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September 29, 2022

Supply Chain Planning Live - Speaker Spotlight: Drive Your Supply Chain Transformation Success with SCOR DS for SAP Signavio

Courtesy of Visual Enterprise Architecture, Zach Bennett & ASCM, Jason Robke below is a transcript of his speaking session on 'Drive Your Supply Chain Transformation Success with SCOR DS for SAP Signavio' to Build a Thriving Enterprise that took place at the Supply Chain Planning Live Virtual Conference.

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Session Information:

Drive Your Supply Chain Transformation Success with SCOR DS for SAP Signavio

  • Explore SCOR DS, the Global Standard for Supply Chain Excellence with new updates for 2022

  • Ensure common perspectives between business leaders and system integrators to establish the foundation for supply chain transformation success

  • Business Process excellence ensures you retain business knowledge you enable each line of Business to drive Process Ownership

  • Live Demonstration of the SCOR DS for SAP® Signavio® Process Accelerator from VEA to ensure you are successful with your Process Transformation initiatives

Session Transcript:

Zach Bennett, who is the CEO and Chief Architect, for Visual Enterprise Architecture, and with him will have Jason ..., who is a senior leader with the Alliance's Development and the Association for Supply Chain Management. So, without further ado, I will introduce, they'll introduce themselves with the presentation. There will share with you today on how they are using driving supply chain transformation success with Score DS for a CSP Signoff view. So, you should be seeing the video come up to you momentarily.

Hello, and welcome to today's presentation on Driving Your Supply Chain Transformation Success with the Score DS Accelerator for sap .... This is presented via a strategic technology partnership, between visual enterprise architecture and the Association for Supply Chain Management.

SCM delivers the SCOR digital standard, the number one global standard for supply chain excellence.

Our speakers today include myself, Zach Bennett, the CEO and Chief Architect for Visual Enterprise Architecture, along with Jason ..., the Senior Manager for Alliances and Development at ASEAN.

For today, our agenda will begin with an overview of the Score Digital Standard, and their vision for 2030.

We'll talk a little bit about driving supply chain transformation, followed by a demonstration of the score DS Accelerator, delivered on the platform for ... by Visual Enterprise Architecture.

Visual enterprise architecture is a strategic surfaces and solution company focusing on business process excellence.

We'd like to view the market around business process modeling, process, governance, process mining, and process automation.

VEA GraphicWe've been in business for more than 26 years.

And our team of consultants have delivered solutions for companies across all different industries and have all different sizes.

We really focused on accelerating your transformation with business process excellence.

And now, I'd like to hand it over to Jason Rocky, who will talk a little bit more about ASEAN, the Association for Supply Chain Management. Jason, over to you.

Thanks, Zach. Zach mentioned, my name is Jason ..., Senior Manager Alliances Development here at ASEAN.

I'm responsible for managing and growing our partner network and North America, Europe, as well as conceal it.

Prior to this, I worked for Boeing, and a large part of my job at Boeing was utilizing the SCOR model to drive supply chain transformation within the organization.

So, I'm intimately familiar, not only with the SCOR Model itself, but also the application of it, too improve an organization's supply chain, really drive that supply chain transformation. So, very excited to be here today and share with you a little bit more about ASEAN, but also dive into the updated score ... model that can be utilized for your organization's supply chain improvement journey.

So, I want to start out a little today with a little bit of information on SCM. For those of you who aren't familiar, ASTM is the largest supply chain professional association globally.

We have a global network of partners, instructors and thought ASAM as the unbiased partner. We connect organizations around the world to newest thought leadership on all aspects of the supply chain. And the last piece I want to highlight from this is that our world-class standards with Score DS being the most prominent, those certifications, trainings, and other benchmarks, have been leveraged by over 5000 organizations worldwide. Helping them navigate their journey to supply chain excellence.

So, as we've mentioned, latest update to the SCOR model was released officially worldwide at our annual ACM Connect Conference on September the 18th.

This is the largest update to the SCOR model since its inception in the early two thousands.

And I just want to take a moment to highlight some of the high level changes that occur to the model.

So, what you're seeing on the screen here is what we refer to as R Infinity.

And for those of you who are familiar with score in the past, you'll notice that this infinity loop is no longer linear, like it was prior.

This is in recognition of the fact that today's supply chains are no longer linear. They are infinitely in motion. They are constantly changing. And there, there's a constant need to adapt to the various elements of the supply chain to the customer requirements.

