物流管理之供应链成熟度模型及绩效评估

1、.Supply-Chain Practice MaturityModel and PerformanceAssessmentPresented by:Bob Moncrieff, Director, PRTMMark Stonich, Principal, PRTMDate: November 6, 2001The Performance Measurement Group, LLCPittiglio Rabin Todd & McGrath;IntroductionThe purpose of todays webcast is to:Introduce PMGs supply-ch

2、ain Performance Scorecard & Maturity ModelPresent initial results of PMGs inaugural Supply-Chain Practice and InformationTechnology AssessmentHighlight preliminary findings of best-practice implementation and businessperformance correlationReview a real-world example of a practice and performanc

3、e assessment that PRTMand PMG recently conductedSpur discussion, analysis, and action within your companies and industries© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/012AgendaSupply-Chain Scorecard BackgroundIntroduction to PMGs Supply-Chain Maturity ModelDominant and Em

4、erging PracticesPreliminary Findings Discrete Electronics Equipment studyPractice and Performance Assessment Case Study5 min5 min15 min15 min15 min© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/013The Supply-Chain Score Card consists of two elementsSupply Chain Performance

5、Versus Comparison Population0% - 20%20% - 40%40% - 60%60% - 80%80% - 100%Maturity frameworks define theKeyPerspectivesMetricsMajorOpportunityDisadvantageMedianAdvantageBest-in-ClassYourOrg.enabling practices that will driveperformance improvementDOMINANT PRACTICESSupply Chain Practice AssessmentCust

6、omer-facing Metrics:Internal-facingMetrics:On-Time Delivery to Request %On-Time Delivery to Commit %Order Fulfillment Lead TimeUpside Production FlexibilityTotal Supply-Chain Management CostCash-to-Cash Cycle TimeInventory Days of Supply68.8%74.7%11.042.09.0%93.674.988.2%95.0%6.410.83.8%42.737.787.1

7、%94.2%8103.9%25.430Stage 1:Functional FocusStage 2: Internal Stage 3: ExternalIntegration IntegrationStage 4: Cross-EnterpriseCollaborationNet Asset Turns2.010.85.5PLANSOURCEMAKEStrategyDemand PlanningSupply PlanningDemand/Supply Balancing & Decision-makingStrategyCommodity & Process Managem

8、entSupplier Development / ManagementOrganization & InfrastructureManufacturing StrategyProduction SchedulingMaterial Issue, Movement and TrackingManufacturing Process ControlDELIVER EnableOrder Entry & SchedulingWarehousing, Transportation and DeliveryInvoicing and Cash CollectionOVERALL Sup

9、ply Chain StrategySupply Chain Performance ManagementSupply Chain ProcessesSupply Chain OrganizationPerformance measurementshighlight where improved capabilitywill deliver value to the business= Best in Class= Median= ABC Co.© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/01

10、4The Supply-ChainMaturity ModelSMCompanies progress through stages of The Supply-Chain Maturity ModelSMStage 4:Cross-EnterpriseStage 1:FunctionalFocusDiscrete Supply-Chain processes anddata flows welldocumented andunderstoodResources managedat department leveland performancemeasured atfunctional lev

11、elStage 2:InternalIntegrationCompany-wideprocess and datamodel continuouslymeasured at thecompany, process,and diagnostic levelsResources managedat both functionaland cross-functionallevelsStage 3:ExternalIntegrationStrategic partnersthroughout the globalSupply Chaincollaborate to: Identify jointbus

12、inessobjectives andaction plans Enforcecommonprocesses anddata sharing Define, monitor,and react toperformancemetricsCollaborationIT and eBusinesssolutions enable acollaborative Supply-Chain strategy that: Alignsparticipatingcompaniesbusinessobjectives andassociatedprocesses Results in real-time pla

13、nning,decision-making, andexecution ofsupply -chainresponses tocustomerrequirementsS tages of Operational C apability© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/016S upply C hain P erform anc eThe practices at each stage are defined in terms of theSCOR Model: Plan, Sourc

14、e, Make, Deliver, and OverallS tag es of O peration al C ap ab ilityS tag e 1 S tag e 2 S tag e 3 S tag e 4E a c h pra c tic e a re a is a s s e s s e d a c ros s fou ro pe ra tion a l e le m e ntsF unc tiona lF oc usInte rna lInte gra tionE xte rna lInte gra tionC ros s -E nte rpris eC olla bora ti

15、onP lanS ou rc eMakeD eliverO verallS trate gyD e m and P lanningS upp ly P lanningD e m and /S upp ly B alanc ing & D e c is io n MakingS trate gyC om m o dity & P roc e s s Manag e m e ntS upp lie r D e ve lo pm e nt/Manage m e ntO rg anizatio n & I nfras truc tureManufac turing S trat

