采購(gòu)方面的數(shù)據(jù):KPIs&標(biāo)桿a:CAPSResearch:ChemicalPurchasingBenchmark1997;H.Cookshopresearch.行業(yè)部門標(biāo)桿/最佳實(shí)踐(Validatesource)制造業(yè)平均水平(Validatesource)化學(xué)行業(yè)最佳實(shí)踐(Validatesource)全球化學(xué)用品采購(gòu)0.06%–3.0%0.30%評(píng)估指標(biāo)質(zhì)量時(shí)間成本汽車行業(yè)(全球)a制藥行業(yè).(全球l)a工程/建筑(全球)a

訂單下達(dá)的正確率可供選擇的供應(yīng)商數(shù)量參與產(chǎn)品開發(fā)/革新過程的供應(yīng)商的數(shù)量每個(gè)采購(gòu)專員掌握的活躍的經(jīng)銷商數(shù)量經(jīng)銷商產(chǎn)品訂單數(shù)量供應(yīng)所有采購(gòu)價(jià)值的90％的供應(yīng)商占全部供應(yīng)商的％%ofpurchaseshandledbypurchasingdepartment由采購(gòu)部門采購(gòu)的Purchasingheadcountas%oftotalheadcount%purchaseshandledbypurchasingfunction%spendonlong-termbasis(>2yrs)%firmsusingconsortiumbuying每個(gè)采購(gòu)人員的培訓(xùn)應(yīng)付款在到期日之前處理完的%應(yīng)付款在1–30天內(nèi)處理完的%應(yīng)付款在31–60天內(nèi)處理完的%應(yīng)付款在61–90天內(nèi)處理完的%應(yīng)付款在90天以上才處理完的%通過EDI與供應(yīng)商聯(lián)系的%開發(fā)/商談一個(gè)協(xié)議的平均時(shí)間供應(yīng)商準(zhǔn)時(shí)送貨的%從訂單下達(dá)到貨物接收的時(shí)間Costas%ofsales該成本占總成本的%訂單采購(gòu)成本（范圍）經(jīng)銷商交易的成本（范圍）加速修復(fù)材料的成本每個(gè)供應(yīng)商的采購(gòu)費(fèi)用每次采購(gòu)的采購(gòu)費(fèi)用采購(gòu)部門費(fèi)用(￠per$sales)65%

29%4%1%1%9weeks59%$24.8m31/100￠18cos￡12bn

2–26weeks50%

42%6%1%1%61%26.515/100￠!0cos$23bn

50–8720%

1–10%

6–182 9–2675–75%

0.3%–4.5%

1657.9%

(18%xxx)82

1.4%82%50%

2226

1%97%

272

0.4%27%26%42hrs

3021

5.5%

11%

79%

33%

1%19%2610/100￠19cos$3.5bn459/100￠采購(gòu)方面的數(shù)據(jù):KPIs&標(biāo)桿a:CAPSReSourceMetrics(1)Source-KeyPerformanceIndicatorsSupply

QualityProportionoforderswithnoquantitative,qualitativeordeadlinefaults(measuredusingS250)InventoryCostsSource(Mat)Costsofholdingmaterial

Components:1.Costofwarehouseinvestment;2.Costofwarehouseadministration;3.Costofwarehousetransactions;4.Interestchargesforcapitaltiedupintheinventories;5.Riskcosts(e.g.scrap,rejectproducts)TotalofthecostcomponentsfortheindividualsubprocessesinSource,i.e. -Materialrequirementsplanningandorderprocessingcosts*

(e.g.requirementsplanning,specifyingMRPparameters,ordertracking) -Incominggoodscosts*

(e.g.transferofgoods,unloading,deliverynoteprocessing) -Goodsinspectioncosts*

(pletenesscheck,qualitycontrol,wherenecessaryreturnedgoods

handling) -Goodsstagingcosts*

(e.g.goodsrelease,whererequired,complaintstrigger/returnedgoodshandling) -Paymenttransactioncosts*

(e.g.invoicecheck,creditnoteprocessing)*alsorefertotheLogisticalCostsGuidelinesProcessCosts

Source[SxxxMilestonesSourcingLogisticsFramework]SourceMetrics(1)Source-KeySourceMetrics(2)Source-MetricsReplenishment

