Application of the SCOR model in supply chain management:
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| Main Author: | |
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| Format: | Book |
| Language: | English |
| Published: |
Youngstown, N.Y.
Cambria Press
2007
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| Subjects: | |
| Online Access: | Table of contents only Inhaltsverzeichnis |
| Physical Description: | XXXVI, 438 S. graph. Darst. 24 cm |
| ISBN: | 9781934043233 |
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| 245 | 1 | 0 | |a Application of the SCOR model in supply chain management |c Rolf G. Poluha |
| 264 | 1 | |a Youngstown, N.Y. |b Cambria Press |c 2007 | |
| 300 | |a XXXVI, 438 S. |b graph. Darst. |c 24 cm | ||
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| 650 | 4 | |a Business logistics |x Management | |
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| adam_text | OVERVIEW OF CONTENTS
I. Table of Contents ix
II. List of Diagrams xvii
III. List of Tables xix
IV. Foreword xxv
V. Preface xxvii
VI. Acknowledgements xxix
VII. Abbreviations xxxi
Chapter One: Objectives, Methodology, Approach
and Definition of Terms 1
Chapter Two: The Supply Chain Operations
Reference Model (SCOR model)
of the Supply-Chain Council 49
Chapter Three: Empirical Study based upon
a Quantitative Questionnaire 89
Chapter Four: Comparison of Work Hypotheses
and Acknowledged Results
of the Empirical Study 135
viii Application of the SCOR Model in Supply Chain Management
Chapter Five: Summary of Conclusions and Innovative
Assessments 209
Chapter Six: Limitations of the Presently
Available SCOR Model 233
Appendices 251
References 309
Bibliography 367
Index 427
Note: The structure follows a hierarchical arrangement with certain
descriptions and methods of representation that were chosen particularly
for the work at hand and may be found again in the text part.
1. Chosen conventions with regards to the structure:
-On the topmost level are the chapters (abbrev. as chap.):
Example: Chapter A (represented in bold and large writing).
-Beneath these follow the respective sections (abbrev. as sect.):
Example: 1.1 (represented in bold and normal-sized writing).
-Allocated to a section, there may be paragraphs (abbrev. as para.):
Example: 1.1.1 (represented in bold, normal-sized writing and italics). If
need be, there are at least two paragraphs allocated to one section.
-Sub-paragraphs may follow beneath a paragraph:
Example: 1.1.1.1 (represented in bold, normal sized writing, italics and
indented). This level represents the lowest possible level of structure,
referred to, analogue to the previous level and also simplified with the term
para., (for example: see for this purpose para. 1.1. I.I)
I. TABLE OF CONTENTS
Chapter One: Objectives, Methodology, Approach
and Definition of Terms 1
1.1 Foundations and Objectives of the Work 1
1.1.1 Arrival at and objectives of the research 1
1.1.2 Methodical approach to the work 3
1.2 Integration of the Subject Matter into the Scientific
and Empirical Discussion 5
1.3 Representation of the Supply Chain
as a Business Reference System 7
1.3.1 Definition of the Supply Chain 8
1.3.2 Categories of Supply Chains 15
1.4 Overview of the Present Status of Supply Chain
Management in Literature 18
1.4.1 Evolution of Supply Chain Management 20
1.4.2 Definition of the term Supply Chain
Management 22
1.4.3 Value-based Supply Chain strategies 26
1.4.4 De-integrated Supply Chain strategies 27
1.5 Methods of Analysis and Measurement
of the Supply Chains Performance Potential 28
1.5.1 Description of Supply Chain-Processes 28
1.5.2 Quantities/Times-framework in the context
of the Supply Chain 30
1.5.3 Special Performance Indicators
of the Supply Chain 31