16、e g yP rod uc tio n S c he dulingMate rial I s s ue , Mo ve & T rac kingManufac turing P ro c e s s C o ntro lE nableO rd e r E ntry & S c he d ulingW are ho us ing , T rans po rtatio n & D e live ryI nvo ic ing & C as h C olle c tionS upp ly-C hain S trate gyS upp ly-C hain P e rfor

17、m anc e Manage m e ntS upp ly-C hain P roc e s s e sS upp ly-C hain O rg anization© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/017Sample practices for Source: SupplierDevelopment/ManagementStages of Operational CapabilityStage 1 Stage 2 Stage 3 Stage 4Each practice area i

18、s assessed across fouroperational elementsFunctionalFocusInternalIntegrationExternalIntegrationCross-EnterpriseCollaborationPlanSourceMakeStrategyDemand PlanningSupply PlanningDemand/Supply Balancing & Decision MakingStrategyCommodity & Process ManagementSupplier Development/ManagementOrgani

19、zation & InfrastructureManufacturing StrategyProduction SchedulingSupply Chain Organization© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/018Stage 1Material Issue,ManufacturingFunctional FocusStage 2& TrackingControlInternal IntegrationStage 3External IntegrationSta

20、ge 4Cross-EnterpriseCollaborationArms-length and/or poorlyOrder Entry &defined supplier partnershipWarehousing,relationships. No formal supplierInvoicing &relationship managementOverall Supply Chainprocess in placeSupply ChainLittle supplier segmentationSupply ChainCommodity strategiesdeterm

21、ine supplier relationships.& DeliveryFormal supplier relationshipsCollectionare defined reflecting cross-functional requirement forbuyer/supplierManagementcommunicationJoint service/partnershipagreements for objectives andincentives, performance targets,benefit sharing agreements, andTerms and C

22、onditionsOnline, virtual management ofsupply relationships for datavisibility, collaborative planning,performance tracking, andvirtual workplaceDominant and EmergingPracticesThe average participant is approaching Stage 2 Internal IntegrationAverage Stage for Dominant and Emerging Practices5040302010

23、020002002 ProjectionStage 1Stage 2DominantStage 3EmergingStage 4Companies plan to advance one full stage or more by the end of 2002,achieving greater external integration© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/0110On average, Plan practices are currently the mostadva

24、ncedPlanOver 60% of companies60%50%40%30%Plan Practices Distributionhave integrated planningprocesses20%10%0%Stage 1TransitionalStage 2TransitionalStage 3TransitionalStage 4Source60%Stage 2Stage 3Source Practices DistributionStage 4while 60% have not yetintegrated their sourcingpractices50%40%30%20%

25、10%0%Stage 1TransitionalStage 2TransitionalStage 3TransitionalStage 4Stage 2Stage 3Stage 4MakeMake practices mirrorSource practices in theirdistribution60%50%40%30%20%10%0%Make Practices DistributionStage 1TransitionalStage 2TransitionalStage 3TransitionalStage 4Stage 2Stage 3Stage 4Deliver60%Delive

26、r Practices DistributionFew companies have mademajor advances inintegrating their delivercapabilities50%40%30%20%10%0%Stage 1TransitionalStage 2TransitionalStage 3TransitionalStage 4© Copyright 2001 The Performance Measurement Group, LLC11Stage 2Stage 3Stage 46903MV 11/06/01% of Population% of

27、Population% of Population% of PopulationBut emerging practices focus more on Source andDeliverPlanCompanies are targetingexternal planning integration60%50%40%30%20%10%Plan Practices Distribution0%SourceStage 1TransitionalStage 2Stage 2TransitionalStage 3Stage 3TransitionalStage 4Stage 4eSourcing ca

28、pabilities(Transitional Stage 4 istargeted by 30 40% ofrespondents)60%50%40%30%20%10%0%Source Practices DistributionStage 1TransitionalStage 2TransitionalStage 3TransitionalStage 4MakeOver 50% of companies aretargeting advanced planningfor manufacturing andautomated controls60%50%40%30%20%10%0%Stage

29、 2Stage 3Make Practices DistributionStage 4Stage 1TransitionalStage 2TransitionalStage 3TransitionalStage 4Deliver60%Stage 2Stage 3Deliver Practices DistributionStage 4Many companies are lookingto establish advanced ordermanagement practices50%40%30%20%10%0%© Copyright 2001 The Performance Meas

30、urement Group, LLCStage 112TransitionalStage 2Stage 2TransitionalStage 3Stage 3TransitionalStage 4Stage 46903MV 11/06/01% of Population% of Population% of Population% of PopulationOverall: Practices for almost half of the respondentsare still functionally focusedWhile companies focus on developing t

31、heir supply-chain strategy they are not reinforcing it with the same level of performancemanagement, process improvement, and organizational alignmentOVERALLStage 1:FunctionalFocusStage 2:InternalIntegrationStage 3:ExternalIntegrationStage 4:Cross-EnterpriseCollaborationS upply-C ha inS upply-C ha i

