麦肯锡《供应链管理-流程与绩效》.ppt

DevelopingAnOverviewofSupplyChainPerformanceMetrics Process Recommendations McKinseyOctober2003 Thisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformance TheSupplyChainCoE sobjectiveistodefineabenchmarkingframeworkcapableof Comparinggenericmetricperformancesforuseonprojects Capturingfurtherbenchmarkingdatainaconsistentformat TheLondonShop stask Developanoverviewofthedifferentmetricstomeasuresupplychainperformance Selectthemostimportantmetricsthatcanbeusedacrossindustries Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic Weusedinformationfromseveralsourcesduringourproject Internalandexternaldocuments Highlevelbenchmarkingframeworkforsupplychainperformance H Cook ShopStudy March1997 accessinginformationfromavailableexpertsandpastprojects Supplychainbenchmarksandbestpractice DowPolyurethane EpoxyApril1995 SupplyChainBenchmarkAssessment March1997 Supplychainappraisalandbenchmarks clientXSeptember1997 DiscussionswithsupplychainCoE GrahamColclough AndrewMorgan LeeSherman DeborahHuff CapMcKinsey Possibledatasources CIPS UK Purchasing SupplyChain APICS US SupplyChain CAPS US Purchasing SupplyChain US Legal ResearchBenchmarkIndustryListings http www capsresearch htm NAPM US Purchasing KaiserAssociates BenchmarkSpecialistConsultant USUniversityResearch Newglobalinitiative investigatingentryopportunities BobAckerman Performancemeasurementisanimportantbutcomplexsubject Thisdocument saninitialstepintherightdirection Companiesseetheneedformetrics butdevelopingthe right setofmetricsisachallenge Ifyoucan tmeasure youcan tmanage youcan tmotivate Establishingthepropermeasureswithinanorganisationenhancescontinuous Nocommonlyused model Businessissuesthatwarrantperformancemeasurement Differbetweenindustries Differwithinindustry Changeovertime Thereisnoone right answer Weusedagenericsupplychainframeworkasabasisforouranalysis SupplyChainFramework Purchasing InformationFlow Forecasting ProductionPlanning CustomerService InventoryManagement InboundLogistics Manufacturing Maintenance Marketing Sales OutboundLogistics IntegratedSupplyChainManagement ThisframeworkalignswiththeCoEPOVandisalsosimilartoframeworkforthesupplychaindiagnosticsinventorydatabase andconcludedtherearethreestrategicobjectivesweshouldfocusonwhenanalysingthesupplychain Keymetricsmustgiveinformationonhowacompanyisperformingagainstoldstrategicobjectives SupplyChainFramework NB BoundariesNPDISupportfunctions Tailortocompanyspecific BSC objectives Webeganwithabrainstormingsessiononthekeydriversforquality timeandcost Thecompletepicturecanbefoundintheappendix Welookedatthesupplychainfromthecustomer sperspective Webrainstormedon whatcouldgowrongalongthesupplychain Whataredriversofperformancefromaquality timeandcostpointofview Price Service Productquality Productquantity Productdelivery Latearrival Latedelivery Inventorycost Productcost Produc tioncost Deliverycost Customerservicecost Quality Time Cost Makingtheirclientspecificwarrantsattention Respectallsourcesofdata Understandtheirrelationships the causaltree RecognisedCross Industry In IndustryandIn Companysimilaritiesanddifferences Makingtheirclientspecificwarrantsattention cont RecogniseCross Industry In Industry andIn Companysimilaritiesanddifferences Interfacethesolutiontothecurrentclients measures systems processesandculture andguidemigrationovertime Ensureaccountabilityforcollectingandactioningisclear ProposedSupplyChainKPIs KPI shelptoidentify where theperformanceproblemiswithinthesupplychain andsteertowardsareastoexplore why Accuracy as ofsales Customersatisfaction ofsatisfiedcustomers Totalcycletime Time forcustomer fromplacingordertoreceivinggoods ofproductsdeliveredontime Totalsupplychaincostas ofsales Costperproductsoldas ofsales Costas ofsales ofproductsdeliveredaccordingtocustomerorder quantity quality ofcustomerssatisfiedwithservice ofproductsorderedalreadyinstock Defectrateofproductsas ofproduction ofgoodsdeliveredaccordingtoorder quantity quality bysupplier Timefromorderplacementtoreceptionofgoods Timefromproductionordertodeliveryintofinishedproductwarehouse Downtimeas oftotalproductiontime ofgoodsdeliveredontimebysupplier Costas ofsales Costas ofsales Costas ofsales Numberofstockturns years TotalSupplyChain Quality Time Cost ofactivesuppliersthataccountfor90 oftotalpurchasevalue BEWAREofinter relationships Eachstageofthesupplychainhasavarietyofmetricstomonitoroperationaleffectiveness Thesemetricshelpidentify why thereisaperformanceproblem Actualvs forecastedsales ofdatawhichcanbeusedwithoutmodificationintheplanningprocess