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Supply Chain Integration and the SCOR Model
Author(s) -
Zhou Honggeng,
Benton W. C.,
Schilling David A.,
Milligan Glenn W.
Publication year - 2011
Publication title -
journal of business logistics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.611
H-Index - 79
eISSN - 2158-1592
pISSN - 0735-3766
DOI - 10.1111/j.0000-0000.2011.01029.x
Subject(s) - process (computing) , process management , supply chain , business , supply chain management , process modeling , plan (archaeology) , computer science , empirical research , operations management , work in process , engineering , marketing , philosophy , archaeology , epistemology , history , operating system
The Supply Chain Operations Reference (SCOR) model has been widely adopted in many companies. Anecdotal evidence and trade journals have reported significant improvements after firms have adopted the SCOR model. Although practitioners have been enthusiastic about implementing and using the SCOR model in their operations, the SCOR model has not been empirically validated. The purpose of this study is to empirically validate the SCOR model (i.e., test the structure of the SCOR model). Data from 125 North American manufacturing firms were collected. The results show that the relationships among the supply chain processes in the SCOR model are generally supported. The Plan process has significant positive influence on the Source, Make, and Deliver processes. The Source process has significant positive influence on the Make process and the Make process has significant positive influence on the Deliver process. The Source process mediates the impact of the Plan process on the Make process and the Make process mediates the impact of the Plan process on the Deliver process. The findings provide managers with empirical evidence that the SCOR model is in fact valid.