32、nS upply-C ha inS upply-C ha inS tra te gyP e rform a nc e Ma na ge m e ntP roc e sse sOrga niz a tion1· Departmental focus· Discrete SCprocesses aredocumented anddata flows identified2· Functionalstrategies alignedwith formal SCstrategic planning· Cross-functionalprocessesmeasur

33、ed andimproved usingcorporate scorecard3· Collaborative SCstrategies andmeasuresestablished· Cross-organizational datasharing4· Flexible ITarchitecture supportsintegration acrossbusiness partners· Enterprise-wideprocess and datamodel for all majordevelopment, supplychain, and cus

34、tomermanagementactivitiesOVERALLAverage Stage© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/0113= D om inant= E m ergingPlan: These practices are the most advanced of thesupply-chain elementsAs expected, supply planning activities seem more integrated thandemand planningStr

35、ategic planning is also advanced, but not always integrated withtactical balancing activitiesPLANStage 1:FunctionalFocusStage 2:InternalIntegrationStage 3:ExternalIntegrationStage 4:Cross-EnterpriseCollaborationS tra te gyDe m a nd P la nningS upply P la nningDe m a nd/S upply B a la nc ing & De

36、 c ision Ma kingPLAN1· Functionaldemand/supplyplanning· No integratedprocesses andtools2· Consistent,company widedemand/supplyaggregation andplanning· Functionalaccountability· Continuousimprovement usinghistoricalperformance3· Strategicpartnerships withcustomers andsup

37、pliers· Facilitated by direct,collaborative,electronic dataexchange· Governed by formalperformanceagreements4· Dynamic company-wide demandforecasting andcapacity planning· Jointdemand/supplydecision-makingusing global dataAverage Stage© Copyright 2001 The Performance Measure

38、ment Group, LLC6903MV 11/06/0114= D om inant= E m ergingSource: Practices show the most aggressive goalsfor maturityCommodity management is not well adopted, but a common focus areafor the next 18 monthsStage 1:Stage 2:Stage 3:Stage 4:SOURCEFunctionalFocusInternalIntegrationExternalIntegrationCross-

39、EnterpriseCollaborationS tra te gyC om m odity & P roc e ss Ma na ge m e ntS upplie r De ve lopm e nt/Ma na ge m e ntOrga niz a tion & Infra struc ture1· Informal processes· Supplierrelationshipspoorly defined· No integrated toolsto accessprocurement data2· Cross-function

40、alcommoditymanagement teams· Supplierrelationshipsdefined· Common ERPsystems usedeffectively3· Collaborativeproductdevelopment/processimprovement donewith strategiccommodity/supplierpartners· Consortia buying4· Integrated supplynetwork· eEnabled systemsautomate/optimize

41、 supplytransactions· On-line data accessfor supply partnersSOURCEAverage Stage© Copyright 2001 The Performance Measurement Group, LLC6903MV 11/06/0115= D om inant= E m ergingMake: Manufacturing process control practices are themost advancedDespite substantial focus on pull-based manufactur

42、ing, Build-to-Stock is stillthe predominant manufacturing strategy for respondentsMany companies are targeting build and configure-to-order practices in the near futureMAKEStage 1:FunctionalFocusStage 2:InternalIntegrationStage 3:ExternalIntegrationStage 4:Cross-EnterpriseCollaborationMa nufa c turi

43、ng S tra te gyP roduc tion S c he dulingMa te ria l Issue , Move , & T ra c kingMa nufa c turing P roc e ss C ontrol1· Manual materialand productioncontrol driven byrudimentaryMRP/MPS tools· Build-to-Stockpractices2· ERP-basedoptimization ofinternal schedulingand inventories3·

44、; Customer-driven,APS (linked tosuppliers)· Automated productquality control· Demand pullmanufacturing,real-time inventorycontrol4· Multi-tier APS· Electronic trackingof as-builtconfigurations· InstantaneousproductconfigurationchangesMAKEAverage Stage© Copyright 2001 Th

45、e Performance Measurement Group, LLC6903MV 11/06/0116= D om inant= E m ergingDeliver: Order Entry improvements are and willcontinue to be a focuseBusiness practices are promising significant integration of order entryand schedulingInvoicing and cash collection continues to be a labor intensive proce

46、ssesDELIVERStage 1:FunctionalFocusStage 2:InternalIntegrationStage 3:ExternalIntegrationStage 4:Cross-EnterpriseCollaborationE na bleOrde r E ntry & S c he dulingW a re housing, T ra nsporta tion, & De live ryInvoic ing & C a sh C olle c tion1· No formalstandards for ordermanagement

47、,channel rules,product delivery, orinvoicing· Significant manualinterventionrequired2· Formal outboundlogistics processes· Automated ordermanagement andinvoicing· Channel rules anddelivery qualitydefined3· Product anddelivery informationis availablethroughout thesupply chain· Differentiatedorder/service levelagreementsformalized4· Optimizedwarehousingtransportation,tracking, anddelivery· Real-timecommitments tocustomer-specificorder/service le