No, our training workshops and certification programs are open to members and non-members. But you will save money of your employer is a member. Employees if Supply Chain Council members and staff and students of Academic members receive up-to 50% discount. Members of affiliated organizations may also receive a discount.

No, the Supply Chain Council has teamed up with the best-in-class test administrators and testing centers. This will ensure that all candidates will have the same examination conditions and will have access to the same materials during the exam. The standard examination procedures prevent fraud and ensure the current and future value of your certification.

All SCOR training alumni that attended the SCOR Framework and Implementation training after 2006 are eligible for the examination and certification. If you did not receive a NTS, please contact Jacqueline Keus. Contact information can be found on the certification pages. Depending on the status of your NTS a renewal fee may apply.

The SCOR-P Certification Test guide is a full handbook containing sample questions. Download your copy: SCOR-P Certification Test guide

You can find the examination locations by clicking the Schedule button on any of the certification pages on this website. A new window will open in your browser. Click the Start button and select the country and state where you would like to take the test. If your country is not listed look for a neighboring country/state. On the next screen select "locate a test site". The closest test sites will be listed or you can enter an address to search for other locations.

No, it is your choice where you take the exam. Through our testing partner we can offer the exam in most countries around the world. The examination questions are the same in all test centers. At this time all exams are administered in English globally.

A NTS or Notice-To-Schedule is an email notification that provides you information on how to schedule the exam for the SCOR-P certification. Your NTS is mailed within 2 weeks of completion of the SCOR Project training. If you did not receive a NTS within four weeks, please contact Jacqueline Keus. Contact information can be found on the certification pages.

If you have completed both our public Framework and Implementation classes you should have received a NTS within 4 weeks of completion. If not, please contact Jacqueline Keus. Certification may not be included in in-house trainings; your employer may have chosen not to include certification. You may still be eligible to write the exam for a nominal fee. Please contact Jacqueline Keus regarding your eligibility. Contact information can be found on the certification pages.

Yes, you can still schedule for the examination. But before you attempt to schedule your examination you need to update your NTS. Please contact Jacqueline Keus for more information. Contact information can be found on the certification pages. Depending on the status of your NTS a renewal fee may apply.

Yes, but you need to request a new Notice-To-Schedule. Contact information can be found on the certification pages. Examination fees apply.

Yes. The notification message that indicated you failed the exam contained the information about requesting a new NTS (Notice-To-Schedule). If you have any questions about re-examination, please contact Jacqueline Keus. Contact information can be found on the certification pages. Examination fees apply.

In-house trainings are designed to educate company teams on the use and implementation of the SCOR framework for supply chain excellence. The training sessions are conducted for groups of up to 25 employees or key business partners and enable you to train your entire team at your facility—saving travel expense and ensuring group learning. No matter where you are around the world or where you are in your use of the SCOR model, we’re ready to help.

Anytime you need more than a few individuals trained on SCOR or SCOR implementation, you should consider conducting in-house training. This could be when you are just becoming familiar with SCOR or even when you already possess considerable SCOR expertise. One company recognized it needed to transform its organization in order to think differently about its supply chain. The company wanted to move from functionally-oriented teams optimizing their individual parts (such as procurement negotiating to optimize purchase price) to optimizing the whole supply system upstream to downstream. In-house SCOR training provided the basis for this organizational and cultural transformation. A global non-profit organization provides another example. One individual had attended the Supply Chain World conference and public training in the SCOR Framework and SCOR Implementation. He then educated his management team on the role that SCOR could play in improving supply chain operations. The organization decided to embrace SCOR as a tool for supply chain continuous improvement and proceeded to conduct in-house training for 48 individuals across six divisions. It is now embarking on its first pilot project. A U.S.-based home improvement products manufacturer began its SCOR training by sending a number of individuals to public seminars and then hosting several in-house training workshops conducted by SCC. Now that SCOR is embedded in its’ continuous improvement efforts, the company has created four distinct in-house training programs conducted by company employees. Each program targets groups of individuals with different needs at different times, from one hour SCOR awareness sessions to training a design team at the kickoff of a Supply Chain Excellence project. Between SCC’s training and its own training, the company has trained 200 to 250 individuals during a three year period.

