We have stated in the foregoing sections that SCM plays a role in influencing the economic behavior by the way business processes are managed. This, in itself, is certainly a very significant point, as it influences the costs of inventory holding, goods delivery, and manufacturing processes. In particular, it affects performance in customer fulfillment and cash-to-cash cycling, which are vital to enterprise survival (Garrison & Noreen, 2003). Achieving effectiveness of SCM does not only rely on process tuning, but also just-in-time communication and decision making through the enablers as performance measurement and information systems. Despite its importance, however, there is not much literature on the implementing framework, and most of the existing reports are individual case studies (Croom et al., 2000).
The SCOR model has been the most widely adopted standard and may be the only one for the analysis of SCM implementation. It has been modified several times since its first announcement by the Supply Chain Council in 1996. There is yet another point deserving the attention of academia and practitioners, namely, it is not a complete framework for implementation of an SCM project, but merely a referential tool for assigning business processes and associated factors of performance measures. It may actually be dysfunctional without considering the stakeholders’ value/expectation and embedding the mutually owned processes into performance measurement. Therefore, we have amended its weakness by discussing the supply chain configuration and transformation and the implementation procedures.
Future research is required to test the proposed framework in actual business settings, including different industries and regions. Other barriers and limitations to SCM implementation and how they shall be overcome need to be further identified. These may consist of the demand up-size and down-size from order changes, for example, emergent orders or order cancelling, and the calculation of KPI for nonfinancial figures from the operation activities. To the extent that similar difficulties and solutions are identified in various supply chain context, it is possible that a refined framework can be developed for practitioners. Finally, progress should be tracked over time to prove the long-term benefits derived from implementing SCM based on such a framework.