Application of SCOR Model in an Oil- producing Company

Transcription

1 Journal of Industral Engneerng 4 (2009) Applcaton of SCOR Model n an Ol- producng Company Mazyar Golparvar a, Mehd Sefbarghy a,* a Department of Industral and Mechancal Engneerng, Islamc Azad Unversty, Qazvn Branch, Qazvn, Iran. Receved 5 Oct., 2009; Revsed 27 Oct., 2009; Accepted 29 Nov., 2009 Abstract Supply Chan Operatons Reference (SCOR) model s developed and mantaned by the Supply Chan Councl (SCC). The model s a reference model whch can be utlzed to map benchmark and mprove the supply chan operatons. SCOR model provdes companes wth a basc process modelng tool, an extensve benchmark database by defnng a set of supply chan metrcs. Ths paper explans the process and results obtaned by applyng SCOR model to analyze the supply chan of Iranol Ol Company (IOC). Makng numerous ntervews wth the managers and consderng the documents regardng the supply chan processes and comparng the current stuaton of the supply chan wth SCOR best practces, some mprovement projects were proposed to mprove the supply chan performance. The projects were prortzed usng TOPSIS, a well-known mult attrbute decson makng technque. Keywords: Supply Chan, SCOR, TOPSIS, Ol. 1. Introducton IOC s a lubrcant makng company wth two refnery stes n Tehran (n the Central part of Iran) and Abadan (n the south west of Iran) and a contaner makng company n Tehran (Ths company packages lubrcants and makes contaners). The refneres are very close to Tehran and Abadan ol refneres. The lubrcant s transported to the contaner makng company by partcular trucks for packagng. However, the company may also sell bulk lubrcant but the strategy s sellng the products n contaners because of Hgher added values. The major raw materal of refneres whch s lube cut s transported by ppelnes from the ol refneres. Fgure 1 llustrates a bref geographcal representaton of the ol and lubrcant refneres n Tehran and Abadan. The Contaner makng company s also n Tehran and receves a part of the refneres product. Standard products whch enjoy standard qualtes are usually produced make-to-stock and specal qualty products are usually produced make-to-order. The company s products are dvded nto four categores ncludng automoble motor lubrcant, ndustral lubrcant, antfreeze and by-products such as slack wax, furfural extract, base ol and petrolatum. Motor and ndustral lubrcants are more sold n contaners n comparson to antfreeze and by-products. The customers of the company could be ndustral factores or *Correspondng author E-mal: m.sefbarghy@qazvnau.ac.r 59 automoble owners. The key processes of the company are sales, purchasng and producton. The major supplers of IOC, except for refneres, are chemcal materals supplers, contaner supplers, spare parts supplers, addtve materals supplers and furfural supplers. Chemcal materals supplers are petrochemcal complexes, mostly located n dfferent locatons of the country. The contaners supplers are also nsde the country ; however, the company has also a contaner makng complex. The spare parts supplers are external companes (e.g. Metra from France) or some companes nsde Iran. Addtve materals supplers are some European companes (e.g. Euro Gulf from England) whch have representatves nsde Iran. Furfural supplers (e.g. Shell) are some companes n Chna, Europe and Afrca. IOC supples t from ther representatve nsde Iran. As ponted out earler, ol refneres are located n Tehran and Abadan. IOC s products are sold externally or nternally. Internal customers nclude numerous dealers, exclusve representatves and ndustres. The external customers are nternatonal customers who receve the products at the ports. Dealers receve products n the form of bulk or n contaners. The dealers could purchase them from the compettors and they can export the products. Exclusve representatves, whch are n a closer relatonshp wth the company,could just purchase products from IOC. Industres nclude many factores whch requre lubrcant for varous applcatons lke mantanng machneres.

