# How Best Practices of SCOR DS Model Support Short Supply Chains Management: A Bibliometric Analysis

Gaia Sassone, Taha Arbaoui, Valérie Botta-Genoulaz

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Gaia Sassone, Taha Arbaoui, Valérie Botta-Genoulaz. How Best Practices of SCOR DS Model Support Short Supply Chains Management: A Bibliometric Analysis. 25th IFIP Working Conference on Virtual Enterprises (PRO-VE 2024), Oct 2024, Albi, France. pp.259-273, 10.1007/978-3-031-71739-0_17 hal-04788957

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# How Best Practices of SCOR DS Model Support Short Supply Chains Management: A Bibliometric Analysis

Gaia Sassone, Taha Arbaoui, Valérie Botta-Genoulaz

INSA Lyon, Université Lumière Lyon 2, Université Claude Bernard Lyon 1, Université Jean Monnet Saint-Etienne, DISP UR4570, Villeurbanne, 69621, France
{gaia.sassone, taha.arbaoui, valerie.botta}@insa-lyon.fr

**Abstract.** Short Supply Chains are considered as one of the viable alternatives to reduce the environmental impact of economic activities. This work introduces a bibliometric analysis of short and classical supply chains using the 281 best practices from the new Supply Chain Operations Reference Digital Standard (SCOR DS) model. For each best practice, the number of papers related to short and classical supply chains is recorded from a literature analysis. Results show that the three most studied best practices are “Make Or Buy Analysis”, “Supply Market Research”, “Supply Chain Optimization”. Nevertheless, some best practices require further investigation of their applicability in short supply chains.

**Keywords:** Short Supply Chains, Classical Supply Chains, SCOR-DS Model, Best Practices, Bibliometric Analysis

## 1 Introduction

A supply chain is a complex system that consists of facilities converting raw materials into finished products and distributing them to end consumers [7]. Supply Chains (SC) encompass a broad spectrum of interconnected processes, spanning from raw material extractions to distribution while involving several actors.

In Classical Supply Chains (CSC), actors are generally spread across several continents which complicates the multi-actor collaboration. As a result, multi-actor collaboration is often limited to pairs of actors. On the other hand, Short Supply Chains (SSC), marked by proximity and a streamlined network and a reduced number of collaborative actors, play a pivotal role in meeting the demands of sustainable objectives and rapidly changing markets [8]. More generally, a supply chain can be defined as “short” when characterized by short physical distance or the involvement of at most one intermediary between producers and consumers [11].

The Supply Chain Operations Reference (SCOR) Model, developed by the Supply Chain Council in 1996, is now distributed by the Association of the Supply Chain Management [1]. It is a comprehensive framework designed to guide practitioners to better manage their supply chains and to gain competitive advantage [6, 10]. It provides managers and practitioners with collaborative practices that are based on digital
technologies for a better management of collaborative networks. The SCOR Model has experienced a profound transformation marked by the advent of the SCOR Digital Standard (SCOR DS) model, where the conventional processes Source, Make, Deliver, Return have been replaced by Source, Transform, Order, Fulfill, Return, and introducing a new innovative process Orchestrate [1]. This evolution represents a paradigm shift, providing organizations with a more comprehensive, strategic, and customer-focused framework for supply chain management. Becker's comprehensive analysis [2] critically evaluates the advantages and disadvantages of the SCOR DS model, comparing it with the older standard. The author emphasized some advantages such as the advent of process Orchestrate and a better integration of the digital world in the modeling of the supply chain. On the other hand, the author criticized the new structure that is less intuitive in terms of process alignment and material flow, particularly for practitioners that are used to the old SCOR model. The SCOR model provides Best Practices (BP) for each process and sub-process. The newest version, SCOR DS model, includes numerous changes compared to previous versions, namely adding a rich and diversified set of BPs and emphasizing sustainability and resilience as performance components.

From the academic point of view, numerous papers have explored the supply chain BPs, and their benefits. Cuthbertson and Piotrowicz [5] analysed literature-based case studies presented as BPs for managing supply chains. The findings highlight a focus on economic and operational aspects, revealing a dearth of shared inter-organizational measures and limited attention to social and environmental factors. Schoenherr and Tummala [12] presented an implementation-decision framework to effectively manage supply chains. This framework, linking Supply Chain Management (SCM) goals, enablers, initiatives, activities, and performance measures, draws on best-practice examples from SCM literature to aid companies in making informed decisions. Chardine-Baumann and Botta-Genoulaz [4] developed a framework for sustainable performance assessment of SCM practices. The framework is developed to characterize a company's sustainable performance in the economic, environmental and social fields. Moreover, they analysed relationships between SCM practices and their impacts on performance. Blanchard [3] offers a comprehensive exploration of BPs in SCM, providing valuable insights and practical guidance for practitioners navigating the complexities of modern supply chains.

While various studies have delved into BPs in SCM, exploring their impact and implementation across diverse industries and business sizes, there exists a notable gap in the literature regarding a comparative analysis between BPs in CSC and SSC: some BPs are more suitable for CSC than for SSC. For example, Sales & Operations Planning, which is of real interest to CSC, is of less interest to SSC.

