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DevelopingAnOverviewofSupplyChainPerformanceMetricsProcess,RecommendationsMcKinseyOctober2003筑龍英才網(wǎng)(ZhulongHR.com)中國(guó)最優(yōu)秀的建筑房地產(chǎn)招聘網(wǎng)站!免費(fèi)服務(wù)電話:4006789313ThisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformanceTheSupplyChainCoE’sobjectiveistodefineabenchmarkingframeworkcapableof:Comparinggenericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdatainaconsistentformat.TheLondonShop’stask:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.WeusedinformationfromseveralsourcesduringourprojectInternalandexternaldocuments:Highlevelbenchmarkingframeworkforsupplychainperformance(H.Cook):ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.Supplychainbenchmarksandbestpractice(DowPolyurethane&EpoxyApril1995).SupplyChainBenchmarkAssessment(March1997).Supplychainappraisalandbenchmarks:(clientXSeptember1997).DiscussionswithsupplychainCoE:GrahamColclough.AndrewMorgan.LeeSherman.DeborahHuff(CapMcKinsey).PossibledatasourcesCIPS(UK): Purchasing(&SupplyChain).APICS(US): SupplyChain.CAPS(US): Purchasing&SupplyChain(US&Legal):ResearchBenchmarkIndustryListings(http://www.capsresearch//htm).NAPM(US): Purchasing.KaiserAssociates: BenchmarkSpecialistConsultant.USUniversityResearch: Newglobalinitiative(investigatingentry

opportunities—BobAckerman).PerformancemeasurementisanimportantbutcomplexsubjectThisdocument’saninitialstepintherightdirection.Companiesseetheneedformetrics......butdevelopingthe“right”setofmetricsisachallenge“Ifyoucan’tmeasure,youcan’tmanage,youcan’tmotivate”EstablishingthepropermeasureswithinanorganisationenhancescontinuousNocommonlyused“model”.Businessissuesthatwarrantperformancemeasurement:Differbetweenindustries.Differwithinindustry.Changeovertime.Thereisnoone“right”answerFocusAccountabilityCommunicationLinkingstrategytoaction

AssigningaccountabilitytotakeactionwhenneededMeasuringprogresstowardsgoalsthroughinteractivecommunicationandeducationWeusedagenericsupplychainframeworkasabasisforouranalysis...SupplyChainFrameworkSuppliersPurchasingInformationFlowForecasting&ProductionPlanningCustomerServiceInventoryManagementInbound

LogisticsManufacturingMaintenanceMarketing&SalesOutbound

LogisticsIntegrated

SupplyChain

ManagementCustomersThisframeworkalignswiththeCoEPOVandisalsosimilartoframeworkforthesupplychaindiagnosticsinventorydatabase....andconcludedtherearethreestrategicobjectivesweshouldfocusonwhenanalysingthesupplychainKeymetricsmustgiveinformationonhowacompanyisperformingagainstoldstrategicobjectives.Strategicobjectives:QualityTimeCostProducts/servicesaccordingtocustomerexpectationsOnagreedtimeAtreasonablecostPurchasingInformationFlowForecasting&ProductionPlanningInventoryManagementInbound

LogisticsManufacturingMaintenanceMarketing&SalesOutbound

LogisticsIntegrated

SupplyChain

ManagementCustomerServiceSupplyChainFrameworkNB:BoundariesNPDISupportfunctionsTailortocompanyspecific(BSC)objectivesWebeganwithabrainstormingsessiononthekeydriversforquality,timeandcostThecompletepicturecanbefoundintheappendix.Welookedatthesupplychainfromthecustomer’sperspective.Webrainstormedon“whatcouldgowrongalongthesupplychain”:Whataredriversofperformancefromaquality,timeandcostpointofview.PriceServiceProductqualityProductquantityProductdeliveryLatearrivalLatedeliveryInventorycostProductcostProduc-tioncostDeliverycostCustomerservicecostQualityTimeCostMakingtheirclientspecificwarrantsattentionRespectallsourcesofdata:

Understandtheirrelationships—the“causaltree”:

