Chapitre 6 Modélisation Des Processus Avec SCOR

Logistics Process Modeling:
SCOR
Modélisations logistiques
© Copyright 1997 Supply-Chain Council

15869—SCOR Overview
Modélisation des réseaux logistiques
La modélisation des réseaux est très

utile pour traiter certains problèmes
de localisation optimale ou de
transports mais elle exprime souvent
mal la logique d’une supply chain.
Précédent
Suivant
Modélisation des processus
logistiques
Cette modélisation vise à présenter

le déroulement d’un processus
logistique afin de détecter les
dysfonctionnements et les
améliorations éventuelles.
Exemple:
- Merise
- UML
- SADT
- SCOR

Retour
Modélisations des processus: SCOR

Supply Chain Operations Reference-model
SCOR
Contents
 Introduction
 SCOR History
 Model Scope
 Model Structure
 Applying the Model
– The Concept of Configurability
– Configuring Supply-Chain Threads
– Configuring Delivery Channels
– Intercompany Supply Chains—‖Chain of Chains‖
 Summary

Supply Chain Operations
Reference-model (SCOR) History

Broad industry interest in supply-chain
management triggered the SCOR project
 PRTM and AMR helped form the Supply-Chain Council
(SCC) in Q1 1996
– Approximately 70 companies participated
– A wide range of industry segments was represented
 The SCC objective is to develop a standard

supply-chain process reference model enabling
companies to:
– Communicate supply-chain issues
– Benchmark themselves
– Influence future SCM software

What is a Process Reference Model?

Plan
Source Make Deliver
What is a SCOR?
A Process Reference Model contains
 Standard descriptions of management processes
 A framework of relationships among the standard
processes
 Standard metrics to measure process performance
 Management practices that produce best-in-class
performance
 Software tools that enable best practices

SCOR Tools

Reference-model: Scope

The boundaries of any model must be
carefully defined
“From your supplier’s supplier to your customer’s customer”
 SCOR spans
– All customer interactions, from order entry through paid invoice
– All physical material transactions, from your supplier’s supplier

to your customer’s customer, including:
• Equipment, supplies, spare parts, bulk product, software, etc.
– All market interactions, from the understanding of aggregate

demand to the fulfillment of each order

SCOR is founded on five distinct management
processes
Plan
Deliver Source Make Deliver Source Make Deliver Source Make Deliver Source
Return
Return
Return
Suppliers’ Supplier Your Company Customer Customer’s

Supplier Customer
Internal or External Internal or External

Scope of SCOR processes
 Demand/supply planning
– Assess supply resources, aggregate and
prioritize demand requirements, plan
inventory, distribution requirements,
production, material, and rough-cut
Plan capacity for all products and all channels
 Manage planning infrastructure
– Make/buy decisions, supply-chain
configuration, long-term capacity and
resource planning, business planing,
product phase-in/phase-out,
manufacturing ramp-up, end-of-life
management,

Continued
 Sourcing/material acquisition
– Obtain, receive, inspect, hold, and issue
material
 Manage sourcing infrastructure
Source
– Vendor certification and feedback,
sourcing quality, in-bound freight,
component engineering, vendor contracts,
initiate vendor payments

Continued
 Production execution
– Request and receive material, manufacture
and test product, package, hold and/or
release product
Make  Manage make infrastructure
– facilities and equipment, production status,
production quality, shop
scheduling/sequencing, short-term capacity

Continued  Order management
– Enter and maintain orders, generate quotations,
configure product, create and maintain customer
database, maintain product/price database, credits,
collections and invoicing
 Warehouse management
– Pick, pack and configure products, create customer
Deliver specific packaging/labeling, consolidate orders,
ship products
 Transportation and installation management
– Manage traffic, manage freight, manage product
import./export
 Manage deliver infrastructure
– Manage channel business rules, order rules, manage
deliver inventories, manage deliver quality

Continued  Return management
– Manage all Return Defective Products, all Return
Maintenance, all Return Excess Products;
– identify product condition, disposition product,

request product return authorization, schedule
product shipment, and return product;
Return
– Manage Return business rules, performance,
data collection, return inventory, capital assets,
transportation, network configuration, regulatory
requirements and compliance, and supply chain,
return risk.

