麦肯锡供应链管理流程英文版

Developing

An

Overview

ofSupply

Chain

PerformanceMetricsProcess,

RecommendationsMcKinseyThis

document

gives

an

overview

of

the

different

metricsthat

can

be

used

to

measure

supply

chain

performance•

The

Supply

Chain

CoE’s

objective

is

to

define

a

benchmarking

frameworkcapable

of:•

Comparing

generic

metric

performances

for

use

on

projects.•

Capturing

further

benchmarking

data

in

a

consistent

format.•

The

London

Shop’s

task:•

Develop

an

overview

of

the

different

metrics

to

measure

supply

chainperformance.•

Select

the

most

important

metrics

that

can

be

used

across

industries.•

Discuss

how

the

most

important

metrics

link

other

operational

metricswithin

each

stage

of

the

supply

chain.•

Suggest

how

the

supply

chain

CoE

should

continue

concerning

this

topic.-

2

-We

used

information

from

several

sources

during

ourproject•

Internal

and

external

documents:•

High

level

benchmarking

framework

for

supply

chain

performance

(H

.Cook):•

Shop

Study

(March

1997)

accessing

information

from

available

experts

andpast

projects.•

Supply

chain

benchmarks

and

best

practice

(Dow

Polyurethane

&

EpoxyApril

1995).•

Supply

Chain

Benchmark

Assessment

(March

1997).•

Supply

chain

appraisal

and

benchmarks:

(client

X

September

1997).•

Discussions

with

supply

chain

CoE:•

Graham

Colclough.•

Andrew

Morgan.-

3

-Possible

data

sources•

CIPS

(UK):•

APICS

(US):•

CAPS

(US):Purchasing

(&

Supply

Chain).Supply

Chain.Purchasing

&

Supply

Chain

(US

&

Legal):•

Research

Benchmark

Industry

Listings

(http://www.capsresearch//htm).•

NAPM

(US):Purchasing.•

Kaiser

Associates:Benchmark

Specialist

Consultant.•

US

University

Research:

New

global

initiative

(investigating

entryopportunities—Bob

Ackerman).-

4

-Performance

measurement

is

an

important

but

complexsubject.

.

.

but

developing

the

“right”

set

ofCompanies

see

the

need

for

metrics.

.

.metrics

is

a

challenge•

“If

you

can’t

measure,

you

can’t•

No

commonly

used

“model”.manage,

you

can’t

motivate”•

Business

issues

that

warrant•

Establishing

the

proper

measureswithin

an

organisation

enhancescontinuousperformance

measurement:•

Differ

between

industries.•

Differ

within

industry.•

Change

overtime.Assigningaccountabilityto

take

actionwhen

neededLinking

strategyto

actionMeasuring

progresstowards

goals

throughinteractivecommunication

andeducationThere

is

no

one

“right”

answerThis

document’s

an

initial

step

in

the

right

direction.-

5

-We

used

a

generic

supply

chain

framework

as

a

basis

forour

analysis

.

.

.Supply

Chain

FrameworkInformation

FlowForecasting

&

Production

PlanningManufacturingCustomer

ServiceInboundLogisticsMarketing

&SalesOutboundLogisticsPurchasingMaintenanceSuppliersCustomersIntegratedSupply

ChainManagementInventory

ManagementThis

framework

aligns

with

the

CoE

POV

and

is

also

similar

to

frameworkfor

the

supply

chain

diagnostics

inventory

database.-

6

-.

.

