SCCM is the management process that finds how disruption in the supply chain could affect the organization and gives a way to handle it, because such disruption can hinder or stop delivery of products and services and damage revenue, market share and reputation; done well it lets the organization avoid or limit those consequences. SCCM can pull against supply chain management aims such as cutting cost, keeping inventory low and optimizing lead times, and the organization should recognize that managing supply well also brings more control, better efficiency and fewer severe disruptions. SCCM singles out the suppliers able to affect the organization significantly and makes sure strategies and solutions cover them, with formal supplier agreements carrying continuity provisions that meet the organization's requirements; where that cannot be had, for example because a large supplier insists on its standard terms, the organization should build its own strategies and solutions. As the organization is exposed to disruption at suppliers beyond its direct contracts (Tier 2, Tier 3 and further), SCCM encourages continuity provisions there too. So SCCM has to sit inside the way the organization already manages its supply chain, with continuity requirements understood, strategies and solutions set and put in place, extra contractual obligations agreed with suppliers and passed further down where needed, compliance with them checked, and the whole monitored and kept up to date.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.