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1、供应链管理供应链管理-流程与绩流程与绩效效-2-This document gives an overview of the different metrics that can be used to measure supply chain performanceThe Supply Chain CoEs objective is to define a benchmarking framework capable of:Comparinggenericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdataina
2、consistentformat.The London Shops task:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinu
3、econcerningthistopic.-3-We used information from several sources during our projectInternal and external documents:High level benchmarking framework for supply chain performance(H.Cook):ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.Supply chain benchmarks and best pract
4、ice(DowPolyurethane&EpoxyApril1995).Supply Chain Benchmark Assessment(March1997).Supply chain appraisal and benchmarks:(client X September1997).Discussions with supply chain CoE:GrahamColclough.AndrewMorgan.LeeSherman.DeborahHuff(CapMcKinsey).-4-Possible data sourcesCIPS(UK):Purchasing(&Supply Chain
5、).APICS(US):Supply Chain.CAPS(US):Purchasing&Supply Chain(US&Legal):ResearchBenchmarkIndustryListings(http:/www.capsresearch/htm).NAPM(US):Purchasing.Kaiser Associates:Benchmark Specialist Consultant.US University Research:New global initiative(investigating entryopportunitiesBob Ackerman).-5-Perfor
6、mance measurement is an important but complex subjectThis 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”Establishing the proper measures within an organi
7、sation enhances continuousNo commonly used“model”.Business issues that warrant performance measurement:Differbetweenindustries.Differwithinindustry.Changeovertime.There is no one“right”answerFocusAccountabilityCommunicationLinking strategy to action Assigning accountabilityto take action when needed
8、Measuring progress towards goals through interactive communication and education-6-We used a generic supply chain framework as a basis for our analysis.Supply Chain FrameworkSuppliersPurchasingInformation FlowForecasting&Production PlanningCustomer ServiceInventory ManagementInboundLogisticsManufact
9、uringMaintenanceMarketing&SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomersThis framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.-7-.and concluded there are three strategic objectives we should focus on when analys
10、ing the supply chainKey metrics must give information on how a company is performing against old strategic objectives.Strategic objectives:QualityTimeCostProducts/services according to customer expectationsOn agreed timeAt reasonable costPurchasingInformation FlowForecasting&Production PlanningInven
11、tory ManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomer ServiceSupply Chain FrameworkNB:BoundariesNPDISupportfunctionsTailor to company specific(BSC)objectives-8-We began with a brainstorming session on the key drivers for qua
12、lity,time and costThe 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”:Whataredriversofperformancefromaquality,timeandcostpointofview.PriceServiceProduct qualityProduct quantityPr
13、oduct deliveryLate arrival Late deliveryInventory costProduct costProduc-tion costDelivery costCustomer service costQualityTimeCost-9-Making their client specific warrants attentionRespect all sources of data:Understand their relationshipsthe“causal tree”:Recognised Cross-Industry;In-Industry and In
14、-Company similarities and differences.Blind-sidedIntuitionOpinionDiscussionSurveyFunctionalMeasuresKPIsExternalBestPracticeQualitativeQuantitativeObjective1KPIKPIKPIKPIObjective2KPIandxxxmeasure“Dualservice”measures(cost&time)“Hardwired”andtennonsPush-pull-10-Making their client specific warrants at
15、tention(cont.)Recognise Cross-Industry;In-Industry;and In-Company similarities and differences.Interface the solution to the current clients measures,systems,processes and culture:.andguidemigrationovertime.Ensure accountability for collecting and actioning is clear.-11-Proposed Supply Chain KPIsKPI
16、s help to identify“where”the performance problem is within the supply chain,and steer towards areas to explore“why”.Accuracy(as%ofsales)Customer satisfaction%of satisfied customersTotal cycle timeTime(for customer)from placing order to receiving goods%of products delivered on timeTotal supply chain
17、cost as%of salesCost per product sold as%of salesCostas%ofsales%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)%ofcustomerssatisfiedwithservice%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproduction%ofgoodsdeliveredaccordingtoorder(quantity/quality)bysupplierTimefromorderpl
