麦肯锡供应链管理-流程与绩效(英文原版).ppt

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1、Developing An Overview of Supply Chain Performance MetricsProcess,RecommendationsMcKinseyOctober2003-2-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialThis document gives an overview of the different metrics that can be used to measure supply chain performanceThe Supply Chain CoEs objecti

2、ve is to define a benchmarking framework capable of:Comparinggenericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdatainaconsistentformat.The London Shops task:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindus

3、tries.Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.-3-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialWe used information from several sources during our projectInternal and externa

4、l documents:High level benchmarking framework for supply chain performance(H.Cook):ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.Supply chain benchmarks and best practice(DowPolyurethane&EpoxyApril1995).Supply Chain Benchmark Assessment(March1997).Supply chain appraisal

5、 and benchmarks:(client X September1997).Discussions with supply chain CoE:GrahamColclough.AndrewMorgan.LeeSherman.DeborahHuff(CapMcKinsey).-4-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialPossible data sourcesCIPS(UK):Purchasing(&Supply Chain).APICS(US):Supply Chain.CAPS(US):Purchasing

6、&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-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandCon

7、fidentialPerformance 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 w

8、ithin an organisation 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 act

9、ion when neededMeasuring progress towards goals through interactive communication and education-6-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialWe used a generic supply chain framework as a basis for our analysis.Supply Chain FrameworkSuppliersPurchasingInformation FlowForecasting&Produ

10、ction PlanningCustomer ServiceInventory ManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomersThis framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.-7-LShop/Ld

11、n/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidential.and concluded there are three strategic objectives we should focus on when analysing the supply chainKey metrics must give information on how a company is performing against old strategic objectives.Strategic objectives:QualityTimeCostProducts/serv

12、ices according to customer expectationsOn agreed timeAt reasonable costPurchasingInformation FlowForecasting&Production PlanningInventory ManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomer ServiceSupply Chain FrameworkNB:Bound

13、ariesNPDISupportfunctionsTailor to company specific(BSC)objectives-8-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialWe began with a brainstorming session on the key drivers for quality,time and costThe complete picture can be found in the appendix.We looked at the supply chain from the c

14、ustomers perspective.We brainstormed on“what could go wrong along the supply chain”:Whataredriversofperformancefromaquality,timeandcostpointofview.PriceServiceProduct qualityProduct quantityProduct deliveryLate arrival Late deliveryInventory costProduct costProduc-tion costDelivery costCustomer serv

15、ice costQualityTimeCost-9-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialMaking their client specific warrants attentionRespect all sources of data:Understand their relationshipsthe“causal tree”:Recognised Cross-Industry;In-Industry and In-Company similarities and differences.Blind-sided

16、IntuitionOpinionDiscussionSurveyFunctionalMeasuresKPIsExternalBestPracticeQualitativeQuantitativeObjective1KPIKPIKPIKPIObjective2KPIandxxxmeasure“Dualservice”measures(cost&time)“Hardwired”andtennonsPush-pull-10-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialMaking their client specific w

17、arrants attention(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-LShop/Ldn/22Oct97Rp

18、-fc/kfMcKinseyProprietaryandConfidentialProposed Supply Chain KPIsKPIs 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 orde

19、r to receiving goods%of products delivered on timeTotal supply chain cost as%of salesCost per product sold as%of salesCostas%ofsales%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)%ofcustomerssatisfiedwithservice%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproduction%ofgood

20、sdeliveredaccordingtoorder(quantity/quality)bysupplierTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliveryintofinishedproductwarehouseDowntimeas%oftotalproductiontime%ofgoodsdeliveredontimebysupplierCostas%ofsalesCostas%ofsalesCostas%ofsalesNumberofstockturns/yearsTotal Supply C

21、hainForecastingPurchasingInbound LogisticsManufacturingMaintenanceInventory ManagementMarketing&SalesCustomer ServiceOutbound LogisticsQualityTimeCost%ofactivesuppliersthataccountfor90%oftotalpurchasevalueNeedtoidentifyM&SKPIsBEWARE of inter-relationships-12-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyPropriet

