| Chapter 1: | Objectives, methodology, approach and definition of terms |
Chapter One
Objectives, methodology, approach and definition of terms
“Using SCOR has become a way of life for the company, including getting the top executives together to make across-the-board decisions. (…) It costs nothing. All SCOR is is [sic!] a tool that tells you what the possible metrics are you can use to determine how your business is doing. (…) SCOR isn’t magic. It’s a good, simple management tool, and I don’t know why everyone doesn’t use it.”1
1.1 Foundations and Objectives of the Work
1.1.1 Arrival at and objectives of the research
The last ten or so years have seen a pronounced change in the level of importance that companies attach to logistical processes.2 Whereas logistics have, traditionally, been seen largely as a vertical function of organizations, the more recent comprehensive functional and integrated view has become more widespread, particularly in the guise and the framework of a Supply Chain.3 This process may be discerned, for example, in the creation of a new management discipline, Supply Chain Management, and the increasing emphasis on this discipline within companies.4
In conjunction with this change of focus, in recent times a growing number of companies have introduced a new position, namely that of Chief Supply Chain Officer (CSCO) or Supply Chain President, who often reports directly to the Chief Executive Officer (CEO).5