Reference-model: Structure
SCOR: Hierarchical process decomposition

SCOR contains three levels of process detail
Level
# Description Schematic Comment
s
Supply Chain Operations Reference-model
1 Top Level Level 1 defines the scope and content for the Supply Chain
Plan
Operations Reference-model
(Process Source Make Deliver
Types) Return Here basis of competition performance targets are set

2 Configuration
A company’s supply chain can be ―configured-to-order‖ at
Level
Level 2 from approximately 19 core ―process categories,‖
(Process Companies implement their operations strategy through
Categories) the configuration they choose for their supply chain
3 Process Companies ―fine tune‖ their Operations Strategy at

Element Level Level 3
(Decompose Level 3 defines a company’s ability to compete
Processes) successfully in its chosen markets, and consists of:
P3.1 • Process element definitions
• Process element information inputs, and outputs
Identify, Prioritize, and Aggregate
Production Requirements
P3.3 P3.4
P3.2
Balance Production Resources with
Production Requirements
Establish Detailed
Production Plans
• Process performance metrics
Identify, Assess, and Aggregate
Production Resources • Best practices, where applicable
• System capabilities required to support best practices
4 Implementati Companies implement specific supply-chain management

Not on Level practices at this level
in
Scope
(Decompose Level 4 defines practices to achieve competitive
Process advantage and to adapt to changing business conditions
Elements)

Level 1 process definitions
 SCOR is based on four core management processes
SCOR Definitions
Process
Plan Processes that balance aggregate demand and supply to

develop a course of action which best meets the established
business rules
Source Processes that procure goods and services to meet planned or

actual demand
Make Processes that transform goods to a finished state to meet planned

or actual demand
Deliver Processes that provide finished goods and services to meet

planned or actual demand, typically including order management,
transportation management, and distribution management
Return Process of managing products returns

Example of metrics: Supply Chain Cost

Benchmarking

Key Performance Indicators
 Metrics used to measure supply chain performance

– Inventory turnover
Cost of goods sold
Inventory turns 
Average aggregate value of inventory
– Days of supply
Average aggregate value of inventory
Days of supply 
(Cost of goods sold)/(365days)
– Fill rate: fraction of orders filled by a distribution center within a

specific time period

15869—SCOR Overview 10-27
Key Performance Indicators: example
1. Cost of goods sold (year) : €425 millions

2. Production materials and part : €4,629,000
3. Work in process : €17,465,000
4. Finished goods : €12,322,000
€425, 000, 000

Inventory turns = = 12.3
€34,416,000
Days of supply = €34,416,000

= 29.6
(€425,000,000)/(365)
28
At Level 2, each SCOR process can be
further described by process type
SCOR Characteristics
Process Type
A process that aligns expected resources to meet expected demand
requirements. Planning processes:
Planning • Balance aggregated demand and supply
• Consider consistent planning horizon
• (Generally) occur at regular, periodic intervals
A process triggered by planned or actual demand that changes the state of
material goods. Execution processes:
• Generally involve
Execution 1. Scheduling/sequencing
2. Transforming goods, and/or
3. Moving goods to the next process
• Can contribute to the order fulfillment cycle time
Infrastructure A process that prepares, maintains or manages information or relationships on
which planning and execution processes rely

For each ―SCOR Process,” Level 2 ―Process
Categories” represent supply-chain variations
 SCOR process categories reflect distinctions in how

products are planned, sourced, made, and delivered
Type SCOR Process Category Characteristics
Process
Planning Plan Which execution process is being planned

(Source, Make, Deliver, Supply Chain)?
Is the sourced part standard or custom?

Execution Source
Is the sourced part stocked by suppliers, or not?
Is the manufacturing process discrete or process-based?

Execution Make
What triggers the “Make” signal?
Is the product standard or custom?

Execution Deliver
Is the product stocked in finished goods, or not?
Execution Return Is the product standard or custom?