1.5.4 Measurement of Performance Indicators:
Balanced Scorecard and Supply
Chain-Scorecard 35
1.6 Focus of the Work on the SCOR Model 39
x Application of the SCOR Model in Supply Chain Management
1.7 Analysis of Supply Chain processes
by use of the SCOR Model 42
1.7.1 Efficiency of the Supply Chain 44
1.7.2 Performance capability of the Supply Chain 47
Chapter Two: The Supply Chain Operations
Reference Model (SCOR model)
of the Supply-Chain Council 49
2.1 Origin and Objectives of the SCOR Model 49
2.1.1 Intention of the SCOR model 49
2.1.2 Descent of the SCOR model 50
2.1.3 Structure and processes of the SCOR model 51
2.1.4 Performance Attributes and metrics
of the first level 58
2.1.5 Changes in SCOR Version 6.0 59
2.1.6 Changes in SCOR Version 7.0 61
2.1.7 Changes in SCOR Version 8.0 62
2.2 Limitation of the Practical Areas of the SCOR
Model s Application as Descriptive Model
for the Analysis of Companies Supply Chains 63
2.3 Strengths and Weaknesses of the SCOR Model
based upon the Present Discussion 67
2.3.1 Strengths and potentials of the model 67
2.3.2 Weaknesses and limitations of the model 70
2.3.3 Critical success factors during application
of the SCOR model 71
2.4 Practical Areas of Application of the SCOR Model 73
2.4.1 Examples for the application of SCOR
in the framework of a business initiative 73
2.4.1.1 Application of SCOR
at Hewlett-Packard 73
2.4.1.2 Application of SCOR at Intel 76
2.4.1.3 Application of SCOR by the US
Department of Defense (DoD) 79
2.4.2 Examples for the application of the SCOR
model by external consultancies 81
2.4.2.1 mi services group 82
2.4.2.2 PRTM 83
Table of Contents xi
2.4.2.3 BearingPoint 84
2.4.2.4 SAP 85
2.4.2.5 Singapore Institute of Manufacturing
Technology 86
Chapter Three: Empirical study based upon Quantitative
Questionnaire 89
3.1 Objectives of the Empirical Examination 90
3.1.1 Concretizing of aspects and formation of theses 91
3.1.1.1 Overview of the performance terms
relevant to the examination 91
3.1.1.2 Clarification of the performance terms 95
3.1.2 Establishment of hypotheses and SCOR model
groups 96
3.1.2.1 Intra-Performance Attribute (I-P) 97
3.1.2.2 Intra-Competence (I-C) 98
3.1.2.3 Inter-Competence/Performance
Attribute (I-CP) 99
3.1.2.4 Formulation of hypotheses
and theses model 101
3.1.2.5 Variations in approach and models
for the illustration and measurement
of the SC-performance 103
3.2 Derivation of the Central Work Hypotheses 108
3.2.1 Theses of the SCOR model groups
Intra-Performance-Attribute (I-P) 109
3.2.1.1 Performance Attribute
Customer Service (reliability
and responsiveness) 109
3.2.1.2 Performance Attribute Flexibility 110
3.2.1.3 Performance Attribute Cost 110
3.2.1.4 Performance Attribute Assets 111
3.2.2 Theses of the SCOR model group
Intra-Competence (I-C) 111
3.2.2.1 Customer-facing indicators 111
3.2.2.2 Internal-facing indicators 112
3.2.3 Theses of the SCOR model group
Inter-Competence/Performance Attribute (I-CP) 113
xii Application of the SCOR Model in Supply Chain Management
3.2.3.1 Customer Service (reliability
and responsiveness) vs. cost 113
3.2.3.2 Flexibility vs. cost 116
3.2.3.3 Customer Service (reliability
and responsiveness) vs. assets 117
3.2.3.4 Flexibility vs. assets 118
3.3 Planning and Design of the Empirical Examination 119
3.3.1 Sources of information (methods
for information retrieval) 119
3.3.2 Data collection and sampling methods 119
3.3.3 Survey types 121
3.3.4 Design of the applied questionnaire 122
3.3.5 Practical examples for analysis 123
3.4 Execution of the Empirical Examination 126
3.4.1 Applied method for the data survey
(primary research) 126
3.4.1.1 Course of the examination 127
3.4.1.2 Examination results 128
3.4.2 Evaluation of the results of the empirical
examination (secondary research) 129