2 Mazyar golparvar et al./ Applcaton of SCOR Model n an Ol-producng Company Tehran Ol Refnery Contaner makng Lube cut Lubrcant Refnery Abadan Ol Refnery Lubrcant Refnery Fgure 2 ndcates a schematc dagram of the addressed supply chan.the major goal of ths paper s applyng SCOR model to ths supply chan, analyzng t and proposng some mprovement projects based on the analyss. The rest of the paper s structured as follows: Secton 2 gves a revew of SCOR model and a bref lterature revew. In Secton 3, Level-2 processes of IOC s presented and n Secton 4, the analyss of Level-3 processes based on SCOR best practces s dscussed. Secton 5 provdes the mprovement projects and the prortzaton. Conclusons and suggestons for further research are cted n Secton A Revew of SCOR Model and a Bref Lterature Revew 2.1. SCOR Processes SCOR-model s the product of the Supply-Chan Councl (SCC), an ndependent, not-for-proft, global corporaton wth membershp open to all companes and organzatons nterested n applyng and advancng the state-of-the-art n supply-chan management systems and practces. The SCOR-model was confrmed by the supply chan management Councl s consensus. Whle much of the Fg. 1. Geographcal representaton of IOC supply chan 60 underlyng content of the model has been used by practtoners for many years, the SCOR-model provdes a unque framework whch lnks busness processes, metrcs, best practces and technology features nto a unfed structure to support communcaton among supply chan partners and to mprove the effectveness of supply chan management and related supply chan mprovement actvtes. SCOR s composed of three process levels whch are level-1, level-2 and level-3 processes.level-1 processes are known as SCOR processes and are defned for each element such as a producer or wholesaler n the supply chan. They are classfed nto fve processes whch are llustrated n Fgure 3. A short defnton of Level-1 processes s gven below: 1- Plan (P): Processes that balance aggregate demand and supply to develop a course of acton whch best meets sourcng, producton and delvery requrements. 2- Source (S): Processes that procure goods and servces to meet planned or actual demand 3- Make (M): Processes that transform product nto a fnshed state to meet planned or actual demand 4- Delver (D): Processes that provde fnshed goods and servces to meet planned or actual demand, typcally ncludng order management, transportaton management and dstrbuton management

3 Journal of Industral Engneerng 4 (2009) Return (R): Processes assocated wth returnng or recevng returned products for any reason. These processes extend nto post-delvery customer support. Level-2 processes are known as SCOR process type and are classfed nto three processes ncludng Plannng, Executon and Enable Processes. A short defnton of Level-2 processes s gven here: Refneres Dealers Chemcal supplers Contaner supplers Spare part supplers Addtve supplers Tehran lubrcant refnery Tehran Contaner makng Abadan lubrcant refnery Exclusve representa tons Industres Internato nal customers Fg. 2. A schematc dagram of IOC s supply chan from supplers to customers Fg. 3. Level-1 processes of SCOR 61

