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1、Developing An Overview of Supply Chain Performance MetricsProcess,RecommendationsMcKinsey-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:Comparinggenericme

2、tricperformancesforuseonprojects.Capturingfurtherbenchmarkingdatainaconsistentformat.The London Shops task:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantmetricslinkotheroperationalmetricswith

3、ineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.-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)accessinginformationfromav

4、ailableexpertsandpastprojects.Supply chain benchmarks and best practice(DowPolyurethane&EpoxyApril1995).Supply Chain Benchmark Assessment(March1997).Supply chain appraisal and benchmarks:(client X September1997).Discussions with supply chain CoE:GrahamColclough.AndrewMorgan.LeeSherman.DeborahHuff(Ca

5、pMcKinsey).-4-Possible data sources-5-Performance 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”Estab

6、lishing the proper measures within 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 Assign

7、ing accountabilityto take action when neededMeasuring 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 Service

8、Inventory 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-.and concluded there are three strateg

9、ic 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/services according to customer expectationsOn agreed timeAt reasonable costPurchasingInformat

10、ion FlowForecasting&Production PlanningInventory ManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomer ServiceSupply Chain FrameworkNB:BoundariesNPDISupportfunctionsTailor to company specific(BSC)objectives-8-We began with a brai

11、nstorming 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 customers perspective.We brainstormed on“what could go wrong along the supply chain”:Whataredriversofperformancefromaquality,timeandcostpointofview.P

12、riceServiceProduct qualityProduct quantityProduct 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”:

13、Recognised Cross-Industry;In-Industry and In-Company similarities and differences.Blind-sidedIntuitionOpinionDiscussionSurveyFunctionalMeasuresKPIsExternalBestPracticeQualitativeQuantitativeObjective1KPIKPIKPIKPIObjective2KPIandxxxmeasure“Dualservice”measures(cost&time)“Hardwired”andtennonsPush-pull

14、-10-Making their client specific warrants 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 actionin

15、g is clear.-11-Proposed 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 order to receiving goods%of p

16、roducts delivered on timeTotal supply chain cost as%of salesCost per product sold as%of salesCostas%ofsales%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)%ofcustomerssatisfiedwithservice%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproduction%ofgoodsdeliveredaccordingtoorde

17、r(quantity/quality)bysupplierTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliveryintofinishedproductwarehouseDowntimeas%oftotalproductiontime%ofgoodsdeliveredontimebysupplierCostas%ofsalesCostas%ofsalesCostas%ofsalesNumberofstockturns/yearsTotal Supply ChainForecastingPurchasing

18、Inbound LogisticsManufacturingMaintenanceInventory ManagementMarketing&SalesCustomer ServiceOutbound LogisticsQualityTimeCost%ofactivesuppliersthataccountfor90%oftotalpurchasevalueNeedtoidentifyM&SKPIsBEWARE of inter-relationships-12-Each stage of the supply chain has a variety of metrics to monitor

19、 operational effectivenessThese metrics help identify“why”there is a performance problem.ForecastingPurchasingInbound LogisticsManufacturingMaintenanceQualityTimeCostActualvs.forecastedsales%ofdatawhichcanbeusedwithoutmodificationintheplanningprocess%ofallactivesuppliersthataccountfor90%oftotalpurch

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

21、ralliances#ofovershipments%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktodock%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktoproduction%ofordersdeliveredwithoutunplannedcommunicationorspecialattentionDefectrateofproduct

22、sas%ofproductionScraprateas%ofproduction#ofchangesperproductionperiod%ofgoodsrepackagedActualvs.productioncapacityTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliverintofinishedproductwarehouse%ofaccountspayablehandledbeforeduedate%ofaccountspayablehandedin130days%ofaccountspaya

23、blehandledin3160days%ofaccountspayablehandledin6190days%ofaccountspayablehandledinover90days%ofsuppliersconnectedviaEDIAverageactualtimetodeveloped/negotiateacontract%ofgoodsdeliveredontimebysupplierProportionofsupplierswhodeliverdailyProportionofsupplierswhodeliverfrequentlythanmonthlyProportionofs

24、upplierswhodelivermonthlyProportionofsupplierswhodelivertwiceweeklyResponsetimetoschedulechangesResponsetimetounforeseenproblemsTurnaroundtimeonrejecteditemsAverageproductionleadtimeCurrentmanufacturingleadtimeMinimumproductionleadtimeDowntimeas%oftotalproductiontimeDowntimeduetopartsshortage(orstoc

25、koutsingeneral)HoursofunplanneddowntimeCostas%ofsalesCostas%ofsalesCostas%oftotalcostsCostoforderspurchased(rangeCostofvendortransactions(range)CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendperpurchasingemployee(purchasingprofessional)Costas%ofsalesCostas%oftotalsalesCostas%o

26、fsalesCostpersaleableunitCostperunitproducedCostas%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 S

27、alesCustomer ServiceOutbound LogisticsTotal Supply ChainQualityTimeCost%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproductsleavingwarehouseAccuracyofinventoryrecordsInventoryvs.servicelevelItemsininventoryas%oftotalunitpurchasesObsoletevs.activeinventory%ofcorrectorderstaken#ofadditiona

