SCOR (Supply Chain Operations Reference) Model - is it too restrictive?

I recently read this blog for Supply Chain Brain. Usually, I like what they have to say. This time, I agree with some of the points made such as the trend to economic nationalism impacting the supply chain, but i think this trend started before the political impact. Supply chains were being contracted, and relocated, to produce either where the raw materials were located or where the customers were located. For some fortunate few, those two locations were in the same geography. This is the "dig dirt where you sell dirt" concept. I don't agree with the comments made about the SCOR (Supply Chain Operations Reference) model. To me, it offers a documented structure of the overall process (plan-source-make-deliver-return-enable) along with some terrific guidance on metric selection, definitions and best practices. I don't think the model constrains or restricts people to silos and silo-thinking. It is up to leaders and managers to implement these elements where, and as, appropriate in a cross-functional manner. A piece of paper (about 998 pages in this case) should not be an impediment to the correct type of thinking and working in the modern enterprise.
Feel free to comment - agree or disagree?

SupplyChainBrain - What Every CEO Should Know


By Tcameri at English Wikipedia - Transferred from en.wikipedia to Commons., Public Domain, https://commons.wikimedia.org/w/index.php?curid=37941550

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About FarStar: FarStar is boutique consulting firm with a focus supply chain transformation, of which a key lever is Sales & Operations Planning. With team members located in Canada and the US, the company has extensive experience across a wide range of industries including aerospace, defence, high-tech/electronics, and industrial products in a variety of business environments, ranging from make-to-stock to engineer-to-order.

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