4 Mazyar golparvar et al./ Applcaton of SCOR Model n an Ol-producng Company 1- Plannng (Pn): A process that algns expected resources to meet expected demand requrements. Plannng processes: Balance aggregated demand and supply Consder consstent plannng horzon (Generally) occur at regular, perodc ntervals Can contrbute to supply-chan response tme 2- Executon (Ex): A process trggered by planned or actual demand that changes the state of materal goods. Executon processes: Generally nvolve Schedulng/sequencng, Transformng product and/or Movng product to the next process. Can contrbute to the order fulfllment cycle tme 3- Enable (En): A process that prepares, mantans, or manages nformaton or relatonshps on whch plannng and executon processes rely What s exactly meant by Level-2 processes of SCOR model s formed by crossng over the up gong processes and Level-1 processes. Table 1 shows the exact Level-2 processes of SCOR as followng: Now, we revew the defntons of level-2 Processes. The analyss of Return processes s beyond the the scope of the study;therefore, we skp them. It should be noted that n order to understand the Executon-related processes better, ntally we need to explan the three followng terms: -Stocked Product: The product whch s usually wth hgh fll rate and ready and avalable as nventory (related to S1, M1, ). - Make-to-Order: The product whch s customer orderdrven and usually standard so that the suppler can easly recognze the order specfcatons (related to S2, M2, and D2). - Engneer-to-Order: The product whch s customer requrements -drven and usually needs sourcng new materals. The recognton of the specfcatons usually needs engneerng maps and fgures (related to S3, M3, and D3). Table 1 Level-2 processes of SCOR model Level-2 Processes Pn Ex En P P1 --- EP S P2 S1 S2 S3 ES M P3 M1 M2 M3 EM D P4 D2 D3 D4 ED R P5 SR1 DR1 SR2 DR2 SR3 DR3 ER A bref defnton of level-2 processes s as follows: 1- P1 (Plan Supply Chan): The development and establshment of a course of acton over specfed perod representng a projected appropraton of supply chan resources to meet supply chan requrements. 2- P2 (Plan Source): The development and establshment of course of acton over specfed perod representng a projected appropraton of materal resources to meet supply requrements. 3- P3 (Plan Make): The development and establshment of a course of acton over specfed perod representng a projected appropraton of producton resources to meet producton requrements. 4- P4 (Plan Delver): The development and establshment of a course of acton over specfed perod representng a projected appropraton of delvery resources to meet delvery requrements. 5- S1 (Source Stocked Product): The procurement, delvery, recept and transfer of raw materal tems, subassembles, product and or servces. 6- S2 (Source Make-to-Order): The procurement and delvery of product that s bult to a specfc desgn or confgured based on the requrements of a partcular customer order. 7- S3 (Source Engneer-to-Order): The negotaton, procurement and delvery of engneer-to-order assembles or specalzed product or servces that are desgned and bult based on the requrements or specfcatons of a partcular customer order or contract. 8- M1 (Make-to-Stock): The process of manufacturng n a make-to-stock envronment adds value to products through mxng, separatng, formng, machnng and chemcal processes. Make- to -stock products are ntended to be shpped from fnshed goods or off the shelf are completed pror to the recept of a customer order and are generally produced n accordance wth a sales forecast. 9- M2 (Make-to-Order): The process of manufacturng n a make-to-order envronment. Products are completed after the recept of a customer order. 10- M3 (Engneer-to-Order): The process of manufacturng dstnct tems, such as parts that retan ther dentty through the transformaton process and are ntended to be completed after the recept of a customer order. These Products are desgned, developed and manufactured n response to a specfc customer request. 11- (Delver Stocked Product): The process of delverng a product that s mantaned n a fnshed goods state pror to the recept of a frm customer order. 12- D2 (Delver Make-to-Order): The process of delverng a product that s manufactured, assembled or confgured from standard parts or subassembles. 13- D3 (Delver Engneer-to-Order): The process of delverng a product that s desgned, manufactured and assembled from a BOM that ncludes one or more custom parts. 62