So, just to highlight a couple of the key changes, So, we've added a few level ones to the SCOR model. So, just to highlight some of those changes.

Btog CTASo, number one, for those of you familiar prior, you would see deliver, that has now been split out into order and fulfill, to acknowledge the difference between the upfront order management, order acceptance, reservation, inventory processes, and then the back end fulfillment processes, pick, pack ship, selecting your logistics provider.

You'll also notice, we switch, bake to transform.

This is an acknowledgement of moving away from, make being very centered around a production, a typical production environment, and moving it to a more omni channel environment that is applicable to industries like services or MRO to specifically caught those non traditional production.

Then the last piece I want to call out then is the orchestrate in the middle.

And this is the idea of elevating a layer above the execution execution aspects of a supply chain, and having a layer that looks at how do we end to end within our supply chain, manage that, and then manage the integrations manage Our technology enablement manage the relationship with other aspects of the business like finance, like our business strategy centered.

So, at the end of the day, at a high level, the score update was really all about, how do we modernize the model to today's supply chain, and how do we make it easier for today's supply chain professionals to find themselves in the model as they interact with it themselves?

So, score. For those of you who don't know, score is an acronym that stands for the Supply Chain Operations Reference Model.

And the way I like to describe score is score is like a box of Legos.

It gives you the blocks, but it's up to you as an organization to figure out how you want to utilize those blocks to build whatever and product coupon.

So, I like to say that score. The, the application of score is a little bit of art and a little bit of science.

At the end of the day, what score is developed to do is to assist businesses with understanding, structuring and evaluating their supply chain performance.

Giving them that industry standard framework that they could utilize, so that they have that common vocabulary, that common framework that can be apply to any supply chain, no matter the company, the industry, that they aren't.

The SCOR model describes business activities associated with satisfying a customer's demand, so including at the level one, orchestrate, plan, order, source, transform, fulfill, and return.

one question we get quite a bit is, OK, how do I use the SCOR model? How am I going to use the escort? Yes, model to drive. So, I want to highlight a couple of use cases for the model.

So, number one is using that process definition, the process framework as a way to analyze your current state from a company perspective.

And then use that to say, what do we want our future state to look like? How do we close some of the gaps that we identify as we analyze our current state or as is company processes?

Number two, Quantifying operational performance. So this is all around how do we use score's? industry standard metrics to say, How do we define the metrics that we want to measure? And secondly, how are we performing against those measures?

And how do we then identify root causes for any performance issues that fund?

In addition to that, not only being able to see from a company level, we also have tools, like the Score Mark Benchmark that allow your company to compare your performance against other companies across the industry, or even in other industries, via that Score, Vark benchmarking. So you can take a look and see not only how are we performing, but how does that compare against the industry to further identify gaps against your competitors, are against others.

At the end of the day, the ultimate use case for the SCOR ...

model is, it's really all about using it to drive, end to end supply chain transformation, your organization.

So as I mentioned earlier, over 5000 organizations worldwide use scored yes to improve their organizations.

And what I want to highlight here is score defines a supply chain, that visibility all the way from your supplier suppliers to your customers, customers. The important thing I want to highlight here is, when you're utilizing the SCOR model, it's important to define, what is your organization?

What do you want to include within? What's in that definition?

I say that to say that oftentimes you basi relationship, square, a supplier, or a customer of your organization is actually within your company itself.

So one example I like to use in this case is if you define your organization and say internal production line, you could have a fabrication shop that's within another division where that fabrication shop is supplying piece parts to the end production line. So in that case, you have an internal supplier, intercompany supplier, but that is flushed out by the fact that you define your organization happiness type bounce around.

Part of the organization. Do you want to apply the sport? Yes.

But, again, at the end of the day, to summarize, the ... model wants to find the supply chain from your supplier suppliers all the way to your customer's customer.

It's a gift that full end to end view and allow you to react and respond to changes anywhere along that value chain.

So, this is one of my favorite slides that I use when we talk about the ... model, and I really want to highlight that the beauty of the model is the fact that it combines what I call the four P's into one single, integrated framework.

So those four P's are Process, performance, practices, and people are organizational design.

So, just to go into a little bit more detail around each of those areas. So, the first P process, this is really all around using the model to drive business process transformation. What do I mean by that?

So, how do you use the model to capture your as is state from a process perspective, identify the gaps in the current state. And then use that to design what you want your future to be state from a process perspective.