.

and

concluded

there

are

three

strategic

objectives

weshould

focus

on

when

analysing

the

supply

chainStrategic

objectives:Supply

Chain

FrameworkQualityInformation

FlowProducts/servicesaccording

to

customerexpectationsForecasting

&

Production

PlanningCustomer

ServiceManufacturingMaintenanceInboundLogisticsMarketing

&SalesOutboundLogisticsPurchasingTimeOn

agreed

timeCostIntegratedSupply

ChainManagementInventory

ManagementNB:

BoundariesAt

reasonable

costNPDISupport

functionsTailor

to

companyspecific

(BSC)objectivesKey

metrics

must

give

information

on

how

a

company

is

performing

againstold

strategic

objectives.-

7

-We

began

with

a

brainstorming

session

on

the

key

driversfor

quality,

time

and

cost•

We

looked

at

the

supply

chain

from

the

customer’s

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.QualityTimeCostCustomerservicecostProductqualityProductquantityProductdeliveryLatearrivalLatedeliveryInventorycostProductcostProduc-tion

costDeliverycostPriceServiceThe

complete

picture

can

be

found

in

the

appendix.-

8

-Making

their

client

specific

warrants

attention•

Respect

all

sources

of

data:Blind-sidedIntuitionOpinionDiscussionSurveyFunctional

MeasuresKPIsExternal

Best

PracticeQualitativeQuantitative•

Understand

their

relationships—the

“causal

tree”:Objective

1Objective

2KPIKPIKPIKPI•

KPI

and

xxx

measure•

“Dual

service”

measures(cost

&

time)•

“Hard

wired”

and

tennons•

Push-pull•

Recognised

Cross-Industry;

In-Industry

and

In-Company

similarities

anddifferences.-

9

-Making

their

client

specific

warrants

attention

(cont.)•

Recognise

Cross-Industry;

In-Industry;

and

In-Company

similarities

anddifferences.•

Interface

the

solution

to

the

current

clients’

measures,

systems,

processesand

culture:•

.

.

.

and

guide

migration

over

time.Ensure

accountability

for

collecting

and

actioning

is

clear.-

10

-Proposed

Supply

Chain

KPIsTotal

SupplyChainInventoryManagementOutboundLogisticsForecastingPurchasingInbound

LogisticsManufacturingMaintenanceMarketing

&

SalesCustomer

Service%

of

goodsdeliveredaccording

toorder(quantity/quality)by

supplier%

of

activesuppliers

thataccount

for

90%of

total

purchasevalue%

of

productsdeliveredaccording

tocustomer

order(quantity/quality)Defect

rate

ofproducts

as

%

ofproduction%

of

productsordered

alreadyin

stockNeed

toidentifyM&S

KPIs%

of

customerssatisfied

withserviceCustomersatisfactionAccuracy

(as

%of

sales)Quality%

of

satisfiedcustomersTime

from

order

placement

to

receptionof

goodsTime

from

production

order

to

deliveryinto

finished

product

warehouseTotal

cycle

timeBEWARE

ofinter-relationshipsTime

(forDowntime

as

%of

totalproduction

timecustomer)

fromplacing

order

toreceiving

goodsTime%

of

goods

delivered

on

time

by

supplier%

of

productsdelivered

ontimeTotal

supplychain

cost

as

%of

salesCost

as

%

ofsalesCost

as

%

ofsalesCost

as

%

ofsalesCost

as

%

ofsalesCostCost

perproduct

sold

as%

of

salesNumber

of

stockturns/yearsKPI’s

help

to

identify

“where”

the

performance

problem

is

within

the

supplychain,

and

steer

towards

areas

to

explore

“why”.-

11

-Each

stage

of

the

supply

chain

has

a

variety

of

metrics

tomonitor

operational

effectivenessForecastingPurchasingInbound

LogisticsManufacturingMaintenance••Actual

vs.

forecasted

sales•%

of

all

active

suppliers

thataccount

for

90%

of

total

purchasevalue•%

of

goods

delivered

according

toorder

(quantify/quality)

by

supplier•Defect

rate

of

products

as

%

ofproduction•Nos

of

strategies,

or

“uptime”service-based

contracts%

of

data

which

can

be

usedwithout

modification

in

theplanning

process•••#

of

carrier

alliances#

of

overshipments••••Scrap

rate

as

%

of

production#

of

changes

per

production

period%

of

goods

repackaged•••%

of

correct

orders

placed#

of

alternative

sources

of

supply#

of

suppliers

involved

in

productdevelopment/innovation#

of

suppliers

per

purchasingemployee

(purchasing%

of

direct

material

purchasesthat

are

not

inspected

at

incomingquality

assurance,

going

fromstock

to

dock%

of

direct

material

purchasesthat

are

not

inspected

at

incomingquality

assurance,

going

fromstock

to

productionActual

vs.

