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1、制定一項總的供應(yīng)鏈性能指標(biāo),Process, Recommendations,,McKinsey October 2003,,本文件概述了不同的指標(biāo)，可用來衡量供應(yīng)鏈績效,供應(yīng)鏈歐洲委員會的目標(biāo)是確定一個基準(zhǔn)框架能力: 比較通用的指標(biāo)，用于可以測量的項目。 進一步的基準(zhǔn)數(shù)據(jù)采集的格式一致。 倫敦中心的任務(wù): 發(fā)展概述了不同的指標(biāo)來衡量供應(yīng)鏈性能。 選擇最重要的指標(biāo)，可用于各行各業(yè)。 討論如何最重要的數(shù)據(jù)鏈接其他業(yè)務(wù)指標(biāo)在每個階段的供應(yīng)鏈。 建議如何在供應(yīng)鏈歐洲委員會應(yīng)繼續(xù)就這一議題。,我們使用了幾個來源的資料在我們的項目,內(nèi)部和外部文件: 高級別基準(zhǔn)框架的供應(yīng)鏈績效 (H .Cook): 輔助

2、研究（ 1997年3月）獲取信息從現(xiàn)有的專家和過去的項目. 供應(yīng)鏈標(biāo)準(zhǔn)和最佳做法 (Dow Polyurethane 在工業(yè)制造與商業(yè)貿(mào)易的相似點和不同點,客戶服務(wù)需要具體注意的（續(xù)）,認識到跨行業(yè);在工業(yè)制造與商業(yè)貿(mào)易的相似點和不同點 接口的辦法來解決目前的客戶的措施，系統(tǒng)，流程和文化： 隨著時間的轉(zhuǎn)移,確保問責(zé)制的收集和actioning是顯而易見的。,可使供應(yīng)鏈增值的 KPIs,關(guān)鍵績效指標(biāo)的幫助，以確定“凡”的性能問題是在供應(yīng)鏈，并指導(dǎo)的領(lǐng)域，探討“為什么”,精度,客戶滿意度,的客戶滿意度,總周期時間,時間（客戶）由放置以便接收貨物,的產(chǎn)品準(zhǔn)時交貨,總供應(yīng)鏈成本的銷售額,產(chǎn)品銷售成本，

3、為銷售額,成本的銷售,的產(chǎn)品提供根據(jù)客戶訂單（數(shù)量質(zhì)量）,的客戶滿服務(wù),訂購的產(chǎn)品已在市場,缺陷率為的產(chǎn)品生產(chǎn),滿足交貨指令（數(shù)量、質(zhì)量）的供應(yīng)商,時間順序安排，以接收貨物,時間從生產(chǎn)訂單到交貨到成品倉庫,停機時間為的總生產(chǎn)時間,交付貨物的及時供應(yīng),成本的銷售,成本的銷售,成本的銷售,Number of stock turns/years,整個供應(yīng)鏈,質(zhì)量,時間,成本,的活躍供應(yīng)商，占90 的總購買價值,,,,,,,小心相互關(guān)系,,,,,,,,,,,關(guān)鍵績效指標(biāo)的幫助，以確定“ 其中”每一個階段的供應(yīng)鏈有各種指標(biāo)，以監(jiān)測業(yè)務(wù)效率,These metrics help identify “why

4、” there is a performance problem.,,,實際銷售與預(yù)測 的數(shù)據(jù)，可用于預(yù)測與計劃,% 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 (purchasing p

5、rofessional) # of vendors products ordered Purchasing 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 s

6、tock 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 attention,Defect rate of products as % of production Scrap rate as % of production # of changes per produc

7、tion period % of goods repackaged Actual vs. production capacity,Time from order placement to reception of goods,Time 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

8、in 3160 days % of accounts payable handled in 6190 days % of accounts payable handled in over 90 days % of suppliers connected via EDI Average actual time to developed/negotiate a contract,% of goods delivered on time by supplier Proportion of suppliers who deliver daily Proportion of suppliers who

9、deliver frequently than monthly Proportion of suppliers who deliver monthly Proportion of suppliers who deliver twice weekly Response time to schedule changes Response time to unforeseen problems Turnaround time on rejected items,Average production leadtime Current manufacturing leadtime Minimum pro