ofallactivesuppliersthataccountfor90 oftotalpurchasevalue ofcorrectordersplaced ofalternativesourcesofsupply ofsuppliersinvolvedinproductdevelopment innovation ofsuppliersperpurchasingemployee purchasingprofessional ofvendorsproductsorderedPurchasingheadcountas oftotalheadcount ofgoodsdeliveredaccordingtoorder quantify quality bysupplier ofcarrieralliances ofovershipments ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance goingfromstocktodock ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance goingfromstocktoproduction ofordersdeliveredwithoutunplannedcommunicationorspecialattention Defectrateofproductsas ofproductionScraprateas ofproduction ofchangesperproductionperiod ofgoodsrepackagedActualvs productioncapacity Timefromorderplacementtoreceptionofgoods Timefromproductionordertodeliverintofinishedproductwarehouse ofaccountspayablehandledbeforeduedate ofaccountspayablehandedin1 30days ofaccountspayablehandledin31 60days ofaccountspayablehandledin61 90days ofaccountspayablehandledinover90days ofsuppliersconnectedviaEDIAverageactualtimetodeveloped negotiateacontract ofgoodsdeliveredontimebysupplierProportionofsupplierswhodeliverdailyProportionofsupplierswhodeliverfrequentlythanmonthlyProportionofsupplierswhodelivermonthlyProportionofsupplierswhodelivertwiceweeklyResponsetimetoschedulechangesResponsetimetounforeseenproblemsTurnaroundtimeonrejecteditems AverageproductionleadtimeCurrentmanufacturingleadtimeMinimumproductionleadtime Downtimeas oftotalproductiontimeDowntimeduetopartsshortage orstockoutsingeneral Hoursofunplanneddowntime Costas ofsales Costas ofsalesCostas oftotalcostsCostoforderspurchased rangeCostofvendortransactions range CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendperpurchasingemployee purchasingprofessional Costas ofsalesCostas oftotalsales Costas ofsalesCostpersaleableunitCostperunitproduced Costas ofsalesCostperunitproduced Source H Cook Nosofstrategies or uptime service basedcontracts InadditiontotheKPIseachstageofthesupplychainhasavarietyofmetricstomonitoroperationaleffectiveness cont Quality Time Cost ofproductsorderedalreadyinstockDefectrateofproductsas ofproductsleavingwarehouseAccuracyofinventoryrecordsInventoryvs servicelevelItemsininventoryas oftotalunitpurchasesObsoletevs activeinventory ofcorrectorderstaken ofadditionalsalesfromcustomerreferrals oforderchangesas ofordersfilled ofordershandledwithcommitmenttoproduct servicedeliveryonfirstcall ofcustomerssatisfiedwithservice ofcomplaintsas oftotalorders ofphonecallstocustomerservicedevelopmentperordershipped ofcomplaintsduetoOn timedelivery OrderEntry Packaging Productquality ShippingError ofcomplaintsas oftotalorders ofcustomercontactsperorder ofenquiries includingcomplaints thatwerenotansweredtothecustomerssatisfaction ofinformationrequestsas ofcustomerorders ofcallsabandoned answeredbyrecording delayed ofcustomercontactthroughcustomerservice ofcustomerfollow uphandledbyCustomerServiceRepresentative DepartmentManager FieldRepresentative ResponsibleManager ofinvoicescontainingerrors ofordersdeliveredcompleteandwithouterror orderfillrate ofordersthataredamagedonarrivalatcustomersite ofrespondentsthatcanhandlecomplaintswithouthandingofftootherperson dept Average ofdisputedinvoices ofproductsdeliveredaccordingtocustomerorder quantity quality Degreeofutilisationoffacilities Equipmentutilisation loadEquipmentutilisation weight Timefromorderplacementtostartofdelivery Customersatisfaction rating ofsatisfiedcustomers ofinformationoncredithistorylimitavailableOn line ofinformationonopen orderhistoryavailableOn line ofinformationonoutstandingbalanceavailableOn line ofinformationonpricingavailableOn line ofinformationonproducthistoryavailableOn line ofinformationonproductIDcodeavailableOn line ofinformationonshippingpointsavailableOn lineRatioofoperationslabouras ofpassivelabour Average ofordersrejected AverageproducttimeinwarehouseNo 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 ofaccountsreceivablesettledbeforeduedate ofaccountsreceivablesettledin1 30days ofaccountsreceivablesettledin31 60days ofaccountsreceivablesettledin91days ofaccountsreceivablesettledin61 90days Deliverytime ofproductsdeliveredearly ofdeliveriespermanhour ofordersdeliveredontime asdefinedbycustomer ofordersdeliveredwithanaveragedelayof1monthAverage ofdaysdelayafterscheduledshipdate TotalcycletimeTime forcustomers fromplacingordertoreceivinggoods