28、lsalesfromcustomerreferrals#oforderchangesas%ofordersfilled%ofordershandledwithcommitmenttoproduct/servicedeliveryonfirstcall%ofcustomerssatisfiedwithservice#ofcomplaintsas%oftotalorders#ofphonecallstocustomerservicedevelopmentperordershipped#ofcomplaintsduetoOn-timedelivery;OrderEntry;Packaging;Pro

29、ductquality;ShippingError#ofcomplaintsas%oftotalorders#ofcustomercontactsperorder#ofenquiries(includingcomplaints)thatwerenotansweredtothecustomerssatisfaction#ofinformationrequestsas%ofcustomerorders%ofcallsabandoned,answeredbyrecording,delayed%ofcustomercontactthroughcustomerservice%ofcustomerfoll

30、ow-uphandledbyCustomerServiceRepresentative;DepartmentManager;FieldRepresentative;ResponsibleManager%ofinvoicescontainingerrors%ofordersdeliveredcompleteandwithouterror(orderfillrate)%ofordersthataredamagedonarrivalatcustomersite%ofrespondentsthatcanhandlecomplaintswithouthandingofftootherperson/dep

31、t.Average%ofdisputedinvoices%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)Degreeofutilisationoffacilities(%)EquipmentutilisationloadEquipmentutilisationweightTimefromorderplacementtostartofdeliveryCustomersatisfaction(rating)%ofsatisfiedcustomers%ofinformationoncredithistorylimitavai

32、lableOn-line%ofinformationonopen-orderhistoryavailableOn-line%ofinformationonoutstandingbalanceavailableOn-line%ofinformationonpricingavailableOn-line%ofinformationonproducthistoryavailableOn-line%ofinformationonproductIDcodeavailableOn-line%ofinformationonshippingpointsavailableOn-lineRatioofoperat

33、ionslabouras%ofpassivelabourAverage#ofordersrejectedAverageproducttimeinwarehouseNo.ofdaysconsumptioninstock(A-goods)No.ofdaysconsumptioninstock(B-goods)No.ofdaysconsumptioninstock(C-goods)No.ofdayssafetystock(A-goods)No.ofdayssafetystock(B-goods)No.ofdayssafetystock(C-goods)No.ofproductswithduplica

34、tionstockPlanneddaysofinventoryonhand%ofaccountsreceivablesettledbeforeduedate%ofaccountsreceivablesettledin130days%ofaccountsreceivablesettledin3160days%ofaccountsreceivablesettledin91days%ofaccountsreceivablesettledin6190daysDeliverytime%ofproductsdeliveredearly#ofdeliveriespermanhour%ofordersdeli

35、veredontime(asdefinedbycustomer)%ofordersdeliveredwithanaveragedelayof1monthAverage#ofdaysdelayafterscheduledshipdateTotalcycletimeTime(forcustomers)fromplacingordertoreceivinggoods%ofproductsdeliveredontimeAveragecustomerquotedleadtimeAverageleadtimefromreceiptofordertoshipmentAveragetimetakentoacc

36、essinformationCashtocashcycleLongestcustomerquotedleadtimeNewproductintroductiontimeProductchangeovertimeShortestcustomerquotedtimeTimefromreceiptofordertoreceiptofshipmentbycustomerTimetakentorectifyincorrectordamagedordersAveragetimetakentorespondtorequestsCostas%ofsales#ofstockturns/yearCostas%of

37、costofgoodspurchasedCarriedworthofexpiredlotsA-goodsasapercentofinventoryAveragestocklevelB-goodsasapercentofinventoryC-goodsasapercentofinventoryInventorycostas%oftotalassets(grossassets)MaximumstocklevelMinimumstocklevelCostas%ofsalesCostas%ofsalesCostperdelivery#ofroutemilesperdelivery#ofwarehous

38、ingfacilities#ofwarehousingoflocations%oftransportationunitsownedbycompanyCostperorderCostperrouteTotalsupplychaincostas%ofsalesCostperproductsoldas%ofsales%ofprofitfrombasepurchase%ofprofitfromincreasedpurchases%ofprofitfrompremiumpricing%ofrevenuegeneratedbylargestcustomergroup(top20%)Costperprodu

39、ctsoldas%ofsalesOperatingprofitpercustomeras%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 busin

40、ess performance.Key KPISupportingMetricsOther 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 diagnosti

41、cConsultantSupply chain stage managerA-goods 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 qual

42、ity of customer service performance can 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 complaint

43、s due to:order entry,packaging,shipping 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

44、 that were not answered to customer satisfactionAverage 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

45、)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 scheduled ship dateCos

46、t 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-Key KPIsSuggested Supporting MetricsOther Operational MeasuresQualityTimeCostFor maintenance,commonly used supply cha

47、in performance metrics relate to time and costThe 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 da

48、ys for maintenance staffDowntime as%of total 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 per

49、formance should be undertaken in order to avoid being overwhelmed by data.The following segmentation gives us such an approach:23keyKPIsallowustoidentify“where”theproblems”existwithinthesupplychain.Keysupportingmetricsthenallowustoanswer“why”theproblemsexist.Operationalmetricsallowustogoanalysethesu

50、pplychainstageinmoredetail.The“right”set of metrics does not exist for a given industry or even a specific company.The“right”set of metrics is dynamic like the business it measures and will change with the type of industry/problem and over time.-19-Next Steps for the Supply Chain CoEAgree on how you