麥肯錫-《供應鏈管理-流程與績效》ppt課件

1、Developing An Overview of Supply Chain Performance MetricsProcess, RecommendationsMcKinseyOctober 2003This 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:Comparin

2、g generic metric performances for use on 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 mos

3、t important metrics link other operational metrics within each stage of the supply chain.Suggest how the supply chain CoE should continue concerning this topic.We used information from several sources during our projectInternal and external documents:High level benchmarking framework for supply chai

4、n performance (H .Cook):Shop 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 199

5、7).Discussions with supply chain CoE:Graham Colclough.Andrew Morgan.Lee Sherman.Deborah Huff (Cap McKinsey).Possible data sourcesCIPS (UK):Purchasing (& Supply Chain).APICS (US):Supply Chain.CAPS (US):Purchasing & Supply Chain (US & Legal):Research Benchmark Industry Listings (capsresearch/htm).NAPM

6、 (US):Purchasing.Kaiser Associates:Benchmark Specialist Consultant.US University Research:New global initiative (investigating entryopportunitiesBob Ackerman).Performance measurement is an important but complex subjectThis documents an initial step in the right direction.Companies see the need for m

7、etrics. . . . . but developing the “right set of metrics is a challenge“If you cant measure, you cant manage, you cant motivateEstablishing the proper measures within an organisation enhances continuousNo commonly used “model.Business issues that warrant performance measurement:Differ between indust

8、ries.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 educationWe used a generic supply chain framewo

9、rk as a basis for our analysis . . .Supply Chain FrameworkSuppliersPurchasingInformation FlowForecasting & Production PlanningCustomer ServiceInventory ManagementInboundLogisticsManufacturingMaintenanceMarketing &SalesOutboundLogisticsIntegrated Supply Chain ManagementCustomersThis framework aligns

10、with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database. . . and concluded there are three strategic objectives we should focus on when analysing the supply chainKey metrics must give information on how a company is performing against old strategic objec

11、tives.Strategic objectives:QualityTimeCostProducts/services according to customer expectationsOn agreed timeAt reasonable costPurchasingInformation FlowForecasting & Production PlanningInventory ManagementInboundLogisticsManufacturingMaintenanceMarketing &SalesOutboundLogisticsIntegrated Supply Chai

12、n ManagementCustomer ServiceSupply Chain FrameworkNB: BoundariesNPDISupport functionsTailor to company specific (BSC) objectivesWe began with a brainstorming session on the key drivers for quality, time and costThe complete picture can be found in the appendix.We looked at the supply chain from the

13、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 deliveryInventory costProduct costProduc-tion costDelivery cos

14、tCustomer service costQualityTimeCostMaking their client specific warrants attentionRespect all sources of data:Understand their relationshipsthe “causal tree:Recognised Cross-Industry; In-Industry and In-Company similarities and differences.Blind-sidedIntuitionOpinionDiscussionSurveyFunctional Meas

15、uresKPIsExternal Best PracticeQualitativeQuantitativeObjective 1KPI KPI KPI KPIObjective 2KPI and xxx measure“Dual service measures (cost & time)“Hard wired and tennonsPush-pullMaking their client specific warrants attention (cont.)Recognise Cross-Industry; In-Industry; and In-Company similarities a

16、nd 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.Proposed Supply Chain KPIsKPIs help to identify “where the performance problem is within the supply ch

17、ain, 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 delivered on timeTotal supply chain cost as % of salesCost per product sold as % of salesCost as %

18、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 delivered according to order (quantity/quality) by supplierTime from order placement to recept

19、ion 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 salesNumber of stock turns/yearsTotal Supply ChainForecastingPurchasingInbound LogisticsMan

20、ufacturingMaintenanceInventory ManagementMarketing & SalesCustomer ServiceOutbound LogisticsQualityTimeCost% of active suppliers that account for 90% of total purchase valueNeed to identify M&S KPIsBEWARE of inter-relationshipsEach stage of the supply chain has a variety of metrics to monitor operat

21、ional effectivenessThese metrics help identify “why there is a performance problem.ForecastingPurchasingInbound LogisticsManufacturingMaintenanceQualityTimeCostActual vs. forecasted sales% of data which can be used without modification in the planning process% of all active suppliers that account fo

22、r 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 professional)# of vendors products orderedPurchasing head count as % of total head count% of goods deli

23、vered 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 stock to dock% of direct material purchases that are not inspected at incoming quality assurance, going from

24、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 period% of goods repackagedActual vs. production capacityTime from order placement to reception of goodsTime

25、 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% of accounts payable handled in 6190 days% of accounts payable handled in over 90 days% of suppliers connec

26、ted 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 than monthlyProportion of suppliers who deliver monthlyProportion of suppliers who deliver twice weeklyRespo

27、nse time to schedule changesResponse time to unforeseen problemsTurnaround time on rejected itemsAverage production leadtimeCurrent manufacturing leadtimeMinimum production leadtimeDowntime as % of total production timeDowntime due to parts shortage (or stock outs in general)Hours of unplanned downt

28、imeCost 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 supplierPurchasing spend per purchasing employee (purchasing professional)Cost as % of salesCost as % of total salesC