production

capacityQuality•••professional)••#

of

vendors

products

orderedPurchasing

head

count

as

%

oftotal

head

count%

of

orders

delivered

withoutunplanned

communication

orspecial

attention•Time

from

order

placement

to

reception

of

goods•Time

from

production

order

to

deliver

into

finished

product

warehouse•%

of

goods

delivered

on

time

bysupplier•••Average

production

leadtimeCurrent

manufacturing

leadtimeMinimum

production

leadtime•Downtime

as

%

of

total

productiontime%

of

accounts

payable

handledbefore

due

date%

of

accounts

payable

handed

in

1–30

days%

of

accounts

payable

handled

in

31–60

days%

of

accounts

payable

handled

in

61–90

days%

of

accounts

payable

handled

inover

90

days%

of

suppliers

connected

via

EDIAverage

actual

time

todeveloped/negotiate

a

contract••••Proportion

of

suppliers

who

deliverdailyProportion

of

suppliers

who

deliverfrequently

than

monthlyProportion

of

suppliers

who

delivermonthlyProportion

of

suppliers

who

delivertwice

weeklyResponse

time

to

schedule

changesResponse

time

to

unforeseenproblems••Downtime

due

to

parts

shortage

(orstock

outs

in

general)Hours

of

unplanned

downtimeTime•••Turnaround

time

on

rejected

items•Cost

as

%

of

sales•Cost

as

%

of

sales••Cost

as

%

of

salesCost

as

%

of

total

sales•Cost

as

%

of

sales••Cost

as

%

of

salesCost

per

unit

produced••••••Cost

as

%

of

total

costs••Cost

per

saleable

unitCost

per

unit

producedCostCost

of

orders

purchased

(rangeCost

of

vendor

transactions

(range)Cost

of

expedite

repair

materialsPurchasing

spend

per

supplierPurchasing

spend

per

purchasingemployee

(purchasing

professional)These

metrics

help

identify

“why”

there

is

a

performance

problem.Source:

H.

Cook-

12

-In

addition

to

the

KPIs

each

stage

of

the

supply

chain

has

avariety

of

metrics

to

monitor

operational

effectiveness

(cont.)Inventory

ManagementMarketing

and

SalesCustomer

ServiceOutbound

LogisticsTotal

Supply

Chain••%

of

products

ordered

already

in

stockDefect

rate

of

products

as

%

ofproducts

leaving

warehouseAccuracy

of

inventory

recordsInventory

vs.

service

levelItems

in

inventory

as

%

of

total

unitpurchasesObsolete

vs.

active

inventory••%

of

correct

orders

taken#

of

additional

sales

from

customerreferrals#

of

order

changes

as

%

of

orders

filled%

of

orders

handled

with

commitment

toproduct/service

delivery

on

first

call•••%

of

customers

satisfied

with

service#

of

complaints

as

%

of

total

orders#

of

phone

calls

to

customer

servicedevelopment

per

order

shipped#

of

complaints

due

to

On-time

delivery;Order

Entry;

Packaging;

Product

quality;Shipping

Error#

of

complaints

as

%

of

total

orders#

of

customer

contacts

per

order#

of

enquiries

(including

complaints)

thatwere

not

answered

to

the

customerssatisfaction#

of

information

requests

as

%

ofcustomer

orders%

of

calls

abandoned,

answered

byrecording,

delayed%

of

customer

contact

through

customerservice%

of

customer

follow-up

handled

byCustomer

Service

Representative;Department

Manager;

