麦肯锡供应链管理流程与绩效英文原版1

1、supply chain performance metricsprocess, recommendations- 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: comparing generic metric performances for use on

2、 projects. capturing further benchmarking data in a consistent format.the london shops task: develop an overview of the different metrics to measure supply chain performance. select the most important metrics that can be used across industries. discuss how the most important metrics link other opera

3、tional metrics within each stage of the supply chain. suggest how the supply chain coe should continue concerning this topic.- 3 -we used information from several sources during our projectinternal and external documents: high level benchmarking framework for supply chain performance (h .cook): shop

4、 study (march 1997) accessing information from available experts and past projects. supply chain benchmarks and best practice (dow polyurethane & epoxy april 1995). supply chain benchmark assessment (march 1997). supply chain appraisal and benchmarks: (client x september 1997).discussions with s

5、upply chain coe: graham colclough. andrew morgan. lee sherman. deborah huff (cap mckinsey).- 4 -possible data sourcescips (uk):purchasing (& supply chain).apics (us):supply chain.caps (us):purchasing & supply chain (us & legal):research benchmark industry listings (http:/www.capsresearch

6、/htm).napm (us):purchasing.kaiser associates:benchmark specialist consultant.us university research:new global initiative (investigating entryopportunitiesbob ackerman).- 5 -performance measurement is an important but complex subjectthis documents an initial step in the right direction.companies see

7、 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 within an organisation enhances continuous no commonly used “model”. business issues that warrant performance measurement

8、: differ between industries. differ within industry. change overtime.there is no one “right” answerfocusaccountabilitycommunicationlinking strategy to action assigning accountabilityto take action when neededmeasuring progress towards goals through interactive communication and education- 6 -we used

9、 a generic supply chain framework as a basis for our analysis . . .supply chain frameworksupplierspurchasinginformation flowforecasting & production planningcustomer serviceinventory managementinboundlogisticsmanufacturingmaintenancemarketing &salesoutboundlogisticsintegrated supply chain ma

10、nagementcustomersthis 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 strategic objectives we should focus on when analysing the supply chainkey metrics must give information on how a comp

11、any is performing against old strategic objectives.strategic objectives:qualitytimecostproducts/services according to customer expectationson agreed timeat reasonable costpurchasinginformation flowforecasting & production planninginventory managementinboundlogisticsmanufacturingmaintenancemarket

12、ing &salesoutboundlogisticsintegrated supply chain managementcustomer servicesupply chain frameworknb: boundariesnpdisupport functionstailor to company specific (bsc) objectives- 8 -we began with a brainstorming session on the key drivers for quality, time and costthe complete picture can be fou

13、nd in the appendix.we looked at the supply chain from the customers perspective.we brainstormed on “what could go wrong along the supply chain”: what are drivers of performance from a quality, time and cost point of view.priceserviceproduct qualityproduct quantityproduct deliverylate arrival late de

14、liveryinventory costproduct costproduc-tion costdelivery costcustomer service costqualitytimecost- 9 -making their client specific warrants attentionrespect all sources of data:understand their relationshipsthe “causal tree”:recognised cross-industry; in-industry and in-company similarities and diff

15、erences.blind-sidedintuitionopiniondiscussionsurveyfunctional measureskpisexternal best practicequalitativequantitativeobjective 1kpi kpi kpi kpiobjective 2 kpi and xxx measure “dual service” measures (cost & time) “hard wired” and tennons push-pull- 10 -making their client specific warrants att

16、ention (cont.)recognise cross-industry; in-industry; and in-company similarities and differences.interface the solution to the current clients measures, systems, processes and culture: . . . and guide migration over time.ensure accountability for collecting and actioning is clear.- 11 -proposed supp

17、ly chain kpiskpis help to identify “where” the performance problem is within the supply chain, and steer towards areas to explore “why”.accuracy (as % of sales)customer satisfaction% of satisfied customerstotal cycle timetime (for customer) from placing order to receiving goods% of products delivere

18、d on timetotal supply chain cost as % of salescost per product sold as % of salescost as % of sales% of products delivered according to customer order (quantity/quality)% of customers satisfied with service% of products ordered already in stockdefect rate of products as % of production% of goods del

19、ivered according to order (quantity/quality) by suppliertime from order placement to reception of goodstime from production order to delivery into finished product warehousedowntime as % of total production time% of goods delivered on time by suppliercost as % of salescost as % of salescost as % of

