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Our very first SCOR EBS

On the afternoon of Tuesday May 10, we organized our very first SCOR EBS (Executive Briefing Session) in our new offices in Nanterre with the participation of 40 supply chain professionals. 

You can also download the speakers' presentation.

Melinda Spring, Director of Corporate Programs of APICS Supply Chain Council told us the story of SCOR, from its foundation in 1996 by AMR Research and PRTM, version 1 to its current version V.11 with the merger of APICS and Supply Chain Council last year. APICS for Business (as APICS Supply Chain Council will soon be called) is mapping SCOR both for individuals (with the SCOR-P endorsement) and for corporate entities so that the Body of Knowledge will cover the entire Plan, Source, Make, Deliver, Return, Enable, end to end supply chain process.

Mastering processes is indeed the main expectation when using the SCOR methodology. SCOR provides us with a dictionary, but vocabulary alone is insufficient to speak a language as you need to understand the semantics and the grammar of the language. Michael Ginap, President of Avineo, who has trained 1000 professionals for the SCOR-P certification over the past 20 years used MGCM’s base line to kick off his presentation: We put Supply Chain into the DNA of your company. The DNA of SCOR is in its process approach, structured in terms of input, value added and output, its famous bubble chart showing us above all else that the shared goal of a value chain is its focus on the final customer. Key motivations for using SCOR : Operational excellence, globalizing processes, improving S&OP, creating Supply Chain strategy, developing supply chain talent. Supply Chain management is not a separate function; it is all about the enterprise’s business and has every reason to be the DNA of the business.

“Where and how do we start ?” Michael’s answer is “Basically anywhere, you can start with a limited scope, find the “disconnects” and this in itself is a key success factor for implementation. SCOR affiliates outperform competitors in all major SCM indices, they outperform the S&P500 stock index”.

Pascal Fernandez, VP for global business development for Avnet, spoke about the challenges for the electronic business in our VUCA world characterized by volatility, uncertainty, complexity and ambiguity.

What are these challenges ? The need for increased visibility and effectiveness in the supply chain to manage increasing complexity : on the supply side, a rigid 16 week period to make a component which needs to go around the world 3 times before completion ! On the demand side, an ever increasing demand for agility and velocity on the part of customers, the need to integrate highly complex solutions, the internet of things creating more obstacles, the unwillingness to commit on the part of customers. In thiscontext, an extended value chain is not just a word, it becomes a part of your daily life, having a common language and vocabulary is indispensable, an extended S&OP with a far higher level of collaboration between suppliers and customers is crucial to heightened visibility in order to make the right business decisions and react to unplanned events.

Fabien Roumeaux and Sarah Bourdeloux’s presentation of their company McCormick was enchanting … a company whose mission is to save the world from boring food ! The company is a true global supplier with factories in 125 countries, multi-cultural, multi branded and multi lingual. The exponential double-digit growth necessitated a focus on S&OP improvement. Twenty-nine projects based on SCOR methodology were launched from 2006 to 2013 and EMEA kicked off its S&OP in 2014. The key success factors were enterprise-widepolicy and sponsorship of SCOR, meetings planned 18 months ahead and an active gap management. The immediate benefits that resulted were the redesign of the processes and organization, global alignment for KPIs, a globally accepted language, very quick acceptation and utilization of a global cross-cultural template, frequent benchmarks with FMCGs and a widely entrenched continuous improvement culture throughout the enterprise. The challenges they faced included the allocation of project resource and the time needed to achieve these significant results, the empowerment and skill development of people across the organization, breaking down walls between functions to diminish silobased thinking, collaboration with IT to increase the utilization of functionalities and data for KPIs. Their conclusion : continuous improvement is a never-ending journey and transparency on KPIs can only be obtained by a two-way communication between supply chain and general management.

Frédéric Gaurier and Michael Ginap wrapped up the EBS with a lively debate and Q&A session. We then adjourned for drinks, food and music.


To access the presentations, consult :

For our next meeting on humanitarian logistics :,-cle-de-voute-des-operations-humanitaires

To discover APICS new CLTD (transportation & logistics) certification, consult :

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