Level 2 Process Categories
 P1: Plan Supply Chain
 P2-P5: Plan SCOR Process
 S1: Source Stocked Product
 S3: Source Engineer-to-Order Product
 S2: Source Make-to-Order Product
 M1: Make-to-Stock
 M2: Make-to-Order
 M3: Engineer-to-Order
 D1: Deliver Stocked Product
 D2: Deliver Make-to-Order Product
 D3: Deliver Engineer-to-Order Product
 D4: Deliver Retail Product (New in
Version 6.0)
 SR1/DR1: Return Defective Product
(Source Return/Deliver Return)
 SR2: Source Return MRO Product
(Maintenance, Repair and Overhaul)
 DR2: Deliver Return MRO Product
 SR3/DR3: Return Excess Product
(Source Return/Deliver Return)
 EP, ES, EM, ED, ER: Enable
corresponding SCOR Processes
The SCOR Version 2.0 toolkit has 3 Deliver
categories, versus ten in Version 1.0
Simplify Deliver Process
Plan P1 Plan Supply Chain
P2 Plan Source P3 Plan Make P4 Plan Deliver
P0 Plan Infrastructure
Customers
Suppliers
Source Make Deliver

M1 Make-to-Stock - Process
S1 Source Purchased Materials
D1 Deliver Stocked Products
M2 Make-to-Order - Process
S2 Source Make-to-Order Products

M3 Make-to-Order - Discrete D2 Deliver Made-to-Order Products
M4 Make-to-Stock - Discrete D3 Deliver Engineered-to-Order Products

S3 Source Engineer-to-Order Products
M5 Engineer-to-Order - Discrete
S0 Source Infrastructure M0 Make Infrastructure D0 Deliver Infrastructure

SCOR Level 3 presents detailed process element
information for each Level 2 process category
 Process flow
 Inputs and outputs
 Metrics
 Practices
 Enabling technology tools
SCOR Level 3
An example of SCOR Level 3 process
element logic flow
Level 3 Example — S1 Source Stocked Product
Material Pull Signals

Source Execution Data Material Inventory Location
Inputs Sourcing Plans WIP Inventory Location
Replenishment Signals Purchased Materials Finished Goods Inventory Location
S1.1 S1.2 S1.3

Process Schedule Receive & Transfer
Elements Material Verify Material
Deliveries Material
Procurement Signal Receipt Verification Inventory

Outputs Material on Order
 Inputs, outputs, and basic logic flow of process elements

are captured
An example of a SCOR Level 3 standard process
element definition and standard performance metrics
Process Element: Process Number: S1.1
Schedule Material Deliveries

Process Element Definition
Scheduling and managing the execution of the individual deliveries of material against an
existing contract or purchase order. The requirements for material releases are
determined based on the detailed sourcing plan or other types of material pull signals.
Performance Metric
Attributes
Cycle Time Total Source Lead Time
% of EDI Transactions
Cost Materials Management as a % of Material Acquisition Costs
Service/Quality % defective
Assets Raw Material Days of Supply (DOS)

An example of SCOR Level 3 best practices,
software features, and vendors
Process Element: Process Number: S1.1
Schedule Material Deliveries

Process Element Definition
Scheduling and managing the execution of the individual deliveries of material against an existing contract or
purchase order. The requirements for material releases are determined based on the detailed sourcing plan or
other types of material pull signals.
Best Practices Software Features Software Application

Required Suppliers
Utilize EDI transactions to reduce EDI interface for 830, 850, 856 and All major ERP vendors: SAP, Oracle,
cycle time and costs 862 transactions JD Edwards, Baan, QAD, SSA, etc.
VMI agreements allow suppliers to Vendor managed inventories with Oracle, Manugistics, Logility, SAP
manage (replenish) inventory scheduling interfaces to external
vendor systems
Mechanical (Kanban) pull signals are Electronic Kanban support Discrete ERP vendors: SAP, Oracle,
used to notify suppliers of the need to Baan, JD Edwards, QAD, SSA
deliver material
Consignment agreements are used Consignment inventory management Typically custom programming
to reduce assets and cycle time while
increasing the availability of critical
items
Advanced ship notices allow for tight Blanket order support with All major ERP vendors: SAP, Oracle,
synchronization between source and scheduling interfaces to external JD Edwards, Baan, QAD, SSA, etc.
make processes vendor systems

