
Approve, Pr|or|t|ze
and |aunch

sE5.1:
Schedu|e Asset
Management
Act|v|t|es
sE5.2:
Take Asset Off-||ne
sE5.3:
lnspect and
Troubleshoot
sE5.4:
lnsta|| and Oonfgure
sE5.5:
O|ean, Ma|nta|n and
Repair
sE5.6:
Decomm|ss|on and
D|spose
sE5.7:
lnspect Ma|ntenance
sE5.8:
Re|nstate Asset
sE6.1:
Rece|ve Oontract/
Oontract pdates
sE6.2:
Enter and D|str|bute
Contract
sE6.3:
Act|vate/Arch|ve
Contract
sE6.4:
Review Contractual
Performance
sE6.5:
ldent|fy Performance
lssues/Opportun|t|es
sE6.6:
ldent|fy Reso|ut|ons/
lmprovements
sE6.7:
Select, Prioritize
and D|str|bute
Resolutions

sE7.1:
Select Scope and
Organization
sE7.2:
Gather lnput and
Data
sE7.3:
Deve|op Scenar|os
sE7.4:
Mode|/S|mu|ate
Scenarios
sE7.5:
Project lmpact
sE7.6:
Se|ect and Approve
sE7.7:
Deve|op Ohange
Program
sE7.8:
|aunch Ohange
Program
sE8.1:
Mon|tor Regu|atory
Ent|t|es
sE8.2:
Assess Regu|atory
Publications
sE8.3:
ldent|fy Regu|atory
Defc|enc|es
sE8.4:
Defne Remed|at|on
sE8.5:
ver|fy/Obta|n ||cense
sE8.6:
Publish Remediation

sE9.1:
Estab||sh Oontext
sE9.2:
ldent|fy R|sk Events
sE9.3:
Ouant|fy R|sks
sE9.4:
Eva|uate R|sks
sE9.5:
M|t|gate R|sk

The Supply Chain Operations Reference (SCOR) model is the

product of Supply Chain Council (SCC), an independent, nonprot,
global corporation with membership open to all companies and
organizations interested in applying and advancing state-of-the-
art supply chain management systems and practices. The SCOR
model captures the Councils consensus view of supply chain
management. Wh||e much of the under|y|ng content of the mode|
has been used by practitioners for many years, the SCOR model
prov|des a un|que framework that ||nks bus|ness process, metr|cs,
best practices, and technology features into a unied structure
to support communication among supply chain partners and
to improve the effectiveness of supply chain management and
related supply chain improvement activities.
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Item no. 726770-en
2012 Supply Chain Council, Inc. ALL RIGHTS RESERVED.
SCOR is a registered trademark in the United States and Europe.
VERSION
10.0
supply chain council
scc
SM
SCOR Online Access
The SOOR framework |s a|so ava||ab|e on||ne to members. The on||ne
vers|on features easy nav|gat|on through ||nked defn|t|ons, performance
metr|cs, best pract|ces, and sk|||s.
v|s|t: supp|y-cha|n.org/on||ne-access