供应链物流管理中科院 龚其国二sclm chapter 18

1、18-1Supply Chain Logistics ManagementChapter 18: Performance and FinancialAssessmentSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-2Shareholder Value FocusServiceTotal CostOPERAT

2、IONAL EXCELLENCEASSET UTILIZATIONFixed Capital ReductionWorking Capital ReductionSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinMeasures Cash-to-Cash cycle time Segment profitabilit

3、y Return on assets Free cash spinMeasures Perfect Order Dwell Time Inventory Days Total Landed Cost Activity Based CostIncreasedLowestCustomerLanded18-3Traditional FunctionalMeasurementIncreasing scope and accuracy in functionalmeasurementAsset Management CostCustomer ServiceQuality ProductivitySupp

4、ly Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-4TYPICAL PERFORMANCE METRICSSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw

5、-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinCustomer ServiceCost ManagementQualityProductivityAsset ManagementFill rateTotal costDamage frequencyUnits shipped per employeeInventory turnsStockoutsCost per unitOrder entry accuracyUnits per labor dollarInventory levels, number of days su

6、pplyShipping errorsCost as a percentage of salesPicking/ shipping accuracyOrders per sales representativeObsolete inventoryOn-time deliveryInbound freightDocument/ invoicing accuracyComparison to historical standardReturn on net assetsBackordersOutbound freightInformation availabilityGoal programsRe

7、turn on investmentCycle timeAdministrativeInformation accuracyProductivity indexInventory classification (A,B,C)Delivery consistencyWarehouse order processingNumber of credit claimsEquipment downtimeEconomic Value Added (EVA)Response time to inquiriesDirect laborNumber of customer returnsOrder entry

8、 productivityResponse accuracyComparison of actual versus budgetWarehouse labor productivityComplete ordersCost trend analysisTransportation labor productivityCustomer complaintsDirect product profitabilitySales force complaintsCustomer Segment profitabilityOverall reliabilityInventory carryingOvera

9、ll satisfactionCost of returned goodCost of damageCost of service failuresCost of backorder18-5Deficiencies of Traditional FunctionalAssessmentBias toward cost and traditional customer service persists.Most logistics executives actually believe that customer service and quality metrics reflect a cus

10、tomer perspective in their scorecard.Customer service metrics are not jointly defined.Metrics are “on-average, over-time”. Must be “de-averaged”. Research shows that world-class companies emphasize absolute metrics rather than percentages.Inability to reflect a true shareholders/financial perspectiv

11、eSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-6Internal Supply Chain:“Perfect Order”AchievementThe “Perfect Order” Defined Complete Orders Delivered To Customers Requested Date

12、 And Time In Perfect Condition, Including All Documentation. .97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97=.73Perfect Orders Should Be Assessed At Each Stage In The Supply ChainCan you really capture the data?Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright

13、 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-7Internal Supply Chain: Cash-to-CashCash-To-Cash Cycle Time Cash-To-Cash = Total Inventory Days Of Supply + Days Sales Outstanding - Days Payables OutstandingSupply Chain Logistics Management, First Edition. Bowersox, C

14、loss, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-8Total Supply Chain: Days of SupplyDays Of Supply The Total Inventory In The Supply Chain Relationship - Inbound, Plant And All Stocking Locations In the Channel - Expressed As Calendar Days O

15、f Supply Based On Recent Actual Daily Rate Of Sales (or forecasted rate of sales).Auto IndustryFood IndustrySupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-9Total Supply Chain: Dw

16、ell TimeThe ratio of the number of days that inventory(or other assets) sit idle to the number of days it is actually moving in the supply chain. Related to services industry measures.Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Com

17、panies, Inc. All rights reserved.McGraw-Hill/Irwin18-10Total Supply Chain: Focus on theConsumerShelf Level In-Stock Position Is A Key MetricFor The Supply ChainSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights

18、reserved.McGraw-Hill/Irwin18-11Total Supply Chain: Total Landed CostRaw Material SourceProduction of ComponentsManufacturerDistributorsRetailersCould you manage your way out of the dilemma?Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hil

19、l Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-12Total Supply Chain: Supply Chain ResponseTimeThe (theoretical) time to recognize a fundamental shift in final customer demand, internalize that finding in all supply chain members, re-plan, and increase/decrease output by 20%.Suppose one of

20、 your recently introduced products becomes the most successful product in its category-taking 50% market share when your forecast was for only 20%. How long before you actually recognize this? How long before you can arrange production capacities, procurement and distribution arrangements to accommo

21、date it?Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-13BenchmarkingAspects of benchmarking:Internal benchmarkingCompetitive benchmarking Non-restricted benchmarkingExtends beyo

22、nd metrics to include processesSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-14Segmental AnalysisTo properly assess financial performance you mustsegment:By channel By territory

23、 By customer By productBy supplierSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-15Variable Vs Fixed Expense VARIABLE EXPENSESThose which change predictably with some measure of

24、output during a time period. FIXED EXPENSESThose which do not change in relationship to output during a time periodSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-16Direct vs. Ind

25、irect Expense DIRECT EXPENSESThose which exist due to the specific organizational unit being analyzed. INDIRECT EXPENSEThose which exist due to more than one unit under analysis.Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies

26、, Inc. All rights reserved.McGraw-Hill/Irwin18-17Two Approaches to Profitability AssessmentContribution margin focuses on the variable anddirect fixed costs incurred and the contribution that each segment makes to covering indirect expenses and profit.Net profit allocates all expenses to segments.Su

27、pply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-18Activity Based Costing and ManagementABC and ABM are allocation techniquesAllocations are more realistic than traditional cost acco

28、unting which relies on sales volume or direct labor hours to allocate “overhead”.If you arent doing activity-based costing you probably dont know which customers, products, services, or channels are the profitable ones.Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Co

29、pyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-19Strategic Profitability ModelSales$(Dupont Model)Gross Margin-$Cost ofgoods soldNet Profit$-Net profit marginDirect expensesSales%Total Expenses$+ net proft net sales()Indirectexpenses$Return on net worthFinanc

30、ial leverageReturn on assets%=xInventory total assets net worth net profit total assets(net profts net worth)()()x=Sales$Current assets+Assets turnoverAccounts$receivable$+Fixed assetsTotal assets+Other current assets$Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Cop

31、yright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin$18-20SPM RATIOS FOR TWO FICTITIOUS RETAILERSAsset turnoverReturn on net worthLeverageReturn on assetsNet profit marginCompany A Company B52.735.592.96.2Supply Chain Logistics Management, First

32、Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin18-21SALES2000Strategic Profit ModelGROSS MARGIN-COST OF GOODS SOLD500(BASE CASE)1500NET PROFIT-100DIRECT EXPENSENET PROFIT MARGIN300 SALES5%TOTAL EXPENSES400+INDIRECT EXPENSE

33、2000()net profit net sales100RETURN ON ASSETSTIMES INVENTORYSALES4002000+ACCOUNTS RECEIVABLEASSET TURNOVERCURRENT ASSETS2600TOTAL ASSETS+FIXED ASSETS+OTHER CURRENT ASSETS()1000net sales total assets100400Supply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by

34、 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin10%Transportation Handling Storage Space Promotionetc.Cost of goodsxQuantity100PricexQuantity18-22SALES2000Strategic Profit ModelGROSS MARGIN-COST OF GOODS SOLD500(INVENTORY REDUCTION)1500NET PROFIT-120VARIABLE EXPENSESNET PROFIT MARGIN280SALES6%TOTAL EXPENSES380+FIXED EXPENSES2000(net sales)net profit100RETURN ON ASSETSTIM