Number two, the second P, Performance, this is all around your metrics. And I think there's two key pieces here within the Performance section.

Number one is, what are the calculation of metric itself and Howard, you internally calculating your metrics, and how does it compare to the industry standard definition contained within score?

The second piece, then, is after you say, Am I actually measuring that performance metric correctly is to then say, OK, how am I performing to that metric? And it's not only performance within your own organization, So, how are we performing?

You are relative to ourself, but then also using tools like the score mark benchmark to say, how are we comparing against other companies within industry?

The third P, practices, this is all around score for each of the processes, having a list of best practices that can be utilized to improve performance in those practices and those processes.

SCP GraphicsSo, this is really that this is really what you can utilize. Once you say, what's my as his processes, where am I seeing some performance defects, root causes of metric performance issues. How do I use practices that score recommends to close some of those gaps, what it as recommended industry best practices?

Third, P, or the fourth P, people, I know something that is very much at the top of mind for every supply chain organization.

This is around, then, what are some of those skills and competencies that I need from my people to enable better practices and improve processes.

This also comes with the people perspective, also comes to the list of recommended trainings that can be utilized for your people to upskill or re skill individuals throughout your supply chain organization.

The last piece I want to highlight here is just to say, again, the beauty of the SCOR model is all of these four aspects are combined into one integrated approach. What I mean by that is no matter where you enter the model, you can make your way to any other area of the peaks. So you could come in to look at a particular process, as example. You want to say, Hey, I wanna look at how we do plan supply chain today. You come in, you identify that process, you exam that process.

And you'll see a list of metrics that you can use to measure the performance of the process, As well as best practices, and people's skills and competencies to improve your performance.

I'd like to highlight a few additional changes that were made to the SCOR model. As part of the sport. Yes. Update to the framework.

Number one is we overhaul it source.

So a lot of times when we're applying the model in the past, we had individuals who are in procurement or supplier management that looked at source and said, I don't see myself in the model. I'm more on the supply base identification, strategic sourcing side of things.

So, we elevated that strategic sourcing to the level, to a level two within source, to make it easier for today's procurement professionals to find themselves in the model.

Additionally, I want to highlight that we expanded the score attributes to something to an area that's very much a focus at the industry today, and that is sustainability.

So we added not only sustainability metrics that an organization can use to see, how are they achieving against carbon emission goals? Water, usage, all of the important environmental considerations that are at the forefront of the industry, today. But we also added a list of best practices that companies can use to improve their organizations, sustainability processes, and perform.

In addition to those new sustainability metrics and practices, we have also updated the score Mark Benchmark to mirror those new score metrics, and give companies the ability to analyze how they're in, how their company is performing against the industry, from a sustainability perspective.

The last piece is standards are adopted. They are not self proclaimed.

So as a part of that overall strategy, we wanted to make sure that the ... model was available to any supply chain practitioner in the world.

Therefore, the scored yes model is an open Access model. It is available via our website, ... dot org. And all the individual needs to do is go to the website, create an ASE, MIT, and there'll be able to access all of the content contained within the ... model.

Before I turn it over to Zach to talk a little bit more about using the scored Yes Accelerator, delivered in partnership with VA, I want to take a little bit deeper dive into the level two metrics from a score perspective, because, really, when you start modeling processes, this is really the meat of the content process perspective.

So, a couple of key changes that we've made here that I want to highlight.

So, number one, from an order perspective, fulfillment perspective. We really made the differentiator around what is the type of order that is coming in?

Is it a B2C order? Is it a B2B order or isn't an order that's an intra company? So the example that I used earlier being an internal fab shop that's providing piece parts to an end manufacturing line.

Within source, as I mentioned earlier, we elevated strategic sourcing to really call out the importance of the upfront supplier supply base identification, contracting, all the activities take place prior to anything being actually delivered from the supplier itself.

In addition, we split outsource into direct procurement versus indirect procurement, and also elevated source return, which is activities associated with returning product to our supply base.

The last piece is, within return, we made sure to match our returns to the same type of transform level two. So, as you'll see, transform, being transformed, product, transform service, and transform MRO. So really making sure that, that's applicable to the broader number of companies out there that are more than just a traditional manufacturing environment, and matching that to the type of return. So, we'll get back. So, in other words, return of product, return of service, or return for reasons of MRO from our costs.

Now, I'd like to turn it over to Zach Bennett, to go through a little bit more detail around the score DS Accelerator delivered in partnership with the EA.

