Aligning business process reengineering in implementing global supply chain systems by the SCOR model

Abstract

As supply chains continue to replace individual companies as the management arena for value-adding from the beginning of the twenty first century, understanding the supply chain management practices in a globalisation context becomes increasingly important. The Supply Chain Operations Reference (SCOR) Model, which was developed by the experts and practitioners of the Supply Chain Council, is a major framework for supply chain planning that features supply chain management practices and business process reengineering. Despite being an integrative guide with many merits, it only provides a ‘top-down’ approach that requires the comparative analyses of post- and pro-performance indices as a basis of business process modification. This study discusses the limitations of current SCOR analysis and provides a mapping technique—Causes/Effects, the SCOR Standard, and Mutual Solution (CESM)—for gap mapping, problem prioritisation, and business process modification in a supply chain setting. As such, it is one of the early empirical studies combining BPR and SCM disciplines. The research results can facilitate the implementation processes of multinational supply chain projects by identifying the gaps and linking them to the channel entities.