APICS+供应链评估指标

1、BLAIR R WILLIAMSProfessor and Director, Polytechnic University.Brooklyn, New Y 718-260-3835OBJECTIVE:TO HELP YOU DETERMINE IF YOUR COMPANY HAS A COMPETITIVE SUPPLY CHAIN.OUTLINE:uELEMENTS OF A SUPPLY CHAINuSCOR MODEL AND METRICSuBENCHMARKING uIMPLICATIONS u BEST PRACTICESuINFORMATION SOURCESuA SUPPL

2、Y CHAIN COVERS THE FLOW OF MATERIALS, INFORMATION AND CASH ACROSS THE ENTIRE ENTERPRISEuSUPPLY CHAIN MANAGEMENT IS THE INTEGRATED PROCESS OF PLANNING, SOURCING, MAKING AND DELIVERING PRODUCT, FROM RAW MATERIAL TO END CUSTOMERSUPPLY CHAIN INFRASTRUCTURE TRANSFER OF INFORMATION, MATERIALS AND CASHDEMA

3、ND MANAGEMENT CUSTOMER ORDER MANAGEMENT PROCESS FORECASTING CUSTOMER PARTNERSHIPSSOURCINGSELECTING, QUALIFYING, PARTNERING, MEASURING AND PROVIDING FEEDBACK TO KEY SUPPLIERSuSUPPLY OR MANUFACTURING PROCESSFACTORY SCHEDULINGINVENTORY MANAGEMENTLEAD TIME REDUCTIONuLOGISTICAL PROCESSTRANSPORTATION, WAR

4、EHOUSING, DISTRIBUTION, DELIVERYuGLOBAL PERFOMANCE MEASUREMENTS - SCORuSCC IS AN INTERNATIONAL PROFESSIONAL BODY FOR SUPPLY CHAIN MANAGEMENT (SCM) SYSTEMS AND PRACTICESuDEVELOPED AND ENDORSED THE SCOR (SUPPLY CHAIN OPERATIONS REFERENCE MODEL) AS A CROSS INDUSTRY STANDARD FOR SCMAEROSPACE AND DEFENCE

5、COMPUTERS & ELECTRONICS EQUIPMENTPHARMACEUTICALS & CHEMICALSUTILITIES - TELECOMMUNICATIONSRETAIL - CONSUMER PACKAGED GOODSDEFENSE AND INDUSTRIALSEMICONDUCTORSuBUSINESS PROCESS REENINEERINGAS IS TO TO BEuMETRICS uBENCHMARKINGuIMPLICATIONSuBEST PRACTICE ANALYSISuPROCESS REFERENCE MODELBASED ON

6、 BEST IN CLASS RESULTSCHARACTERIZE MANAGEMENT PRACTICESIDENTIFY SOFTWARE SOLUTIONSuDELIVERY PERFORMANCEuPERFECT ORDER FULFILLMENTuPRODUCTION FLEXIBILITYuTOTAL SUPPLY CHAIN MANAGEMENT COSTuMATERIAL ACQUISITION COSTuCASH TO CASH CYCLE TIMEuTOTAL INVENTORY DAYS OF SUPPLYuASSET TURNSuDELIVERY PERFORMANC

7、E - %THE PERCENTAGE OF ORDERS THAT ARE FULFILLED ON OR BEFORE THE CUSTOMERS REQUESTED DATEuPERFECT ORDER FULFILLMENT - %DELIVERED COMPLETE WITH ALL ITEMS ON THE ORDER IN THE QUANTITY REQUESTEDDELIVERED ON TIME TO CUSTOMERS REQUEST DATEDELIVERED IN PERFECT CONDITION WITH THE CORRECT CONFIGURATION AND

8、 COMPLETE & ACCURATE DOCUMENTATIONuPRODUCTION FLEXIBILITY - DAYSTHE NUMBER OF DAYS REQUIRED TO ACHIEVE AN UNPLANNED, SUSTAINABLE 20% INCREASE IN PRODUCTIONuTOTAL SUPPLY CHAIN MANAGEMENT COST - $sSUM OF COSTS OF:ORDER MANAGEMENTMATERIALS ACQUISITIONINVENTORY CARRYINGSUPPLY CHAIN - FINANCE, PLANNI

9、NG AND MIS uMATERIAL ACQUISITION COST - $sSUM OF COSTS TO MANAGE:COMMODITY MANAGEMENT & PLANNING SUPPLIER QUALITY ENGG. INBOUND FREIGHT & DUTIESRECEIVING AND MATERIAL STORAGEINCOMING INSPECTIONMATERIAL PROCESS ENGG. & TOOLINGuCASH TO CASH CYCLE TIME - DAYSTHE NUMBER OF DAYS BETWEEN PAYIN

10、G FOR RAW MATERIALS AND GETTING PAID FOR PRODUCT, AS CALCULATED BY:INVENTORY DAYS OF SUPPLY PLUS DAYS OF SALES OUTSTANDING (RECEIVABLES)MINUS AVERAGE PAYMENT PERIOD FOR MATERIAL (PAYABLES)C to CC TIME = INV DAYS + DAYS REC DAYS PAYuTOTAL INVENTORY DAYS OF SUPPLY(THE AVERAGE COST OF INVENTORY DIVIDED

11、 BY THE COST OF GOODS SOLD) TIMES 365TOTAL INVENTORY DAYS SUPPLY = INVENTORY x 365COGSuASSET TURNS NUMBERTOTAL REVENUE DIVIDED BY TOTAL ASSETS = TOTAL REVENUE TOTAL ASSETSuDELIVERY PERFORMANCE TO REQUEST % (8/2000) BIC Aver MedianPharmas and Chemical98.978.491.9Computers82.856.458.8Consumer Packaged