29、ost as % of salesCost per saleable unitCost per unit producedCost as % of salesCost per unit producedSource: H. CookNos of strategies, or “uptime service-based contractsIn addition to the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness (cont.)Invento

30、ry ManagementMarketing and SalesCustomer ServiceOutbound LogisticsTotal Supply ChainQualityTimeCost% of products ordered already in stockDefect rate of products as % of products leaving warehouseAccuracy of inventory recordsInventory vs. service levelItems in inventory as % of total unit purchasesOb

31、solete 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 call% of customers satisfied with service#of complaints as % of total orders# of phone cal

32、ls 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 contacts per order#of enquiries (including complaints) that were not answered to the customers satisfa

33、ction# 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 Service Representative; Department Manager; Field Representative; Responsible Manager% of invoices conta

34、ining 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 off to other person/dept.Average % of disputed invoices% of products delivered according to customer order

35、 (quantity/quality)Degree of utilisation of facilities (%)Equipment utilisationloadEquipment utilisationweightTime from order placement to start of deliveryCustomer satisfaction (rating)% of satisfied customers% of information on credit history limit available On-line% of information on open-order h

36、istory 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 information on product ID code available On-line% of information on shipping points available On-lineRatio of operat

37、ions 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 days consumption in stock (C-goods)No. of days safety stock (A-goods)No. of days safety stock (B-goods)No. of days

38、 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 days% of accounts receivable settled in 3160 days% of accounts receivable settled in 91 days% of accounts receivable s

39、ettled 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 of 1 monthAverage # of days delay after scheduled ship dateTotal cycle timeTime (for customers) from placing order

40、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 cycleLongest customer quoted leadtimeNew product introduction timeProduct changeover timeShortest customer quoted ti

41、meTime 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 turns/yearCost as % of cost of goods purchasedCarried worth of expired lotsA-goods as a percent of inventoryAverage st

42、ock 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 as % of salesCost per delivery# of route miles per delivery# of warehousing facilities# of warehousing of location

43、s% 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 from increased purchases% of profit from premium pricing% of revenue generated by largest customer group (top 20%)C

44、ost 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. CookGiven the multitude of metrics we suggest to analyse supply chain performance using a hierarchy of measures. . . diggin

45、g through the causal tree to improve business performance.Key KPISupportingMetricsOther OperationalMeasuresType of MeasureExampleHighest Level UseWho Uses ItForecasting accuracy (as % of sales)Integrated supply chainGeneric benchmarkingConsultantTop managementSupply chain stage manager% of suppliers

46、 connected via EDISupply chain stage diagnosticConsultantSupply chain stage managerA-goods as a % of inventorySupply chain stage diagnosticSupply chain stage managerObjectiveFind “where the problem is within the supply chainIdentify the “why within the supply chain stageGive more in-depth informatio

47、n about supply chain stageFor example, the quality of customer service performance can be clearly measured at three different levelsQualityKey KPIsSuggested Supporting MetricsOther Operational Measures% of customers satisfied with service# of complaints as % of total orders# of phone calls to custom

48、er service department per order shipped# of complaints due to: order entry, packaging, shipping error, . . .)% of calls abandoned, answered by recording, delayed, . . .% of complaints handled by: customer service rep., department manager, . . .KPIs will be measured for generic benchmarks, whilst ope

49、rational metrics will be measured by a customer service manager. . .# of complaints that were not answered to customer satisfactionAverage number of orders rejectedKey KPIsSuggested Supporting MetricsOther Operational MeasuresOutbound logistics performance . . .% of products delivered according to c

50、ustomer order (quantity/quality)(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

51、 with an average delay of 1 monthAverage number of days of delay after scheduled ship dateCost as % of sales# of route miles per delivery# of warehousing facilities/locations% of transportation units owned by company. . .Cost per deliveryCost per orderCost per routeQualityTimeCostKey KPIsSuggested S

52、upporting MetricsOther Operational MeasuresQualityTimeCostFor maintenance, commonly used supply chain performance metrics 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 measu

53、res that proactively monitor maintenance performance. . .Number of service contractNumber of training days for maintenance staffDowntime as % of total production timeCost as % of salesCost per unit producedDowntime due to parts shortage (or stock outs in general)Hours of unplanned downtimeJust remem

54、ber . . .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 to identify “where the problems exist wit

55、hin 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 company. The “right set of metrics is dynamic

56、like the business it measures and will change with the type of industry/problem and over time. . .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

57、populate the supply chain benchmarking framework.See example for Purchasing.Championing (S. Beck/Disc. Heads). . . and roll-out.Continuous improvement process.AppendixKPI Definitions.Causal Trees:QualityTimeCostPurchasing Data: KPIs & Benchmarksa: CAPS Research: Chemical Purchasing Benchmark 1997; H

58、. Cook shop research.Industry SectorBenchmarking Range/Best Practice(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 o

59、rders placed# of alternative sources of supply# of suppliers involved 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 departmentPu

60、rchasing head count as % of total head count% purchases handled by purchasing function% spend on long-term basis (2yrs)% firms using consortium buyingTraining per purchasing professional% of accounts payable handled before due date% of accounts payable handed in 130 days% of accounts payable handled