Zack, over to you.

Thanks again, Jason, for that overview score and the score, Deist framework. And now, I'd like to talk a little bit more about the ...

Accelerator, the primary objective at the Accelerators to help you drive supply chain transformation using these industry standard frameworks and processes as well as performance metrics delivered by scored yes.

There are more than 300 detailed business processes, all developed in business process modeling notation across seven different main processes. There's also more than 350 performance metrics across eight different categories. And they include calculations of how these metrics should be performed.

This gorgeous accelerate is available as an annual subscription service, and our objective is to continuously provide content updates throughout the life of the subscription.

The ... Accelerator will really help you collaborate amongst your organization and manage all of the processes in a single place regarding your supply chain.

The metrics provided by the square D S accelerator will help you align activity across your different organizational boundaries, as well as compare these metrics against industry standard benchmarks using the score mark data to measure supply chain performance.

The Score Deists Accelerator focus on two of the primary areas that Jason mentioned earlier. The first is business process transformation, to help you capture not only as is state of all your business processes, but also the future, or to be state of how you would like your processes to be in the future.

The second part is performance benchmark.

Helping you to quantify the relative performance of your organization to similar supply chains, and establish some internal targets, and help set the strategy for how you'd like to proceed with your digital transformation using these performance metrics.

Screenshot (4)The advantages of using the SCOR D S framework will enable you to focus on certain strategic activities.

The first, as I mentioned, is documenting the as is state of your processes. What you do and where.

The second is developing that vision for future processes. Where do you want to be going forward?

You can measure your supply chain performance to understand how you're doing, where you're trending.

You can compare to industry performance benchmarks, looking at not only peers, but also competitors, and then you can help to analyze and optimize your processes.

How are you going to set that internal strategy around improvement targets, and where you want to pursue certain areas of your supply chain transformation?

And now I'd like to proceed by demonstrating the score deists Accelerator powered by sap ....

So let's head over to the platform itself so we can show you a little bit more in detail the content that's delivered through this accelerator itself.

So let's speak by navigating over to the Sport, IES Accelerator and the ... platform.

Here, we begin in the area called the Collaboration Hub, which, which lets you share information amongst all members of the organization about detailed processes and the framework itself.

You'll notice that we begin with the infinity loop, as Jason mentioned earlier, That identifies all seven primary processes of the ... framework.

For today's demonstration, I'll go ahead and select one of these processes, called Transform, we can actually navigate down through the SCOR D S hierarchy by selecting, Transform, and we'll see, we begin here, by showing Levels 2 and 3 of the Transform process itself.

There are hundreds of processes identified within the framework. For today, we're actually gonna go into detail a little bit more around transform product.

You'll see that each of the elements here has the framework number, as identified by score D S itself, and I can go ahead and select Transform Product to navigate here, down to level 3 and 4.

The SCOR framework provides Levels 1, 2, and three for the Accelerator.

And Visual Enterprise Architecture has gone ahead and added the additional content at level four for the SCOR DS framework.

There are currently several hundred processes contained within the content subscription for the Accelerator.

All of this content has been developed based upon more than 20 years of best practices in supply chain, and has been also peer reviewed by more than 12 members of ASAM as well.

I'd like to navigate further and actually go down into one of these detailed processes.

So I'll go ahead and select the process here called Perform Pre-production Activities.

You see here, I can go ahead and select this particular process model, as mentioned earlier. All the content within the ... framework is developed in BPM, and, again, business Process Modeling notation, You will see it includes a lot of detailed information, including starting beginning, or beginning events, and end events.

You'll also notice detailed tasks and descriptions provided within each of the processes.

In this particular process, this lane is noted by a particular role or the shop floor associate.

And each of these processes are also connected to each other by these beginning and ending events.

At the end of this process, I can actually go ahead and select this event, which is called Line Ready for Production.

If I select this event, I'll notice that it's actually tied to the subsequent process, This processes, T 1 dot 4 dot 2, Performing Production Activities.

Throughout each and every one of these processes, we continue to capture the role that's performing the activity, documents, or data that may be passed amongst these activities, as well as some additional information.

If I continue along this path, and select the third process, recording work in progress data, You will notice that not only am I capturing information in this model around the Events, roles, and activities, but also the different systems used to perform these activities.

The Score T S accelerate can be used three different use cases.

For those of you that are our existing sap customers, you can use this for your S for digital trends, as for how to digital transformation.