Some research have contributed valuable insights into the comparative analysis of CSCs and SSCs, shedding light on diverse dimensions and implications, particularly in the food sector. Thomé et al. [13] challenged the conventional narrative by presenting a coexistence framework that goes beyond the typical opposition between classical and short food supply chains. Majewski et al. [9] explored the eco-efficiency of food chains in selected EU countries, challenging the widely held assumption that SSCs are inherently more environmentally sustainable due to reduced physical distance.
Pedreschi et al. [11] delve into the avocado supply chain, comparing short (Spanish) and long (Chilean) chains, revealing nuanced insights into the impact of transport and supply chain conditions on primary and secondary metabolites. These comparative studies do not clearly identify the BPs to promote or to avoid in SSCs.

Based on a quantitative literature review, the aim of this paper is to identify the BPs provided by the SCOR DS that are most suitable for SSC. The remainder of the paper is as follows. In the next section, the methodology used to elaborate the review is presented. Section 3 details the results and discusses the research gaps in the literature regarding the BPs for SSCs. Finally, Section 4 concludes and proposes some perspectives.

# 2 Methodology

## 2.1 The SCOR DS structure

The new SCOR Digital Standard (SCOR DS) model was published by the Association of Supply Chain Management (ASCM) in September 2022 [1]. It is the 14th version of the SCOR model. The association has chosen the Digital Standard naming to highlight the change in the new version: the model focuses both on the physical and digital world of the supply chain.

The structure of the model has seen a change in its representation. While the old model was represented by arrows that followed each other, each arrow representing a process, the new version represents the processes in loops (or infinity) signaling the constant flow of information between the processes.

Another major change is the naming of level-1 processes. While processes Plan, Source and Return are kept, process Deliver is split between processes Order and Fulfill. Process Make has been renamed to Transform and process Orchestrate has been introduced to take into account the strategic and enable features of SCM.

The new model has four levels, namely 0, 1, 2 and 3. Orchestrate is the only level-0 process. The remaining processes, Plan, Order, Source, Transform, Fulfill, and Return are all level-1. Each process has its level-2 sub-processes and level-3 sub-processes. For example, process Order has three sub-processes: O1 Order B2C, O2 Order B2B, O3 Order Intra-Company. The sub-process O3 has 6 sub-processes: O3.1 Generate Stock Transfer Order (STO), O3.2 Confirm Availability and Delivery Date, O3.3 Apply Allocation Rules, O3.4 Confirm Order, O3.5 Transmit Order, and O3.6 Receive and Process Cancellation. Each process or sub-process is characterized by indicators to measure process performance and best practices allowing the practitioners to improve the process's performance.

The SCOR DS model provides 281 BPs that are associated with processes or sub-processes. Some BP are associated with several processes or sub-processes, indicating that they are transverse. A BP can be associated with a process but not with its sub-process. Each BP is provided with a description allowing its implementation. BPs are also categorized within 19 categories that relate to different aspects of the supply chain: Planning and Forecasting, Material Handling, Reverse Logistics, etc. We refer the reader to the SCOR DS website for a thorough description of the new version SCOR DS [1].
<figure><img src="image_2.png" /><figcaption>Fig. 1. Structure of the new SCOR DS model [1].</figcaption></figure>

## 2.2 Bibliometric analysis

A systematic approach to analyse existing literature on the application of the 281 BPs of SCOR DS model in both CSCs and SSCs is used. The Web of Science Database served as the primary source for research. Figure 2 shows the different steps followed in the methodology.

<figure><img src="image_3.png" /><figcaption>Fig. 2. The different steps of the methodology.</figcaption></figure>
The analysis began by conducting keyword searches for each BP outlined in the SCOR DS model. The search criteria included the term “supply chain” in the title along with keywords or acronyms combination representing the specific BP in the title, the abstract and the keywords (step 1). To ensure comprehensive results, the main descriptive words or acronyms related to each BP were utilized. For example, the search for “Life Cycle Assessment” also included “LCA”; for “Purchasing and Procurement Strategy”, variations were employed by removing the word “and”. The number of papers obtained for each BP using the keyword “supply chain” in the title was recorded (step 2). Subsequently, the same process was repeated by replacing “supply chain” with “short supply chain” to determine variations in the number of results between CSCs and SSCs (step 3). The “short supply chain” keyword has been chosen because the combination of “short” and “supply chain” yields too many papers that are not in the topic, “short” being a very common word. Thus, for each BP, the number of papers for SSCs and CSCs are summed (step 4).

Step 5 computes the average number of papers for each process and sub-process based on the associated BPs. In this study, we focus on level-0, level-1 and level-2 processes and their associated BPs. Table 1 shows an example of some BPs included in process Order and its sub-processes. As it can be seen, the BPs of sub-processes O1, O2 and O3 are not necessarily included in process Order. For example, for process Order (but not the sub-processes), the average number of papers related to SSCs and CSCs is obtained by averaging the numbers of papers of all the BPs. By computing these averages for each level-0 or level-1 process, trends in the research effort within the SCOR DS model become discernible. Results are provided in Tables 2-6. The same calculations have been computed for sub-processes in each process and an average per process is provided (Table 7). At the end, the average number of papers over all BPs of SCOR DS model is computed as Global Average (first row of Table 7). In Step 6, we realized two analyses, the first is BP centric and the second is process centric. To this end, we compare the average obtained for each BP in each process with the global average; higher or lower indicates the research effort accomplished or to accomplish. It is worth noting that this bibliometric analysis is sensitive to the keywords used in the search. It has been noticed that BPs with a long title yield fewer results compared to BPs with shorter titles. The objective of the present work is thus to highlight the BPs that are most suitable for SSC or CSC from a bibliometric perspective.