22、aryandConfidentialEach stage of the supply chain has a variety of metrics to monitor operational effectivenessThese metrics help identify“why”there is a performance problem.ForecastingPurchasingInbound LogisticsManufacturingMaintenanceQualityTimeCostActualvs.forecastedsales%ofdatawhichcanbeusedwitho

23、utmodificationintheplanningprocess%ofallactivesuppliersthataccountfor90%oftotalpurchasevalue%ofcorrectordersplaced#ofalternativesourcesofsupply#ofsuppliersinvolvedinproductdevelopment/innovation#ofsuppliersperpurchasingemployee(purchasingprofessional)#ofvendorsproductsorderedPurchasingheadcountas%of

24、totalheadcount%ofgoodsdeliveredaccordingtoorder(quantify/quality)bysupplier#ofcarrieralliances#ofovershipments%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktodock%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktoproduction

25、%ofordersdeliveredwithoutunplannedcommunicationorspecialattentionDefectrateofproductsas%ofproductionScraprateas%ofproduction#ofchangesperproductionperiod%ofgoodsrepackagedActualvs.productioncapacityTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliverintofinishedproductwarehouse%o

26、faccountspayablehandledbeforeduedate%ofaccountspayablehandedin130days%ofaccountspayablehandledin3160days%ofaccountspayablehandledin6190days%ofaccountspayablehandledinover90days%ofsuppliersconnectedviaEDIAverageactualtimetodeveloped/negotiateacontract%ofgoodsdeliveredontimebysupplierProportionofsuppl

27、ierswhodeliverdailyProportionofsupplierswhodeliverfrequentlythanmonthlyProportionofsupplierswhodelivermonthlyProportionofsupplierswhodelivertwiceweeklyResponsetimetoschedulechangesResponsetimetounforeseenproblemsTurnaroundtimeonrejecteditemsAverageproductionleadtimeCurrentmanufacturingleadtimeMinimu

28、mproductionleadtimeDowntimeas%oftotalproductiontimeDowntimeduetopartsshortage(orstockoutsingeneral)HoursofunplanneddowntimeCostas%ofsalesCostas%ofsalesCostas%oftotalcostsCostoforderspurchased(rangeCostofvendortransactions(range)CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendpe

29、rpurchasingemployee(purchasingprofessional)Costas%ofsalesCostas%oftotalsalesCostas%ofsalesCostpersaleableunitCostperunitproducedCostas%ofsalesCostperunitproducedSource:H.CookNosofstrategies,or“uptime”service-basedcontracts-13-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialIn addition to

30、the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness(cont.)Inventory ManagementMarketing and SalesCustomer ServiceOutbound LogisticsTotal Supply ChainQualityTimeCost%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproductsleavingwarehouseAccur

31、acyofinventoryrecordsInventoryvs.servicelevelItemsininventoryas%oftotalunitpurchasesObsoletevs.activeinventory%ofcorrectorderstaken#ofadditionalsalesfromcustomerreferrals#oforderchangesas%ofordersfilled%ofordershandledwithcommitmenttoproduct/servicedeliveryonfirstcall%ofcustomerssatisfiedwithservice

32、#ofcomplaintsas%oftotalorders#ofphonecallstocustomerservicedevelopmentperordershipped#ofcomplaintsduetoOn-timedelivery;OrderEntry;Packaging;Productquality;ShippingError#ofcomplaintsas%oftotalorders#ofcustomercontactsperorder#ofenquiries(includingcomplaints)thatwerenotansweredtothecustomerssatisfacti

33、on#ofinformationrequestsas%ofcustomerorders%ofcallsabandoned,answeredbyrecording,delayed%ofcustomercontactthroughcustomerservice%ofcustomerfollow-uphandledbyCustomerServiceRepresentative;DepartmentManager;FieldRepresentative;ResponsibleManager%ofinvoicescontainingerrors%ofordersdeliveredcompleteandw

34、ithouterror(orderfillrate)%ofordersthataredamagedonarrivalatcustomersite%ofrespondentsthatcanhandlecomplaintswithouthandingofftootherperson/dept.Average%ofdisputedinvoices%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)Degreeofutilisationoffacilities(%)EquipmentutilisationloadEquipment

