某咨询《供应链管理流程与绩效》cihn.pptx

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1、Developing An Overview of Supply Chain Performance MetricsProcess,RecommendationsMcKinseyOctober2003This 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:Comparingg

2、enericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdatainaconsistentformat.The London Shops task:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantmetricslinkotheroperationalmet

3、ricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.We used information from several sources during our projectInternal and external documents:High level benchmarking framework for supply chain performance(H.Cook):ShopStudy(March1997)accessinginformationf

4、romavailableexpertsandpastprojects.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.DeborahHu

5、ff(CapMcKinsey).Possible data sourcesPerformance 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”Establ

6、ishing 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 Assigni

7、ng accountabilityto take action when neededMeasuring progress towards goals through interactive communication and educationWe used a generic supply chain framework as a basis for our analysis.Supply Chain FrameworkSuppliersPurchasingInformation FlowForecasting&Production PlanningCustomer ServiceInve

8、ntory ManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomersThis framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.and concluded there are three strategic objec

9、tives 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 costPurchasingInformation Flow

10、Forecasting&Production PlanningInventory ManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomer ServiceSupply Chain FrameworkNB:BoundariesNPDISupportfunctionsTailor to company specific(BSC)objectivesWe began with a brainstorming s

11、ession 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.PriceService

12、Product qualityProduct quantityProduct deliveryLate arrival Late deliveryInventory costProduct costProduc-tion costDelivery costCustomer service costQualityTimeCostMaking their client specific warrants attentionRespect all sources of data:Understand their relationshipsthe“causal tree”:Recognised Cro

13、ss-Industry;In-Industry and In-Company similarities and differences.Blind-sidedIntuitionOpinionDiscussionSurveyFunctionalMeasuresKPIsExternalBestPracticeQualitativeQuantitativeObjective1KPIKPIKPIKPIObjective2KPIandxxxmeasure“Dualservice”measures(cost&time)“Hardwired”andtennonsPush-pullMaking their c

14、lient 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 actioning is clear.Propose

15、d 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 products delivered on t

16、imeTotal supply chain cost as%of salesCost per product sold as%of salesCostas%ofsales%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)%ofcustomerssatisfiedwithservice%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproduction%ofgoodsdeliveredaccordingtoorder(quantity/quality)bys

17、upplierTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliveryintofinishedproductwarehouseDowntimeas%oftotalproductiontime%ofgoodsdeliveredontimebysupplierCostas%ofsalesCostas%ofsalesCostas%ofsalesNumberofstockturns/yearsTotal Supply ChainForecastingPurchasingInbound LogisticsManuf

18、acturingMaintenanceInventory ManagementMarketing&SalesCustomer ServiceOutbound LogisticsQualityTimeCost%ofactivesuppliersthataccountfor90%oftotalpurchasevalueNeedtoidentifyM&SKPIsBEWARE of inter-relationshipsEach stage of the supply chain has a variety of metrics to monitor operational effectiveness

19、These metrics help identify“why”there is a performance problem.ForecastingPurchasingInbound LogisticsManufacturingMaintenanceQualityTimeCostActualvs.forecastedsales%ofdatawhichcanbeusedwithoutmodificationintheplanningprocess%ofallactivesuppliersthataccountfor90%oftotalpurchasevalue%ofcorrectorderspl

20、aced#ofalternativesourcesofsupply#ofsuppliersinvolvedinproductdevelopment/innovation#ofsuppliersperpurchasingemployee(purchasingprofessional)#ofvendorsproductsorderedPurchasingheadcountas%oftotalheadcount%ofgoodsdeliveredaccordingtoorder(quantify/quality)bysupplier#ofcarrieralliances#ofovershipments

21、%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktodock%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktoproduction%ofordersdeliveredwithoutunplannedcommunicationorspecialattentionDefectrateofproductsas%ofproductionScrapratea

22、s%ofproduction#ofchangesperproductionperiod%ofgoodsrepackagedActualvs.productioncapacityTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliverintofinishedproductwarehouse%ofaccountspayablehandledbeforeduedate%ofaccountspayablehandedin130days%ofaccountspayablehandledin3160days%ofacc

23、ountspayablehandledin6190days%ofaccountspayablehandledinover90days%ofsuppliersconnectedviaEDIAverageactualtimetodeveloped/negotiateacontract%ofgoodsdeliveredontimebysupplierProportionofsupplierswhodeliverdailyProportionofsupplierswhodeliverfrequentlythanmonthlyProportionofsupplierswhodelivermonthlyP

24、roportionofsupplierswhodelivertwiceweeklyResponsetimetoschedulechangesResponsetimetounforeseenproblemsTurnaroundtimeonrejecteditemsAverageproductionleadtimeCurrentmanufacturingleadtimeMinimumproductionleadtimeDowntimeas%oftotalproductiontimeDowntimeduetopartsshortage(orstockoutsingeneral)Hoursofunpl

25、anneddowntimeCostas%ofsalesCostas%ofsalesCostas%oftotalcostsCostoforderspurchased(rangeCostofvendortransactions(range)CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendperpurchasingemployee(purchasingprofessional)Costas%ofsalesCostas%oftotalsalesCostas%ofsalesCostpersaleableunitC

26、ostperunitproducedCostas%ofsalesCostperunitproducedSource:H.CookNosofstrategies,or“uptime”service-basedcontractsIn 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 L