20、salesnumber of stock turns/yearstotal supply chainforecastingpurchasinginbound logisticsmanufacturingmaintenanceinventory managementmarketing & salescustomer serviceoutbound logisticsqualitytimecost% of active suppliers that account for 90% of total purchase valueneed to identify m&s kpisbew

21、are of inter-relationships- 12 -each stage of the supply chain has a variety of metrics to monitor operational effectivenessthese metrics help identify “why” there is a performance problem.forecastingpurchasinginbound logisticsmanufacturingmaintenancequalitytimecostactual vs. forecasted sales% of da

22、ta which can be used without modification in the planning process% of all active suppliers that account for 90% of total purchase value% of correct orders placed# of alternative sources of supply# of suppliers involved in product development/innovation# of suppliers per purchasing employee (purchasi

23、ng professional)# of vendors products orderedpurchasing head count as % of total head count% of goods delivered according to order (quantify/quality) by supplier# of carrier alliances# of overshipments% of direct material purchases that are not inspected at incoming quality assurance, going from sto

24、ck to dock% of direct material purchases that are not inspected at incoming quality assurance, going from stock to production% of orders delivered without unplanned communication or special attentiondefect rate of products as % of productionscrap rate as % of production# of changes per production pe

25、riod% of goods repackagedactual vs. production capacitytime from order placement to reception of goodstime from production order to deliver into finished product warehouse% of accounts payable handled before due date% of accounts payable handed in 130 days% of accounts payable handled in 3160 days%

26、of accounts payable handled in 6190 days% of accounts payable handled in over 90 days% of suppliers connected via ediaverage actual time to developed/negotiate a contract% of goods delivered on time by supplierproportion of suppliers who deliver dailyproportion of suppliers who deliver frequently th

27、an monthlyproportion of suppliers who deliver monthlyproportion of suppliers who deliver twice weeklyresponse time to schedule changesresponse time to unforeseen problemsturnaround time on rejected itemsaverage production leadtimecurrent manufacturing leadtimeminimum production leadtimedowntime as %

28、 of total production timedowntime due to parts shortage (or stock outs in general)hours of unplanned downtimecost as % of salescost as % of salescost as % of total costscost of orders purchased (rangecost of vendor transactions (range)cost of expedite repair materialspurchasing spend per supplierpur

29、chasing spend per purchasing employee (purchasing professional)cost as % of salescost as % of total salescost as % of salescost per saleable unitcost per unit producedcost as % of salescost per unit producedsource: h. cooknos of strategies, or “uptime” service-based contracts- 13 -in addition to the

30、 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% of products ordered already in stockdefect rate of products as % of products leaving w

31、arehouseaccuracy of inventory recordsinventory vs. service levelitems in inventory as % of total unit purchasesobsolete vs. active inventory% of correct orders taken# of additional sales from customer referrals# of order changes as % of orders filled% of orders handled with commitment to product/ser

32、vice delivery on first call% of customers satisfied with service# of complaints as % of total orders# of phone calls to customer service development per order shipped# of complaints due to on-time delivery; order entry; packaging; product quality; shipping error# of complaints as % of total orders#

33、of customer contacts per order# of enquiries (including complaints) that were not answered to the customers satisfaction# of information requests as % of customer orders% of calls abandoned, answered by recording, delayed% of customer contact through customer service% of customer follow-up handled b

34、y customer service representative; department manager; field representative; responsible manager% of invoices containing errors% of orders delivered complete and without error (order fill rate)% of orders that are damaged on arrival at customer site% of respondents that can handle complaints without

35、 handing off to other person/dept.average % of disputed invoices% of products delivered according to customer order (quantity/quality)degree of utilisation of facilities (%)equipment utilisationloadequipment utilisationweighttime from order placement to start of deliverycustomer satisfaction (rating

36、)% of satisfied customers% of information on credit history limit available on-line% of information on open-order history available on-line% of information on outstanding balance available on-line% of information on pricing available on-line% of information on product history available on-line% of i

37、nformation on product id code available on-line% of information on shipping points available on-lineratio of operations labour as % of passive labouraverage # of orders rejectedaverage product time in warehouseno. of days consumption in stock (a-goods)no. of days consumption in stock (b-goods)no. of