3.4.2.1 Evaluation of data 129
3.4.2.2 Methodology of evaluation
for the single theses 130
3.4.2.3 Special evaluation procedure
for the Meta theses 133
Chapter Four: Comparison of Work Hypotheses
and Acknowledged Results
of the Empirical Study 135
4.1 Results of the Evaluations of the Theses 135
4.1.1 Results of theses of the SCOR model group
Intra-Performance Attribute (I-P) 144
4.1.1.1 Performance Attribute
Customer Service (reliability
and responsiveness) 144
4.1.1.2 Performance Attribute Flexibility 148
4.1.1.3 Performance Attribute Cost 148
4.1.1.4 Performance Attribute Assets 153
Table of Contents xiii
4.1.2 Results of theses of the SCOR model group
Intra-Competence (I-C) 154
4.1.2.1 Customer-facing indicators 154
4.1.2.2 Internal-facing indicators 161
4.1.3 Results of theses of the SCOR model group
Inter-Competence/Performance Attribute (I-CP) 166
4.1.3.1 Customer service (reliability
and responsiveness) vs. cost 166
4.1.3.2 Flexibility vs. cost 175
4.1.3.3 Customer service (reliability
and responsiveness) vs. assets 180
4.1.3.4 Flexibility vs. assets 185
4.2. Rating of the Examination Results of the Single
Hypotheses 188
4.2.1 Consequences of the respective differences
and conformities between the theses
and actual results 188
4.2.2 Approaches to clarification
of the unsystematic theses 188
4.2.2.1 Customer order management 189
4.2.2.2 Inventory management 192
4.2.2.3 Transport 193
4.2.2.4 Purchasing 194
4.2.3 Clarification possibilities
of the model-contrary theses 194
4.2.3.1 Model-contrary thesis of SCOR model
group Intra-Competence (I-C) 195
4.2.3.2 Model-contrary theses of SCOR model
group Inter-Competence/Performance
Attribute (I-CP) 195
4.2.4 Summary of the examination results
accumulated for the single hypotheses 198
4.3 Attempt at Application of Structure-analytical
procedures to verify the Meta theses 199
4.3.1 Design of the examination 199
4.3.2 Verification of the suitability of the Meta theses
for creation of structure-analytical partial models 201
4.4 Identification of Interfering Influences and Errors 205
xiv Application of the SCOR Model in Supply Chain Management
4.4.1 Criticism of the selection procedure 205
4.4.2 Blurring of the hierarchical assignment
of Performance Indicators 206
4.4.3 Realization of the examination
as a secondary analysis 206
4.4.4 Scope of the examined sample 207
4.4.5 Inadequacies in the terminology
for the performance terms 207
Chapter Five: Summary of Conclusions and Innovative
Assessments 209
5.1 Overall Appraisal and Interpretation of the SCOR
Model due to the Results of the Examination 209
5.1.1 Reflection of the SCOR model based upon
the results of the SCOR model groups 210
5.1.2 Potentials for improvement
and recommendations 214
5.1.3 Recapitulatory appreciation
of the operational ization of the SCOR model 216
5.2 Innovative Approaches for the Formation
and Optimization of the Supply Chain 218
5.2.1 Representation of the Adaptive Supply Chain 218
5.2.2 Realization of Adaptive Supply Chains 219
5.3 Modern Tools for Improvement of the Assignment
and Application Possibilities of the SCOR Model 222
5.3.1 The concept of Supply Chain Design
Management (SCDM) 223
5.3.2 Applications for Supply Chain
Design Management 224
5.3.2.1 e-SCOR by Gensym 225
5.3.2.2 ARIS EasySCOR by IDS 226
5.3.2.3 ADOLogbyBOC 228
5.3.2.4 Recapitulating observation
of the SCDM applications 231
Chapter Six: Limitations of the Presently
Available SCOR Model 233
6.1 Observation of the Formation Dimensions
of Organization and Personnel in the Submitted Context 233
Table of Contents xv
6.2 Consequences of the Peripheral Conditions
and of Errors in the Own Work 238
6.3 Suggestions for Further Research in the Fields
of Supply Chain Management and SCOR 240
6.3.1 Extensive research suggestions 240
