Aligning Business Process Reengineering in Implementing Global Supply Chain Systems by the SCOR Model

William Y. C. Wang (1) , Hing Kai Chan (2) , David J Pauleen (3)

1 School of Information Management
2 Norwich Business School
3 3Department of Management and International Business

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 globalization 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 which features supply chain management practices and business process reengineering. Despite being an integrative guide with many merits, it only provides a ‘top-down' approach which 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 prioritization, 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.

Mots clés: Physical Sciences

William Y. C. Wang, Hing Kai Chan, David J Pauleen. Aligning Business Process Reengineering in Implementing Global Supply Chain Systems by the SCOR Model. International Journal of Production Research, 2009, 48 (19), pp.5643-5665. ⟨10.1080/00207540903168090⟩. ⟨hal-00521914⟩