<table><caption>**Table 1.** Example of BPs in the Order Process and Sub-processes.</caption><tr><td></td><td>BP.282</td><td>BP.283</td><td>BP.285</td><td>BP.286</td><td>BP.288</td><td>BP.289</td><td>BP.290</td><td>BP.291</td><td>BP.292</td><td>BP.294</td><td>BP.295</td><td>BP.296</td><td>BP.300</td><td>BP.309</td><td>BP.314</td><td>BP.322</td><td>BP.325</td><td>BP.326</td><td>BP.327</td><td>BP.328</td><td>BP.329</td><td>BP.330</td><td>BP.331</td><td>BP.332</td><td>BP.333</td></tr><tr><td>O Order</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>O1 Order B2C</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>O2 Order B2B</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>O3 Order Intra-Company</td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr></table>
## 2.3 Illustrative example of the analysis on a Process

Process Order is associated with 6 BPs: BP.326 *Online catalogs*, BP.327 *Online order processing*, BP.328 *Online Order Configurability*, BP.329 *Lead capture and profiling*, BP.332 *Sales Process/Activity Management* and BP.333 *Quotation Management*. For each of these BPs, two search queries are conducted on Web of Science using the keywords of the BP and "supply chain" for the query and "short supply chain" for the second query in the topic search category (topic includes title, abstract and author keywords). For example, for BP.326 Online Catalogs, the first query is "online catalogs" AND "supply chain" while the second is "online catalogs" AND "short supply chain". For the first query, 3 articles were found. For the second query, 0 articles were found (see Table 3). Next, the title and the abstract of the articles are examined to check whether the articles concern BP.326 since the used keywords might appear in the title or the abstract but not necessary linked to the studied BP. Once the figures are obtained for all the BPs of the process, the average number of articles is computed for each process for both CSC and SSC.

# 3 Results

Two analyses have been conducted to assess the effort of research on each BP (Section 3.1) and on each process (Section 3.2) for both CSC and SSC. The process-centric analysis is based on the results of the BP-centric analysis by showing the research effort given towards each process based on its BPs. Together, these analyses enable the identification of BPs that are more suitable for SSC based on a bibliometric observation.

## 3.1 BP-Centric Analysis

In this section, we are interested in identifying the BPs that have attracted research effort for SSC and CSC for each main process of the SCOR DS model (Orchestrate, Plan, Order, Source, Transform, Fulfill, Return). Tables 2, 3, 4, 5 and 6, provide, for each BP, the number of papers found for both SSCs (second column) and CSCs (third column) for a given process. As BPs associated with processes Plan and Transform are the same, results are grouped in a single table.

Processes Plan and Transform are associated with exactly the same BPs, as well as process Orchestrate except for the BP.185 Cost of Quality Measurement (Table 2). In processes Orchestrate, Plan and Transform, strategic BPs have been identified as the most studied since they play an important role in shaping the decision of companies. For SSCs, the most studied BPs are Life Cycle Assessment (BP.288), Traceability (BP.300) and Sustainability Reporting (BP.294), playing a crucial role in shaping the overall orchestration of supply chains. However, for CSCs, in addition to Traceability (BP.300) Emission reduction (BP.295) is in the top 3 because of the number of actors in CSCs. It is worth noting that Product-as-a-Service (BP.283), a relatively new BP, appears in multiple processes (Orchestrate, Plan, etc.) but no papers were found for both SSCs and CSCs.
<table><caption>**Table 2.** Average Number of Papers for BPs of Processes Orchestrate, Plan and Transform.</caption><thead><tr><th></th><th>SSC avg</th><th>CSC avg</th></tr></thead><tbody><tr><td>OE Orchestrate Supply Chain</td><td>3.38</td><td>420.53</td></tr><tr><td>P Plan / T Transform</td><td>3.14</td><td>395.50</td></tr><tr><td>BP.185 Cost of Quality Measurement (only for processes Plan &amp; Transform)</td><td>0</td><td>70</td></tr><tr><td>BP.282 Circular economy</td><td>3</td><td>831</td></tr><tr><td>BP.283 Product-as-a-Service</td><td>0</td><td>0</td></tr><tr><td>BP.285 Material Passport</td><td>0</td><td>2</td></tr><tr><td>BP.286 Sharing platforms</td><td>0</td><td>335</td></tr><tr><td>BP.288 Life Cycle Assessment</td><td>12</td><td>835</td></tr><tr><td>BP.289 Eco-design</td><td>2</td><td>87</td></tr><tr><td>BP.290 Material Efficiency Management</td><td>0</td><td>268</td></tr><tr><td>BP.291 Energy Efficiency Management</td><td>1</td><td>288</td></tr><tr><td>BP.292 Water efficiency Management</td><td>0</td><td>65</td></tr><tr><td>BP.294 Sustainability reporting</td><td>9</td><td>307</td></tr><tr><td>BP.295 Emission reduction</td><td>5</td><td>1088</td></tr><tr><td>BP.296 Carbon removal/offsetting</td><td>2</td><td>129</td></tr><tr><td>BP.300 Traceability</td><td>10</td><td>1232</td></tr></tbody></table>

