麦肯锡供应链管理流程与绩效英文原

DevelopingAnOverviewofSupplyChainPerformanceMetricsProcess,RecommendationsMcKinseyOctober2003筑龙英才网（ZhulongHR.com）中国最优秀的建筑房地产招聘网站！免费服务电话：4006789313ThisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformanceTheSupplyChainCoE’sobjectiveistodefineabenchmarkingframeworkcapableof:Comparinggenericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdatainaconsistentformat.TheLondonShop’stask:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.WeusedinformationfromseveralsourcesduringourprojectInternalandexternaldocuments:Highlevelbenchmarkingframeworkforsupplychainperformance(H.Cook):ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.Supplychainbenchmarksandbestpractice(DowPolyurethane&EpoxyApril1995).SupplyChainBenchmarkAssessment(March1997).Supplychainappraisalandbenchmarks:(clientXSeptember1997).DiscussionswithsupplychainCoE:GrahamColclough.AndrewMorgan.LeeSherman.DeborahHuff(CapMcKinsey).PossibledatasourcesCIPS(UK): Purchasing(&SupplyChain).APICS(US): SupplyChain.CAPS(US): Purchasing&SupplyChain(US&Legal):ResearchBenchmarkIndustryListings(http://www.capsresearch//htm).NAPM(US): Purchasing.KaiserAssociates: BenchmarkSpecialistConsultant.USUniversityResearch: Newglobalinitiative(investigatingentry

opportunities—BobAckerman).PerformancemeasurementisanimportantbutcomplexsubjectThisdocument’saninitialstepintherightdirection.Companiesseetheneedformetrics......butdevelopingthe“right”setofmetricsisachallenge“Ifyoucan’tmeasure,youcan’tmanage,youcan’tmotivate”EstablishingthepropermeasureswithinanorganisationenhancescontinuousNocommonlyused“model”.Businessissuesthatwarrantperformancemeasurement:Differbetweenindustries.Differwithinindustry.Changeovertime.Thereisnoone“right”answerFocusAccountabilityCommunicationLinkingstrategytoaction

AssigningaccountabilitytotakeactionwhenneededMeasuringprogresstowardsgoalsthroughinteractivecommunicationandeducationWeusedagenericsupplychainframeworkasabasisforouranalysis...SupplyChainFrameworkSuppliersPurchasingInformationFlowForecasting&ProductionPlanningCustomerServiceInventoryManagementInbound

LogisticsManufacturingMaintenanceMarketing&SalesOutbound

LogisticsIntegrated

SupplyChain

ManagementCustomersThisframeworkalignswiththeCoEPOVandisalsosimilartoframeworkforthesupplychaindiagnosticsinventorydatabase....andconcludedtherearethreestrategicobjectivesweshouldfocusonwhenanalysingthesupplychainKeymetricsmustgiveinformationonhowacompanyisperformingagainstoldstrategicobjectives.Strategicobjectives:QualityTimeCostProducts/servicesaccordingtocustomerexpectationsOnagreedtimeAtreasonablecostPurchasingInformationFlowForecasting&ProductionPlanningInventoryManagementInbound

LogisticsManufacturingMaintenanceMarketing&SalesOutbound

LogisticsIntegrated

SupplyChain

ManagementCustomerServiceSupplyChainFrameworkNB:BoundariesNPDISupportfunctionsTailortocompanyspecific(BSC)objectivesWebeganwithabrainstormingsessiononthekeydriversforquality,timeandcostThecompletepicturecanbefoundintheappendix.Welookedatthesupplychainfromthecustomer’sperspective.Webrainstormedon“whatcouldgowrongalongthesupplychain”:Whataredriversofperformancefromaquality,timeandcostpointofview.PriceServiceProductqualityProductquantityProductdeliveryLatearrivalLatedeliveryInventorycostProductcostProduc-tioncostDeliverycostCustomerservicecostQualityTimeCostMakingtheirclientspecificwarrantsattentionRespectallsourcesofdata:

Understandtheirrelationships—the“causaltree”:

RecognisedCross-Industry;In-IndustryandIn-Companysimilaritiesanddifferences.Blind-sidedIntuition Opinion Discussion Survey FunctionalMeasures KPIsExternalBestPracticeQualitativeQuantitativeObjective1KPI