Field•%

of

products

delivered

according

tocustomer

order

(quantity/quality)Degree

of

utilisation

of

facilities

(%)Equipment

utilisation—load•••Customer

satisfaction

(rating)%

of

satisfied

customers%

of

information

on

credit

history

limitavailable

On-line%

of

information

on

open-order

historyavailable

On-line%

of

information

on

outstanding

balanceavailable

On-line%

of

information

on

pricing

available

On-line%

of

information

on

product

historyavailable

On-line%

of

information

on

product

ID

codeavailable

On-line%

of

information

on

shipping

pointsavailable

On-lineRatio

of

operations

labour

as

%

ofpassive

labour•••••••••Equipment

utilisation—weight•••••••••••••••QualityRepresentative;

Responsible

Manager%

of

invoices

containing

errors%

of

orders

delivered

complete

andwithout

error

(order

fill

rate)%

of

orders

that

are

damaged

on

arrivalat

customer

site%

of

respondents

that

can

handlecomplaints

without

handing

off

to

otherperson/dept.••••••Average

%

of

disputed

invoices••Average

product

time

in

warehouseNo.

of

days

consumption

in

stock

(A-goods)No.

of

days

consumption

in

stock

(B-goods)Average

#

of

orders

rejected••••Delivery

time••Total

cycle

timeTime

(for

customers)

from

placing

order

toreceiving

goods%

of

products

delivered

early#

of

deliveries

per

manhour%

of

orders

delivered

on

time

(as

definedby

customer)%

of

orders

delivered

with

an

averagedelay

of

1

month•Time

from

order

placement

to

start

of

delivery•••••••%

of

accounts

receivable

settled

beforedue

date%

of

accounts

receivable

settled

in1–30

days%

of

accounts

receivable

settled

in31–60

days%

of

accounts

receivable

settled

in91

days•Average

time

taken

to

respond

torequests••••••••••%

of

products

delivered

on

timeAverage

customer

quoted

leadtimeAverage

leadtime

from

receipt

of

order

to

shipmentAverage

time

taken

to

access

informationCash

to

cash

cycleLongest

customer

quoted

leadtimeNew

product

introduction

timeProduct

changeover

timeNo.

of

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

handAverage

#

of

days

delay

after

scheduledship

dateTime%

of

accounts

receivable

settled

in61–90

daysShortest

customer

quoted

timeTime

from

receipt

of

order

to

receipt

ofshipment

by

customer•Time

taken

to

rectify

incorrect

or

damaged

orders•••••••••Cost

as

%

of

sales#

of

stock

turns/year•Cost

as

%

of

sales•Cost

as

%

of

sales••••••Cost

as

%

of

salesCost

per

delivery••••••Total

supply

chain

cost

as

%

of

salesCost

per

product

sold

as

%

of

sales%

of

profit

from

base

purchase%

of

profit

from

increased

purchases%

of

profit

from

premium

pricing%

of

revenue

generated

by

largestcustomer

group

(top

20%)Cost

per

product

sold

as

%

of

salesOperating

profit

per

customer

as

%

ofoperating

costs

per

customerTotal

cost

per

orderCost

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

(grossassets)#

of

route

miles

per

delivery#

of

warehousing

facilities#

of

warehousing

of

locations%

of

transportation

units

owned

bycompanyCost••Cost

per

orderCost

per

route••••Maximum

stock

levelMinimum

stock

level••Total

cost

per

unit

produced-

13

-Source:

H.

CookGiven

the

multitude

of

metrics

we

suggest

to

analysesupply

chain

performance

using

a

hierarchy

of

measuresType

ofMeasureHighest

Level

UseExampleObjectiveWho

Uses

It•

Forecastingaccuracy

(as

%of

sales)•

Find

“where”

the

•

Integrated•

Consultant•

Top

management•

Supply

chainstage

managerproblem

is

withinthe

supply

chainsupply

chain•

GenericKey

KPIbenchmarking•

%

of

suppliersconnected

viaEDI•

Identify

the“why”

within

thesupply

chainstage•

Supply

chainstagediagnostic•

Consultant•

Supply

chainstage

managerSupportingMetrics•

A-goods

as

a%

of

inventory•

Give

more

in-depth

informationabout

supplychain

stage•

Supply

chainstagediagnostic•

Supply

chainstage

managerOtherOperationalMeasures.