Concerning process Order, managing sales is the main focus for most companies. This is why Sales Process/Activity Management (BP. 332) stands out as the sole BP that received research effort for this process both for SSC and CSC. The other BPs have received less attention until now despite their relevance to SSCs.

Regarding process Fulfill, in addition to Traceability (BP.300), Digital Supply Chain (BP.181) is the BPs that received most of the research effort for both SSC and CSC, followed by Sustainability reporting (BP.294) for SSC and Emission reduction (BP.295) for CSC. We note that these BPs play a crucial role not only in process Transform but in the fulfillment process as well.

<table><caption>**Table 3.** Average Number of Papers for BPs of Process Order.</caption><thead><tr><th>O Order</th><th>SSC avg</th><th>CSC avg</th></tr><tr><td></td><td>1.66</td><td>378.16</td></tr></thead><tbody><tr><td>BP.326 Online catalogs</td><td>0</td><td>3</td></tr><tr><td>BP.327 Online order processing</td><td>1</td><td>46</td></tr><tr><td>BP.328 Online Order Configurability</td><td>0</td><td>0</td></tr><tr><td>BP.329 Lead capture and profiling</td><td>0</td><td>1</td></tr><tr><td>BP.332 Sales Process/Activity Management</td><td>9</td><td>2200</td></tr><tr><td>BP.333 Quotation Management</td><td>0</td><td>19</td></tr></tbody></table>
<table><caption>**Table 4.** Average Number of Papers for BPs of Process Fulfill.</caption><thead><tr><th rowspan="2">F Fulfill</th><th>SSC avg</th><th>CSC avg</th></tr><tr><th>4.33</th><th>609.44</th></tr></thead><tbody><tr><td>BP.181 Digital Supply Chain</td><td>9</td><td>1277</td></tr><tr><td>BP.282 Circular economy</td><td>3</td><td>831</td></tr><tr><td>BP.290 Material Efficiency Management</td><td>0</td><td>268</td></tr><tr><td>BP.291 Energy Efficiency Management</td><td>1</td><td>288</td></tr><tr><td>BP.292 Water efficiency Management</td><td>0</td><td>65</td></tr><tr><td>BP.294 Sustainability reporting</td><td>9</td><td>307</td></tr><tr><td>BP.295 Emission reduction</td><td>5</td><td>1088</td></tr><tr><td>BP.296 Carbon removal/offsetting</td><td>2</td><td>129</td></tr><tr><td>BP.300 Traceability</td><td>10</td><td>1232</td></tr></tbody></table>

Process Source appears as the most important process in the SCOR DS model, given the number of associated BPs at the first level (82 BPs). Make Or Buy Analysis (BP.256) received most of the research effort for both SSC and CSC. It can be explained by the waves of outsourcing and in-sourcing that companies faced these last years. Supply Market Research (BP.241) is the second place for SSC due to the inherent nature of SSC. Supply Chain Risk Management (BP.001) and Supply Chain Optimization (BP.024) are in the second place for CSC and to a lesser extent for SSC. Next comes Supply Network Planning (BP.016/BP.086) for SSC and to a lesser extent for CSC. The effort of research is higher for SSC due to the reduced number of actors to be coordinated. Then, Traceability (BP.300) and Digital Supply Chain (BP.181) appears important for SSC as well as CSC. On the other hand, Life Cycle Assessment (BP.288) and Sustainability reporting (BP.294) are much more important for SSC compared to CSC. The last two BPs that stand out for CSC are Risk Management Strategies (BP.002) and Blockchain (BP.178) due to the complexity of the supply network.