5 Journal of Industral Engneerng 4 (2009) D4 (Delver Retal Product): Delvery of retaled products. 15- EP (Enable Plannng): Enablng plannng by usng ntegraton, IT and other technques. 16- ES (Enable Source): Enablng sourcng by usng ntegraton, IT and other technques. 17- EM (Enable Make): Enablng makng by usng ntegraton, IT and other technques. 18- ED (Enable Delver): Enablng delvery by usng ntegraton, IT and other technques. SCOR has good enough detals on Level-3 processes but does not gve any explanatons for Level-4 processes. Level 3 processes are the sub processes of Level-2 processes and the detaled explanaton of them s n the Supply-Chan Councl [10] As t wll be mentoned later on, the processes of P1, P2, P3, P4, S1, S2, M1, M2,, D2, EP, ES, EM and ED have been selected from among all the Level-2 processes based on IOC supply chan processes. Table 2 llustrates the Level-3 processes and ther related Level-2 processes. Table 2 Selected level-3 processes of SCOR model for studyng Row Level-2 process Level-3 Process Row Level-2 process Level-3 Process 1 P1 P1 1, P1 2, P1 3, P1 4 8 M2 M2 1-M2 6 2 P2 P2 1-P D2 1-D2 12 EP1-EP9 EM1-EM8 E-ED8 ES1-ES9 3 P3 P3 1-P D2 4 P4 P4 1-P EP 5 S1 S1 1-S EM 6 S2 S2 1-S ED 7 M1 M1 1-M ES 2.2. SCOR as a Supply Chan Performance Measurement SCOR provdes the supply chan wth a few crtera or metrcs to measure the supply chan performance. Table 3 depcts the level 1 metrcs and ther related performance attrbutes. The metrcs are the calculatons by whch an mplementng organzaton can measure how successful they are n achevng ther desred postonng wthn the compettve market context. Most metrcs n the model are herarchcal,so are process elements. Relablty, responsveness and flexblty are customerorented metrcs. That s,they are mportant from the vewpont of the customers. In other words,the addressed metrcs measure supply chan performance from the customers vewpont. Cost and assets are metrcs whch measure supply chan from the vewpont of nternal performance of a supply chan. A bref defnton of the metrcs s as follows: -Relablty: The performance of a supply chan n delverng the correct product to the correct place at the correct tme n the correct condton and packagng n the correct quantty wth the correct documentaton to the correct customer. -Responsveness: The velocty at whch a supply chan provdes products to the customer. -Flexblty: The aglty of a supply chan n respondng to marketplace changes to gan or mantan compettve advantage. -Cost: The cost assocated wth operatng the supply chan. -Assets: The effectveness of an organzaton n managng assets to support demand satsfacton: ths ncludes the management of all assets ncludng fxed and workng captal A Bref lterature Revew Huan et al. [5] provded a bref ntroducton of the SCOR model, analyzed ts strength and weakness, and dscussed how t could be used to assst managers for strategc decson makng. Kas [7] addressed one aspect of SCOR along wth presentng a short overvew of ts underlyng concepts and use. Specfcally, he examned SCOR from a methodologcal perspectve, adoptng a systems development framework and usng a soco-techncal lens as a bass for assessment. He nferred that SCOR was strong on the techncal dmensons such as modelng process and technques but weak on the socal dmensons. Huang et al. [6] summarzed the SCOR model, ts benefts along wth llustratve case stores and descrbed a computer-asssted tool to confgure supply chan threaded dagram per SCOR specfcaton. Persson and Arald [8] ntegrated SCOR methodology and a smulaton software (ARENA) n order to make a tool to dynamcally present and analyze the supply chans. Desodt et al. [3] collected nformaton from textle and garment ndustry supply chans n order to model the supply chan. 63

