|
4.4.1 Criticism of the selection procedure |
|
4.4.2 “Blurring” of the hierarchical assignment of Performance Indicators |
|
4.4.3 Realization of the examination as a secondary analysis |
|
4.4.4 Scope of the examined sample |
|
4.4.5 Inadequacies in the terminology for the performance terms |
|
Chapter Five: Summary of Conclusions and Innovative Assessments |
|
5.1 Overall Appraisal and Interpretation of the SCOR Model due to the Results of the Examination |
|
5.1.1 Reflection of the SCOR model based upon the results of the SCOR model groups |
|
5.1.2 Potentials for improvement and recommendations |
|
5.1.3 Recapitulatory appreciation of the operationalization of the SCOR model |
|
5.2 Innovative Approaches for the Formation and Optimization of the Supply Chain |
|
5.2.1 Representation of the Adaptive Supply Chain |
|
5.2.2 Realization of Adaptive Supply Chains |
|
5.3 Modern Tools for Improvement of the Assignment and Application Possibilities of the SCOR Model |
|
5.3.1 The concept of Supply Chain Design Management (SCDM) |
|
5.3.2 Applications for Supply Chain Design Management |
|
5.3.2.1 e-SCOR by Gensym |
|
5.3.2.2 ARIS EasySCOR by IDS |
|
5.3.2.3 ADOLog by BOC |
|
5.3.2.4 Recapitulating observation of the SCDM applications |
|
Chapter Six: Limitations of the Presently Available SCOR Model |
|
6.1 Observation of the Formation Dimensions of Organization and Personnel in the Submitted Context |