Process Return is also a process that gathers many BPs in the new SCOR DS model (33 BPs). Supply Chain Optimization (BP.024) is the most studied for both SSC (19) and CSC (7241), as it is strategic for both and has a considerable impact on the decision making. Life Cycle Assessment (BP.288), Traceability (BP.300), Digital Supply Chain (BP.181) and Sustainability reporting (BP.294) are in the second set of BPs receiving considerable research effort for SSC. Network Optimization (BP.029) appeared in the second set for CSC. This BPs is naturally important for CSC. We note that, in this process, two BPs, namely Inventory Optimization (BP.028) and Risk Management Strategies (BP.002), have received considerable research effort in CSC but not in SSC as explained previously.
<table><caption>**Table 5.** Average Number of Papers for BPs of Process Source.</caption><thead><tr><th rowspan="2">S Source</th><th>SSC avg</th><th>CSC avg</th></tr><tr><th>3.58</th><th>715.37</th></tr></thead><tbody><tr><td>BP.001 Supply Chain Risk Management (SCRM)</td><td>10</td><td>4799</td></tr><tr><td>BP.002 Risk Management Strategies</td><td>3</td><td>1578</td></tr><tr><td>BP.004 Network Prioritization for Risk Identification</td><td>0</td><td>3</td></tr><tr><td>BP.016 Supply Network Planning</td><td>11</td><td>1692</td></tr><tr><td>BP.021 Sales and Operations Planning (S&OP)</td><td>0</td><td>101</td></tr><tr><td>BP.023 Business Rule Management</td><td>0</td><td>100</td></tr><tr><td>BP.024 Supply Chain Optimization (SCO)</td><td>19</td><td>7241</td></tr><tr><td>BP.026 Improve Sales and Operations Planning (S&OP) Process</td><td>0</td><td>16</td></tr><tr><td>BP.049 Lean Planning</td><td>0</td><td>80</td></tr><tr><td>BP.062 Master Data Accuracy</td><td>0</td><td>2</td></tr><tr><td>BP.068 Supplier Performance Reporting</td><td>1</td><td>137</td></tr><tr><td>BP.080 Enterprise Performance Management</td><td>0</td><td>1276</td></tr><tr><td>BP.082 Continuous Improvement</td><td>0</td><td>233</td></tr><tr><td>BP.083 Project Management</td><td>2</td><td>1205</td></tr><tr><td>BP.086 Supply Network Planning</td><td>11</td><td>1692</td></tr><tr><td>BP.100 Strategic Sourcing</td><td>1</td><td>394</td></tr><tr><td>BP.101 Purchasing and Procurement Strategy</td><td>0</td><td>79</td></tr><tr><td>BP.126 Supply Chain Control Towers</td><td>0</td><td>10</td></tr><tr><td>BP.138 Theory of Constraints (TOC)</td><td>1</td><td>276</td></tr><tr><td>BP.149 Supply Chain Risk Management (SCRM) Strategy Implementation and Analysis</td><td>0</td><td>79</td></tr><tr><td>BP.150 Maintain Supply Chain Risk Register</td><td>0</td><td>0</td></tr><tr><td>BP.155 Standard Operating Procedures</td><td>0</td><td>16</td></tr><tr><td>BP.156 Collaborative Planning, Forecasting and Replenishment (CPFR)</td><td>0</td><td>60</td></tr><tr><td>BP.160 Lean</td><td>2</td><td>775</td></tr><tr><td>BP.161 Spend Analysis</td><td>0</td><td>42</td></tr><tr><td>BP.162 Long-Term Supplier Agreement or Partnership</td><td>5</td><td>876</td></tr><tr><td>BP.163 Supply Base Rationalization</td><td>0</td><td>14</td></tr><tr><td>BP.166 Document Management System</td><td>0</td><td>115</td></tr><tr><td>BP.173 Supply Chain Risk Monitoring</td><td>0</td><td>281</td></tr><tr><td>BP.174 Supply Chain Risk Assessment</td><td>2</td><td>931</td></tr><tr><td>BP.178 Blockchain</td><td>4</td><td>1647</td></tr><tr><td>BP.179 Demand-Driven Material Requirements Planning (DDMRP)</td><td>0</td><td>0</td></tr><tr><td>BP.180 Demand-Driven Sales and Operations Planning (DDS&OP)</td><td>0</td><td>1</td></tr><tr><td>BP.181 Digital Supply Chain</td><td>9</td><td>1277</td></tr><tr><td>BP.182 Internet of Things (IOT)</td><td>2</td><td>816</td></tr><tr><td>BP.183 Integrated Business Planning (IBP)</td><td>1</td><td>209</td></tr><tr><td>BP.184 Scenario Planning</td><td>0</td><td>616</td></tr><tr><td>BP.185 Cost of Quality Measurement</td><td>0</td><td>70</td></tr><tr><td>BP.187 Supply Chain Finance</td><td>8</td><td>1375</td></tr><tr><td>BP.189 Augmented Reality</td><td>0</td><td>35</td></tr></tbody></table>
<table><caption>Table 5 continued. Average Number of Papers for BPs of Process Source.