6 Mazyar golparvar et al./ Applcaton of SCOR Model n an Ol-producng Company Table 3 Level 1 SCOR metrcs Customer-Facng Internal-Facng Performance Attrbute Relablty Responsveness Flexblty Cost Assets Delvery performance Fll Rate Perfect order fulfllment Order fulfllment lead tme Supply-chan response tme Producton flexblty Supply chan management cost Cost of goods sold Value-added productvty Warranty cost or returns processng cost Cash-to-cash cycle tme Inventory days of supply Asset turns Then, usng these performance data they dentfed mportant varables and nvestgated the endogenous and exogenous relatonshps amongst varables. The SCOR model had to be adapted to ths study. Chungru et al. [2] presented a comprehensve framework for supply chan performance management ncludng all aspects of performance management from performance measurement to performance mprovement based on the SCOR model. Röder and Tbken [9] developed a smulaton-based decson support system usng a modular modelng concept for ntra- and nter-company process chans based on the SCOR model. The developed concept allows the evaluaton of dfferent confguratons of process chans wth dfferent sets of parameters descrbng realstc producton and nventory processes wthn the automotve ndustry. Govndu and Chnnam [4] proposed a generc processcentered methodologcal framework, Mult-Agent Supply Chan Framework (MASCF), to smplfy Mult-Agent Systems (MAS) development for supply chan applcatons. MASCF ntroduces the noton of processcentered organzaton metaphor and creatvely adopts SCOR model to a well-structured generc MAS analyss and desgn methodology, Gaa, for mult-agent supply chan system development. Berrah and Clvlle [1] studed the supply chan performance formalzaton. They proposed buldng a performance measurement system (PMS) by lnkng an overall performance expresson to elementary ones. The overall performance s assocated to a global objectve whose break-down provdes elementary objectves. Elementary performances are thus aggregated n a corollary way. The problem wth the desgn of such PMS s, by the breakdown/aggregaton model, concerns both the coherent elementary performance expressons and the defnton of the lnks between them. Consderng the SCOR model break-down, they proposed to extend the proposed approaches for expressng the overall performance of a supply chan. To the best of our knowledge and consderng the lterature revew, no research or practcal work has been reported yet on applyng the SCOR model for analyzng the supply chans n ndustres. Our paper reports the applcaton of SCOR model n a steel supply chan. 3. Level-2 Processes of IOC Fgure 4 llustrates the Level-2 processes of IOC. The lube cut, chemcals and addtves are sourced accordng to a prescheduled plan and the supplers have them stocked n ther storages, so they experence make-tostock type sourcng. Spare parts and contaners are produced n response to IOC s order. Makng process s make-to-stock except for ndustral products whch are from make-to-order. Dealers and exclusve representatves sourcng s make-to-stock but ndustral factores and external customers sourcng s make-toorder. 64

7 Journal of Industral Engneerng 4 (2009) Lube cut Lube cut S1 Dealers S1 Motor Lub M1 Motor Lub Chemcals Chemcals S1 Exclusve Representatons, S1 By products M1 By products Addtves Addtves S1 Spare parts D2 Spare parts s2 Antfreeze M1 Antfreeze Industres S2 Contaner D2 Contaners s2 Industral Lub, M2 Industral Lub, D2 External customers S2 Supplers Iranol Sourcng Iranol Makng Iranol Delvery Customers Fg. 4. Level-2 processes of IOC s supply chan 4. Analyss of Level-3 processes based on SCOR best practces Numerous documents were collected and several managers of the company were ntervewed durng the research. The documents and ntervews were on the logstcs, ncludng nternal and external transportaton and storage, on the plannng processes ncludng long - term, md- term and short -term plannng, on the nformaton flows and relatonshps wthn the supply chan. Here s just gven a sample of analytcal results of level-3 processes compared to SCOR best practces n the addressed supply chan. Table 4-7 gves the results. Table 4 P1 1 process analyss process P1 1 Defnton based on SCOR Analyss The process of dentfyng, aggregatng and prortzng all sources of demand for the ntegrated supply chan of a product or servce at the approprate level, horzon and nterval (sales forecastng system). Sales Forecastng s just done based on hstorcal data and usng smple tme seres methods. The process does not seem reasonable. It s proposed to revse the sales forecastng system and nterferng qualtatve factors such as company promotons, compettors possble actons, future market condtons as well as advanced quanttatve tme seres methods. 65

