供应链管理流程与绩效.ppt

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1、Developing An Overview of Supply Chain Performance Metrics,McKinsey,麻零傣粳拒抄垄绷失连产既暂森垒拆医尝篱愚耻藩脐漏铆札屡把垄贤憾体供应链管理-流程与绩效供应链管理-流程与绩效,This document gives an overview of the different metrics that can be used to measure supply chain performance,The Supply Chain CoEs objective is to define a benchmarking framewo

2、rk capable of:Comparing generic metric performances for use on projects.Capturing further benchmarking data in a consistent format.The London Shops task:Develop an overview of the different metrics to measure supply chain performance.Select the most important metrics that can be used across industri

3、es.Discuss how the most important metrics link other operational metrics within each stage of the supply chain.Suggest how the supply chain CoE should continue concerning this topic.,歉罕寓阵烽鄙蔚噎氛屎艇客蛔破灼狂蕴趴慕短袱锈咀头掇讳扑孜异恿烈隅供应链管理-流程与绩效供应链管理-流程与绩效,We used information from several sources during our project,In

4、ternal and external documents:High level benchmarking framework for supply chain performance(H.Cook):Shop Study(March 1997)accessing information from available experts and past projects.Supply chain benchmarks and best practice(Dow Polyurethane&Epoxy April 1995).Supply Chain Benchmark Assessment(Mar

5、ch 1997).Supply chain appraisal and benchmarks:(client X September 1997).Discussions with supply chain CoE:Graham Colclough.Andrew Morgan.Lee Sherman.Deborah Huff(Cap McKinsey).,勘慕艘润砍测衡翠芽箍掂惶垄裸理班郸疾彩栖比济拷拱税默徽茹应堰谗轮供应链管理-流程与绩效供应链管理-流程与绩效,Possible data sources,CIPS(UK):Purchasing(&Supply Chain).APICS(US):

6、Supply Chain.CAPS(US):Purchasing&Supply Chain(US&Legal):Research Benchmark Industry Listings(http:/www.capsresearch/htm).NAPM(US):Purchasing.Kaiser Associates:Benchmark Specialist Consultant.US University Research:New global initiative(investigating entryopportunitiesBob Ackerman).,纺拼盔誓钨汇谨舶渭肮霍控临弧若偏昼

7、贰亭翔沫锯忽钧总娱猿患做伍赊萧供应链管理-流程与绩效供应链管理-流程与绩效,Performance measurement is an important but complex subject,This documents an initial step in the right direction.,Companies see the need for metrics.,.but developing the“right”set of metrics is a challenge,“If you cant measure,you cant manage,you cant motivate”

8、Establishing the proper measures within an organisation enhances continuous,No commonly used“model”.Business issues that warrant performance measurement:Differ between industries.Differ within industry.Change overtime.,There is no one“right”answer,辈呜挺梨墓桶裴家估傍诅歌敏瓣骸凋就狮堕锅函狠芦尉筛偶绅臃座答避滦供应链管理-流程与绩效供应链管理-流程与

9、绩效,We used a generic supply chain framework as a basis for our analysis.,Supply Chain Framework,Purchasing,Information Flow,Forecasting&Production Planning,Customer Service,Inventory Management,InboundLogistics,Manufacturing,Maintenance,Marketing&Sales,OutboundLogistics,Integrated Supply Chain Manag

10、ement,This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.,刁啸胺就川孙耪济粹耽骂秆巧窗膳盂髓淖间黄缨氛鼎倘髓塘锰苯始沦党袖供应链管理-流程与绩效供应链管理-流程与绩效,.and concluded there are three strategic objectives we should focus on when analysing the supply chain,Key metrics

11、 must give information on how a company is performing against old strategic objectives.,Supply Chain Framework,NB:BoundariesNPDISupport functions,Tailor to company specific(BSC)objectives,伐甸卞财犁辞蛇揭提卖视刀痛寓贯衡固精曾军丝真桔漱争宜网厕憎憋肖跺供应链管理-流程与绩效供应链管理-流程与绩效,We began with a brainstorming session on the key drivers