.

.

digging

through

the

causal

tree

to

improve

business

performance.-

14

-For

example,

the

quality

of

customer

service

performancecan

be

clearly

measured

at

three

different

levelsSuggested

SupportingMetricsOther

OperationalMeasuresKey

KPI’s•

%

of

customers

satisfiedwith

service•

#

of

complaints

as

%

oftotal

orders•

#

of

phone

calls

tocustomer

servicedepartment

per

ordershipped•

#

of

complaints

due

to:order

entry,

packaging,shipping

error,

.

.

.)Quality•

#

of

complaints

that

werenot

answered

to

customersatisfaction•

%

of

calls

abandoned,answered

by

recording,delayed,

.

.

.•

Average

number

of

ordersrejected•

%

of

complaints

handledby:

customer

service

rep.,department

manager,

.

.

.•

KPI’s

will

be

measured

for

generic

benchmarks,

whilst

operational

metricswill

be

measured

by

a

customer

service

manager.•

.

.

.-

15

-Outbound

logistics

performance

.

.

.Suggested

SupportingOther

OperationalMeasuresKey

KPI’sMetrics•

%

of

products

deliveredaccording

to

customerorder

(quantity/quality)•

(These

can

often

be

drivenby

customer

servicemetrics)•

Degree

of

utilisation

offacilities

(%)•

Equipment

utilisation(load/weight)QualityTime•

Average

number

of

days

ofdelay

after

scheduled

shipdate•

Delivery

time•

#

of

deliveries/man

hour•

%

of

orders

delivered

ontime

(as

defined

bycustomer)•

%

of

orders

delivered

early•

%

of

orders

delivered

withan

average

delay

of

1month•

Cost

as

%

of

sales•

Cost

per

delivery•

Cost

per

order•

Cost

per

route•

#

of

route

miles

per

deliveryCost•

#

of

warehousingfacilities/locations•

%

of

transportation

unitsowned

by

company•

.

.

.-

16

-For

maintenance,

commonly

used

supply

chainperformance

metrics

relate

to

time

and

costSuggested

SupportingMetricsOther

OperationalKey

KPI’sMeasures•

Number

of

service

contract•

Number

of

training

days

formaintenance

staffQualityTime•

Downtime

as

%

of

totalproduction

time•

Downtime

due

to

partsshortage

(or

stock

outs

ingeneral)•

Hours

of

unplanneddowntime•

Cost

as

%

of

sales•

Cost

per

unit

producedCost•

The

quality

of

maintenance

is

commonly

measured

by

lag

measures

in

terms

of

costor

as

a

production

measure

(downtime).•

We

suggest

the

use

of

two

lead

measures

that

proactively

monitor

maintenanceperformance.•

.

.

.-

17

-Just

remember

.

.

.•

A

large

number

of

metrics

exist,

so

be

selective.•

A

step

by

step

approach

to

measuring

supply

chain

performance

should

beundertaken

in

order

to

avoid

being

overwhelmed

by

data.•

The

following

segmentation

gives

us

such

an

approach:•

23

key

KPI’s

allow

us

to

identify

“where”

the

problems”

exist

within

thesupply

chain.•

Key

supporting

metrics

then

allow

us

to

answer

“why”

the

problems

exist.•

Operational

metrics

allow

us

to

go

analyse

the

supply

chain

stage

in

moredetail.•

The

“right”

set

of

metrics

does

not

exist

for

a

given

industry

or

even

aspecific

company.•

The

“right”

set

of

metrics

is

dynamic

like

the

business

it

measures

and

will-

18

-change

with

the

type

of

industry/problem

and

over

time.Next

Steps

for

the

Supply

Chain

CoE•

Agree

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

(S.