8 Mazyar golparvar et al./ Applcaton of SCOR Model n an Ol-producng Company Table 5 EP.1 process analyss Process Defnton based on SCOR Analyss EP 1 The process of establshng, mantanng and forcng decson support crtera for supply chan plannng whch are translated to rules for conductng busness,.e. developng and mantanng customer and channel performance standards of an entre supply chan such as servce levels. Busness rules algn PLAN process polces wth busness strategy, goals and objectves Accordng to IOC strategc plan, the company should acheve more share of the dstrbuton channel. Gven that a great amount of the customers are n Tehran, t s proposed to desgn a dstrbuton channel n the cty. The company can gan a great deal of the added value n the dstrbuton channel. Table 6 ES.2 process analyss Process ES 2 Defnton based on SCOR The process of measurng actual suppler performance aganst nternal and/or external standards, provdng feedback to acheve and mantan the performance requred to meet the customers busness and/or compettve needs. Analyss Table 7 M1 1 process analyss Process M1 1 Defnton based on SCOR Analyss The company has no actve suppler performance measurement system whch s mportant for addtves and chemcals. It seems ttaht company can not do much about lube cut supplers snce they are monopole (the ol refneres n the ste). Gven plans for the producton of specfc parts, products or formulatons n specfed quanttes and planned avalablty of requred sourced products, the schedulng of the operatons needs to be performed n accordance wth these plans. Schedulng ncludes sequencng and dependng on the factory layout and setups. In general, ntermedate producton actvtes are coordnated pror to the schedulng of the operatons to be performed n producng a fnshed product The schedulng process n the company producton stes s done usng a smple spreadsheet program. It seems that company can revse the system usng advanced plannng modules n order to balance effcency and cost n the supply chan. 5. Improvement Projects and the Prortzaton Analyzng all the related level-3 processes of the supply chan, 13 projects were proposed for mprovng the supply chan performance. Table 8 gves the projects ttles; related level-3 SCOR process(s) and the expected benefts obtaned from the projects as well as the SCOR metrcs that ahd mpact on performng the projects. In order to prortze the projects, we have made the two followng Tables based on the project team deas. Table 9 depcts the results of the par -wse comparsons of SCOR metrcs (usng 1,3,5,7 and 9 ; 1 represents the dentcal mportance of the metrcs and 9 represents the hghest mportance rate) and Table 10 shows the affecton coeffcent of the projects on each metrc where 1,3,5,7 and 9 are defned as very low, low, mddle, hgh and very hgh respectvely. The projects do not have any predecessor relatonshps. Reportng the calculatons related to the par- wse comparson matrx and also normalzng the matrx n Table 10, we present the metrcs weght and normalzed values of the affecton coeffcents n Table 11. Assumng a j to be the affecton coeffcent of project on metrc j ts normalzed value (n j ) s obtaned from (1) as n TOPSIS. n j = a a j 2 j n j multpled by the jth weght (j=1, 2, 3, 4, 5), gves the downscaled weghted matrx as n Table (12). Showng the values of Table 12 by v j and the best project for the metrc jth by v + j and the worst project for the metrc jth by v - j then based on the TOPSIS method we should calculate d + and d - as n (2) and (3). The Prorty of the projects s determned by sortng the values of d d + + d The project th wth hgher value s from hgher prorty. d d + = = ( v j j ( v j j + j v v ) 2 2 j ),, The results are as n Table 13, (1) (2) (2) 66

9 Journal of Industral Engneerng 4 (2009) Table 8 Supply chan performance mprovement projects Code Ttle SCOR Process Benefts and affected SCOR metrcs 101 Revsng the current sales forecastng system P Desgnng a new contaner P1 3 makng complex n Abadan P1 4 ste 103 Revsng the products mxture ED n Abadan ste n order to P3 4 decrease export costs 104 Desgnng a plot dstrbuton channel n Tehran market EP Feasblty study of purchasng Tehran ol refnery ES Revsng the fnshed goods nventory control system ED Desgnng the nventory control system of spare parts ES.4 n both stes 108 Automatng the schedulng process of the producton stes M Feasblty study of elmnatng metal contaners (just usng plastc contaners) 110 Optmzng the number of supplers 111 Desgnng the system of supplers dentfcaton and selecton 112 Desgnng the system of dentfcaton of supplers capabltes 113 Desgnng the performance evaluaton system of supplers ED 6 ES 7 ES 7 ES 7 ES 2 Reducng uncertanty n the supply chan and ncreasng the accuracy of plans. Reducng transportaton costs n the supply chan. Reducng transportaton and storage cost and decreasng the delvery tme to external customers. Increasng the added value of company Increasng the relablty of the supply chan. Decreasng the nventory system costs. Decreasng the nventory system costs. Decreasng the producton plannng tme and optmzng the schedulng methods and sooner delvery to customers. Decreasng transportaton costs. Decreasng supply costs and ncreasng the relablty of supply chan. Decreasng supply costs and ncreasng the relablty of supply chan. Makng supply chan to be capable to respond to customer s varous orders. Decreasng the delvery tme of products to customers. Table 9 Par wse comparsons of the SCOR metrcs Relablty Responsveness Flexblty Cost Assets Relablty Responsveness Flexblty Cost Assets