</caption><thead><tr><th>S Source</th><th>SSC avg</th><th>CSC avg</th></tr></thead><tbody><tr><td>BP.194 Predictive Analytics</td><td>0</td><td>268</td></tr><tr><td>BP.195 Digital Twin</td><td>0</td><td>113</td></tr><tr><td>BP.196 Smart Contracts</td><td>2</td><td>376</td></tr><tr><td>BP.197 Advanced Data Visualization</td><td>0</td><td>0</td></tr><tr><td>BP.204 Machine Learning</td><td>1</td><td>354</td></tr><tr><td>BP.206 Virtual Reality</td><td>0</td><td>27</td></tr><tr><td>BP.232 Green Procurement</td><td>1</td><td>176</td></tr><tr><td>BP.233 Ethical Procurement</td><td>0</td><td>14</td></tr><tr><td>BP.241 Supply Market Research</td><td>55</td><td>2831</td></tr><tr><td>BP.244 Sustainable Specification Development</td><td>1</td><td>7</td></tr><tr><td>BP.245 Supplier Certification Program</td><td>0</td><td>17</td></tr><tr><td>BP.246 Sustainable Procurement Strategy</td><td>2</td><td>68</td></tr><tr><td>BP.256 Make Or Buy Analysis</td><td>62</td><td>11167</td></tr><tr><td>BP.257 Outsourcing</td><td>1</td><td>711</td></tr><tr><td>BP.263 E-Catalogs</td><td>0</td><td>3</td></tr><tr><td>BP.282 Circular economy</td><td>3</td><td>831</td></tr><tr><td>BP.283 Product-as-a-Service</td><td>0</td><td>0</td></tr><tr><td>BP.285 Material Passport</td><td>0</td><td>2</td></tr><tr><td>BP.286 Sharing platforms</td><td>0</td><td>335</td></tr><tr><td>BP.288 Life Cycle Assessment</td><td>12</td><td>835</td></tr><tr><td>BP.289 Eco-design</td><td>2</td><td>87</td></tr><tr><td>BP.290 Material Efficiency Management</td><td>0</td><td>268</td></tr><tr><td>BP.291 Energy Efficiency Management</td><td>1</td><td>288</td></tr><tr><td>BP.292 Water efficiency Management</td><td>0</td><td>65</td></tr><tr><td>BP.294 Sustainability reporting</td><td>9</td><td>307</td></tr><tr><td>BP.295 Emission reduction</td><td>5</td><td>1088</td></tr><tr><td>BP.296 Carbon removal/offsetting</td><td>2</td><td>129</td></tr><tr><td>BP.300 Traceability</td><td>10</td><td>1232</td></tr><tr><td>BP.301 Proof of concept</td><td>0</td><td>73</td></tr><tr><td>BP.302 Social Procurement</td><td>0</td><td>163</td></tr><tr><td>BP.305 Digital Invoice and Payments Processing</td><td>0</td><td>0</td></tr><tr><td>BP.306 Digital Contract Management</td><td>1</td><td>64</td></tr><tr><td>BP.307 Web Services</td><td>0</td><td>263</td></tr><tr><td>BP.309 Data master file management</td><td>0</td><td>0</td></tr><tr><td>BP.314 Metadata management</td><td>0</td><td>13</td></tr><tr><td>BP.318 Engineer Trading Partner Processes</td><td>0</td><td>0</td></tr><tr><td>BP.319 Internal Infrastructure and System Re-engineering</td><td>0</td><td>0</td></tr><tr><td>BP.320 e-Application Architecture</td><td>0</td><td>0</td></tr><tr><td>BP.321 Web-Based Applications</td><td>0</td><td>53</td></tr><tr><td>BP.326 Online catalogs</td><td>0</td><td>3</td></tr><tr><td>BP.327 Online order processing</td><td>1</td><td>46</td></tr><tr><td>BP.330 Contact Management</td><td>1</td><td>70</td></tr></tbody></table>
<table><caption>Table 6. Average Number of Papers for BPs of Process Return.</caption><thead><tr><th rowspan="2">R Return</th><th>SSC avg</th><th>CSC avg</th></tr><tr><th>2.58</th><th>752.48</th></tr></thead><tbody><tr><td>BP.002 Risk Management Strategies</td><td>3</td><td>1578</td></tr><tr><td>BP.014 Demand Planning and Forecasting</td><td>1</td><td>238</td></tr><tr><td>BP.024 Supply Chain Optimization (SCO)</td><td>19</td><td>7241</td></tr><tr><td>BP.028 Inventory Optimization</td><td>2</td><td>1804</td></tr><tr><td>BP.029 Network Optimization</td><td>7</td><td>3381</td></tr><tr><td>BP.074 Process and Metrics Alignment</td><td>0</td><td>10</td></tr><tr><td>BP.113 Cross-Functional Teams</td><td>0</td><td>23</td></tr><tr><td>BP.145 Supplier Collaboration</td><td>3</td><td>812</td></tr><tr><td>BP.181 Digital Supply Chain</td><td>9</td><td>1277</td></tr><tr><td>BP.185 Cost of Quality Measurement</td><td>0</td><td>70</td></tr><tr><td>BP.195 Digital Twin</td><td>0</td><td>113</td></tr><tr><td>BP.196 Smart Contracts</td><td>2</td><td>376</td></tr><tr><td>BP.197 Advanced Data Visualization and Visibility</td><td>0</td><td>0</td></tr><tr><td>BP.219 Service Request Management</td><td>0</td><td>35</td></tr><tr><td>BP.223 Service Knowledge Management System</td><td>0</td><td>169</td></tr><tr><td>BP.224 Service Validation and Testing Management</td><td>0</td><td>8</td></tr><tr><td>BP.226 Service Design Management</td><td>2</td><td>1363</td></tr><tr><td>BP.227 Service Transition Management</td><td>0</td><td>43</td></tr><tr><td>BP.228 Service Problem Management</td><td>0</td><td>678</td></tr><tr><td>BP.229 Continual Service Improvement</td><td>0</td><td>2</td></tr><tr><td>BP.282 Circular economy</td><td>3</td><td>831</td></tr><tr><td>BP.283 Product-as-a-Service</td><td>0</td><td>0</td></tr><tr><td>BP.285 Material Passport</td><td>0</td><td>2</td></tr><tr><td>BP.286 Sharing platforms</td><td>0</td><td>335</td></tr><tr><td>BP.288 Life Cycle Assessment</td><td>12</td><td>835</td></tr><tr><td>BP.289 Eco-design</td><td>2</td><td>87</td></tr><tr><td>BP.290 Material Efficiency Management</td><td>0</td><td>268</td></tr><tr><td>BP.291 Energy Efficiency Management</td><td>1</td><td>288</td></tr><tr><td>BP.292 Water efficiency Management</td><td>0</td><td>65</td></tr><tr><td>BP.294 Sustainability reporting</td><td>9</td><td>307</td></tr><tr><td>BP.295 Emission reduction</td><td>5</td><td>1088</td></tr><tr><td>BP.296 Carbon removal/offsetting</td><td>2</td><td>129</td></tr><tr><td>BP.300 Traceability</td><td>10</td><td>1232</td></tr></tbody></table>