12、 Goods98.472.384.4Defense and Industrial98.069.471.7Electronic Equipment97.467.674.2Semiconductors84.562.064.8Telecommunications94.863.472.6uRANGE 62% TO 98% ( 20 to 30 % points per Industry Group)uIMPLICATIONS MOST FUNDAMENTAL MEASUREMENT OF CUSTOMER SATISFACTIONINDICATES HOW WELL THE SUPPLY CHAIN

13、IS CONFIGURED & INTEGRATEDuBEST PRACTICESORDER TRACKING SYSTEMS TO COMPARE REQUESTED VS ACTUAL DATES AT LINE ITEM LEVELDEMAND VISIBILITY TO SUPPLIERSCONSOLIDATION, PACKING AND DELIVERY OUTSOURCED. DELIVERY DIRECTLY TO CUSTOMER POINT OF USEON LINE ATP AND ORDER STATUS AVAIL TO CUSTOMERuUPSIDE PRO

14、DUCTION FLEXIBILITY (8/2000)DAYSBICAverMedianPharmas and Chemical18.4229.3 120 Computers9.753.438.5Consumer Packaged Goods9.4144.8 60.0Defense and Industrial16.796.136.0Electronic Equipment9.073.360.0Semiconductors30.0188.5 175.0Telecommunications9.641.730.0uRANGE 9 to 230 DAYS (6 to 10 times within

15、 Industry Group)uIMPLICATIONS MEASURE OF COMPANYS SUPPLY FLEXIBILIYINCREASE IN PRODUCTION WITHOUT CAPITAL INVESTMENTuBEST PRACTICESEFFECTIVE SUPPLIER PARTNERSHIPSSYNCHRONIZING OPERATIONS ACROSS THE COMPANY TO REDUCE RAMP TIMEHIGH PERFORMANCE MANUFACTURING TECHNIQUES DEMAND PULL, CELLULAR MFG, MULTI

16、SKILLED FORCEBUILD/CONFIGURE TO ORDER MODULAR DESIGNuTOTAL SUPPLY CHAIN MANAGEMENT COSTS (8/2000)% OF REVENUEBICAverMedianPharmas and Chemical5.010.311.2Computers4.39.48.4Consumer Package Goods 4.111.39.1Defense and Industrial3.29.48.9Electronic Equipment5.111.411.4SemiconductorsTelecommunications3.

17、78.68.2uRANGE 3 to 11% ( double within Industry Groups)uIMPLICATIONS 1 BILLION DOLLAR COMPANY WILL SAVE $50 million (5%) PER YEAR, IN SUPPLY CHAIN MANAGEMENT COSTS, OVER THEIR COMPETITIONuBEST PRACTICESSCM VIEWED AS CRITICAL PROCESS AND INTEGRATED INTO BUSINESS PLANNING PROCESSSINGLE EXECUTIVE OVERA

18、LL RESPONSIBILITYON LINE EDI AND PURCHASINGPAY ON RECEIPT (ELIMINATE RECONCILIATION OF INVOICES)uMATERIAL ACQUISITION COST 1996 % OF REVENUEBICAverMedianPharmas and Chemical 0.51.3Computers & Electronics 1.01.7Consumer Package Goods 1.11.7Defense and Industrial1.02.6Semiconductors0.51.3Telecommu

19、nications1.01.9Automotive1.83.5uRANGE 0.4 to 3.5% (double across industry groups)uIMPLICATION A 1 BILLION $ CO. SAVES $10 MILLION (1%) PER YEAR IN MATERIAL BUYING COSTS PURCHASING, QUALITY AND DEVELOPMENTuBEST PRACTICES SUPPLIER PARTNERSHIPSKEY SUPPLIERS ON PRODUCT DEVELOPMENT TEAMSCERTIFIED SUPPLIE

20、RS DELIVER AT POINT OF USECOMMODITY TEAMS FOCUS ON STRATEGIC PROCUREMENT ISSUESuCASHtoCASH CYCLE TIME (8/2000) DAYS BICAverMedianPharmas and Chemical31.3120.2 96.8Computers27.562.151.5Consumer Package Goods 19.977.063.6Defense and Industrial20.870.367.1Electronic Equipment31.6116.3103.1Semiconductor

21、s49.4110.3104.5Telecommunications19.490.585.8uRANGE 20 to 120 days ( 2 to 4 times within Industry Groups)uIMPLICATIONS 50% TO 75% OF WORKING CAPITAL BECOMES AVAILABLE TO COMPANIES TO INVEST uBEST PRACTICES CASH-RELEASE AGREEMENT FOR BLANKET ORDERSTHIRD PARTY RECONCILIATION AND PAYMENT OF RECEIVABLES

22、ABILITY TO MAINTAIN LOWER INVENTORY LEVELSuINVENTORY DAYS OF SUPPLY (BIC&Median96, Av.98)DAYSBICAver MedianPharmas and Chemical102120160Chemical375460Computers313876Consumer Packaged Goods72Defense and Industrial558085Electronic Equipment3177Semiconductors4976Telecommunications508095uRANGE 20 to 120 days (3 to 4 times within Industry Groups)uIMPLICATIONSFOR A 1 BILLION $ CO., WITH COGS OF 500 MILLION, DIFFERENCE OF 50 DAYS IS $100 MILLION!SUPPLIERS SELECTED ON TOTAL COST OF OWNERSHIP (TCO), NOT JUST PURCHASE PRICEuBEST PRACTICESAUTO REPLENISHMENT Ex. VMIVISIBILITY OF DEMAND TO