SCC volunteers, representing a significant cross section of industries, worked for almost a year to enrich the user experience of identification and application of practices in the SCOR reference model. The focus was to insure that SCOR practices, new and revised, are clearly defined and qualified, include metrics, and are linked to more information (if available). They have also been classified for user ability to sort on key classifications. The result is a stronger set of practices, with at least one identified for each level 3 process element in the SCOR framework. This revision will improve usability of the practices to drive sustained supply chain improvement.

An Automotive Aftermarket Study Results and Lessons Learned

Participating in a benchmarking activity is like shining a light to all extents of a supply chain. Finally it is possible to easily see the parts that are not operating as efficiently as possible! This case study shares how Dorman Products participated in the SCORmark^SM benchmarking effort and what they expect to do with the results. Dorman is a supplier of automotive replacement parts, fasteners, and service line products primarily for the automotive aftermarket. They design, package, and market approximately 122,000 different parts, fasteners, and service line products manufactured under seven DORMAN® sub-brands sold in the United States and Canada through automotive aftermarket retailers, national, regional, and local warehouse distributors, specialty markets, and salvage yards. APQC is a nonprofit membership organization that administers the SCORmark benchmarking tool on behalf of Supply Chain Council.

A Look at Higher Education Versus Industry Needs and the Application of Skills Measurement

This session will include results of research that is part of the Supply Chain Talent Initiative project. Supply chain management is constantly changing, as are the skills and knowledge required of students. The results of a large-scale study on the current state of higher education in supply chain management will be explored and the topic coverage in supply chain classes will be compared with the needs of industry. Opportunities for business and educational partners to work together will be discussed with attendees. Other ground-breaking developments will also be covered.

Members of the SCC Board of Directors will participate in an open roundtable discussion with attendees to share thoughts on direction of the Council for the future and take suggesions and questions from those in the audience. Open discussion is stongly encouraged—bring your thoughts and questions!

A Blueprint for Action

There is a real sea change taking place now—a transition from the tactical to the strategic supply chain—from a supply chain that is strategically decoupled/price driven to a supply chain that is strategically coupled/value driven. While we have identified critical elements to this sea change, what is lacking is a unified structure that facilitates this transition. This presentation lays out such a structure and path. It identifies the key elements of this framework—the critical customer, the value proposition, system capabilities. It describes the process—one that begins by identifying the critical outcome, the important outcomes, and necessary outcomes (in the 1-2-3 ratio). Once the critical outcome is identified, the framework focuses on ascertaining those attributes that are associated with this outcome. These attributes are restated into conditions necessary to support these attributes, tasks, and finally metrics. As the presentation will show, the result is a process that ensures that the supply chain is designed to support the strategic outcomes desired by top management. This process is illustrated by examples taken from practice.