27、ogisticsTotal Supply ChainQualityTimeCost%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproductsleavingwarehouseAccuracyofinventoryrecordsInventoryvs.servicelevelItemsininventoryas%oftotalunitpurchasesObsoletevs.activeinventory%ofcorrectorderstaken#ofadditionalsalesfromcustomerreferrals#of

28、orderchangesas%ofordersfilled%ofordershandledwithcommitmenttoproduct/servicedeliveryonfirstcall%ofcustomerssatisfiedwithservice#ofcomplaintsas%oftotalorders#ofphonecallstocustomerservicedevelopmentperordershipped#ofcomplaintsduetoOn-timedelivery;OrderEntry;Packaging;Productquality;ShippingError#ofco

29、mplaintsas%oftotalorders#ofcustomercontactsperorder#ofenquiries(includingcomplaints)thatwerenotansweredtothecustomerssatisfaction#ofinformationrequestsas%ofcustomerorders%ofcallsabandoned,answeredbyrecording,delayed%ofcustomercontactthroughcustomerservice%ofcustomerfollow-uphandledbyCustomerServiceR

30、epresentative;DepartmentManager;FieldRepresentative;ResponsibleManager%ofinvoicescontainingerrors%ofordersdeliveredcompleteandwithouterror(orderfillrate)%ofordersthataredamagedonarrivalatcustomersite%ofrespondentsthatcanhandlecomplaintswithouthandingofftootherperson/dept.Average%ofdisputedinvoices%o

31、fproductsdeliveredaccordingtocustomerorder(quantity/quality)Degreeofutilisationoffacilities(%)EquipmentutilisationloadEquipmentutilisationweightTimefromorderplacementtostartofdeliveryCustomersatisfaction(rating)%ofsatisfiedcustomers%ofinformationoncredithistorylimitavailableOn-line%ofinformationonop

32、en-orderhistoryavailableOn-line%ofinformationonoutstandingbalanceavailableOn-line%ofinformationonpricingavailableOn-line%ofinformationonproducthistoryavailableOn-line%ofinformationonproductIDcodeavailableOn-line%ofinformationonshippingpointsavailableOn-lineRatioofoperationslabouras%ofpassivelabourAv

33、erage#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.ofproductswithduplicationstockPlanneddaysofinventor

34、yonhand%ofaccountsreceivablesettledbeforeduedate%ofaccountsreceivablesettledin130days%ofaccountsreceivablesettledin3160days%ofaccountsreceivablesettledin91days%ofaccountsreceivablesettledin6190daysDeliverytime%ofproductsdeliveredearly#ofdeliveriespermanhour%ofordersdeliveredontime(asdefinedbycustome

35、r)%ofordersdeliveredwithanaveragedelayof1monthAverage#ofdaysdelayafterscheduledshipdateTotalcycletimeTime(forcustomers)fromplacingordertoreceivinggoods%ofproductsdeliveredontimeAveragecustomerquotedleadtimeAverageleadtimefromreceiptofordertoshipmentAveragetimetakentoaccessinformationCashtocashcycleL

36、ongestcustomerquotedleadtimeNewproductintroductiontimeProductchangeovertimeShortestcustomerquotedtimeTimefromreceiptofordertoreceiptofshipmentbycustomerTimetakentorectifyincorrectordamagedordersAveragetimetakentorespondtorequestsCostas%ofsales#ofstockturns/yearCostas%ofcostofgoodspurchasedCarriedwor

37、thofexpiredlotsA-goodsasapercentofinventoryAveragestocklevelB-goodsasapercentofinventoryC-goodsasapercentofinventoryInventorycostas%oftotalassets(grossassets)MaximumstocklevelMinimumstocklevelCostas%ofsalesCostas%ofsalesCostperdelivery#ofroutemilesperdelivery#ofwarehousingfacilities#ofwarehousingofl

38、ocations%oftransportationunitsownedbycompanyCostperorderCostperrouteTotalsupplychaincostas%ofsalesCostperproductsoldas%ofsales%ofprofitfrombasepurchase%ofprofitfromincreasedpurchases%ofprofitfrompremiumpricing%ofrevenuegeneratedbylargestcustomergroup(top20%)Costperproductsoldas%ofsalesOperatingprofi

39、tpercustomeras%ofoperatingcostspercustomerTotalcostperorderTotalcostperunitproducedCostas%ofsalesSource:H.CookGiven 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 KPISupportingM

40、etricsOther 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 mana

41、gerA-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 stageFor example,the quality of customer service performance ca

42、n 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,shippin

43、g 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 sa

44、tisfactionAverage number of orders rejectedKey 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(%)Equ

45、ipment 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#

46、of warehousing facilities/locations%of transportation units owned by company.Cost per deliveryCost per orderCost per routeQualityTimeCostKey KPIsSuggested Supporting MetricsOther Operational MeasuresQualityTimeCostFor maintenance,commonly used supply chain performance metrics relate to time and cost

47、The 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 p

48、roduction timeCost as%of salesCost per unit producedDowntime due to parts shortage(or stock outs in general)Hours of unplanned downtimeJust 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 avoid be

49、ing overwhelmed by data.The following segmentation gives us such an approach:23keyKPIsallowustoidentify“where”theproblems”existwithinthesupplychain.Keysupportingmetricsthenallowustoanswer“why”theproblemsexist.Operationalmetricsallowustogoanalysethesupplychainstageinmoredetail.The“right”set of metric

50、s 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.Next Steps for the Supply Chain CoEAgree on how you will go forward after this project.Agreeonobjectives,