18、acementtoreceptionofgoodsTimefromproductionordertodeliveryintofinishedproductwarehouseDowntimeas%oftotalproductiontime%ofgoodsdeliveredontimebysupplierCostas%ofsalesCostas%ofsalesCostas%ofsalesNumberofstockturns/yearsTotal Supply ChainForecastingPurchasingInbound LogisticsManufacturingMaintenanceInv
19、entory ManagementMarketing&SalesCustomer ServiceOutbound LogisticsQualityTimeCost%ofactivesuppliersthataccountfor90%oftotalpurchasevalueNeedtoidentifyM&SKPIsBEWARE of inter-relationships-12-Each stage of the supply chain has a variety of metrics to monitor operational effectivenessThese metrics help
20、 identify“why”there is a performance problem.ForecastingPurchasingInbound LogisticsManufacturingMaintenanceQualityTimeCostActualvs.forecastedsales%ofdatawhichcanbeusedwithoutmodificationintheplanningprocess%ofallactivesuppliersthataccountfor90%oftotalpurchasevalue%ofcorrectordersplaced#ofalternative
21、sourcesofsupply#ofsuppliersinvolvedinproductdevelopment/innovation#ofsuppliersperpurchasingemployee(purchasingprofessional)#ofvendorsproductsorderedPurchasingheadcountas%oftotalheadcount%ofgoodsdeliveredaccordingtoorder(quantify/quality)bysupplier#ofcarrieralliances#ofovershipments%ofdirectmaterialp
22、urchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktodock%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktoproduction%ofordersdeliveredwithoutunplannedcommunicationorspecialattentionDefectrateofproductsas%ofproductionScraprateas%ofproduction#ofc
23、hangesperproductionperiod%ofgoodsrepackagedActualvs.productioncapacityTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliverintofinishedproductwarehouse%ofaccountspayablehandledbeforeduedate%ofaccountspayablehandedin130days%ofaccountspayablehandledin3160days%ofaccountspayablehandle
24、din6190days%ofaccountspayablehandledinover90days%ofsuppliersconnectedviaEDIAverageactualtimetodeveloped/negotiateacontract%ofgoodsdeliveredontimebysupplierProportionofsupplierswhodeliverdailyProportionofsupplierswhodeliverfrequentlythanmonthlyProportionofsupplierswhodelivermonthlyProportionofsupplie
25、rswhodelivertwiceweeklyResponsetimetoschedulechangesResponsetimetounforeseenproblemsTurnaroundtimeonrejecteditemsAverageproductionleadtimeCurrentmanufacturingleadtimeMinimumproductionleadtimeDowntimeas%oftotalproductiontimeDowntimeduetopartsshortage(orstockoutsingeneral)HoursofunplanneddowntimeCosta
26、s%ofsalesCostas%ofsalesCostas%oftotalcostsCostoforderspurchased(rangeCostofvendortransactions(range)CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendperpurchasingemployee(purchasingprofessional)Costas%ofsalesCostas%oftotalsalesCostas%ofsalesCostpersaleableunitCostperunitproduced
27、Costas%ofsalesCostperunitproducedSource:H.CookNosofstrategies,or“uptime”service-basedcontracts-13-In addition to the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness(cont.)Inventory ManagementMarketing and SalesCustomer ServiceOutbound LogisticsTotal
28、Supply ChainQualityTimeCost%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproductsleavingwarehouseAccuracyofinventoryrecordsInventoryvs.servicelevelItemsininventoryas%oftotalunitpurchasesObsoletevs.activeinventory%ofcorrectorderstaken#ofadditionalsalesfromcustomerreferrals#oforderchangesas
29、%ofordersfilled%ofordershandledwithcommitmenttoproduct/servicedeliveryonfirstcall%ofcustomerssatisfiedwithservice#ofcomplaintsas%oftotalorders#ofphonecallstocustomerservicedevelopmentperordershipped#ofcomplaintsduetoOn-timedelivery;OrderEntry;Packaging;Productquality;ShippingError#ofcomplaintsas%oft
30、otalorders#ofcustomercontactsperorder#ofenquiries(includingcomplaints)thatwerenotansweredtothecustomerssatisfaction#ofinformationrequestsas%ofcustomerorders%ofcallsabandoned,answeredbyrecording,delayed%ofcustomercontactthroughcustomerservice%ofcustomerfollow-uphandledbyCustomerServiceRepresentative;
31、DepartmentManager;FieldRepresentative;ResponsibleManager%ofinvoicescontainingerrors%ofordersdeliveredcompleteandwithouterror(orderfillrate)%ofordersthataredamagedonarrivalatcustomersite%ofrespondentsthatcanhandlecomplaintswithouthandingofftootherperson/dept.Average%ofdisputedinvoices%ofproductsdeliv
32、eredaccordingtocustomerorder(quantity/quality)Degreeofutilisationoffacilities(%)EquipmentutilisationloadEquipmentutilisationweightTimefromorderplacementtostartofdeliveryCustomersatisfaction(rating)%ofsatisfiedcustomers%ofinformationoncredithistorylimitavailableOn-line%ofinformationonopen-orderhistor
33、yavailableOn-line%ofinformationonoutstandingbalanceavailableOn-line%ofinformationonpricingavailableOn-line%ofinformationonproducthistoryavailableOn-line%ofinformationonproductIDcodeavailableOn-line%ofinformationonshippingpointsavailableOn-lineRatioofoperationslabouras%ofpassivelabourAverage#oforders