VEA GraphicYou can also capture hybrid environments where you're using both sap and additional systems that may not reside within sap, as well as greenfield implementations of solutions that include SEP include non sap or may use other technologies to deliver capabilities around the supply chain.

Let me actually navigate back up to the framework itself and show you how we can tie each of these individual processes together.

I'd like to select another example.

If I go ahead and select Issue Raw Materials and Components, I can begin to piece together the individual elements or processes, from an end to end perspective, also known as a value added chain.

Here, to recognize a few of the processes that we just visited in detail, 1 dot 4 dot 1 through 1 dot 4.3.

And this particular perspective gives us an indication of not only the processes that occur within occur within the scope of the value chain, but also beginning and ending processes that are related to those.

We're currently looking at the combination of the detailed processes, and the ability to capture each and every process within your process portfolio, as well as understand the sequencing of how these processes or building blocks can be used together to complete to build a complete picture of how your supply chain is currently operating.

So, not only does the accelerator, the process framework, and more than 300 detailed processes, but it also includes those performance metrics or benchmarks, the methods for calculating and understanding that the performance of your organization's supply chain.

I'm actually going to go ahead and navigate back up to the framework. You'll see here that I'm up at level 2 and 3, for Transform and Transform Product. I'm going to select Transform Product.

And here, you'll see that we've actually gone ahead and included all of the metrics. There's more than 350 different metrics identified by the score framework, and we've captured some of those here in an example.

All the metrics within the score ... framework have actually been arranged into several different categories here. You'll see we have some of those selected, some of the most recent changes to those metrics include those within the ESG category itself.

For a demonstration, I'm going to make a selection here, and one of the reliability metrics, which is delivery performance to an original customer commit date. If I select this metric or indicator, there's two things that I'm going to see here.

The first, is a description of what this metric represents, as well as the categorization of this metric. You'll see here that it is, it does belong to the reliability category.

There's a Metric ID, all the metrics within the score DS have this metric ID for easy reference.

But more importantly, what you'll see here is an understanding of the calculation of how this metric should be performed.

In more than a decade of process mining, as an organization, VA has worked with organizations to capture the real data behind the operational performance of their processes. The inclusion of these calculations and how they're performed is really a valuable asset that you and your teams can use to ensure that you align to measurements based upon industry, standard best practices. And with score being the Global Standard for Performance and Best Practices, definitely an excellent way to align your organization and your measurement of your organization to not only peers, but also competitors.

So the ... platform here within sap ... view not only provides these metrics, but also, for those of you that like to understand how your real systems are performing, you can actually perform a process investigation.

And here, as an example, we have a visualization of this delivery performance.

But we can also proceed to open the details around this investigation.

If I open up this investigation, will see all of the different metrics that had been calculated for this particular investigation, based upon scored yes.

So what does this mean for you and your organization?

This means that not only are you able to use an industry standard framework with scored yes, but capture metrics from your actual system using those industry standard calculations.

For those of you that are corporate members of ASTM, they also deliver what's known as Score Marque benchmarking data.

This score March.

Benchmarking data has been developed by more than 2000 different supply chain organizations in the past 20 years and it allows you to compare yourself based upon your specific performance to those industry standard benchmarks.

SCP GraphicsAll of these pieces combined, the process framework, as well as the Metrics Framework, enables you to use the score D S accelerate to really drive your supply chain transformation.

So, Visual Enterprise Architecture and the Association for Supply Chain Management plan to continue to develop and release additional content around the score deists Accelerator.

We plan record releases as part of this subscription content service.

And I will leave you with a final view here of the Score D S framework.

Again, ... really does provide an excellent foundation for you as an organization to manage your supply chain transformation.

Now, for some next steps, if you'd like to find out more about the score DS Accelerator for your organization, you can use Discourteous Accelerator to leverage this supply chain global standard for excellence delivered by the Association for Supply Chain Management. And you can just contact V directly to find out more about our subscription pricing at score D S at visual ... dot com. You can also visit our site specifically online around the score DS Accelerator at sap ..., at WWW dot ... dot com.

Again, we appreciate your attention and participation today, and hopefully we can provide you with some support with the score S Accelerator in the near future.