Implementation of supply-chain management
practices occurs at Level 4 (and below)
 Below Level 3, each process element is described by classic
hierarchical process decomposition
D1.7 D1.6 D1.5 D1.4 D1.3 D1.2 D1.1 D1 - Deliver Stocked Product
Select Reserve
Inventory & Receive, Process
Carriers & Route Plan & Build Consolidate
Determine Enter & Inquiry &
Rate Shipments Loads Orders
Delivery Validate Quote
Shipments
Date Order
D1.8 D1.9 D1.10 D1.11 D1.12 D1.13
Load Receive &

From Make
Vehicle Verify Invoice &
or Source Receive Pick Install
Generate Product at Receive
Product Product Product
Ship Docs & Customer Payment
Ship Site
Level 4 Process Element - D1.2

Tasks
Receive Enter Check Validate
Order Order Credit Price
Level 5 Access
Task - D1.2.3
Check Credit Clear
Credit Screen Availability Order
Activities
Contact Communicate
Accounting Results to Customer
Activities
1. Contact customer account rep.
2. Look up customer history
Level 6
3. If necessary, account rep. calls sales
manager to authorize additional credit
4a. Account rep clears credit issue
4b. Account rep refuses credit request

Applying the Model
• The Concept of Configurability

• Configuring Supply-Chain Threads
• Configuring Delivery Channels
• Intercompany Configurations—―Chain of Chains‖

The concept of ―configurability‖
Configurability
 A supply-chain configuration is driven by

– Deliver channels, inventory deployment and products
– Make production sites and methods
– Source locations and products
– Plan levels of aggregation and information sources
 SCOR must accurately reflect how a supply-chain’s

configuration impacts management processes and
practices

Configuring
Supply-Chain Threads
Each Thread Can Be Used to Describe,

Measure, and Evaluate Supply-Chain
Configurations

Configuring a supply-chain ―thread‖ illustrates
how SCOR configurations are done
1. Select the business entity to be modeled
(geography, product set, organization)
2. Illustrate the physical locations of:
Distribution activities (Deliver)
Production facilities (Make)
Sourcing activities (Source)
3. Illustrate primary point-to-point material flows using ―solid line‖ arrows
4. Place appropriate Level 2 execution process categories to describe activities
at each location
Source Make Deliver

M1 Make-to-Stock – Process D1 Deliver Stocked Products
S1 Source Stocked Materials
M2 Make-to-Order – Process
S2 Source Make-to-Order Materials D2 Deliver Make-to-Order Products
M3 Make-to-Order – Discrete
S3 Source Engineer-to-Order Materials D3 Deliver Engineer-to-Order Products

M4 Make-to-Stock – Discrete
M5 Engineer-to-Order – Discrete
Execution Process Toolkit

An example of Steps 1 – 4: ACME North
American supply-chain execution processes
ACME
Taiwan (D3)
Laptop
Production
(S1, M1 , D1)
Desktop
Laptop Laptop Production
Retailers Distributor (S1, M1, D2)
(S1, D1) San Jose (S1, D1) Desktop
Desktop Retailer
Semiconductor
DC (D1) (S1, D1)
Distributor
(S1, D2) Monitor
Production (S1, M1)
Semiconductor
North American
Manufacturer
Distribution Center (D1)
(S1, M2, D2)

Configuring a supply-chain ―thread‖ illustrates
how SCOR configurations are done
Continued
5. Describe each distinct supply-chain ―thread‖
– A supply-chain thread ties together the set of Source-Make-
Deliver supply-chain processes that a given product family
flows through
– Develop each thread separately to understand common, and
distinct, execution process categories
– Consider end-to-end threads in the Intercompany case
6. Place planning process categories, using dashed lines to
show links with execution processes
7. Place P1, if appropriate
– P1 – Plan Supply Chain aggregates outputs from
P2, P3, and P4

An example of Steps 5 – 7: ACME Laptop
business unit supply-chain thread
P1 P1
D3
P2 P3 P4 P2 P4 P2
ACME
Taiwan
D2 S1 D2 S1 M4 D1 S1 D1 S1 D1
ACME ACME ACME

Semiconductor Semiconductor Laptop Laptop
Laptop Laptop Laptop
Manufacturer Distributor Distributor Retailer
Production Production Distribution
(San Jose) (San Jose) (San Jose)
Supplier’s Customer’s
Supplier
Suppliers ACME Customers
Customer