SCOR training helps companies improve supply chain operations by providing employees with a holistic understanding of the supply chain and a methodology for assessing how different parts of the supply chain affect others. By pinpointing the areas of the supply chain that most impact specific operational metrics, companies can make significant and highly targeted improvements. Employees who become well-versed in SCOR are best qualified to staff SCOR-based supply chain improvement projects. Many companies agree that staffing SCOR supply chain improvement efforts enables employees to broaden their supply chain understanding and thereby improves their value and marketability within the organization. One senior executive believes that in-house SCOR training is "raising the game of our people—helping them grow and develop the capabilities to be better business partners which, long term, will help them grow within our company." The Supply Chain Council now offers the SCOR Professional Certification program to create a consistent global standard for excellence in using the SCOR reference model. Supply chain professionals who have earned the certification will all have knowledge of common concepts, processes, terminologies, and metrics, all of which are critical to standardizing supply chain processes across a large, global organization. Prior to the availability of SCC’s certification program some companies developed their own SCOR certification process based on in-house training. In net, companies have embraced SCOR proficiency as a measure of supply chain skill and have incorporated it into employee developmental goal-setting and performance management.

Companies have achieved millions of dollars in cost reductions and revenue growth by implementing SCOR-based supply chain improvement initiatives staffed with employees who have been trained publicly or in-house. One company that educates employees via in-house training focused its initial SCOR projects on improving delivery performance and has noted that "prior to a [SCOR] project, delivery performance had a high degree of variability. But after implementation we have a low amount of variation and our delivery performance is much higher. We are consistent all the time to the customer and have very little variation."

To learn more about SCOR in-house training visit Training for groups. No matter where you are around the world or how you intend to use the SCOR model, we’re ready to help.

If your company is organizing an in-house training we can support in-house examination requests. The in-house exam will be paper and pencil and requires a Supply Chain Council representative to proctor the exam. Please contact us for more information about the cost and lead-time to organize your in-house examination. Additional cost apply for the in-house examination.

The supply chain — a term now commonly used internationally — encompasses every effort involved in producing and delivering a final product or service, from the supplier's supplier to the customer's customer. Supply chain management includes managing supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer. Due to its wide scope, supply chain management must address complex interdependencies; in effect creating an "extended enterprise" that reaches far beyond the factory door. Today, material and service suppliers, channel supply partners (wholesalers / distributors, retailers), and customers themselves, as well as supply-chain management consultants, software product suppliers and system developers, are all key players in supply-chain management.

In years past, manufacturers were the drivers of the supply chain — managing the pace at which products were manufactured and distributed. Today, customers are calling the shots, and manufacturers are scrambling to meet customer demands for options/styles/features, quick order fulfillment, and fast delivery. Manufacturing quality — a long-time competitive differentiator — is approaching parity across the board, so meeting customers' specific demands for product delivery has emerged as the next critical opportunity for competitive advantage. Companies that learn how to improve management of their supply-chain will become the new success stories in the global marketplace. Benchmarking studies show significant cost differences between organizations that exhibit best-in-class performance and those with average performance.

Improving a process as complex as the supply chain can be daunting, as companies are challenged with finding ways to meet ever-rising customer expectations at a manageable cost. To do so, businesses must identify which parts of their supply chain process are not competitive, understand which customer needs are not being met, establish improvement goals, and rapidly implement necessary improvements. Industry has long lacked a standard way to measure supply chain performance. Because of this, manufacturers and service providers were unable to use a common assessment tool — benchmarking — in the effort to improve their performance. Moreover, the lack of a common means to describe supply-chain processes rendered software selection difficult and usually expensive. Instead of finding the right tools for improving specific competitive gaps, businesses often made huge investments in software that failed to address their particular problem. All too often, available software products forced companies (often unwittingly) to revamp their supply chain processes to suit some default criteria.

As an independent, not-for-profit, global corporation with membership open to all companies and organizations interested in applying and advancing the state-of-the-art in supply chain management systems and practices, the Council is interested in providing the widest possible dissemination of the SCOR Model. The wide-spread use of the Model results in better customer-supplier relationships, software systems that can better support members through the use of common measurements and terms, and the ability to rapidly recognize and adopt best practice no matter where it originates. The Supply Chain Council was organized in 1996 by Pittiglio Rabin Todd & McGrath (PRTM) and AMR Research, and initially included 69 voluntary member companies. The Council now has over 750 members world-wide and has established international chapters in Europe, Japan, South East Asia, Southern Africa, Australia & New Zealand and Brazil with additional requests for regional chapters pending. The majority of the Supply Chain Council's members are practitioners and represents a broad cross-section of industries, including manufacturers, distributors, and retailers. Equally important to the Council and the advancement of the SCOR Model are the technology suppliers and implementers, the academicians, and the government organizations that participate in Council activities and the development and maintenance of the SCOR Model.