6.3.2 Example of a theoretically founded
empirical research project as a possibility
for adjoining research 243
6.4 Balance between Standardization
and Individualization 247
Appendices 251
Appendix One: Quantitative Survey (KPI Questionnaire) 251
Appendix Two: Overview of the Performance Measures
of the Questionnaire 263
Appendix Three: Connection between Supply Chain
Competences and Performance
Indicators 267
3.1 Customer-facing competence (customer service
and flexibility) 267
3.2 Internal-facing competence (cost and assets) 268
Appendix Four: Details and Evaluation Examples
of the Performance Measures 269
4.1 Source 269
4.2 Make (Produce) 276
4.3 Deliver: Store 281
4.4 Deliver: Transport 287
4.5 Deliver: Sell 293
Appendix Five: Representation of the Results
of the Questionnaire for the Acquisition
of Performance Measures within
the KPI Benchmarking Tool 299
5.1 Example for online survey (KPI Questionnaire) 299
5.2 Results ofSCOR on the first level 300
xvi Application of the SCOR Model in Supply Chain Management
5.3 Results within a SCOR process 301
5.4 Details of an exemplary Performance Measure
and suggested measures for improvement 302
5.5 Clarification of details of an exemplary Performance
Measure representation 303
Appendix Six: Detailed Analysis Results
of the Single Hypotheses 305
6.1 Results of SCOR model group
Intra-Performance attribute (I-P) 305
6.2 Results of SCOR model group Intra-Competency (I-C) 306
6.3 Results of SCOR model group Inter-Competence/
Performance Attribute (I-CP) 307
References 309
Bibliography 367
1 Literature Index 367
2 Digital Sources 412
3 Personal Sources 423
Index 427
II. LIST OF DIAGRAMS
Chapter One:
Diag. 1-1: Research-logical course of the work 5
Diag. 1-2: Connection between Supply Chain drivers
and Supply Chain competences 44
Chapter Two:
Diag. 2-1: Arrangement of the SCOR model around
five main Business Management processes 52
Diag. 2-2: SCOR model structure 55
Diag. 2-3: SCOR-process stages by example
of the process Plan 56
Diag. 2-4: Connection between SCOR Performance
Attributes and Level 1 Metrics 59
Diag. 2-5: SCOR as a hierarchical model 65
Diag. 2-6: SCOR as an activity-orientated reference
model for business processes 66
Diag. 2-7: DoD-model of Supply Chain Management 80
Chapter Three:
Diag. 3-1: Assignment of the SCOR-performance
attributes to the associated Level 1 Metrics 92
Diag. 3-2: Supply Chain-competence and key performance
indicators as Building blocks of a SCOR-based
theses model: Intra-Performance Attribute (I-P) 102
Diag. 3-3: Supply Chain-competence and key performance
indicators as Building blocks of a SCOR-based
theses model: Intra-Competence (I-C) 102
Diag. 3-4: Supply Chain-competence and key performance
indicators as Building blocks of a SCOR-based
theses model: Inter-Competence/
Performance Attribute (1-CP) 103
xviii Application of the SCOR Model in Supply Chain Management
Chapter Four:
Diag. 4-1: On-time deliveries (inbound or outbound)
and perfect customer Orders 146
Diag. 4-2: Revenue-related purchase
and inventory management cost 149
Diag. 4-3: Revenue and FTE-related transport cost 151
Diag. 4-4: On-time deliveries (inbound or outbound)
and inventory Stockout 155
Diag. 4-5: Perfect purchase order lines and backorders 157
Diag. 4-6: Stock out and MPS plant delivery
performance (work orders) 158
Diag. 4-7: Stock out and perfect customer orders 159
Diag. 4-8: Stock out and perfect customer order lines 160
Diag. 4-9: Inventory management cost and received
finished goods turnaround time 162
Diag. 4-10: Revenue percentage of manufacturing cost
and value of Backorders 177
Diag. 4-11: On-time deliveries (inbound or outbound)
and order to shipment lead time 181
Diag. 4-12: Mapping of structural-analytical partial
