《供应链管理KPI》PPT课件.ppt

制定一项总的供应链性能指标,Process, Recommendations,McKinsey October 2003,本文件概述了不同的指标，可用来衡量供应链绩效,供应链欧洲委员会的目标是确定一个基准框架能力: 比较通用的指标，用于可以测量的项目。 进一步的基准数据采集的格式一致。 伦敦中心的任务: 发展概述了不同的指标来衡量供应链性能。 选择最重要的指标，可用于各行各业。 讨论如何最重要的数据链接其他业务指标在每个阶段的供应链。 建议如何在供应链欧洲委员会应继续就这一议题。,我们使用了几个来源的资料在我们的项目,内部和外部文件: 高级别基准框架的供应链绩效 (H .Cook): 辅助研究（ 1997年3月）获取信息从现有的专家和过去的项目. 供应链标准和最佳做法 (Dow Polyurethane 在工业制造与商业贸易的相似点和不同点,客户服务需要具体注意的（续）,认识到跨行业;在工业制造与商业贸易的相似点和不同点 接口的办法来解决目前的客户的措施，系统，流程和文化： 随着时间的转移,确保问责制的收集和actioning是显而易见的。,可使供应链增值的 KPIs,关键绩效指标的帮助，以确定“凡”的性能问题是在供应链，并指导的领域，探讨“为什么”,精度,客户满意度,的客户满意度,总周期时间,时间（客户）由放置以便接收货物,的产品准时交货,总供应链成本的销售额,产品销售成本，为销售额,成本的销售,的产品提供根据客户订单（数量质量）,的客户满服务,订购的产品已在市场,缺陷率为的产品生产,满足交货指令（数量、质量）的供应商,时间顺序安排，以接收货物,时间从生产订单到交货到成品仓库,停机时间为的总生产时间,交付货物的及时供应,成本的销售,成本的销售,成本的销售,Number of stock turns/years,整个供应链,质量,时间,成本,的活跃供应商，占90 的总购买价值,小心相互关系,关键绩效指标的帮助，以确定“ 其中”每一个阶段的供应链有各种指标，以监测业务效率,These metrics help identify “why” there is a performance problem.,实际销售与预测 的数据，可用于预测与计划,% 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 professional) # 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 stock 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 production 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 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 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 production 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 materials 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” 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 records 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 call,% 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 contacts 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 Service 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 off 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) % 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 % of 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-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 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 settled 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 delivered 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 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 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 stock 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 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%) Cost per product sold as % of sales Operating profit per customer as % of operating costs per customer Total cost per order Total cost per unit produced,Cost as % of sales,Source: H. Cook,鉴于众多的数据，建议分析供应链绩效使用的措施,. . . 通过挖掘供应链因果关系，以改善经验业绩.,关键绩效指标,支持 质量,其它 业务措施,这类措施,例如,最高级别的使用,谁使用它,预测准确度。,集成供应链 通用基准,顾问 高层管理者 供应链运作者,的供应商通过电子数据交换连接,供应链阶段诊断,顾问 供应链运作,一个商品作为的库存,供应链阶段诊断,供应链运作,目的,找到供应链的问题,确定“为什么”的供应链阶段,更深入了解供应链阶段,例如：客户服务质量的表现可以清楚的衡量三个不同层次,关键绩效指标的,建议支持度量,其它业务 措施,的客户满意服务,占总订单的投诉率,电话服务支持，以发运数量 投诉的原因分析：包装、订单输入、发货错误 的要求放弃了，延迟 的客户投诉处理率，客户服务代表,关键绩效指标是通用的测量标准，同时用业务指标衡量每一位客户代表。,投诉未回答的投诉率,平均订单拒绝率,关键绩效指标,Suggested Supporting Metrics,Other Operational Measures,关键绩效指标是通用的测量标准，而出境物流。,的产品可以满足客户订单,(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 average 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,Suggested 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 measures 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,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 to 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 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 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.,Appendix,KPI Definitions. Causal Trees: Quality Time Cost,Purchasing Data: KPIs 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 Quality,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 (quantity/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 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 should 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 metrics 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.,