## 3.2 Process-Centric Analysis

Some processes include BPs that have attracted significant research attention, obtaining averages above the global average. In contrast, other processes encapsulate BPs that have not received as much attention, obtaining averages below the global average. Table 7 presents, row by row, the average number of papers obtained for each process and sub-process of the SCOR DS model. In the first column, the name of the process
or sub-process is provided. The second column (respectively third column) is dedicated to the average number of papers tackling the BPs in SSCs (respectively CSCs). The first row of Table 7 presents the Global Average, 1.79 for SSC and 412.67 for CSC. The average number of papers tackling the BPs of sub-process "O1 Order B2C" is 1.67 for SSC and 439.33 for CSC. As BPs related to a sub-process are not necessarily associated with the process itself (see Table 1), the average number of papers tackling all BPs of each process and its sub-processes is given on the first row of each process, as a "grouped" process. For example, we have an average of 2.57 papers per BP for all BPs associated with the grouped process Order (O, O1, O2 and O3).

We have seen in the previous section that there is a noticeable difference between SSCs and CSCs, since SSCs have been recently investigated in research. There are also some differences between the processes. For SSC, we notice that the average number of papers for main processes alone (Orchestrate, Plan, Source, Transform, Fulfill and Return) is higher than the one of the grouped processes, except for process Order. This means that the research effort has been mainly directed to BPs associated with main processes. For CSCs, the same trend can be noticed only for processes Fulfill, Source and Return. This may be due to the keyword combination of BPs associated with these processes which often includes the term supply chain.

<table><caption>**Table 7.** Average Number of Papers Per Processes and Sub-processes.</caption><thead><tr><th>SCOR DS Model Category</th><th>SSC Avg</th><th>CSC Avg</th></tr></thead><tbody><tr><td>Global Average</td><td>1.79</td><td>412.67</td></tr><tr><td>Grouped Orchestrate</td><td>2.56</td><td>555.03</td></tr><tr><td>OE Orchestrate</td><td>3.38</td><td>420.53</td></tr><tr><td>OE1 Supply Chain Strategy</td><td>3.21</td><td>449.43</td></tr><tr><td>OE2 Business Rules</td><td>0.86</td><td>324.86</td></tr><tr><td>OE3 Performance and Continuous Improvement</td><td>0.97</td><td>377.83</td></tr><tr><td>OE4 Data, Information, and Technology</td><td>4.19</td><td>742.81</td></tr><tr><td>OE5 Human Resources</td><td>2.00</td><td>638.26</td></tr><tr><td>OE6 Contracts and Agreements</td><td>1.14</td><td>331.86</td></tr><tr><td>OE7 Network Design</td><td>3.88</td><td>847.92</td></tr><tr><td>OE8 Regulatory and Compliance</td><td>0.00</td><td>365.50</td></tr><tr><td>OE9 Risk</td><td>4.54</td><td>975.30</td></tr><tr><td>OE10 Environment, Social, and Governance</td><td>2.13</td><td>341.17</td></tr><tr><td>OE11 Enterprise Business Planning</td><td>1.00</td><td>101.00</td></tr><tr><td>OE12 Segmentation</td><td>2.13</td><td>541.10</td></tr><tr><td>OE13 Circular Supply Chain Management</td><td>2.53</td><td>336.79</td></tr><tr><td>Grouped Plan</td><td>2.64</td><td>635.63</td></tr><tr><td>P Plan</td><td>3.14</td><td>395.50</td></tr><tr><td>P1 Plan Supply Chain</td><td>2.90</td><td>778.75</td></tr><tr><td>P2 Plan Order</td><td>2.50</td><td>400.42</td></tr><tr><td>P3 Plan Source</td><td>2.38</td><td>674.29</td></tr><tr><td>P4 Plan Transform</td><td>2.19</td><td>491.26</td></tr><tr><td>P5 Plan Fulfill</td><td>2.85</td><td>763.66</td></tr><tr><td>P6 Plan Return</td><td>2.30</td><td>504.53</td></tr></tbody></table>
<table><caption>Table 7 continued. Average Number of Papers Per Processes and Sub-processes.</caption><thead><tr><th>SCOR DS Model Category</th><th>SSC Avg</th><th>CSC Avg</th></tr></thead><tbody><tr><td>Grouped Order</td><td>2.57</td><td>410.17</td></tr><tr><td>O Order</td><td>1.66</td><td>378.16</td></tr><tr><td>O1 Order B2C</td><td>1.67</td><td>439.33</td></tr><tr><td>O2 Order B2B</td><td>2.81</td><td>448.62</td></tr><tr><td>O3 Order Intra-Company</td><td>2.00</td><td>347.67</td></tr><tr><td>Grouped Source</td><td>2.77</td><td>566.51</td></tr><tr><td>S Source</td><td>3.58</td><td>715.37</td></tr><tr><td>S1 Strategic Source</td><td>2.61</td><td>691.18</td></tr><tr><td>S2 Direct Procure</td><td>1.41</td><td>361.46</td></tr><tr><td>S3 Indirect Procure</td><td>1.80</td><td>444.35</td></tr><tr><td>S4 Source Return</td><td>1.73</td><td>430.80</td></tr><tr><td>Grouped Transform</td><td>2.05</td><td>475.56</td></tr><tr><td>T Transform</td><td>3.14</td><td>395.50</td></tr><tr><td>T1 Transform Product</td><td>2.00</td><td>398.27</td></tr><tr><td>T2 Transform Service</td><td>2.50</td><td>323.44</td></tr><tr><td>T3 Transform Maintenance, Repair, and Overhaul (MRO)</td><td>2.60</td><td>617.83</td></tr><tr><td>Grouped Fulfill</td><td>2.11</td><td>579.84</td></tr><tr><td>F Fulfill</td><td>4.33</td><td>609.44</td></tr><tr><td>F1 Fulfill B2C</td><td>2.13</td><td>542.74</td></tr><tr><td>F2 Fulfill B2B</td><td>2.13</td><td>603.13</td></tr><tr><td>F3 Fulfill Intra-company</td><td>2.67</td><td>515.22</td></tr><tr><td>Grouped Return</td><td>2.03</td><td>559.48</td></tr><tr><td>R Return</td><td>2.58</td><td>752.48</td></tr><tr><td>R1 Return Product</td><td>2.06</td><td>516.67</td></tr><tr><td>R2 Return Service</td><td>2.04</td><td>525.79</td></tr><tr><td>R3 Return MRO</td><td>1.98</td><td>495.78</td></tr></tbody></table>