38、 days consumption in stock (c-goods)no. of days safety stock (a-goods)no. of days safety stock (b-goods)no. of days safety stock (c-goods)no. of products with duplication stockplanned days of inventory on hand% of accounts receivable settled before due date% of accounts receivable settled in 130 day

39、s% of accounts receivable settled in 3160 days% of accounts receivable settled in 91 days% of accounts receivable settled in6190 daysdelivery time% of products delivered early# of deliveries per manhour% of orders delivered on time (as defined by customer)% of orders delivered with an average delay

40、of 1 monthaverage # of days delay after scheduled ship datetotal cycle timetime (for customers) from placing order to receiving goods% of products delivered on timeaverage customer quoted leadtimeaverage leadtime from receipt of order to shipmentaverage time taken to access informationcash to cash c

41、yclelongest customer quoted leadtimenew product introduction timeproduct changeover timeshortest customer quoted timetime from receipt of order to receipt of shipment by customertime taken to rectify incorrect or damaged ordersaverage time taken to respond to requestscost as % of sales# of stock tur

42、ns/yearcost as % of cost of goods purchasedcarried worth of expired lotsa-goods as a percent of inventoryaverage stock levelb-goods as a percent of inventoryc-goods as a percent of inventoryinventory cost as % of total assets (gross assets)maximum stock levelminimum stock levelcost as % of salescost

43、 as % of salescost per delivery# of route miles per delivery# of warehousing facilities# of warehousing of locations% of transportation units owned by companycost per ordercost per routetotal supply chain cost as % of salescost per product sold as % of sales% of profit from base purchase% of profit

44、from increased purchases% of profit from premium pricing% of revenue generated by largest customer group (top 20%)cost per product sold as % of salesoperating profit per customer as % of operating costs per customertotal cost per ordertotal cost per unit producedcost as % of salessource: h. cook- 14

45、 -given 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 level usewho uses it forecasting accuracy

46、(as % of sales) integrated supply chain generic benchmarking consultant top management supply chain stage manager % of suppliers connected via edi supply chain stage diagnostic consultant supply chain stage manager a-goods as a % of inventory supply chain stage diagnostic supply chain stage managero

47、bjective find “where” the problem is within the supply chain identify the “why” within the supply chain stage give more in-depth information about supply chain stage- 15 -for example, the quality of customer service performance can be clearly measured at three different levelsqualitykey kpissuggeste

48、d 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 error, . . .) % of calls abandoned, answered by recordi

49、ng, 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 satisfaction average number o

50、f 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) degree of utilisation of facilities (%) equipment u

51、tilisation (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 month average number of days of delay after scheduled ship date cost as % of sales # of route miles per

52、delivery # of warehousing facilities/locations % of transportation units owned by company. . . cost per delivery cost per order cost per routequalitytimecost- 17 -key kpissuggested supporting metricsother operational measuresqualitytimecostfor maintenance, commonly used supply chain performance metr

53、ics 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 contract number of training days for maint

54、enance staff downtime as % of total production time cost as % of sales cost per unit produced downtime 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 cha

55、in performance should be undertaken in order to avoid being overwhelmed by data.the following segmentation gives us such an approach: 23 key kpis allow us to identify “where” the problems” exist within the supply chain. key supporting metrics then allow us to answer “why” the problems exist. operati

56、onal metrics allow us to go analyse the supply chain stage in more detail.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. .

57、.- 19 -next steps for the supply chain coeagree on how you will go forward after this project. agree on objectives, scope and accountabilities. eg. discuss if each gmt needs its own supply chain metrics.further populate the supply chain benchmarking framework. see example for purchasing.championing

58、(s. beck/disc. heads). . . and roll-out.continuous improvement process.- 20 -appendixkpi definitions.causal trees: quality time cost- 21 -purchasing data: kpis & benchmarksa: caps research: chemical purchasing benchmark 1997; h. cook shop research.industry sectorbenchmarking range/best practice(

59、validate source)average manufacturing(validate source)chemicals best practice(validate source)global chemical purchasinga0.06%3.0%0.30%measurequalitytimecostautomotive (global)apharma. (global)aeng./constr. (global)a % of correct orders placed # of alternative sources of supply # of suppliers involv

60、ed in product development/innovation # of active suppliers per purchasing professional # of vendors products ordered % of all active suppliers that account for 90% of total purchase value % of purchases handled by purchasing department purchasing head count as % of total head count % purchases handled by purchasing function % spend on long-te