34、rejectedAverageproducttimeinwarehouseNo.ofdaysconsumptioninstock(A-goods)No.ofdaysconsumptioninstock(B-goods)No.ofdaysconsumptioninstock(C-goods)No.ofdayssafetystock(A-goods)No.ofdayssafetystock(B-goods)No.ofdayssafetystock(C-goods)No.ofproductswithduplicationstockPlanneddaysofinventoryonhand%ofacco
35、untsreceivablesettledbeforeduedate%ofaccountsreceivablesettledin130days%ofaccountsreceivablesettledin3160days%ofaccountsreceivablesettledin91days%ofaccountsreceivablesettledin6190daysDeliverytime%ofproductsdeliveredearly#ofdeliveriespermanhour%ofordersdeliveredontime(asdefinedbycustomer)%ofordersdel
36、iveredwithanaveragedelayof1monthAverage#ofdaysdelayafterscheduledshipdateTotalcycletimeTime(forcustomers)fromplacingordertoreceivinggoods%ofproductsdeliveredontimeAveragecustomerquotedleadtimeAverageleadtimefromreceiptofordertoshipmentAveragetimetakentoaccessinformationCashtocashcycleLongestcustomer
37、quotedleadtimeNewproductintroductiontimeProductchangeovertimeShortestcustomerquotedtimeTimefromreceiptofordertoreceiptofshipmentbycustomerTimetakentorectifyincorrectordamagedordersAveragetimetakentorespondtorequestsCostas%ofsales#ofstockturns/yearCostas%ofcostofgoodspurchasedCarriedworthofexpiredlot
38、sA-goodsasapercentofinventoryAveragestocklevelB-goodsasapercentofinventoryC-goodsasapercentofinventoryInventorycostas%oftotalassets(grossassets)MaximumstocklevelMinimumstocklevelCostas%ofsalesCostas%ofsalesCostperdelivery#ofroutemilesperdelivery#ofwarehousingfacilities#ofwarehousingoflocations%oftra
39、nsportationunitsownedbycompanyCostperorderCostperrouteTotalsupplychaincostas%ofsalesCostperproductsoldas%ofsales%ofprofitfrombasepurchase%ofprofitfromincreasedpurchases%ofprofitfrompremiumpricing%ofrevenuegeneratedbylargestcustomergroup(top20%)Costperproductsoldas%ofsalesOperatingprofitpercustomeras
40、%ofoperatingcostspercustomerTotalcostperorderTotalcostperunitproducedCostas%ofsalesSource:H.Cook-14-Given the multitude of metrics we suggest to analyse supply chain performance using a hierarchy of measures.digging through the causal tree to improve business performance.Key KPISupportingMetricsOthe
41、r OperationalMeasuresType of MeasureExampleHighest Level UseWho Uses ItForecasting accuracy(as%of sales)Integrated supply chainGeneric benchmarkingConsultantTop managementSupply chain stage manager%of suppliers connected via EDISupply chain stage diagnosticConsultantSupply chain stage managerA-goods
42、 as a%of inventorySupply chain stage diagnosticSupply chain stage managerObjectiveFind“where”the problem is within the supply chainIdentify the“why”within the supply chain stageGive more in-depth information about supply chain stage-15-For example,the quality of customer service performance can be c
43、learly measured at three different levelsQualityKey KPIsSuggested Supporting MetricsOther Operational Measures%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 erro
44、r,.)%of calls abandoned,answered by recording,delayed,.%of complaints handled by:customer service rep.,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 satisfac
45、tionAverage number of orders rejected-16-Key KPIsSuggested Supporting MetricsOther Operational MeasuresOutbound 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(%)Equip
46、ment utilisation(load/weight)Delivery time%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 monthAverage number of days of delay after scheduled ship dateCost as%of sales#of route miles per delivery#of
47、 warehousing facilities/locations%of transportation units owned by company.Cost per deliveryCost per orderCost per routeQualityTimeCost-17-Key KPIsSuggested Supporting MetricsOther Operational MeasuresQualityTimeCostFor maintenance,commonly used supply chain performance metrics relate to time and co
48、stThe quality of maintenance is commonly measured by lag measures in terms of cost or as a production measure(downtime).We suggest the use of two lead measures that proactively monitor maintenance performance.Number of service contractNumber of training days for maintenance staffDowntime as%of total
49、 production timeCost as%of salesCost per unit producedDowntime due to parts shortage(or stock outs in general)Hours of unplanned downtime-18-Just remember.A large number of metrics exist,so be selective.A step by step approach to measuring supply chain performance should be undertaken in order to av
50、oid being overwhelmed by data.The following segmentation gives us such an approach:23keyKPIsallowustoidentify“where”theproblems”existwithinthesupplychain.Keysupportingmetricsthenallowustoanswer“why”theproblemsexist.Operationalmetricsallowustogoanalysethesupplychainstageinmoredetail.The“right”set of