12、for quality,time and cost,The complete picture can be found in the appendix.,We looked at the supply chain from the customers perspective.We brainstormed on“what could go wrong along the supply chain”:What are drivers of performance from a quality,time and cost point of view.,Price,Service,Product q

13、uality,Product quantity,Product delivery,Late arrival,Late delivery,Inventory cost,Product cost,Produc-tion cost,Delivery cost,Customer service cost,Quality,Time,Cost,蒙侗环入夹防惹荧器辰许志楞庚釉掇洞滚挛算建刀湾毙冰惑逐脏埋呜臂蚤供应链管理-流程与绩效供应链管理-流程与绩效,Making their client specific warrants attention,Respect all sources of data:Un

14、derstand their relationshipsthe“causal tree”:Recognised Cross-Industry;In-Industry and In-Company similarities and differences.,接镀洱失鼓租随凄殊柱夯丝恢临酞殊睹哟戚渐坏守冶揍华樟庶摩佯簇钮粳供应链管理-流程与绩效供应链管理-流程与绩效,Making their client specific warrants attention(cont.),Recognise Cross-Industry;In-Industry;and In-Company similariti

15、es and differences.Interface the solution to the current clients measures,systems,processes and culture:.and guide migration over time.,Ensure accountability for collecting and actioning is clear.,袒蔷颐储仅圣瑟芦倾稼房辈绎俱盆梅乙幼揉喻昨卒继伶傀帮玩漳号垄扒米供应链管理-流程与绩效供应链管理-流程与绩效,Proposed Supply Chain KPIs,KPIs help to identify

16、“where”the performance problem is within the supply chain,and steer towards areas to explore“why”.,Accuracy(as%of sales),Customer satisfaction,%of satisfied customers,Total cycle time,Time(for customer)from placing order to receiving goods,%of products delivered on time,Total supply chain cost as%of

17、 sales,Cost per product sold as%of sales,Cost as%of sales,%of products delivered according to customer order(quantity/quality),%of customers satisfied with service,%of products ordered already in stock,Defect rate of products as%of production,%of goods delivered according to order(quantity/quality)b

18、y supplier,Time from order placement to reception of goods,Time from production order to delivery into finished product warehouse,Downtime as%of total production time,%of goods delivered on time by supplier,Cost as%of sales,Cost as%of sales,Cost as%of sales,Number of stock turns/years,Total Supply C

19、hain,Quality,Time,Cost,%of active suppliers that account for 90%of total purchase value,BEWARE of inter-relationships,廊藩阁孽雅晒胶遗累接瓦矛切降格灾寥锦豢男毛奥瘁秉抹饶躇谚咋匿沤她供应链管理-流程与绩效供应链管理-流程与绩效,Each stage of the supply chain has a variety of metrics to monitor operational effectiveness,These metrics help identify“why”th

20、ere is a performance problem.,Actual vs.forecasted sales%of data which can be used without modification in the planning process,%of all active suppliers that account for 90%of total purchase value%of correct orders placed#of alternative sources of supply#of suppliers involved in product development/

21、innovation#of suppliers per purchasing employee(purchasing professional)#of vendors products orderedPurchasing head count as%of total head count,%of goods delivered according to order(quantify/quality)by supplier#of carrier alliances#of overshipments%of direct material purchases that are not inspect

22、ed at incoming quality assurance,going from stock to dock%of direct material purchases that are not inspected at incoming quality assurance,going from stock to production%of orders delivered without unplanned communication or special attention,Defect rate of products as%of productionScrap rate as%of

23、 production#of changes per production period%of goods repackagedActual vs.production capacity,Time from order placement to reception of goods,Time from production order to deliver into finished product warehouse,%of accounts payable handled before due date%of accounts payable handed in 130 days%of a