model to Meta thesis VI 204
Chapter Five:
Diag. 5-1: Representative example from ARIS EasySCOR 229
Chapter Six:
Diag. 6-1: Dimensions of the formation in the context
of the Supply Chain 237
Diag. 6-2a: Research suggestion for a Performance
Indicator-based SCOR model represented
in a structure-analytical form (Part 1) 244
Diag. 6-2b: Research suggestion for a Performance
Indicator-based SCOR model represented
in a structure-analytical form (Part 2) 245
III. LIST OF TABLES
Chapter Four:
Tbl. 4-la: Distribution of the examined companies (N = 73)
by region and country 138
Tbl. 4-1 b: Distribution of the examined companies (N = 73)
by industry 138
Tbl. 4-lc: Distribution of the examined companies (N = 73)
by group size based on revenue according
to German Commercial Code (HGB) 139
Tbl. 4-ld: Distribution of the examined companies (N = 73)
by group size based on FTE number according
to German Commercial Code (HGB) 139
Tbl. 4-le: Distribution of the examined companies (N = 73)
by Return on Assets (ROA) 139
Tbl. 4-2a: Description of Procurement (Source) 140
Tbl. 4-2b: Description of Production (Produce) 140
Tbl. 4-2c: Description of Delivery - Storage (Deliver - Store) 141
Tbl. 4-2d: Description of Delivery -Transportation
(Deliver - Transport) 142
Tbl. 4-2e: Description of Delivery - Sale (Deliver-Sell) 143
Tbl. 4-3: Correlation between on-time deliveries
and customer retention rate 144
Tbl. 4-4: Correlation between perfect order rate
and customer retention rate 145
Tbl. 4-5: Correlation between on-time deliveries
and perfect order rate 145
Tbl. 4-6: Correlation between on-time deliveries
and manufacturing cycle time 146
Tbl. 4-7: Correlation between perfect purchase orders
and perfect order rate 147
xx Application of the SCOR Model in Supply Chain Management
Tbl. 4-8: Correlation between MPS plant delivery performance
(work orders) and manufacturing cycle time 147
Tbl. 4-9: Correlation between delivery cycle time for purchase
requisitions and perfect customer order lines 148
Tbl. 4-10: Correlation between stockout and backorders 148
Tbl. 4-11: Correlation between revenue-related purchase
and inventory management cost 149
Tbl. 4-12: Correlation between revenue and FTE-related
inventory management cost 150
Tbl. 4-13: Correlation between revenue and FTE-related
transport cost 150
Tbl. 4-14: Correlation between revenue-related
transport cost and damaged shipments 151
Tbl. 4-15: Correlation between revenue and FTE-related
purchase cost 152
Tbl. 4-16: Correlation between FTE-related customer
service cost and customer disputes 152
Tbl. 4-17: Correlation between FTE-related
transport cost and damaged shipments 152
Tbl. 4-18: Correlation between inactive inventory
percentage and inventory turnover 153
Tbl. 4-19: Correlation between inactive inventory
percentage and warehousing space utilization 153
Tbl. 4-20: Correlation between inventory turnover
and warehousing space utilization 154
Tbl. 4-21: Correlation between on-time deliveries
and backorder value 154
Tbl. 4-22: Correlation between stockout
and on-time deliveries 155
Tbl. 4-23: Correlation between perfect purchase orders
and backorders 156
Tbl. 4-24: Correlation between perfect purchase
order lines and backorders 156
Tbl. 4-25: Correlation between stockout and MPS
plant delivery performance (work orders) 157
Tbl. 4-26: Correlation between percentages of perfect
customer order lines and value of backorders 158
List of Tables xxi
Tbl. 4-27: Correlation between stockout
and perfect customer orders 158
Tbl. 4-28: Correlation between stockout
and perfect customer order lines 159
Tbl. 4-29: Correlation between manufacturing
cycle time and backorders 161
Tbl. 4-30: Correlation between stockout
and manufacturing cycle time 161
Tbl. 4-31: Correlation between inventory management
