Application of the SCOR Model in Supply Chain Management
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Application of the SCOR Model in Supply Chain Management By Rolf ...

Chapter 1:  Objectives, methodology, approach and definition of terms
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One possibility lies in the question of whether the Supply Chain is chiefly aimed at the product or the end customer. Ayers suggests the following differentiation in this context:73

  • Product-centric Supply Chains are Supply Chains tailored in accordance with special products. One or more product offers can result from this, which constitute a separate Supply Chain.
  • Customer-centric Supply Chains are Supply Chains tailored in accordance with special market segments. One or more Supply Chains may result from this, which are organized around market segments.

    • A further difference can be identified by looking closely at the business strategy, and requirements associated with it:74

  • Arm’s length, open competition: competitive offers and tender action. The emphasis here is upon intense trading.
  • Commodity trading: independent marketing, forced by the necessity of the business agreement. The emphasis here is upon monitoring the deviational range of commodity goods.
  • Partnering for customer delight: openness, trust and splitting of the work to be carried out. The emphasis here is upon supplier performance extended towards the customer (forward-facing in the Supply Chain) and the value aspect extended from the customer towards the supplier (backwards-facing in the Supply Chain).
  • From suppliers’ suppliers to customer’s customers: here there is a linkage of all market participants within a horizontal Supply Chain. The emphasis is upon seamless delivery, optimization and integration.
  • Lean supply chains and systems integration: these are associated with cost minimization and reformation of the cost structure by stages. Their emphasis is upon efficient cooperation, but not, however, upon economizing, which could lead to resource bottlenecks.
  • Competing constellations of linked companies: here, market leaders form an alliance with the best market partners. The emphasis is upon performance potential, capabilities and organization-cultural combination ability.
  • Interlocking network supply between competitors: these consolidate the step-by-step completion of transactions. The emphasis is upon unification where a minor competitive advantage75 exists, with the aim of using synergies.
  • Asset control supply – dominate or die: this approach is used to gain control over the assets and target their application. The emphasis is upon the correct usage of competitive instruments at tender action stage.
  • Virtual supply – no production, only customers: here, fixed costs are kept low by outsourcing of production.76 The emphasis is upon marketing and distribution capabilities.
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