ofproductsdeliveredontimeAveragecustomerquotedleadtimeAverageleadtimefromreceiptofordertoshipmentAveragetimetakentoaccessinformationCashtocashcycleLongestcustomerquotedleadtimeNewproductintroductiontimeProductchangeovertimeShortestcustomerquotedtimeTimefromreceiptofordertoreceiptofshipmentbycustomerTimetakentorectifyincorrectordamagedorders Averagetimetakentorespondtorequests Costas ofsales ofstockturns yearCostas ofcostofgoodspurchasedCarriedworthofexpiredlotsA goodsasapercentofinventoryAveragestocklevelB goodsasapercentofinventoryC goodsasapercentofinventoryInventorycostas oftotalassets grossassets MaximumstocklevelMinimumstocklevel Costas ofsales Costas ofsalesCostperdelivery ofroutemilesperdelivery ofwarehousingfacilities ofwarehousingoflocations oftransportationunitsownedbycompanyCostperorderCostperroute Totalsupplychaincostas ofsalesCostperproductsoldas ofsales ofprofitfrombasepurchase ofprofitfromincreasedpurchases ofprofitfrompremiumpricing ofrevenuegeneratedbylargestcustomergroup top20 Costperproductsoldas ofsalesOperatingprofitpercustomeras ofoperatingcostspercustomerTotalcostperorderTotalcostperunitproduced Costas ofsales Source H Cook Giventhemultitudeofmetricswesuggesttoanalysesupplychainperformanceusingahierarchyofmeasures diggingthroughthecausaltreetoimprovebusinessperformance KeyKPI SupportingMetrics OtherOperationalMeasures TypeofMeasure Example HighestLevelUse WhoUsesIt Forecastingaccuracy as ofsales IntegratedsupplychainGenericbenchmarking ConsultantTopmanagementSupplychainstagemanager ofsuppliersconnectedviaEDI Supplychainstagediagnostic ConsultantSupplychainstagemanager A goodsasa ofinventory Supplychainstagediagnostic Supplychainstagemanager Objective Find where theproblemiswithinthesupplychain Identifythe why withinthesupplychainstage Givemorein depthinformationaboutsupplychainstage Forexample thequalityofcustomerserviceperformancecanbeclearlymeasuredatthreedifferentlevels KeyKPI s SuggestedSupportingMetrics OtherOperationalMeasures ofcustomerssatisfiedwithservice ofcomplaintsas oftotalorders ofphonecallstocustomerservicedepartmentperordershipped ofcomplaintsdueto orderentry packaging shippingerror ofcallsabandoned answeredbyrecording delayed ofcomplaintshandledby customerservicerep departmentmanager KPI swillbemeasuredforgenericbenchmarks whilstoperationalmetricswillbemeasuredbyacustomerservicemanager ofcomplaintsthatwerenotansweredtocustomersatisfaction Averagenumberofordersrejected KeyKPI s SuggestedSupportingMetrics OtherOperationalMeasures Outboundlogisticsperformance ofproductsdeliveredaccordingtocustomerorder quantity quality Thesecanoftenbedrivenbycustomerservicemetrics Degreeofutilisationoffacilities Equipmentutilisation load weight Deliverytime ofordersdeliveredontime asdefinedbycustomer ofdeliveries manhour ofordersdeliveredearly ofordersdeliveredwithanaveragedelayof1month Averagenumberofdaysofdelayafterscheduledshipdate Costas ofsales ofroutemilesperdelivery ofwarehousingfacilities locations oftransportationunitsownedbycompany CostperdeliveryCostperorderCostperroute KeyKPI s SuggestedSupportingMetrics OtherOperationalMeasures Formaintenance commonlyusedsupplychainperformancemetricsrelatetotimeandcost Thequalityofmaintenanceiscommonlymeasuredbylagmeasuresintermsofcostorasaproductionmeasure downtime Wesuggesttheuseoftwoleadmeasuresthatproactivelymonitormaintenanceperformance NumberofservicecontractNumberoftrainingdaysformaintenancestaff Downtimeas oftotalproductiontime Costas ofsalesCostperunitproduced Downtimeduetopartsshortage orstockoutsingeneral Hoursofunplanneddowntime Justremember Alargenumberofmetricsexist sobeselective Astepbystepapproachtomeasuringsupplychainperformanceshouldbeundertakeninordertoavoidbeingoverwhelmedbydata Thefollowingsegmentationgivesussuchanapproach 23keyKPI sallowustoidentify where theproblems existwithinthesupplychain Keysupportingmetricsthenallowustoanswer why theproblemsexist Operationalmetricsallowustogoanalysethesupplychainstageinmoredetail The right setofmetricsdoesnotexistforagivenindustryorevenaspecificcompany The right setofmetricsisdynamiclikethebusinessitmeasuresandwillchangewiththetypeofindustry problemandovertime NextStepsfortheSupplyChainCoE Agreeonhowyouwillgoforwardafterthisproject Agreeonobjectives scopeandaccountabilities Eg DiscussifeachGMTneedsitsownsupplychainmetrics Furtherpopulatethesupplychainbenchmarkingframework SeeexampleforPurchasing Championing S Beck Disc Heads androll out Continuousimprovementprocess Appendix KPIDefinitions CausalTrees QualityTimeCost PurchasingData KPIs Benchmarks a CAPSResearch ChemicalPurchasingBenchmark1997 H Cookshopresearch Service ProductDelivery WrongInfo HigherPricesThanCompetitors Higher