Jason and Zach, terrific presentations, Such an important topic, and, I'm gonna ask you to bring your cameras back on with me now, For the questions that we have for, from our audience. There are question suppose here in the interface. There are questions or a post on LinkedIn. We're trying to get to as many of those questions as possible. For either one of you, Zach and Jason, you may want to collaborate on this, first question has to do with governance, on process governance, What do you see as best practices? And just to contextualize a little bit, there are just tighten multiple questions related to that, but the, like, my own experiences as a leader for an energy organization, we had over 10000 sub processes in the organization because it's quite complex organization. And, And then, and then, you know, what We experience over time is that people start developing processes for things that maybe we shouldn't even have a process for.

And So, there are different opinions about that, but, But, in general, What do you see out there as perhaps, best practices for structuring, for setting up governance for this type of process development?

That's a really great question. You know, there are a couple of different pieces for governance. You know, managing the process portfolio requires a couple of different elements using a standardized framework, or reference model is a great foundation, but for medium and large size portfolios and organizations, it's important to classify your processes so that people know exactly where those processes are as part of the portfolio. And the second is that governance piece, And governance really means ensuring that, not only do you have processes documented, but that you facilitate process, ownership. Ownership, means that those are those people that are responsible for the processes, have the right technology, or solutions in place to review the content that's being developed. So, using the platform such as the score DS Accelerator and the technology such as ... is a process excellence platform enables you to create that content share and collaborate those processes amongst all the organization. And ensure that the content has been reviewed and approved by the process owners.

All these different pieces really work together to make sure that the content you're developing really drives value around your organization, and how you manage, or achieve process excellence.

I'm so glad you mentioned that for everybody. Exactly, you know, the importance of process, ownership, and the, and the broadest level at our stewardship, at the overall level for, for a program like this. And I'm. so that's such an important, sometimes hidden item in successful deployments. Getting a little bit more tactical there are a few questions related to deployment itself off of the system.

By the way, wonderful approach on getting to the high level process all, the way to the sub process, and ability to drill down further and further, What do you see as a typical, training, learning curve for people who are using not only the SCOR model, but the ... interface that you share with us? What type of training is available? How, how, how you roll that out and organizations.

Great question. You know, a typical implementation will take 6 or 8 weeks just to get the platform actually rolled out within the organization to create materials that will drive adoption. one of the most important parts of being successful, with enterprise process excellence, you know, building a foundation, you don't want all the members of the organization to build their own framework. Most of, especially around supply chain, using the square D a standard, is a great starting point.

It helps to focus the energy and resources of the team around capturing the specific detailed processes of your organization, and not creating a shared view enterprise view that already exists. So, using ... is a great starting point.

And, you know, the technology underlying ... is really one of the premier platforms for managing process excellence, and process content.

And enables you to not only create a separation of duties between those that capture processes, whether it's workshops, facilitation, or transferring existing content materials around process, but also enabling and sharing that information amongst the enterprise. It really doesn't take that long to learn how to, login to the collaboration hub, and understand, what each of these processes look like, especially in the, in the context of using the SCOR ... framework.

The other thing I'll add, as well, in addition to what Zach mentioned is ASTM also offers a two day score DS training, which really focuses on digging into the details of the model itself. So, not only to training on the application and the techno technological enablers, but also for those who just want to learn a little bit more about the model that Score DS training is available through a seminar, a Global Partner Network.

That's very helpful. That's so, that's, that's very helpful. I want to go a little bit deeper on, on the, a little more detail on the interface training itself. So, let's say, a couple of days.

Learning about the SCOR model itself and how it can be applied. Now, if I am getting to be a bit in the weeds, Zach, because some of the questions were a bit in the weeds and I think that's important we get there. It took to learn the interface itself that you demonstrated to us. So, let's say, you know, we agree that this is a process we need to document with document the process. It has a couple of sub processes associated with that. For someone who is a novice, who has never done this before, to get to the interface, learn about the basic structure, a nomenclature, how to move it to, you know, items around, to create a process and a sub process. What kind of effort you're looking at, Are you talking about a few days, a few hours, how do you get people started at that level?

I think it really depends upon people's experienced in this day and age because people have seen process models. they're familiar with no BPM, and it used to be called in a swim lanes a way of looking at different roles and separating activities and systems and documents, and how the sequence of those tasks can be laid in order to represent the actual process. So, I think from that perspective, most people are familiar with that. And the great thing about navigating around the solution with ... that we just showed you is that it's a web interface, Right. You just use our regular web browser and you can navigate not only through the different levels, but all the other information areas that provide more information about the processes. Depending upon your level of experience. It can be just a few hours to understand how to best utilize this capability. And if you wanted to find out a little bit more about modeling processes in detail, it could take a little bit of extra time.