24、ccounts payable handled in 3160 days%of accounts payable handled in 6190 days%of accounts payable handled in over 90 days%of suppliers connected via EDIAverage actual time to developed/negotiate a contract,%of goods delivered on time by supplierProportion of suppliers who deliver dailyProportion of

25、suppliers who deliver frequently than monthlyProportion of suppliers who deliver monthlyProportion of suppliers who deliver twice weeklyResponse time to schedule changesResponse time to unforeseen problemsTurnaround time on rejected items,Average production leadtimeCurrent manufacturing leadtimeMini

26、mum production leadtime,Downtime as%of total production timeDowntime due to parts shortage(or stock outs in general)Hours of unplanned downtime,Cost as%of sales,Cost as%of salesCost as%of total costsCost of orders purchased(rangeCost of vendor transactions(range)Cost of expedite repair materialsPurc

27、hasing spend per supplierPurchasing spend per purchasing employee(purchasing professional),Cost as%of salesCost as%of total sales,Cost as%of salesCost per saleable unitCost per unit produced,Cost as%of salesCost per unit produced,Source:H.Cook,Nos of strategies,or“uptime”service-based contracts,莽仰拯揣

28、错避十濒侣谁褂孟亲侄徐植立婴噎庇衷汉映酬避翰仍往抢铰绑壕供应链管理-流程与绩效供应链管理-流程与绩效,In addition to the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness(cont.),Quality,Time,Cost,%of products ordered already in stockDefect rate of products as%of products leaving warehouseAccuracy of in

29、ventory recordsInventory vs.service levelItems in inventory as%of total unit purchasesObsolete vs.active inventory,%of correct orders taken#of additional sales from customer referrals#of order changes as%of orders filled%of orders handled with commitment to product/service delivery on first call,%of

30、 customers satisfied with service#of complaints as%of total orders#of phone calls to customer service development per order shipped#of complaints due to On-time delivery;Order Entry;Packaging;Product quality;Shipping Error#of complaints as%of total orders#of customer contacts per order#of enquiries(

31、including complaints)that were not answered to the customers satisfaction#of information requests as%of customer orders%of calls abandoned,answered by recording,delayed%of customer contact through customer service%of customer follow-up handled by Customer Service Representative;Department Manager;Fi

32、eld Representative;Responsible Manager%of invoices containing errors%of orders delivered complete and without error(order fill rate)%of orders that are damaged on arrival at customer site%of respondents that can handle complaints without handing off to other person/dept.Average%of disputed invoices,

33、%of products delivered according to customer order(quantity/quality)Degree of utilisation of facilities(%)Equipment utilisationloadEquipment utilisationweight,Time from order placement to start of delivery,Customer satisfaction(rating)%of satisfied customers%of information on credit history limit av

34、ailable On-line%of information on open-order history available On-line%of information on outstanding balance available On-line%of information on pricing available On-line%of information on product history available On-line%of information on product ID code available On-line%of information on shippin

35、g points available On-lineRatio of operations labour as%of passive labour,Average#of orders rejected,Average product time in warehouseNo.of days consumption in stock(A-goods)No.of days consumption in stock(B-goods)No.of days consumption in stock(C-goods)No.of days safety stock(A-goods)No.of days saf

36、ety stock(B-goods)No.of days safety stock(C-goods)No.of products with duplication stockPlanned days of inventory on hand,%of accounts receivable settled before due date%of accounts receivable settled in 130 days%of accounts receivable settled in 3160 days%of accounts receivable settled in 91 days%of

37、 accounts receivable settled in6190 days,Delivery time%of products delivered early#of deliveries per manhour%of orders delivered on time(as defined by customer)%of orders delivered with an average delay of 1 monthAverage#of days delay after scheduled ship date,Total cycle timeTime(for customers)from

38、 placing order to receiving goods%of products delivered on timeAverage customer quoted leadtimeAverage leadtime from receipt of order to shipmentAverage time taken to access informationCash to cash cycleLongest customer quoted leadtimeNew product introduction timeProduct changeover timeShortest cust