cost and received finished goods turnaround time 161
Tbl. 4-32: Correlation between inventory obsolescence
cost and inactive inventory percentage 162
Tbl. 4-33: Correlation between inventory obsolescence
cost and inventory turnover 163
Tbl. 4-34: Correlation between inventory management cost/
customer orders and warehousing space utilization 163
Tbl. 4-35: Correlation between FTE-related inventory
management cost and received finished goods
turnaround time 164
Tbl. 4-36: Correlation between FTE-related inventory
management cost and inventory turnover 164
Tbl. 4-37: Correlation between FTE-related throughput
and plant capacity utilization 165
Tbl. 4-38: Correlation between FTE-related inventory
management cost and warehousing space utilization 165
Tbl. 4-39: Correlation between order to shipment
lead time and customer disputes 165
Tbl. 4-40: Correlation between inventory management
cost and backorders 166
Tbl. 4-41: Correlation between customer service cost
as a percentage of revenue and on-time deliveries 167
Tbl. 4-42: Correlation between FTE-related customer
service cost and on-time deliveries 167
Tbl. 4-43: Correlation between customer disputes
and customer retention rate 168
Tbi. 4-44: Correlation between cycle count accuracy
percentage and Inventory management cost 168
xxii Application of the SCOR Model in Supply Chain Management
Tbl. 4-45: Correlation between perfect purchase orders
and purchasing cost as a percentage of revenue 169
Tbl. 4-46: Correlation between perfect purchase orders
and FTE-related purchasing cost 169
Tbl. 4-47: Correlation between FTE-related manufacturing
cost and MPS plant delivery performance
(work orders) 170
Tbl. 4-48: Correlation between perfect purchase orders
and damaged shipments 170
Tbl. 4-49: Correlation between MPS plant delivery
performance (work orders) and customer disputes 171
Tbl. 4-50: Correlation between inventory management cost/
customer orders and perfect order rate 171
Tbl. 4-51: Correlation between inventory management cost/
customer orders and perfect purchase order lines 171
Tbl. 4-52: Correlation between customer service cost
as percentage of revenue and perfect order rate 172
Tbl. 4-53: Correlation between FTE-related customer
service cost and perfect purchase order lines 172
Tbl. 4-54: Correlation between perfect customer
orders and customer disputes 173
Tbl. 4-55: Correlation between purchase requisition
to delivery cycle time and inventory
management cost as a percentage of revenue 173
Tbl. 4-56: Correlation between purchase requisition to
delivery cycle time and order-related purchase cost 174
Tbl. 4-57: Correlation between FTE-related purchase cost
and purchase requisition to delivery cycle time 174
Tbl. 4-58: Correlation between FTE-related manufacturing
cost and manufacturing cycle time 175
Tbl. 4-59: Correlation between purchase requisition
to delivery cycle time and customer disputes 175
Tbl. 4-60: Correlation between inventory management cost
as percentage of inventory and backorder value 176
Tbl. 4-61: Correlation between manufacturing cost
as a percentage of revenue and backorder value 176
Tbl. 4-62: Correlation between FTE-related customer
service cost and backorder value 177
List of Tables xxiii
Tbl. 4-63: Correlation between backorder value
and customer disputes 178
Tbl. 4-64: Correlation between stockout and percentage
of inventory obsolescence cost as a percentage
of revenue 178
Tbl. 4-65: Correlation between stockout and manufacturing
cost as a percentage of revenue 178
Tbl. 4-66: Correlation between FTE-related manufacturing
cost and stockout 179
Tbl. 4-67: Correlation between FTE-related customer
service cost and stockout 179
Tbl. 4-68: Correlation between on-time deliveries
and inactive inventory percentage 180
