In the year, 2019 the ASCM and Deloitte Consulting, released Version 1 of the Digital Capabilities Model (DCM). The goal of the model is to assist supply chain professionals to create digital supply networks with the reference model. The DCM assists organizations in constructing and creating digitally enabled capabilities to transform their supply chains into flexible networks.
Every digital DCM feature is connected to components of the SCOR Digital Standard (SCOR DS). An open platform framework that connects business processes, and metrics in one format. Best practices, and best practices technology into a single format. SCOR DS is a framework that combines best practices, metrics, and business processes SCOR DS introduced 19 emerging methods in the SCOR 12.0 model to meet the increasing requirement for digitalization of supply chain processes. Digital capabilities can complicate supply chain networks, which require an evolution from sequential chains to multi-layered networks. With DCM linear supply chain networks can be transformed into sets of dynamic networks with digitally-enabled solutions.
The six major capabilities of the DCM:
Connected Customer: This capability allows companies to increase customer satisfaction throughout the products, customers, and service lifecycles. It encompasses customer experience as well as connected field services. monitoring and insight, smart product tracking, management of customer issues, and the product as a service.
Development of products:
The ability involves the development and management of the creation of products or services which can be adapted to the needs of customers and can be improved in real-time based on information. It also encompasses portfolio and product management, platform architecture for products and systems engineering, digital development collaboration in product development, as well as the management of configurations.
Synchronized Planning: This capability blends strategic business goals along with financial objectives and supply network strategies to create an integrated, simultaneous, synchronized, and concurrent enterprise plan. It assists in making decisions faster across functional lines and improves customer service in real-time collaboration. Its reconciliation between enterprise plans and design of supply networks, the life cycle of a portfolio and intelligent demand management, demand-supply matching (RDSM), and dynamic flow optimization.
Smart supply is focused on improving efficiency in procurement processes by improving the relationship between suppliers and reducing any risk. It offers capabilities like intelligent supply analytics and category management as well as source execution digital contract management payment and invoice processing as well as supplier collaboration and procurement and compliance.
Intelligent operations ability is focused on safety and performance improvement in production. It ensures that all production steps are synchronized and operations. It includes features like enhanced workforce, total operation synchronization and agile operation execution, effective operations support operations command center, and an operations strategy.
Dynamic Fulfillment: This system that is interconnected across enterprise systems is designed to enhance customer satisfaction by delivering high-quality items and services at the right time and in good shape. It offers capabilities like automated fulfillment signals chains of custody, integrity as well as Omni channel order fulfillment. effective warehouse operation, optimized choice of the path as well as adaptive network response, and effective transportation operations.
SCOR best practices
There are four kinds of SCOR best practices:
A process that incorporates new techniques, information, or ways of managing processes.
The best practices:
Current methods that yield consistently reliable results and the performance of the supply chain.
The practices that have been employed over the decades by businesses from different industries, that have resulted in consistently good outcomes.
Obsolete methods that were used for years, but are now obsolete, or ineffective. It creates obstructions to the performance of the supply chain.
After the effectiveness of your supply chain processes is evaluated and analyzed, you’ll be able to identify any gaps or inefficiencies. A great SCOR process must be up-to-date, organized that is tested, reliable and repeatable. It means that it’s not cutting-edge. However, it’s not out of date. It has clear objectives, and scope, and has been demonstrated to be successful in a variety of settings repeatedly. At this level, the focus is on six processes: plan make, source delivers, return and enable.