Briefly Address Each Of The Following Bullets Read From Page

Briefly Address Eachof The Following Bulletsread From Pages 912 Th

Briefly address each of the following bullets: Read, from pages 9–12, the sections entitled "The Supply Chain Council" and "The SCOR Framework" in the book Supply Chain Excellence in South University's online library. Discuss the SCOR model's five functions (Plan, Source, Make, Deliver, and Return) that are shared by supply chains. Does every supply chain contain all of these five functions? When producing goods, different production strategies, such as "make to order," "make to stock," "assemble to order," or "engineer to order" can be pursued. However, when providing services (car washing, hair styling, etc.), not all of these strategies can be pursued. An organization cannot really "stock" services (in other words, you can't have five car washes sitting on a shelf in the same way you can have five cans of soup sitting on a shelf). Do the stages of the SCOR model apply to operations in all of these areas (goods producing vs. service provision, and using any of the production strategies)? Search the Internet for a company and discuss which of these approaches (goods producing or service providing) and which of the production strategies the company's operations fit in. Support your response on the basis of the SCOR model and your research. In 2011, Japan experienced an earthquake, resulting in a tsunami. These natural disasters caused a great deal of damage and a significant loss of life. From a supply chain and operations management chain perspective, what were the implications for SCOR processes? Which of the SCOR model's five processes discussed above would have been impacted by such an event? Should planning for future events like this impact the strategy of a company? Support your response with your research. The final paragraph (three or four sentences) of your initial post should summarize the one or two key points that you are making in your initial response. Your posting should be about 1 page (400 to 500 words) in length. Justify your answers using examples and reasoning. Comment on the postings of at least two peers and state whether you agree or disagree with their views.

Paper For Above instruction

Introduction

The SCOR (Supply Chain Operations Reference) model is a vital framework that provides organizations with a structured approach to supply chain management. Developed by the Supply Chain Council, the model delineates five core processes—Plan, Source, Make, Deliver, and Return—that are universally relevant across supply chains. This paper explores these functions, their applicability to goods and services, examines a real-world company aligned with these concepts, and analyzes the impact of natural disasters like the 2011 Japanese earthquake on supply chain processes.

The SCOR Model’s Five Functions

The SCOR model encompasses five fundamental functions integral to supply chain operations. 'Plan' involves strategizing resources and demand forecasts. 'Source' pertains to procuring raw materials or services from suppliers. 'Make' concerns manufacturing or service delivery activities. 'Deliver' covers order management and logistics, while 'Return' manages returned goods and repairs (Supply Chain Council, 2008). Notably, these functions are found in both manufacturing and service sectors, although their implementation varies, especially for services where some functions like 'Stocking' are inherently limited.

Not every supply chain encompasses all five functions uniformly. For instance, a digital content provider may focus primarily on 'Plan' and 'Deliver,' with minimal 'Source' or 'Make' activities, while a manufacturing firm like automobile producers engage in all five categories comprehensively (Mentzer et al., 2001). The extent and nature of these functions depend on the industry, product type, and strategic focus.

Production Strategies and Application of the SCOR Model

Different production strategies such as 'make to stock,' 'make to order,' 'assemble to order,' and 'engineer to order' influence how SCOR processes are executed. For instance, in a 'make to stock' scenario like consumer packaged goods, 'Make' and 'Deliver' are continuous and inventory-driven. Conversely, 'assemble to order' strategies, common in computer manufacturing, leverage flexible 'Make' and 'Deliver' processes to assemble products after receiving customer orders (Chopra & Meindl, 2016).

In service operations, some stages of the SCOR model are less applicable—services like car washing or hair styling cannot be 'stocked' in inventory. Nevertheless, processes like 'Plan,' 'Source,' and 'Deliver' still apply; for example, scheduling appointments or procuring supplies are comparable to sourcing and planning in manufacturing. A car rental company exemplifies this blend, offering services that utilize 'make to order' strategies where reservations (orders) are fulfilled on demand, aligning with parts of the SCOR framework.

Case Study: Company’s Approach and Strategies

Consider Starbucks—primarily a service provider with a significant goods component in their supply chain, such as coffee and other products. Starbucks employs a 'make to stock' approach for packaged products and 'assemble to order' for fresh beverages. Its supply chain embodies the SCOR functions: sourcing high-quality coffee beans, manufacturing beverages at store level, and distributing products efficiently. This hybrid approach demonstrates the model's flexibility across goods and services, integrating procurement, manufacturing, and delivery.

Impact of Natural Disasters on Supply Chains

The 2011 earthquake and tsunami in Japan dramatically disrupted supply chains, affecting every aspect of the SCOR model. 'Source' functions were particularly impacted as suppliers faced destruction or operational halts, leading to shortages of components like automotive parts and electronic devices (Zsidisin & Ritchie, 2018). 'Make' and 'Deliver' processes also suffered delays due to transportation disruptions, infrastructure damage, and workforce shortages.

Planning for future natural disasters should be a strategic consideration. Incorporating risk management, diversifying supplier bases, and developing contingency plans can mitigate impacts (Sheffi, 2005). For instance, companies like Toyota have incorporated resilient supply chain strategies, emphasizing geographic diversification of suppliers and flexible inventory policies, to better withstand such events.

Conclusion

The SCOR model provides a comprehensive framework applicable across industries, although its implementation varies based on the nature of goods or services and specific production strategies. Natural disasters like the 2011 Japanese earthquake highlight the importance of resilient planning within the supply chain to mitigate risks associated with unforeseen events. Effective integration of these strategies is essential for sustaining operations and maintaining supply chain excellence amid disruptions.

References

• Chopra, S., & Meindl, P. (2016). Supply Chain Management: Strategy, Planning, and Operation. Pearson.
• Mentzer, J. T., et al. (2001). Defining Supply Chain Management. Journal of Business Logistics, 22(2), 1-25.
• Sheffi, Y. (2005). The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage. MIT Press.
• Zsidisin, G. A., & Ritchie, B. (2018). Supply Chain Risk Management: A Strategic Perspective. Springer.
• Supply Chain Council. (2008). Supply Chain Operations Reference Model (SCOR): Version 11.0.