Beck/Disc.

Heads).•

.

.

.

and

roll-out.•

Continuous

improvement

process.-

19

-Appendix•

KPI

Definitions.•

Causal

Trees:•

Quality•

Time•

Cost-

20

-Purchasing

Data:

KPIs

&

BenchmarksBenchmarkingRange/Best

Practice(Validate

source)AverageManufacturing(Validate

source)Chemicals

BestPractice(Validate

source)Industry

SectorGlobal

ChemicalAutomotivePharma.Eng./Constr.(Global)aPurchasinga(Global)a(Global)aMeasure•

%

of

correct

orders

placed•

#

of

alternative

sources

of

supply•

#

of

suppliers

involved

in

productdevelopment/innovation•

#

of

active

suppliers

per

purchasing

professional•

#

of

vendors

products

ordered•

%

of

all

active

suppliers

that

account

for

90%

oftotal

purchase

value6–1829–26750–8720%165222627230215–75%7.9%(18%

xxx)•

%

of

purchases

handled

by

purchasingdepartment82•

Purchasing

head

count

as

%

of

total

head

count•

%

purchases

handled

by

purchasing

function•

%

spend

on

long-term

basis

(>2yrs)0.3%–4.5%1–10%1.4%82%50%1%0.4%97%27%26%•

%

firms

using

consortium

buying5.5%•

Training

per

purchasing

professional42

hrs•

%

of

accounts

payable

handled

before

duedate65%50%•

%

of

accounts

payable

handed

in

1–30

days•

%

of

accounts

payable

handled

in

31–60

days•

%

of

accounts

payable

handled

in

61–90

days•

%

of

accounts

payable

handled

in

over

90

days•

%

of

suppliers

connected

via

EDI29%4%1%1%42%6%1%1%11%59%79%61%33%19%1%•

Average

actual

time

to

developed/negotiate

acontract•

%

goods

delivered

on

time

by

supplier2–26

weeks0.06%–3.0%9

weeks•

Time

from

order

placement

to

receipt

of

goods•

Cost

as

%

of

sales0.30%•

Cost

as

%

of

total

costs•

Cost

of

orders

purchased

(range•

Cost

of

vendor

transactions

(range)•

Cost

of

expedite

repair

materials•

Purchasing

spend

per

supplier•

Purchasing

spend

per

purchasing•

Purchase

Dept.

expense

(¢

per

$

sales)$24.8m26.526431/100

¢15/100

¢10/100

¢59/100

¢18

cos

£12bn!0

cos

$23bn

19

cos

$3.5bna:

CAPS

Research:

Chemical

Purchasing

Benchmark

1997;

H.

Cook

shop

research.-

21

-QualityPriceServiceProduct

QualityProduct

QuantityProduct

DeliveryHigher

PricesThanCompetitorsHigher

MarginUnable

to

MeetWrong

OrderInformationWrong

Info.ThanCustomerDemandCompetitorsBadly

SetDeliveredFaulty

GoodsCustomerExpectationsProductsDamaged

AfterMfgProducedFaulty

Goods-

22

-TimeLateLate

ArrivalLate

ArrivalDepartureInfrastructureFailureProductFailureInformationFailureUn-controllableFactorsInfo.

Sentto

WrongPersonInformationFailureInfrastructureFailureHumanFailureTechnicalFailureHumanFailureFaultyProductProduct

Notin

StockWrongInformationInformationSent

LateDid

NotProduceEnoughDid

NotProduceAnymoreInformationSystemFailureCould

NotProduceTo

CapacityTotalCapacityToo

SmallOtherProductionPrioritiesHumanFailureTechnicalFailureDid

Not

Havethe

RightMaterialsForecastsIncorrectMaterialsNotDeliveredWrongMaterialsDeliveredMaterialsDeliveredLateSuppliersGotOrder

WrongWe

GotOrderWrongSuppliersDeliveredLateSuppliersForgotWe

Did

Not