Example: Configuring Delivery Channels

Delivery channels may be configured using planning,
execution, and infrastructure process types
Planning P4 – Plan Deliver
D1 – Deliver Stocked Products
Execution: D2 – Deliver Make-to-Order Products
D3 – Deliver Engineer-to-Order Products
Infrastructure
D0 – Deliver Infrastructure
 Delivery channels are defined by the market(s) into which product is

distributed
 Delivery channels are uniquely characterized in three ways:
– Market driven (best) practices
– Performance targets (on-time delivery, inventory levels, fulfillment response time, …)
– Software features that enable channel-specific business practices

How do specific Deliver categories apply to
Deliver channels?
 Planning: Each delivery channel must ―balance‖ demand and supply, so P4
will describe Plan Deliver execution elements for all channels
 SCOR addresses each channel’s different needs in three ways:
– Inputs to the forecasting process (P4.1)
– Business practices, such as channel programs and POS replenishment signals
– Metric performance targets (standard metric definitions will apply to all channels)
• e.g., order fulfillment lead time and order management costs
• (D) Order backlog

• (D) Order forecasts
• (Customer) Customer requirements
P4.1
• (D0) Product & Process Data
Identify, Prioritize, and
• (D0) Business Rules
Aggregate Delivery
Requirements P4.3 P4.4
Balance Delivery
Establish Detailed
Resources With Delivery
Delivery Plans
P4.2 Requirements
Identify, Assess, and • Delivery Plans

Aggregate Delivery (P)(S)(M)(D)
Resources (Customer)(Supplier)
• (Supplier) Material • (S) Material on order

Availability • (P) Production plans
• (S) (M) (D) Inventory • (P) Sourcing plans
• (D) Scheduled deliveries

various deliver channels?
Continued
 Execution: Each channel will require a minimum level of
performance
– Best practices and software capabilities are evolving to support
channel-specific performance requirements
– While channel definitions may vary, performance metrics will
facilitate benchmarking comparisons over time
 Deliver execution process categories vary based on two

major criteria
C ustom D e signe d S ta nda rd Product

Product Offe ring Offe ring
S tocke d in N/A D1: Deliver Stocked Goods
Finishe d Goods
N ot S tocke d in D3: Deliver Engineer-to- D2: Deliver Make-to-Order
Finishe d Goods Order Goods Goods

Deliver channels?
Continued
 Infrastructure: D0 contains current Deliver infrastructure process
elements
 The use of individual Deliver infrastructure process elements is
channel-specific
Deliver Infrastructure (D0)
D0.1 D0.2 D0.3 D0.4 D0.5
Manage Manage Manage Manage Manage

Product and Channel Order Rules Deliver Warehouse
Process Data Business Rules Inventories Network
D0.6 D0.7 D0.8 D0.9 D0.10 D0.11
Manage Manage Establish Manage Manage

Manage Import/Export
Delivery Delivery New Delivery Outbound
Warehouses Requirements
Quality Contracts Channels Transportation

Intercompany SCOR
Configuration — ―Chain of Chains‖

Most Supply Chains consist of many ―threads‖
which make up a network, or ―chain of chains‖
SOURCE MAKE DELIVER
SOURCE MAKE DELIVER
SOURCE MAKE DELIVER
Multiple Production
Operations within a
Multiple Suppliers Business Multiple Customers

In a classic MRP world, a change in a supply chain
often ―ripples‖ through each linkage, affecting other
areas
Plan Plan
Plan
Plan
Entity 6
Plan Plan Plan
Make
... Entity 9 ...
Make
Change in Supply
(e.g. machine line breakdown)
 The impact of a change can be felt both up and down the supply chain
 A change in supply caused by a ―production planner‖ may impact a

―materials planner‖ and an ―inventory planner‖
 Further, such a change may impact both your customer’s and supplier’s
supply-chain planning

Requires balancing effective supply-chain management
multiple links concurrently
P1 Plan Supply Chain
Develop plan that

aligns supply resources
Aggregate all to meet demand
sources Aggregate all
of supply sources of demand
... Entity A Entity B Entity C Entity D Entity E Entity F ...
Deliver Source Make Deliver Source Make

