Abstract—Currently, business environment is characterized by pressure caused by stiff competition, constant changes (e.g., product/ technological innovations, decreasing product lifecycles, and product proliferation), and a high level of market uncertainty band unpredictability. The agility of the Supply Chain Management (SCM) is clearly identified as a key factor for success and a strategic essential lever. This paper explores the impact of deploying competence management and Supply Chain Operations Reference (SCOR) model on firm performance. Our approach is based on a systemic view by considering the SCOR reference model as the heart of competence management system. Keywords—Competence, competence management, performance, SCOR model and agility. I. INTRODUCTION N a highly competitive environment, the enterprise must show more flexibility, proactivity and innovation to improve its global performance. In fact, controlling a supply chain, that involves many actors and operations in interaction, requires an integrated competence management adapted to the company’s specific objectives and expectations. Which is why competence management has been the subject of many researches since a long time with different perceptions of the concept according to different contexts of a company [1]. Competence management is becoming a strategic issue at all company levels for an industrial performance improvement. Therefore, improving the supply chain’s performance plays an important role when it comes to building competitive advantage and when it might contribute significantly to both a firm’s growth and profitability. Currently, companies are aware of competence management’s importance as a tool, in order to improve the individual, but also collective, skills and abilities of their employees, which gives rise to debate on the evolution of work and social relationships. Therefore, the agility approach can only succeed if it takes into account the dimension of competence at both N. Sefiani is with the Faculty of Sciences and Techniques of Tangier, Abdelmalek Essaadi University, Morocco (corresponding author to provide phone: (+212) 667-984-883; e-mail: tsefiani@gmail.com). L. Chraibi is with ENSA-Tangier, Abdelmalek Essaadi University, Morroco (e-mail: lotfichraibi@gmail.com). K. Reklaoui is with the Faculty of Sciences and Techniques of Tangier, Abdelmalek Essaadi University, Morocco (e-mail: kamal.reklaoui@gmail.com). Y. Sefiani is with Prince Mohammad Bin Fahd University, KSA (e-mail: yassine_sefiani@hotmail.co.uk). individual and collective levels in order to ensure an efficient global supply chain. Although the importance of competence management activities is widely recognized as a potentially vital source of competitive advantage, firms still struggle to find efficient and effective processes and management activities to accomplish competence management [1]. II. REVIEW OF RELATED WORKS A. Competence Management The earlier works on managing competencies have been focused mainly on the individual aspect [3]. Regarding the complexity of work situations and the necessity to implement human resources policy for team projects lead researchers to give more interest to collective competencies. Later on, the evolution of organizations’ missions and challenges in a complex and volatile environment has been required a more holistic and integrated vision about management competence. Competencies may be thus examined at three levels: Individual, collective and organizational. Individual competence refers to a person, collective competence describes the emerging competence of a team in a work situation, and organizational competence is introduced to describe an enterprise’s organizational ability. It represents what the company can do by mobilizing its resources [2]. These levels are interconnected and enhancing each other [3]. A literature’s review about the competence’s concept has been done in [4], we may consider the following definition: "Competence is the ability of an actor (an individual, a collective) to act and react with the required relevance to perform an activity or set of activities in a given type of work situation. In the latter, the actor is at the heart of a process of selecting, combining and mobilizing knowledge, skills, abilities and behaviors on the one hand, and environmental resources on the other. In so doing, the actor is able to achieve the expected performance". Competence management requires implementation and use of various methods and tools to realize qualitative and quantitative competence’s measurements. This assessment should be concerned with the different supply chain’s processes involved in the creation of product(s) or service(s). Which allows a company to increase its supply chain’s efficiency by identifying and allocating the necessary core competencies. Enhancing Supply Chain Agility by Deploying Competence Management and the Supply Chain Operations Model N. Sefiani, L. Chraibi, K. Reklaoui, Y. Sefiani I World Academy of Science, Engineering and Technology International Journal of Economics and Management Engineering Vol:10, No:6, 2016 2232 International Scholarly and Scientific Research & Innovation 10(6) 2016 scholar.waset.org/1307-6892/10005829 International Science Index, Economics and Management Engineering Vol:10, No:6, 2016 waset.org/Publication/10005829