The Supply Chain Process Management Maturity Model – SCPM3

Abstract

Theoretical framework Maturity models and logistical processes managementThe maturity model represents a methodology which applications are related to definition, measurement, management and business processes control that have been shown to be very similar management approaches concepts to BPR (Business Process Reengineering), attracting a growing interest not only of companies but also of researchers, directly involved in this area (Chan and Qi, 2003;Gunasekaran et al., 2001).Although its origins are not directly linked to logistics, a growing number of reports has been seen in recent years that represent the use of maturity models based on KPI -Key Performance Indicators -to analyze the activities from logistical supply cycles to manufacturing and distribution support itself (Lahti et al., 2009).Those exploratory experiments are expected to consolidate in order to define an agenda of research in the field of logistics, mainly the supply chain management (Chan and Qi, 2003;Gunasekaran et al., 2001).In the following section, the main maturity models currently used by companies to analyze the performance of their logistical processes will be presented.References will be shown about the SCOR measurements (Supply Chain Operations Reference Model), the CSC Framework model, developed by CSC -Computer Sciences Corporation -and the Business Process Orientation Maturity Model, developed by a group of researchers at DRK Research. CSC frameworkThe CSC Framework was developed by CSC (Computer Sciences Corporation) and tested in 2003 for the first time, through a research involving 142 people in charge of supply chain management.Supply Chain Management Review readers and CSC clients composed this sample.Among the 142 components, 71 came from companies and independent consulting firms, while the other 71 came from groups, divisions, business strategic units or subsidiaries.The work's main objective was to identify the logistics function's development stage in the surveyed companies, considering their levels of excellence in the five maturity stages in supply chain, which are presented below (Poirier and Quinn, 2003; 2004).At the model's first level, the company prioritizes the improvement of its functional processes.At this stage, internal efforts are made that aim at the integration of different functional areas of each company that integrates the supply chain.The SCOR model is used with a great effect in the initial stage, where the logistics and supply areas are more emphasized.The benefits normally include a drastic reduction in suppliers and logistics service providers, rationalization of the product mix and a greater volume of purchases.At level 1, the main inefficiencies faced by many companies concern the results of low inter-organization integration process, the barriers in businesses works, and the no-happening or no-expressive sharing between information systems and agents in the expanded value chain.At the second level, attention is given to logistics gains, focusing more on the use of actives and the effectiveness of its physical distribution.Demand management becomes a critical factor, and the preciseness of predictions can be the main driving force for more acuity on the company's operations in the planning, programming and production control areas.Supply chain orientation gains more importance with a more strategic management of the organization's immediate supplier and client bases.According to Poirier and Quinn (2004), the company's dominant "logistical culture" inhibits, many times, the progress of its actions towards superior excellence levels, given some premises shared by companies that find themselves in this development stage: (i) all good ideas need to be internally built; (ii) if external help is needed, it means that the internal www.intechopen.com

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