10 Mazyar golparvar et al./ Applcaton of SCOR Model n an Ol-producng Company Table 10 The affecton degree of the projects on the Metrcs Metrcs Relablty Responsveness Flexblty Cost Assets Projects Table 11 Metrc weghts and scores for each project Projects Metrc Relablty (0.112) Responsveness (0.067) Flexblty (0.255) Cost (0.481) Assets (0.085) Table 12 Downscaled weghted matrx of TOPSIS method Metrcs Relablty Responsveness Flexblty Cost Assets Projects

11 Journal of Industral Engneerng 4 (2009) Table 13 Proposed projects prorty for performng Projects d + d - d d + + d Prorty Conclusons and Suggestons for Further Research In ths paper, the results of applyng SCOR model to analyze the supply chan of IOC was presented. Some mprovement projects were proposed, based on the SCOR best practces and the level-3 processes. The projects were prortzed usng TOPSIS method. The man contrbutons of ths paper could be applyng the SCOR model n practce, applyng SCOR n a lubrcant supply chan and usng TOPSIS method to prortze the proposed projects accordng to the SCOR metrcs as the crtera. As further research t s suggested to apply SCOR model n other supply chans and prortzng the projects by other Mult crtera decson- makng methods. Acknowledgements: The authors would lke to thank IOC members for drectng the project team and grantng nsghtful comments. References desgn of mult-agent supply chan systems. Computers and Industral Engneerng, 53, , [5] S. H. Huan, S. K. Sheoran, G. Wang, A revew and analyss of supply chan operaton reference (SCOR) model. Supply Chan Management: An Internatonal Journal, 9, 23-29, [6] S. H. Huan, S. K. Sheoran, H. Keskar, Computer-asssted supply chan confguraton based on supply chan operaton reference (SCOR) model. Computers and Industral Engneerng, 48, , [7] V. Kas, Systematc assessment of SCOR for modelng supply chans. 38th Annual Hawa Internatonal Conference on System Scences, 87, [8] F. Persson, M. Arald, The development of a dynamc supply chan analyss tool-integraton of SCOR and dscrete event smulaton. Internatonal Journal of Producton Economcs, In press, [9] A. Röder, B. Tbken, A methodology for modelng ntercompany supply chans and for evaluatng a method of ntegrated product and process documentaton. European Journal of Operatonal Research, 169, , [10] Supply-Chan Councl, Supply-Chan Operatons Referencemodel. Verson 6, Supply-Chan Councl, Inc, [1] L. Berrah, V. Clvlle, Towards an aggregaton performance measurement system model n a supply chan context. Computers n Industry, 58, , [2] R. Chungru, D. Jn, D. Hongwe, W. We, A SCOR-based framework for supply chan performance management. IEEE Internatonal Conference on Servce Operatons and Logstcs, and Informatcs, Sol, Artcle Number , , [3] J. Desodt, B. Rabenasolo, J.L.W. Lo, Benchmarkng of the textle garment supply chan usng the SCOR model. Internatonal conference on servce systems and servce management, 2, , [4] R. Govndu, R.B. Chnnam, MASCF: A generc process-centered methodologcal framework for analyss and 69

12 Mazyar golparvar et al./ Applcaton of SCOR Model n an Ol-producng Company 2