39、omer quoted timeTime from receipt of order to receipt of shipment by customerTime taken to rectify incorrect or damaged orders,Average time taken to respond to requests,Cost as%of sales#of stock turns/yearCost as%of cost of goods purchasedCarried worth of expired lotsA-goods as a percent of inventor

40、yAverage stock levelB-goods as a percent of inventoryC-goods as a percent of inventoryInventory cost as%of total assets(gross assets)Maximum stock levelMinimum stock level,Cost as%of sales,Cost as%of salesCost per delivery#of route miles per delivery#of warehousing facilities#of warehousing of locat

41、ions%of transportation units owned by companyCost per orderCost per route,Total supply chain cost as%of salesCost per product sold as%of sales%of profit from base purchase%of profit from increased purchases%of profit from premium pricing%of revenue generated by largest customer group(top 20%)Cost pe

42、r product sold as%of salesOperating profit per customer as%of operating costs per customerTotal cost per orderTotal cost per unit produced,Cost as%of sales,Source:H.Cook,因篙湖笨集夺旱桥貌副砰囚圾烈朽农机坤咨膜萨沂喀拭往翼拴唯痪纠判妮供应链管理-流程与绩效供应链管理-流程与绩效,Given the multitude of metrics we suggest to analyse supply chain performan

43、ce using a hierarchy of measures,.digging through the causal tree to improve business performance.,Key KPI,SupportingMetrics,Other OperationalMeasures,Type of Measure,Example,Highest Level Use,Who Uses It,Forecasting accuracy(as%of sales),Integrated supply chainGeneric benchmarking,ConsultantTop man

44、agementSupply chain stage manager,%of suppliers connected via EDI,Supply chain stage diagnostic,ConsultantSupply chain stage manager,A-goods as a%of inventory,Supply chain stage diagnostic,Supply chain stage manager,Objective,Find“where”the problem is within the supply chain,Identify the“why”within

45、the supply chain stage,Give more in-depth information about supply chain stage,颧谰姓浚拾期原玫酣向绣莱防吾巢锚蓝丫事票起笛寞懂挟蔡梯阳纱低秀瘴供应链管理-流程与绩效供应链管理-流程与绩效,For example,the quality of customer service performance can be clearly measured at three different levels,Key KPIs,Suggested Supporting Metrics,Other Operational Meas

46、ures,%of customers satisfied with service,#of complaints as%of total orders,#of phone calls to customer service department per order shipped#of complaints due to:order entry,packaging,shipping error,.)%of calls abandoned,answered by recording,delayed,.%of complaints handled by:customer service rep.,

47、department manager,.,KPIs will be measured for generic benchmarks,whilst operational metrics will be measured by a customer service manager.,#of complaints that were not answered to customer satisfaction,Average number of orders rejected,释粪疾砌馁见泅摔囤淫矗筷岿适俯抉赃靴窒衍钳斋津兼弄即瑶据城幻墨松供应链管理-流程与绩效供应链管理-流程与绩效,Key KPI

48、s,Suggested Supporting Metrics,Other Operational Measures,Outbound logistics performance.,%of products delivered according to customer order(quantity/quality),(These can often be driven by customer service metrics),Degree of utilisation of facilities(%)Equipment utilisation(load/weight),Delivery tim

49、e%of orders delivered on time(as defined by customer),#of deliveries/man hour%of orders delivered early%of orders delivered with an average delay of 1 month,Average number of days of delay after scheduled ship date,Cost as%of sales,#of route miles per delivery#of warehousing facilities/locations%of

50、transportation units owned by company,.,Cost per deliveryCost per orderCost per route,固谗曹策味钧郴乱慎袁伟蚌徊衷柑赐滦域信术鞭邻善旗骤唾分失廉若恃陆供应链管理-流程与绩效供应链管理-流程与绩效,Key KPIs,Suggested Supporting Metrics,Other Operational Measures,For maintenance,commonly used supply chain performance metrics relate to time and cost,The qua