10、duction leadtime,Downtime as % of total production time Downtime due to parts shortage (or stock outs in general) Hours of unplanned downtime,Cost as % of sales,Cost as % of sales Cost as % of total costs Cost of orders purchased (range Cost of vendor transactions (range) Cost of expedite repair mat

11、erials Purchasing spend per supplier Purchasing spend per purchasing employee (purchasing professional),Cost as % of sales Cost as % of total sales,Cost as % of sales Cost per saleable unit Cost per unit produced,Cost as % of sales Cost per unit produced,Source: H. Cook,Nos of strategies, or “uptime

12、” service-based contracts,,,,,,,,,In addition to the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness (cont.),,,Quality,Time,Cost,% of products ordered already in stock Defect rate of products as % of products leaving warehouse Accuracy of inventory r

13、ecords Inventory vs. service level Items in inventory as % of total unit purchases Obsolete 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/service delivery on first c

14、all,% 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 # of customer contact

15、s 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 by Customer Serv

16、ice 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 handing of

17、f to other person/dept. Average % of disputed invoices,% of products delivered according to customer order (quantity/quality) Degree of utilisation of facilities (%) Equipment utilisationload Equipment utilisationweight,Time from order placement to start of delivery,Customer satisfaction (rating) %

18、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 % o

19、f information on product ID code available On-line % of information on shipping points available On-line Ratio of operations labour as % of passive labour,Average # of orders rejected,Average product time in warehouse No. of days consumption in stock (A-goods) No. of days consumption in stock (B-goo

20、ds) No. 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 stock Planned days of inventory on hand,% of accounts receivable settled before due date % of accounts receivable s

21、ettled in 130 days % of accounts receivable settled in 3160 days % of accounts receivable settled in 91 days % of accounts receivable settled in6190 days,Delivery time % of products delivered early # of deliveries per manhour % of orders delivered on time (as defined by customer) % of orders deliver

22、ed with an average delay of 1 month Average # of days delay after scheduled ship date,Total cycle time Time (for customers) from placing order to receiving goods % of products delivered on time Average customer quoted leadtime Average leadtime from receipt of order to shipment Average time taken to

23、access information Cash to cash cycle Longest customer quoted leadtime New product introduction time Product changeover time Shortest customer quoted time Time from receipt of order to receipt of shipment by customer Time taken to rectify incorrect or damaged orders,Average time taken to respond to

24、requests,Cost as % of sales # of stock turns/year Cost as % of cost of goods purchased Carried worth of expired lots A-goods as a percent of inventory Average stock level B-goods as a percent of inventory C-goods as a percent of inventory Inventory cost as % of total assets (gross assets) Maximum st

25、ock level Minimum stock level,Cost as % of sales,Cost as % of sales Cost per delivery # of route miles per delivery # of warehousing facilities # of warehousing of locations % of transportation units owned by company Cost per order Cost per route,Total supply chain cost as % of sales Cost per produc

26、t sold as % of sales % of profit from base purchase % of profit from increased purchases % of profit from premium pricing % of revenue generated by largest customer group (top 20%) Cost per product sold as % of sales Operating profit per customer as % of operating costs per customer Total cost per o

27、rder Total cost per unit produced,Cost as % of sales,Source: H. Cook,,,,鑒于眾多的數(shù)據(jù)，建議分析供應(yīng)鏈績效使用的措施,. . . 通過挖掘供應(yīng)鏈因果關(guān)系，以改善經(jīng)驗業(yè)績.,,,,,,關(guān)鍵績效指標(biāo),支持 質(zhì)量,其它 業(yè)務(wù)措施,這類措施,例如,最高級別的使用,誰使用它,預(yù)測準(zhǔn)確度。,集成供應(yīng)鏈 通用基準(zhǔn),顧問 高層管理者 供應(yīng)鏈運作者,的供應(yīng)商通過電子數(shù)據(jù)交換連接,供應(yīng)鏈階段診斷,顧問 供應(yīng)鏈運作,一個商品作為的庫存,供應(yīng)鏈階段診斷,供應(yīng)鏈運作,,目的,找到供應(yīng)鏈的問題,確定“為什么”的供應(yīng)鏈階段,更深入了解供應(yīng)鏈階段,例如：