KPI

KPI

KPIObjective2KPIandxxxmeasure“Dualservice”measures(cost&time)“Hardwired”andtennonsPush-pullMakingtheirclientspecificwarrantsattention(cont.)RecogniseCross-Industry;In-Industry;andIn-Companysimilaritiesanddifferences.Interfacethesolutiontothecurrentclients’measures,systems,processesandculture:...andguidemigrationovertime.Ensureaccountabilityforcollectingandactioningisclear.ProposedSupplyChainKPIsKPI’shelptoidentify“where”theperformanceproblemiswithinthesupplychain,andsteertowardsareastoexplore“why”.Accuracy(as%ofsales)Customersatisfaction%ofsatisfiedcustomersTotalcycletimeTime(forcustomer)fromplacingordertoreceivinggoods%ofproductsdeliveredontimeTotalsupplychaincostas%ofsalesCostperproductsoldas%ofsalesCostas%ofsales%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)%ofcustomerssatisfiedwithservice%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproduction%ofgoodsdeliveredaccordingtoorder(quantity/quality)bysupplierTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliveryintofinishedproductwarehouseDowntimeas%oftotalproductiontime%ofgoodsdeliveredontimebysupplierCostas%ofsalesCostas%ofsalesCostas%ofsalesNumberofstockturns/yearsTotalSupplyChainForecastingPurchasingInboundLogisticsManufacturingMaintenanceInventory

ManagementMarketing&SalesCustomerServiceOutboundLogisticsQualityTimeCost%ofactivesuppliersthataccountfor90%oftotalpurchasevalueNeedtoidentifyM&SKPIsBEWAREofinter-relationshipsEachstageofthesupplychainhasavarietyofmetricstomonitoroperationaleffectivenessThesemetricshelpidentify“why”thereisaperformanceproblem.ForecastingPurchasingInboundLogisticsManufacturingMaintenanceQualityTimeCostActualvs.forecastedsales

%ofdatawhichcanbeusedwithoutmodificationintheplanningprocess%ofallactivesuppliersthataccountfor90%oftotalpurchasevalue

%ofcorrectordersplaced#ofalternativesourcesofsupply#ofsuppliersinvolvedinproductdevelopment/innovation#ofsuppliersperpurchasingemployee(purchasingprofessional)#ofvendorsproductsorderedPurchasingheadcountas%oftotalheadcount%ofgoodsdeliveredaccordingtoorder(quantify/quality)bysupplier

#ofcarrieralliances#ofovershipments%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktodock%ofdirectmaterialpurchasesthatarenotinspectedatincomingqualityassurance,goingfromstocktoproduction%ofordersdeliveredwithoutunplannedcommunicationorspecialattentionDefectrateofproductsas%ofproduction

Scraprateas%ofproduction#ofchangesperproductionperiod%ofgoodsrepackagedAductioncapacityTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliverintofinishedproductwarehouse

%ofaccountspayablehandledbeforeduedate%ofaccountspayablehandedin1–30days%ofaccountspayablehandledin31–60days%ofaccountspayablehandledin61–90days%ofaccountspayablehandledinover90days%ofsuppliersconnectedviaEDIAverageactualtimetodeveloped/negotiateacontract%ofgoodsdeliveredontimebysupplier

ProportionofsupplierswhodeliverdailyProportionofsupplierswhodeliverfrequentlythanmonthlyProportionofsupplierswhodelivermonthlyProportionofsupplierswhodelivertwiceweeklyResponsetimetoschedulechangesResponsetimetounforeseenproblemsTurnaroundtimeonrejecteditemsAverageproductionleadtimeCurrentmanufacturingleadtimeMinimumproductionleadtimeDowntimeas%oftotalproductiontime

Downtimeduetopartsshortage(orstockoutsingeneral)HoursofunplanneddowntimeCostas%ofsalesCostas%ofsales

Costas%oftotalcostsCostoforderspurchased(rangeCostofvendortransactions(range)CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendperpurchasingemployee(purchasingprofessional)Costas%ofsalesCostas%oftotalsalesCostas%ofsales

CostpersaleableunitCostperunitproducedCostas%ofsalesCostperunitproducedSource:H.CookNosofstrategies,or“uptime”service-basedcontractsInadditiontotheKPIseachstageofthesupplychainhasavarietyofmetricstomonitoroperationaleffectiveness(cont.)InventoryManagementMarketingandSalesCustomerServiceOutboundLogisticsTotalSupplyChainQualityTimeCost%ofproductsorderedalreadyinstockDefectrateofproductsas%ofproductsleavingwarehouseAccuracyofinventoryrecordsInventoryvs.servicelevelItemsininventoryas%oftotalunitpurchasesObsoletevs.activeinventory%ofcorrectorderstaken#ofadditionalsalesfromcustomerreferrals#oforderchangesas%ofordersfilled%ofordershandledwithcommitmenttoproduct/servicedeliveryonfirstcall%ofcustomerssatisfiedwithservice#