RecognisedCross-Industry;In-IndustryandIn-Companysimilaritiesanddifferences.Blind-sidedIntuition Opinion Discussion Survey FunctionalMeasures KPIsExternalBestPracticeQualitativeQuantitativeObjective1KPI

KPI

KPI

KPIObjective2KPIandxxxmeasure“Dualservice”measures(cost&time)“Hardwired”andtennonsPush-pullMakingtheirclientspecificwarrantsattention(cont.)RecogniseCross-Industry;In-Industry;andIn-Companysimilaritiesanddifferences.Interfacethesolutiontothecurrentclients’measures,systems,processesandculture:...andguidemigrationovertime.Ensureaccountabilityforcollectingandactioningisclear.ProposedSupplyChainKPIsKPI’shelptoidentify“where”theperformanceproblemiswithinthesupplychain,andsteertowardsareastoexplore“why”.Accuracy(as%ofsales)Customersatisfaction%ofsatisfiedcustomersTotalcycletimeTime(forcustomer)fromplacingordertoreceivinggoods%ofproductsdeliveredontimeTotalsupplychaincostas%ofsalesCostperproductsoldas%ofsalesCostas%ofsales%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)%ofcustomerssatisfiedwithservice%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproduction%ofgoodsdeliveredaccordingtoorder(quantity/quality)bysupplierTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliveryintofinishedproductwarehouseDowntimeas%oftotalproductiontime%ofgoodsdeliveredontimebysupplierCostas%ofsalesCostas%ofsalesCostas%ofsalesNumberofstockturns/yearsTotalSupplyChainForecastingPurchasingInboundLogisticsManufacturingMaintenanceInventory

ManagementMarketing&SalesCustomerServiceOutboundLogisticsQualityTimeCost%ofactivesuppliersthataccountfor90%oftotalpurchasevalueNeedtoidentifyM&SKPIsBEWAREofinter-relationshipsEachstageofthesupplychainhasavarietyofmetricstomonitoroperationaleffectivenessThesemetricshelpidentify“why”thereisaperformanceproblem.ForecastingPurchasingInboundLogisticsManufacturingMaintenanceQualityTimeCostActualvs.forecastedsales

%ofdatawhichcanbeusedwithoutmodificationintheplanningprocess%ofallactivesuppliersthataccountfor90%oftotalpurchasevalue

%ofcorrectordersplaced#ofalternativesourcesofsupply#ofsuppliersinvolvedinproductdevelopment/innovation#ofsuppliersperpurchasingemployee(purchasingprofessional)#ofvendorsproductsorderedPurchasingheadcountas%oftotalheadcount%ofgoodsdeliveredaccordingtoorder(quantify/quality)bysupplier

#ofcarrieralliances#ofovershipments%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktodock%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktoproduction%ofordersdeliveredwithoutunplannedcommunicationorspecialattentionDefectrateofproductsas%ofproduction

Scraprateas%ofproduction#ofchangesperproductionperiod%ofgoodsrepackagedActualvs.productioncapacityTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliverintofinishedproductwarehouse

%ofaccountspayablehandledbeforeduedate%ofaccountspayablehandedin1–30days%ofaccountspayablehandledin31–60days%ofaccountspayablehandledin61–90days%ofaccountspayablehandledinover90days%ofsuppliersconnectedviaEDIAverageactualtimetodeveloped/negotiateacontract%ofgoodsdeliveredontimebysupplier

ProportionofsupplierswhodeliverdailyProportionofsupplierswhodeliverfrequentlythanmonthlyProportionofsupplierswhodelivermonthlyProportionofsupplierswhodelivertwiceweeklyResponsetimetoschedulechangesResponsetimetounforeseenproblemsTurnaroundtimeonrejecteditemsAverageproductionleadtimeCurrentmanufacturingleadtimeMinimumproductionleadtimeDowntimeas%oftotalproductiontime

Downtimeduetopartsshortage(orstockoutsingeneral)HoursofunplanneddowntimeCostas%ofsalesCostas%ofsales

Costas%oftotalcostsCostoforderspurchased(rangeCostofvendortransactions(range)CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendperpurchasingemployee(purchasingprofessional)Costas%ofsalesCostas%oftotalsalesCostas%ofsales

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