LeadTimePeriodoftimebetweencompletingthepurchaserequisition(S220)andtheendofverificationofmaterialonplant/installationsite(S241);withthecontractwarehouseconceptandthesynchronizedproductionprocesses,thiscorrespondstotheperiodoftimebetweencall-off(S225)andprovidingmaterialonconsumptionsite(S250)SupplierCompliancewithrequestedDeliveryDateProportionofordersdeliveredonschedule(S240Actual)bythesupplieronthedaterequested(S240Requesteddate)[SxxxMilestonesSourcingLogisticsFramework]Numberof

SuppliersTotalnumberofsuppliersofabusinessassessedInventoryTurnover(Mat)Rateofsalestoinventory(material)SourceMetrics(2)Source-MetMetricsTermsSupplierCompliance

withRequested

DeliveryDatePerfectOrderFulfillmentCompliance

withRequested

DeliveryDateDeliveryReliabilityDeliveryQualityBackUp*orientedon?CompliancewithRequestedDeliveryDate“MetricsTermsSupplierCompliancMetricsTermInventory

TurnoverFlowRateFirstPassYieldSupply

QualityDeadline

ComplianceBackUpMetricsTermInventory

Turnover采購(gòu)部經(jīng)理考核指標(biāo)：指標(biāo)類別指標(biāo)項(xiàng)考評(píng)目的/內(nèi)容考評(píng)方法考評(píng)主體績(jī)效任務(wù)績(jī)效季60％年50％采購(gòu)合格率15%,10％保證采購(gòu)物資的質(zhì)量合格物資數(shù)量/采購(gòu)物資數(shù)量不低于

％主管副總經(jīng)理采購(gòu)及時(shí)率25%,20％及時(shí)供貨、滿足生產(chǎn)需要采購(gòu)及時(shí)率=按時(shí)交貨的總值/計(jì)劃采購(gòu)總值×100％不低于

％主管副總經(jīng)理物料庫存周轉(zhuǎn)天數(shù)5％,5%降低材料庫存成本材料庫存周轉(zhuǎn)天數(shù)=360天/(銷售成本/平均庫存)不高于

天主管副總經(jīng)理重要任務(wù)完成情況15％，10％公司下達(dá)的工藝改造等重大活動(dòng)期初確定里程碑(包括截止時(shí)間、階段性成果、質(zhì)量標(biāo)準(zhǔn))期末檢查是否按期完成主管副總經(jīng)理管理績(jī)效季10％年10％預(yù)算控制情況

4％控制費(fèi)用，降低成本是否按預(yù)算制度來使用資金，是否有超預(yù)算的情況主管副總經(jīng)理下屬行為管理3％嚴(yán)格管理下屬情況所管轄部門出勤率、違規(guī)事件數(shù)量主管副總經(jīng)理關(guān)鍵人員流失率3％保證公司的人才穩(wěn)定性大學(xué)以上學(xué)歷人員、中級(jí)以上職稱人員、主管職務(wù)以上人員流失率低于％主管副總經(jīng)理周邊績(jī)效季20％年20％部門合作滿意度促進(jìn)部門配合，保證公司業(yè)務(wù)正常運(yùn)行相關(guān)部門評(píng)價(jià)總經(jīng)理其他部門能力季10％年20％能力素質(zhì)專業(yè)知識(shí)及技能總經(jīng)理營(yíng)銷部員工采購(gòu)部經(jīng)理指標(biāo)類別指標(biāo)項(xiàng)考評(píng)目的/內(nèi)容考評(píng)方法考評(píng)主體績(jī)效演講完畢，謝謝觀看！演講完畢，謝謝觀看！采購(gòu)方面的數(shù)據(jù):KPIs&標(biāo)桿a:CAPSResearch:ChemicalPurchasingBenchmark1997;H.Cookshopresearch.行業(yè)部門標(biāo)桿/最佳實(shí)踐(Validatesource)制造業(yè)平均水平(Validatesource)化學(xué)行業(yè)最佳實(shí)踐(Validatesource)全球化學(xué)用品采購(gòu)0.06%–3.0%0.30%評(píng)估指標(biāo)質(zhì)量時(shí)間成本汽車行業(yè)(全球)a制藥行業(yè).(全球l)a工程/建筑(全球)a