Within process Orchestrate, the BPs of the OE9 Risk process has received the most research effort for both SSC and CSC (figures 4.57 and 975.30 are close to double the average 3.58 and 825.34 respectively). This can be explained by the nature of these processes directly related to the client satisfaction. In second position, we found the BPs of the OE7 Network Design in CSC because of the complexity of such supply chains, and OE4 concerning Data, Information and Technologies in SSC as information flows are core components of SSC. There is only one BP related to OE8, for which no papers have been found in SSC.

For process Plan, the BPs related to sub-processes P1 and P5 are the most frequent in the literature for CSC (figures are close to double the average). Concerning process Order, it is worth noting that the contrast between the research effort in BPs related to process Order B2B and process Order B2C is important in SSC (2.81 vs 1.67) whereas it is negligible in CSC (448 vs 439). Concerning process Fulfill, the BPs associated with sub-process F3 Fulfill Intra-company has been studied more in the case of SSC
whereas the BPs associated with process F2 Fulfill B2B have been studied more in CSC. Concerning process Source, for both SSC and CSC, the strategic dimension has received more research attention (S1 Strategic Source). For both SSCs and CSCs, the BPs associated with the Maintenance, Repair and Overhaul (MRO) are the most studied in the case of process Transform but the least studied in the case of process Return. This analysis shows that processes Source and Fulfill have the most studied BPs for SSC (3.58 and 4.33 respectively, more than double the Global Average).

# 4 Conclusion

This paper presents a bibliometric comparative analysis of research effort related to the 281 BPs of the SCOR DS model in the context of SSCs and CSCs. Using a BP-centric following by a process-centric analysis, it was possible to identify BPs that have received most of the research effort in the context of SSCs or CSCs. Four BPs stand out for both SSC and CSC: Make Or Buy Analysis (BP.256), Supply Market Research (BP.241), Supply Chain Optimization (BP.024), Supply Chain Risk Management (BP.001). Two additional BPs appear important for SSC: Life Cycle Assessment (BP.288), Supply Network Planning (BP.016/086) and one BP for CSC: Emission reduction (BP.295). The analysis of research effort by BP reveals certain processes such as S Source, F Fulfill, OE4 Data, Information, and Technology, OE7 Network Design and OE9 Risk for SSC. The last two processes also emerge for CSC. It is worth noting that the leading BPs for SSC are collaborative BPs.

This analysis lays the ground for future research to identify the BPs of the SCOR DS model to be more studied. Several BPs, such as Risk Management Strategies (BP.002), Demand Planning and Forecasting (BP.014), Inventory Optimization (BP.028), Service Design Management (BP.226) and Emission reduction (BP.295), have received considerable research effort in CSCs but not for SSCs. Thus, studying their applicability in SSCs can be of interest for future works.

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