The Supply Chain Operations Reference model (SCOR) is the product of Supply Chain Council (SCC), an independent, not-for-profit, global corporation with membership open to all companies and organizations interested in applying and advancing the state-of-the-art in supply chain management systems and practices. The SCOR model captures the Council's consensus view of supply chain management. While much of the underlying content of the Model has been used by practitioners for many years, the SCOR model provides a unique framework that links business process, metrics, best practices and technology features into a unified structure to support communication among supply chain partners and to improve the effectiveness of supply chain management and related supply chain improvement activities.

The Supply Chain Operations Reference model (SCOR) is the product of Supply Chain Council (SCC), an independent, not-for-profit, global corporation with membership open to all companies and organizations interested in applying and advancing the state-of-the-art in supply chain management systems and practices. The SCOR model captures the Council's consensus view of supply chain management. While much of the underlying content of the Model has been used by practitioners for many years, the SCOR model provides a unique framework that links business process, metrics, best practices and technology features into a unified structure to support communication among supply chain partners and to improve the effectiveness of supply chain management and related supply chain improvement activities.

Universities and business schools with an established supply chain management program can participate. The program will launch in Canada and the United States for the academic year 2010/2011, followed by pilots in Singapore, South Africa, and Australia/New Zealand early 2011. Countries with language requirements will follow in 2012. The SCOR-S certification program is aimed at, but not limited to, undergraduate programs with strong focus on supply chain management. University programs interested in offering SCOR-S certification will need to provide insight to the extent of their supply chain program. The university supply chain curriculum should cover all SCOR processes: Plan, Source, Make, Deliver and Return.

Faculty: The enrollment and on-boarding process is documented on our University enrollment process overview page. Students: Please note: you cannot enroll your university. Contact your professor or university administration and express your interest in the SCOR-S certification program. The University enrollment process overview page provides most of the information your university needs to start the decision making process.

Yes. The cost is US$ 300 per student. SCC will not collect these fees from the students as the SCOR-S program agreement is between SCC and the university. The university will receive one invoice for the number of students listed in the agreement. An example of the agreement can be found on the University enrollment process overview page. Under no circumstance will SCC invoice or collect funds from students. SCC will facilitate the student registration process on behalf of the university.

Yes, Supply Chain Council will provide a SCC qualified instructor. The cost of the instructor are included in the program. Universities with faculty that have been qualified by SCC receive a US$ 2500 discount for each lecture for which SCC does not need to provide the instructor.

A list of universities will be posted on our website. Please check the student registration page for up-to-date university and program listing. If your university is not offering SCOR-S certification, contact your faculty and express your interest in participation.

Around the world there are many different education systems, languages and local requirements. To ensure SCC can properly respond to these local needs the roll out of SCOR-S certification is in three waves. 1. Canada and the United States, 2. native English speaking chapters, and 3. other languages. In 2009/2010 we developed the standard processes and relationships to be able to offer the program in the US and Canada. The process was piloted in two universities: Clemson University in Clemson, SC and Miami University in Oxford, OH. (~150 students). Starting the 2010/2011 academic year 10 universities per semester will be added to the program. Starting early 2011 pilots will be organized in several native english speaking chapters where we have sufficient academic presence. Chapter leadership teams will be involved in enlisting universities for the pilots. The pilots will help us identify where we need to adapt the program to local or regional needs. In 2011/2012 university programs with English spoken programs may join the program. The final wave focuses on local language needs. In countries were English is not the language in education and/or business SCC will need to assess how to train and qualify instructors, translate the materials and how to test candidates.

Supply Chain Council could have chosen to offer SCOR-S certification directly to students and others interested without the need to be enrolled in a university. There are several reasons why we offer this program through universities only:

• Candidates need to have in-depth knowledge of supply chain management terminology and concepts. Students in a university program have the same (or very similar) background in supply chain management. SCC validates whether the university program meets our minimum standards. Candidates with insufficient supply chain background will be unable to follow the materials presented and will slow down the lecture.
• Universities provide the facilities needed to host the lecture and administer the program. SCC does not have the facilities to host the lectures and administer the exams in locations throughout the world. Planning and administering the facilities needed and hosting and staffing examinations would increase the cost of the program significantly.

Universities have asked us for a program that allows them to include SCOR in their supply chain programs. The SCOR certification program is the response from SCC to this request. SCOR-S certification should be included as part of a larger curriculum; universities have the ability to offer this, SCC cannot.