訂單下達(dá)的正確率可供選擇的供應(yīng)商數(shù)量參與產(chǎn)品開發(fā)/革新過程的供應(yīng)商的數(shù)量每個(gè)采購(gòu)專員掌握的活躍的經(jīng)銷商數(shù)量經(jīng)銷商產(chǎn)品訂單數(shù)量供應(yīng)所有采購(gòu)價(jià)值的90％的供應(yīng)商占全部供應(yīng)商的％%ofpurchaseshandledbypurchasingdepartment由采購(gòu)部門采購(gòu)的Purchasingheadcountas%oftotalheadcount%purchaseshandledbypurchasingfunction%spendonlong-termbasis(>2yrs)%firmsusingconsortiumbuying每個(gè)采購(gòu)人員的培訓(xùn)應(yīng)付款在到期日之前處理完的%應(yīng)付款在1–30天內(nèi)處理完的%應(yīng)付款在31–60天內(nèi)處理完的%應(yīng)付款在61–90天內(nèi)處理完的%應(yīng)付款在90天以上才處理完的%通過EDI與供應(yīng)商聯(lián)系的%開發(fā)/商談一個(gè)協(xié)議的平均時(shí)間供應(yīng)商準(zhǔn)時(shí)送貨的%從訂單下達(dá)到貨物接收的時(shí)間Costas%ofsales該成本占總成本的%訂單采購(gòu)成本（范圍）經(jīng)銷商交易的成本（范圍）加速修復(fù)材料的成本每個(gè)供應(yīng)商的采購(gòu)費(fèi)用每次采購(gòu)的采購(gòu)費(fèi)用采購(gòu)部門費(fèi)用(￠per$sales)65%

29%4%1%1%9weeks59%$24.8m31/100￠18cos￡12bn

2–26weeks50%

42%6%1%1%61%26.515/100￠!0cos$23bn

50–8720%

1–10%

6–182 9–2675–75%

0.3%–4.5%

1657.9%

(18%xxx)82

1.4%82%50%

2226

1%97%

272

0.4%27%26%42hrs

3021

5.5%

11%

79%

33%

1%19%2610/100￠19cos$3.5bn459/100￠采購(gòu)方面的數(shù)據(jù):KPIs&標(biāo)桿a:CAPSReSourceMetrics(1)Source-KeyPerformanceIndicatorsSupply

QualityProportionoforderswithnoquantitative,qualitativeordeadlinefaults(measuredusingS250)InventoryCostsSource(Mat)Costsofholdingmaterial

Components:1.Costofwarehouseinvestment;2.Costofwarehouseadministration;3.Costofwarehousetransactions;4.Interestchargesforcapitaltiedupintheinventories;5.Riskcosts(e.g.scrap,rejectproducts)TotalofthecostcomponentsfortheindividualsubprocessesinSource,i.e. -Materialrequirementsplanningandorderprocessingcosts*

(e.g.requirementsplanning,specifyingMRPparameters,ordertracking) -Incominggoodscosts*

(e.g.transferofgoods,unloading,deliverynoteprocessing) -Goodsinspectioncosts*

(pletenesscheck,qualitycontrol,wherenecessaryreturnedgoods

handling) -Goodsstagingcosts*

(e.g.goodsrelease,whererequired,complaintstrigger/returnedgoodshandling) -Paymenttransactioncosts*

(e.g.invoicecheck,creditnoteprocessing)*alsorefertotheLogisticalCostsGuidelinesProcessCosts

Source[SxxxMilestonesSourcingLogisticsFramework]SourceMetrics(1)Source-KeySourceMetrics(2)Source-MetricsReplenishment

LeadTimePeriodoftimebetweencompletingthepurchaserequisition(S220)andtheendofverificationofmaterialonplant/installationsite(S241);withthecontractwarehouseconceptandthesynchronizedproductionprocesses,thiscorrespondstotheperiodoftimebetweencall-off(S225)andprovidingmaterialonconsumptionsite(S250)SupplierCompliancewithrequestedDeliveryDateProportionofordersdeliveredonschedule(S240Actual)bythesupplieronthedaterequested(S240Requesteddate)[SxxxMilestonesSourcingLogisticsFramework]Numberof

SuppliersTotalnumberofsuppliersofabusinessassessedInventoryTurnover(Mat)Rateofsalestoinventory(material)SourceMetrics(2)Source-MetMetricsTermsSupplierCompliance

withRequested

DeliveryDatePerfectOrderFulfillmentCompliance

withRequested

DeliveryDateDeliveryReliabilityDeliveryQualityBackUp*orientedon?CompliancewithRequestedDeliveryDat