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1、采购方面的数据:KPIs&标杆a:CAPS Research:Chemical Purchasing Benchmark 1997;H.Cook shop research.行业部门行业部门标杆标杆/最佳实践最佳实践(Validate source)制造业平均水平制造业平均水平(Validate source)化学行业最佳实践化学行业最佳实践(Validate source)全球化学用品采购全球化学用品采购0.06%3.0%0.30%评估指标评估指标质量质量时间时间成本成本汽车行业汽车行业(全全球球)a制药行业制药行业.(全球全球l)a工程工程/建筑建筑(全球全球)a 订单下达的正确率可供选择
2、的供应商数量参与产品开发/革新过程的供应商的数量每个采购专员掌握的活跃的经销商数量经销商产品订单数量供应所有采购价值的90的供应商占全部供应商的%of purchases handled by purchasing department由采购部门采购的Purchasing head count as%of total head count%purchases handled by purchasing function%spend on long-term basis(2yrs)%firms using consortium buying每个采购人员的培训应付款在到期日之前处理完的%应付款在1
3、30 天内处理完的%应付款在3160 天内处理完的%应付款在6190天内处理完的%应付款在90天以上才处理完的%通过 EDI与供应商联系的%开发/商谈一个协议的平均时间供应商准时送货的%从订单下达到货物接收的时间Cost as%of sales该成本占总成本的%订单采购成本（范围）经销商交易的成本（范围）加速修复材料的成本每个供应商的采购费用每次采购的采购费用采购部门费用(per$sales)65%29%4%1%1%9 weeks59%$24.8m31/100 18 cos 12bn226 weeks50%42%6%1%1%61%26.515/100!0 cos$23bn508720%110%
4、61829267575%0.3%4.5%1657.9%(18%xxx)821.4%82%50%22261%97%2720.4%27%26%42 hrs30215.5%11%79%33%1%19%2610/100 19 cos$3.5bn459/100 Source Metrics(1)Source-Key Performance IndicatorsSupply QualityProportion of orders with no quantitative,qualitative or deadline faults(measured using S250)Inventory Costs S
5、ource(Mat)Costs of holding materialComponents:1.Cost of warehouse investment;2.Cost of warehouse administration;3.Cost of warehouse transactions;4.Interest charges for capital tied up in the inventories;5.Risk costs(e.g.scrap,reject products)Total of the cost components for the individual subprocess
6、es in Source,i.e.-Material requirements planning and order processing costs*(e.g.requirements planning,specifying MRP parameters,order tracking)-Incoming goods costs*(e.g.transfer of goods,unloading,delivery note processing)-Goods inspection costs*(pleteness check,quality control,where necessary ret
7、urned goods handling)-Goods staging costs*(e.g.goods release,where required,complaints trigger/returned goods handling)-Payment transaction costs*(e.g.invoice check,credit note processing)*also refer to the Logistical Costs GuidelinesProcess CostsSourceSxxx Milestones Sourcing Logistics FrameworkSou
8、rce Metrics(2)Source-MetricsReplenishmentLead TimePeriod of time between completing the purchase requisition(S220)and the end of verification of material on plant/installation site(S241);with the contract warehouse concept and the synchronized production processes,this corresponds to the period of t
9、ime between call-off(S225)and providing material on consumption site(S250)Supplier Compliance with requested Delivery DateProportion of orders delivered on schedule(S240 Actual)by the supplier on the date requested(S240 Requested date)Sxxx Milestones Sourcing Logistics FrameworkNumber of SuppliersTo
10、tal number of suppliers of a business assessedInventory Turnover(Mat)Rate of sales to inventory(material)MetricsTermsSupplier Compliancewith RequestedDelivery DatePerfect Order FulfillmentCompliancewith RequestedDelivery DateDeliveryReliabilityDeliveryQualityBack Up*oriented on Compliance with Reque
11、sted Delivery Date“MetricsTermInventory TurnoverFlow RateFirst PassYieldSupplyQualityDeadlineComplianceBack Up1 采购部经理考核指标：指标类别指标项考评目的/内容考评方法考评主体绩效任务绩效季60年50采购合格率15%,10保证采购物资的质量合格物资数量/采购物资数量不低于 主管副总经理采购及时率25%,20及时供货、满足生产需要采购及时率=按时交货的总值/计划采购总值100不低于 主管副总经理物料库存周转天数5,5%降低材料库存成本材料库存周转天数=360天/(销售成本/平均库存)不
12、高于 天主管副总经理重要任务完成情况15，10公司下达的工艺改造等重大活动期初确定里程碑(包括截止时间、阶段性成果、质量标准)期末检查是否按期完成主管副总经理管理绩效季10年10预算控制情况 4控制费用，降低成本是否按预算制度来使用资金，是否有超预算的情况主管副总经理下属行为管理3严格管理下属情况所管辖部门出勤率、违规事件数量主管副总经理关键人员流失率3保证公司的人才稳定性大学以上学历人员、中级以上职称人员、主管职务以上人员流失率低于 主管副总经理周边绩效季20年20部门合作满意度促进部门配合，保证公司业务正常运行相关部门评价总经理其他部门能力季10年20能力素质专业知识及技能总经理营销部员工