Deloitte and the Association for Supply Chain Management (ASCM) announced the first release of the Digital Capabilities Model (DCM) for Supply Networks on September 17, 2019. It is an organizational reference model for coordinating digital supply networks—not a software product. DCM builds on the Supply Chain Operations Reference (SCOR) Digital Standard and describes connected capabilities across planning, sourcing, operations, fulfillment, product development, and customer relationships.
What is the Digital Capabilities Model for Supply Networks?
DCM is a framework for assessing and organizing the capabilities an organization needs to coordinate a digital supply network. Deloitte describes the model in terms of connected people, processes, and technologies working across supply chain functions, customers, suppliers, and internal facilities. The emphasis is on how capabilities work together, rather than treating each process or technology as an isolated digitization project. Deloitte’s model page presents it as a reference for supply network transformation.
The joint Deloitte–ASCM launch announcement described the model as being developed incrementally over five years. That was the development plan stated around the 2019 launch; it does not establish that releases continued for five years or that the timetable remains current.
What are the six capabilities?
Deloitte’s overview groups the model into six level-one capabilities and 39 level-two capabilities. The lower-level capabilities add definitions, digital implications, and relationships to other capabilities. Deloitte’s DCM overview describes the six top-level areas:
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| Capability | What it covers |
|---|---|
| Synchronized planning | Coordinates planning across the supply network. |
| Intelligent supply | Applies automation and intelligent capabilities to sourcing and procurement. |
| Smart operations | Uses digital and cognitive technologies to extend operations beyond traditional manufacturing. |
| Dynamic fulfillment | Supports adaptable order fulfillment and integrates returns. |
| Digital development | Covers product design and development. |
| Connected customer | Brings customer feedback into decisions across the network. |
The framework’s practical idea is that a change in one area can affect others: planning depends on timely information from suppliers and operations, while customer feedback can influence product development and fulfillment. The level-two connections are intended to make those interdependencies visible.
How does DCM relate to SCOR?
DCM builds on SCOR; it was not presented as a simple replacement. The 2019 announcement said the initial release was compatible with the SCOR Digital Standard. Deloitte’s overview explains the distinction: DCM expands the traditional SCOR process structure into six digital capabilities and maps relationships among them. That makes it useful as a complementary lens for organizations that want to consider network-wide coordination alongside established supply chain processes.
What does Deloitte currently list in the model?
Deloitte’s current model page lists several resources and enhancements. The page does not date each item, so these should be understood as features it currently presents, not as a dated release chronology.
- A metrics library connecting DCM metrics with SCOR.
- Updated mapping of incoming and outgoing level-two connections, including frequency, impact, and rationale.
- “Digital chords,” which link capabilities in sequence to address an end-to-end business challenge or integrated function.
- Enhanced content for synchronized planning, product development, and intelligent supply, along with FAQs and an About DCM page.
How can an organization use the model?
DCM can provide a structure for identifying capability gaps and deciding where transformation work should begin. The model itself does not prescribe one implementation route. Before choosing an internal initiative, consulting engagement, or professional training, clarify the scope and decision criteria:
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- Readiness: the organization’s current digital capabilities and the future state it is trying to reach.
- Integration: how planning and execution information moves across functions and partner boundaries.
- Priorities and value case: which gaps matter most and how expected business value will be assessed.
- People and governance: who sponsors the work, owns processes, provides skills, and coordinates technology.
Deloitte describes a 12-week program organized as Engage, Define, Analyze, Plan, and Launch. This is Deloitte’s described program, not a universal DCM requirement or evidence that every organization can complete a supply network transformation in 12 weeks. The cited sources do not establish independent measured business outcomes, adoption rates, or guaranteed savings from using DCM.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Is DCM free, and is training included?
ASCM announced in 2021 that DCM and the SCOR Digital Standard were available as free, open-access tools. That statement concerns access to the models; it does not mean every related educational resource is free. ASCM’s introductory DCM webinar listing identifies the webinar as member content. Check the current terms for model access and any learning resource before relying on older access information.
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Deloitte also describes supply network transformation and readiness assessment services. Those services and ASCM education are possible routes for organizations seeking help, but they are distinct from the reference model itself.
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