28、客戶服務(wù)質(zhì)量的表現(xiàn)可以清楚的衡量三個不同層次,,關(guān)鍵績效指標(biāo)的,,建議支持度量,,,其它業(yè)務(wù) 措施,,的客戶滿意服務(wù),占總訂單的投訴率,電話服務(wù)支持，以發(fā)運數(shù)量 投訴的原因分析：包裝、訂單輸入、發(fā)貨錯誤 的要求放棄了，延遲 的客戶投訴處理率，客戶服務(wù)代表,關(guān)鍵績效指標(biāo)是通用的測量標(biāo)準(zhǔn)，同時用業(yè)務(wù)指標(biāo)衡量每一位客戶代表。,投訴未回答的投訴率,平均訂單拒絕率,,,,,,,,,,,,,,,,,,,,,,,,,,,,,關(guān)鍵績效指標(biāo),,Suggested Supporting Metrics,,,Other Operational Measures,,關(guān)鍵績效指標(biāo)是通用的測量標(biāo)準(zhǔn)，而出境物流。。。,的產(chǎn)

29、品可以滿足客戶訂單,(These can often be driven by customer service metrics),Degree of utilisation of facilities (%) Equipment utilisation (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 averag

30、e delay of 1 month,Average number of days of delay after scheduled ship date,Cost as % of sales,# of route miles per delivery # of warehousing facilities/locations % of transportation units owned by company,. . .,Cost per delivery Cost per order Cost per route,,,,,,,,,,,,,,,,,,,,,,,,,,,,Key KPIs,Sug

31、gested Supporting Metrics,,Other Operational Measures,,For maintenance, commonly used supply chain performance metrics relate to time and cost,The 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 measur

32、es that proactively monitor maintenance performance. . . .,Number of service contract Number of training days for maintenance 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,,

33、,,,,,,,,,,,,,,,,,,,,,,,,,,Just remember . . .,A large number of metrics exist, so be selective. A step by step approach to measuring supply chain 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 t

34、o identify “where” the problems” exist within the supply 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 more detail. The “right” set of metrics does not exist for a given industry or even a specific

35、 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. . . .,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 i

36、f 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.,Appendix,KPI Definitions. Causal Trees: Quality Time Cost,Purchasing Data: KPIs

37、H. Cook shop research.,Service,Product Delivery,Wrong Info.,Higher Prices Than Competitors,Higher Margin Than Competitors,Badly Set Customer Expectations,Wrong Order Information,Unable to Meet Customer Demand,Produced Faulty Goods,Products Damaged After Mfg,,,,,,,Price,,Product Quantity,,Product Qua

38、lity,,Delivered Faulty Goods,Definitions for the Supply Chain KPIs,Forecasting: Accuracy (as %of sales). Purchasing: % active suppliers for 90% spend. Time from order placement to receipt. % of goods delivered on time. Cost as % sales. Inbound Logistics: % of good delivered according to order (quant

39、ity/quality) by supplier. Time from order placement to reception of goods. % of goods delivered on time by supplier.,Drivers and KPIs are however linked throughout the supply chain,They form a “causal tree” along the supply chain which varies between industries and over time They do not simply drive

40、 and explain just quality, time or cost, they may drive or explain all three We have simplified the tree in this presentation: We have left out the links and kept the model on a generic level,We have not developed a “perfect” model,These operational metrics should be used with care,Ideally they shou

41、ld support key KPIs by explaining why performance is meeting/below expectations. They should also give an in-depth picture into how well each supply chain stage is performing. However, their use calls for judgement: They vary across companies and industries (which explains the large quantity of metr

42、ics available). Many are not directly linked to key KPIs but are useful secondary indicators of performance. They do not necessarily link to performance at just one stage in the supply chain (but accountability must be assigned to someone within one stage). For example: inaccurate order making could lead to more time being spent on puchasing, suppliers delivering the wrong goods and/or suppliers delivering the goods late.,