麦肯锡-《供应链管理-流程与绩效》.ppt

DevelopingAnOverviewofSupplyChainPerformanceMetrics,Process,Recommendations,McKinseyOctober2003,Thisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformance,TheSupplyChainCoEsobjectiveistodefineabenchmarkingframeworkcapableof:Comparinggenericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdatainaconsistentformat.TheLondonShopstask:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.,Weusedinformationfromseveralsourcesduringourproject,Internalandexternaldocuments:Highlevelbenchmarkingframeworkforsupplychainperformance(H.Cook):ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.Supplychainbenchmarksandbestpractice(DowPolyurethaneIn-IndustryandIn-Companysimilaritiesanddifferences.,Makingtheirclientspecificwarrantsattention(cont.),RecogniseCross-Industry;In-Industry;andIn-Companysimilaritiesanddifferences.Interfacethesolutiontothecurrentclientsmeasures,systems,processesandculture:.andguidemigrationovertime.,Ensureaccountabilityforcollectingandactioningisclear.,ProposedSupplyChainKPIs,KPIshelptoidentify“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%ofgoodsrepackagedAductioncapacity,Timefromorderplacementtoreceptionofgoods,Timefromproductionordertodeliverintofinishedproductwarehouse,%ofaccountspayablehandledbeforeduedate%ofaccountspayablehandedin130days%ofaccountspayablehandledin3160days%ofaccountspayablehandledin6190days%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(%)EquipmentutilisationloadEquipmentutilisationweight,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%ofaccountsreceivablesettledin130days%ofaccountsreceivablesettledin3160days%ofaccountsreceivablesettledin91days%ofaccountsreceivablesettledin6190days,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,KeyKPIs,SuggestedSupportingMetrics,OtherOperationalMeasures,%ofcustomerssatisfiedwithservice,#ofcomplaintsas%oftotalorders,#ofphonecallstocustomerservicedepartmentperordershipped#ofcomplaintsdueto:orderentry,packaging,shippingerror,.)%ofcallsabandoned,answeredbyrecording,delayed,.%ofcomplaintshandledby:customerservicerep.,departmentmanager,.,KPIswillbemeasuredforgenericbenchmarks,whilstoperationalmetricswillbemeasuredbyacustomerservicemanager.,#ofcomplaintsthatwerenotansweredtocustomersatisfaction,Averagenumberofordersrejected,KeyKPIs,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,KeyKPIs,SuggestedSupportingMetrics,OtherOperationalMeasures,Formaintenance,commonlyusedsupplychainperformancemetricsrelatetotimeandcost,Thequalityofmaintenanceiscommonlymeasuredbylagmeasuresintermsofcostorasaproductionmeasure(downtime).Wesuggesttheuseoftwoleadmeasuresthatproactivelymonitormaintenanceperformance.,NumberofservicecontractNumberoftrainingdaysformaintenancestaff,Downtimeas%oftotalproductiontime,Costas%ofsalesCostperunitproduced,Downtimeduetopartsshortage(orstockoutsingeneral)Hoursofunplanneddowntime,Justremember.,Alargenumberofmetricsexist,sobeselective.Astepbystepapproachtomeasuringsupplychainperformanceshouldbeundertakeninordertoavoidbeingoverwhelmedbydata.Thefollowingsegmentationgivesussuchanapproach:23keyKPIsallowustoidentify“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:KPIsH.Cookshopresearch.,Service,ProductDelivery,WrongInfo.,HigherPricesThanCompetitors,HigherMarginThanCompetitors,BadlySetCustomerExpectations,WrongOrderInformation,UnabletoMeetCustomerDemand,ProducedFaultyGoods,ProductsDamagedAfterMfg,Price,ProductQuantity,ProductQuality,DeliveredFaultyGoods,DefinitionsfortheSupplyChain