A Framework of the Forces Influencing the Adaptation of the SCOR Model to the Situation of the Manufacturing Industry in Developing Countries

Abstract

In the current dynamic competitive market, it is supply chains rather than companies that compete. Models such as the SCOR model enable the supply chain wide modeling, evaluation and improvement of processes. However, this approach is tailored to the needs of western, developed industries. Especially, the early processes’ industry products (as a source raw of material and simple products) come from developing countries; those industries have totally different conditions and constraints. In consequence, the early processes’ industry in the supply chain can often not be considered in a model. Many cross-cultural studies provide evidence that, because of cultural and operating environment differences, successful models, approaches and practices in one country need to be adapted for effective use in another country. Based on our literature analysis, the forces that influence the DCs’ supply can be classified into four principal capability’s areas. These are: (1) technical & IT, e g. outdated technology & lack integrated computerized systems; (2) supply chain relationship, e.g. reluctant to adopt partnership & alliance based relationship; (3) national infrastructure, e.g. inadequate physical infrastructure like road, rail and (4) organizational & managerial, e.g. obsolete functional based model and working culture difference. The paper presents a framework of the forces that influencing the adaptation of SCOR model to suit to developing country’s operating situations.