Excellent. Thank you for that, Zach. We have time for one final question here, and this one's coming from Julia Mendelian suddenly specifically. And more and more related to the model itself, and the industry benchmark data, she's asking, where does the benchmark data come from for, for those modules?

I think that's a question for Jason.

Yes, I'll take this one. So the score mark benchmark is what we call it the admit to get model, so you get the results or the output from what you submit to the industry now, the industry.

The industry data comes from all those companies that have submitted and done a SCORM our benchmark in the past, and is delivered in conjunction with PWC, So PWC actually has all the backend data backend database that they compare against. So, again, Submit to get and it's all those companies who've gone through and done the benchmark is how that population of data has been populated.

So, our final question here. There may be a solve world hunger type of broad question, but I'll ask it anyway because we have the expression I want to take advantage of that final one. Why have we learned with the pandemic from the from the transformation modeling in the supply chain specifically here that has been incorporated into new ways of thinking or you know at a high level or maybe at a detailed level. How has this model being impacted by the lessons of the pandemic.

Screenshot (4)Well, I've got a great line JSON and then I think I'll let you wrap this one up My favorite line about how the pandemic isn't implemented impacted rather than the supply chain is I think for 20 or 30 years, we've been focused on lean and efficiency. And what we've learned from the pandemic is we actually switch to the other side of that which was resiliency, adaptability in more than one way of doing things because of external factors and events, whether they're political or however, they may impact your supply chain. Most organizations now are trying to fine tune that dial. Is it more towards efficiency or more towards resiliency? depending upon risk factors within your own internal organization. I know Jason can add a lot more around this as well.

Yeah, absolutely. The one thing I'll say is, I'll summarize what Zach just said is, as I've heard it summarized as, just in time has become just in case. So, the idea now is supply chain being viewed as a strategic asset for an organization. And it's really all about how do we align our supply chain strategy and execution to our overall business strategy? I think that's been the key, the key takeaway from all of the impacts of the pandemic, as well as, your geopolitical, I'm, et cetera that have occurred over the past two years.

Ladies and gentlemen, it helps if I turn on my microphone when I speak. So, Zach and Jason was saying that thank you for that great summary, a wonderful guide for all of us to think about effectiveness along with efficiency in our supply chains and, and the component of risk management that you, you talked so well about.

Thank you so much for sharing your wisdom and expertise of a global audience today. We have your contact information. And the ways that we can get in touch with you, I encourage our audience to follow up with that contact information that was provided during the video, but also connect with Jason and Zach for LinkedIn. We have the LinkedIn post up on up, and you can see their direct, connection information in that, through that, through that link that was provided to you in the chat. Zach, again, Jason, again, thank you so much for sharing your wisdom and expertise with us today.

Thank you.

Thank you.

Thank you. Ladies and gentlemen, That was Zach vanished, CEO and Chief Architect for Visual Enterprise Architecture. and the J said, Whoa. Whoa, JSON blob key, who's a senior manager for Alliances development of the Association for Supply Chain Management? Thank you again, Jason is Zach for sharing your wisdom and expertise with us. We're going to be taking a break.

Now, when we come back, we're gonna bring another cross industry expert of supply chain leadership, planning, and management, and I'm talking about Jack, Jack ..., who is God, who is the president, for the supply chain, Optimizers, and Jack is going to be sharing his perspective on the value of packaging optimization, on supply chains. So, a true world expert in this area, sharing his wisdom and expertise with us. So please take a break now and log back on at the top of the hour for Jack ... presentation. Thank you.

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About the Speaker

more (4)-2Zach Bennett,
CEO & Chief Architect,
Visual Enterprise Architecture.

Zach Bennett is the CEO & Chief Architect for Visual Enterprise Architecture (VEA) and has driven the success of the organization for the past twenty-five years. He specializes in delivering transformational solutions and helping organizations to achieve their strategic goals. Zach has been instrumental in creating cultures of Continuous Business Transformation and establishing Centers of Excellence in all size companies including large enterprises. He’s a sought-after speaker, especially for his expertise in business process excellence, process mining and enterprise architecture.

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About the Speaker

more (6)-Sep-26-2022-10-07-06-07-AMJason Robke,
Senior Manager - Alliances Development,
Association for Supply Chain Management (ASCM).

 

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