Tbl. 4-69: Correlation between inventory turnover
and backorder value 180
Tbl. 4-70: Correlation between order to shipment lead time
and on-time deliveries (inbound or outbound) 181
Tbl. 4-71: Correlation between cycle count accuracy
percentage and inactive inventory percentage 182
Tbl. 4-72: Correlation between perfect purchase order
lines and order to shipment lead time 182
Tbl. 4-73: Correlation between inactive inventory
percentage and perfect customer order lines 183
Tbl. 4-74: Correlation between order to shipment lead
time and perfect customer order lines 183
Tbl. 4-75: Correlation between purchasing transactions
processed via web/EDI and received finished
goods turnaround time 184
Tbl. 4-76: Correlation between sales transactions processed
via web and order to shipment lead time ] 84
Tbl. 4-77: Correlation between received finished goods
turnaround time and backorder value 185
Tbl. 4-78: Correlation between inventory turnover
and backorder value 185
Tbl. 4-79: Correlation between stockout and received
finished goods turnaround time 186
Tbl. 4-80: Correlation between stockout
and order to shipment lead time 186
xxiv Application of the SCOR Model in Supply Chain Management
Tbl. 4-81: Correlation between stockout
and inventory turnover 187
Tbl. 4-82: Correlation between stockout and operating
equipment efficiency rate (OEE) 187
Tbl. 4-83: Legend to Diag. 4-12: Index of the applied
performance measures 203
Chapter Six:
Tbl. 6-1: Legend to Diag. 6-2b: Index of the applied
performance metrics 245
|
| any_adam_object | 1 |
| author | Poluha, Rolf G. |
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| discipline | Wirtschaftswissenschaften |
| format | Book |
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| id | DE-604.BV041131591 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:40:18Z |
| institution | BVB |
| isbn | 9781934043233 |
| language | English |
| lccn | 2007012289 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-026107396 |
| oclc_num | 604918769 |
| open_access_boolean | |
| owner | DE-523 |
| owner_facet | DE-523 |
| physical | XXXVI, 438 S. graph. Darst. 24 cm |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | Cambria Press |
| record_format | marc |
| spelling | Poluha, Rolf G. Verfasser (DE-588)130675962 aut Application of the SCOR model in supply chain management Rolf G. Poluha Youngstown, N.Y. Cambria Press 2007 XXXVI, 438 S. graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier Business logistics Management http://www.loc.gov/catdir/toc/ecip0713/2007012289.html Table of contents only HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026107396&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Poluha, Rolf G. Application of the SCOR model in supply chain management Business logistics Management |
| title | Application of the SCOR model in supply chain management |
| title_auth | Application of the SCOR model in supply chain management |
| title_exact_search | Application of the SCOR model in supply chain management |
| title_full | Application of the SCOR model in supply chain management Rolf G. Poluha |
| title_fullStr | Application of the SCOR model in supply chain management Rolf G. Poluha |
| title_full_unstemmed | Application of the SCOR model in supply chain management Rolf G. Poluha |
| title_short | Application of the SCOR model in supply chain management |
| title_sort | application of the scor model in supply chain management |
| topic | Business logistics Management |
| topic_facet | Business logistics Management |
| url | http://www.loc.gov/catdir/toc/ecip0713/2007012289.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026107396&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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