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ABOS FRAMEWORK

ABOS Framework:
From the SCOR model to seven views

On top of the horizontal SCOR process, ABOS uses seven views (strategy, organization, capability, process, information, application, technology) and dual maturity of process and business capability to find and fix cross-department operating bottlenecks.

Why can't process diagrams or software alone fix operating bottlenecks?

SCOR helps companies define the horizontal steps of plan, source, make and deliver, but whether a business capability delivers stable results depends on its weakest supporting element. Buying software without changing responsibilities and data definitions often leads to wasted investment: the system is live and the business is unchanged.

SCOR: the horizontal process

ABOS extends forwardProduct formulas and engineering changePLM
  1. Plan
  2. Source
  3. Make
  4. Deliver
  5. Return
ABOS closes the loopBusiness-finance costingFMS
SCOR defines only the horizontal steps. ABOS extends forward to product formulas and engineering change, and back to business-finance costing.

Three core mechanisms of ABOS

01

End-to-end horizontal chain

Extend management vision beyond purchasing, sales and stock, forward to product formulas and engineering change (PLM) and back to business-finance cost accounting.

02

Seven vertical views to surface hidden faults

Diagnose strategy, organization, capability, process, information, application and technology together: who decides (organization), which data can be trusted (information), and which of the old and new systems is the record-keeper (application).

03

Dual maturity of process and capability

Accept software deployment, daily role adoption, controlled processes and improved finance and delivery metrics independently of one another.

Seven views that constrain each other, one operating thread

Horizontal main line

  1. Product
  2. Planning
  3. Supply
  4. Production
  5. Delivery
  6. Finance
  1. StrategyWhy do it, and what comes first
  2. OrganizationWho decides, who is accountable
  3. CapabilityWhat the business must be able to do
  4. ProcessHow handovers are defined
  5. InformationWhich data to trust, on what definition
  6. ApplicationWhich of old and new systems keeps the record
  7. TechnologyWhether integration, security and operation are reliable

Four different things, verified separately

  1. Software deployed
    Verified by
    IT and the implementation team
    Evidence
    Go-live checklist, permissions and data migration records
  2. Roles adopting daily
    Verified by
    Business function owners
    Evidence
    Role log-ins and documents entered online
  3. Process under control
    Verified by
    Process owner
    Evidence
    Exception closure, exception rate and release records
  4. Operating metrics improved
    Verified by
    Management and finance
    Evidence
    Before-and-after delivery, inventory and cost metrics
Completing one item does not prove the next.

Use these two tools to compare your situation at the next team meeting

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Order-to-delivery five-breakpoint checklist

Check commitments, formulas and BOMs, scheduling, material readiness and shipping handovers in 15 minutes.

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Obsolescence definitions & RACI matrix

Clarify ageing and shelf-life bands, freeze causes, accountable teams and disposition routines.

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Use 30 minutes to align your stage and smallest starting scope

The first discussion is not a pitch for an all-in-one package. Bring a delivery, readiness, inventory or legacy-integration problem. Together we identify your stage and an initial scope you can verify.

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