35、utilisationweightTimefromorderplacementtostartofdeliveryCustomersatisfaction(rating)%ofsatisfiedcustomers%ofinformationoncredithistorylimitavailableOn-line%ofinformationonopen-orderhistoryavailableOn-line%ofinformationonoutstandingbalanceavailableOn-line%ofinformationonpricingavailableOn-line%ofinfo

36、rmationonproducthistoryavailableOn-line%ofinformationonproductIDcodeavailableOn-line%ofinformationonshippingpointsavailableOn-lineRatioofoperationslabouras%ofpassivelabourAverage#ofordersrejectedAverageproducttimeinwarehouseNo.ofdaysconsumptioninstock(A-goods)No.ofdaysconsumptioninstock(B-goods)No.o

37、fdaysconsumptioninstock(C-goods)No.ofdayssafetystock(A-goods)No.ofdayssafetystock(B-goods)No.ofdayssafetystock(C-goods)No.ofproductswithduplicationstockPlanneddaysofinventoryonhand%ofaccountsreceivablesettledbeforeduedate%ofaccountsreceivablesettledin130days%ofaccountsreceivablesettledin3160days%ofa

38、ccountsreceivablesettledin91days%ofaccountsreceivablesettledin6190daysDeliverytime%ofproductsdeliveredearly#ofdeliveriespermanhour%ofordersdeliveredontime(asdefinedbycustomer)%ofordersdeliveredwithanaveragedelayof1monthAverage#ofdaysdelayafterscheduledshipdateTotalcycletimeTime(forcustomers)fromplac

39、ingordertoreceivinggoods%ofproductsdeliveredontimeAveragecustomerquotedleadtimeAverageleadtimefromreceiptofordertoshipmentAveragetimetakentoaccessinformationCashtocashcycleLongestcustomerquotedleadtimeNewproductintroductiontimeProductchangeovertimeShortestcustomerquotedtimeTimefromreceiptofordertore

40、ceiptofshipmentbycustomerTimetakentorectifyincorrectordamagedordersAveragetimetakentorespondtorequestsCostas%ofsales#ofstockturns/yearCostas%ofcostofgoodspurchasedCarriedworthofexpiredlotsA-goodsasapercentofinventoryAveragestocklevelB-goodsasapercentofinventoryC-goodsasapercentofinventoryInventoryco

41、stas%oftotalassets(grossassets)MaximumstocklevelMinimumstocklevelCostas%ofsalesCostas%ofsalesCostperdelivery#ofroutemilesperdelivery#ofwarehousingfacilities#ofwarehousingoflocations%oftransportationunitsownedbycompanyCostperorderCostperrouteTotalsupplychaincostas%ofsalesCostperproductsoldas%ofsales%

42、ofprofitfrombasepurchase%ofprofitfromincreasedpurchases%ofprofitfrompremiumpricing%ofrevenuegeneratedbylargestcustomergroup(top20%)Costperproductsoldas%ofsalesOperatingprofitpercustomeras%ofoperatingcostspercustomerTotalcostperorderTotalcostperunitproducedCostas%ofsalesSource:H.Cook-14-LShop/Ldn/22O

43、ct97Rp-fc/kfMcKinseyProprietaryandConfidentialGiven 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 KPISupportingMetricsOther OperationalMeasuresType of MeasureExampleHighest Lev

44、el 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 as a%of inventorySupply chain stage diagnosticSupply

45、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-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialFor example,the quality of customer service performance can

46、 be clearly 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

47、 error,.)%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 sat

48、isfactionAverage number of orders rejected-16-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialKey KPIsSuggested Supporting MetricsOther Operational MeasuresOutbound logistics performance.%of products delivered according to customer order(quantity/quality)(These can often be driven by cust

49、omer service metrics)Degree of utilisation of facilities(%)Equipment 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 sc

50、heduled ship dateCost as%of sales#of route miles per delivery#of warehousing facilities/locations%of transportation units owned by company.Cost per deliveryCost per orderCost per routeQualityTimeCost-17-LShop/Ldn/22Oct97Rp-fc/kfMcKinseyProprietaryandConfidentialKey KPIsSuggested Supporting MetricsOt