In our ACME example, P1 could be extended to
manage an Intercompany supply chain
Plan Intercompany Supply Chain
P1
P1 P1
D3
P2 P3 P4 P2 P4 P2
ACME
Taiwan
D2 S1 D2 S1 M4 D1 S1 D1 S1 D1
ACME ACME ACME

Semiconductor Semiconductor Laptop Laptop
Laptop Laptop Laptop
Manufacturer Distributor Distributor Retailer
Production Production Distribution
(San Jose) (San Jose) (San Jose)
Supplier’s Customer’s
Supplier
Customers ACME Customers
Customer

Software Package for Modeling SCOR: ARIS
EasySCOR
 The ARIS Toolset and ARIS Easy Design are process
modeling tools. The ARIS Toolset is a BPR tool, Easy
Design is used for process capture.
 The EasySCOR Modeler is a software package that includes

the ARIS Easy Design modeling kit and the SCOR model in
ARIS format.
 ARIS EasySCOR consists of process models that describe

the SCOR levels 1 to 3. Implementation level, level 4 is not
included.

Process Map Example created in ARIS EasySCOR
Suppliers Suppliers Assemble/ Package Distribution Centers Geo Ports of Entry

Supplier
Americas--->
Europe--->
Asia--->

Observations
 SCOR describes processes not functions. In

other words, the Model focuses on the activity
involved, not the person or organizational
element that performs the activity.
 Implementation level, Level 4, is not described in
SCOR.

Reference-model: Summary

SCOR overview — Summary
 SCOR is a process reference model designed for
effective communication among supply-chain partners
– A standard language helps management to focus on management issues
– As an industry standard, SCOR helps management focus across
intercompany supply chains
 SCOR is used to describe, measure and evaluate
Supply-Chain configurations
– Describe: Standard SCOR process definitions allow virtually any
supply-chain to be configured
– Measure: Standard SCOR metrics enable measurement and
benchmarking of supply-chain performance
– Evaluate: Supply-chain configurations may be evaluated to support
continuous improvement and strategic planning
 The success of SCOR as a standard depends on its use
and refinement by Supply-Chain Council practitioners

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Chapitre 6 Modélisation Des Processus Avec SCOR

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Logistics Process Modeling:

© Copyright 1997 Supply-Chain Council

La modélisation des réseaux est très

Cette modélisation vise à présenter

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

 The SCC objective is to develop a standard

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

Source Make Deliver

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

– All physical material transactions, from your supplier’s supplier

– All market interactions, from the understanding of aggregate

© Copyright 1997 Supply-Chain Council

Suppliers’ Supplier Your Company Customer Customer’s

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

– identify product condition, disposition product,

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

Types) Return Here basis of competition performance targets are set

3 Process Companies ―fine tune‖ their Operations Strategy at

4 Implementati Companies implement specific supply-chain management

© Copyright 1997 Supply-Chain Council

 SCOR is based on four core management processes

Plan Processes that balance aggregate demand and supply to

Source Processes that procure goods and services to meet planned or

Make Processes that transform goods to a finished state to meet planned

Deliver Processes that provide finished goods and services to meet

Return Process of managing products returns

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

© Copyright 1997 Supply-Chain Council

 Metrics used to measure supply chain performance

– Fill rate: fraction of orders filled by a distribution center within a

© Copyright 1997 Supply-Chain Council

1. Cost of goods sold (year) : €425 millions

€425, 000, 000

Days of supply = €34,416,000

© Copyright 1997 Supply-Chain Council

 SCOR process categories reflect distinctions in how

Planning Plan Which execution process is being planned

Is the sourced part standard or custom?

Is the manufacturing process discrete or process-based?

Is the product standard or custom?

Execution Return Is the product standard or custom?

Plan P1 Plan Supply Chain

P2 Plan Source P3 Plan Make P4 Plan Deliver

Source Make Deliver

S2 Source Make-to-Order Products

M4 Make-to-Stock - Discrete D3 Deliver Engineered-to-Order Products

S0 Source Infrastructure M0 Make Infrastructure D0 Deliver Infrastructure

© Copyright 1997 Supply-Chain Council

Material Pull Signals

S1.1 S1.2 S1.3

Procurement Signal Receipt Verification Inventory

 Inputs, outputs, and basic logic flow of process elements