ofcomplaintsas%oftotalorders#ofphonecallstocustomerservicedevelopmentperordershipped#ofcomplaintsduetoOn-timedelivery;OrderEntry;Packaging;Productquality;ShippingError#ofcomplaintsas%oftotalorders#ofcustomercontactsperorder#

ofenquiries(includingcomplaints)thatwerenotansweredtothecustomerssatisfaction#ofinformationrequestsas%ofcustomerorders%ofcallsabandoned,answeredbyrecording,delayed%ofcustomercontactthroughcustomerservice%ofcustomerfollow-uphandledbyCustomerServiceRepresentative;DepartmentManager;FieldRepresentative;ResponsibleManager%ofinvoicescontainingerrors%ofordersdeliveredcompleteandwithouterror(orderfillrate)%ofordersthataredamagedonarrivalatcustomersite%ofrespondentsthatcanhandlecomplaintswithouthandingofftootherperson/dept.Average%ofdisputedinvoices%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)Degreeofutilisationoffacilities(%)Equipmentutilisation—loadEquipmentutilisation—weightTimefromorderplacementtostartofdeliveryCustomersatisfaction(rating)%ofsatisfiedcustomers%ofinformationoncredithistorylimitavailableOn-line%ofinformationonopen-orderhistoryavailableOn-line%ofinformationonoutstandingbalanceavailableOn-line%ofinformationonpricingavailableOn-line%ofinformationonproducthistoryavailableOn-line%ofinformationonproductIDcodeavailableOn-line%ofinformationonshippingpointsavailableOn-lineRatioofoperationslabouras%ofpassivelabourAverage#ofordersrejectedAverageproducttimeinwarehouseNo.ofdaysconsumptioninstock(A-goods)No.ofdaysconsumptioninstock(B-goods)No.ofdaysconsumptioninstock(C-goods)No.ofdayssafetystock(A-goods)No.ofdayssafetystock(B-goods)No.ofdayssafetystock(C-goods)No.ofproductswithduplicationstockPlanneddaysofinventoryonhand%ofaccountsreceivablesettledbeforeduedate%ofaccountsreceivablesettledin

1–30days%ofaccountsreceivablesettledin

31–60days%ofaccountsreceivablesettledin

91days%ofaccountsreceivablesettledin

61–90daysDeliverytime%ofproductsdeliveredearly#ofdeliveriespermanhour%ofordersdeliveredontime(asdefinedbycustomer)%ofordersdeliveredwithanaveragedelayof1monthAverage#ofdaysdelayafterscheduledshipdateTotalcycletimeTime(forcustomers)fromplacingorderto

receivinggoods%ofproductsdeliveredontimeAveragecustomerquotedleadtimeAverageleadtimefromreceiptofordertoshipmentAveragetimetakentoaccessinformationCashtocashcycleLongestcustomerquotedleadtimeNewproductintroductiontimeProductchangeovertimeShortestcustomerquotedtimeTimefromreceiptofordertoreceiptof

shipmentbycustomerTimetakentorectifyincorrectordamagedordersAveragetimetakentorespondtorequestsCostas%ofsales#ofstockturns/yearCostas%ofcostofgoodspurchasedCarriedworthofexpiredlotsA-goodsasapercentofinventoryAveragestocklevelB-goodsasapercentofinventoryC-goodsasapercentofinventoryInventorycostas%oftotalassets(grossassets)MaximumstocklevelMinimumstocklevelCostas%ofsalesCostas%ofsalesCostperdelivery#ofroutemilesperdelivery#ofwarehousingfacilities#ofwarehousingoflocations%oftransportationunitsownedbycompanyCostperorderCostperrouteTotalsupplychaincostas%ofsalesCostperproductsoldas%ofsales%ofprofitfrombasepurchase%ofprofitfromincreasedpurchases%ofprofitfrompremiumpricing%ofrevenuegeneratedbylargest

customergroup(top20%)Costperproductsoldas%ofsalesOperatingprofitpercustomeras%of

operatingcostspercustomerTotalcostperorderTotalcostperunitproducedCostas%ofsalesSource:H.CookGiventhemultitudeofmetricswesuggesttoanalysesupplychainperformanceusingahierarchyofmeasures...diggingthroughthecausaltreetoimprovebusinessperformance.KeyKPISupportingMetricsOtherOperationalMeasuresTypeofMeasureExampleHighestLevelUseWhoUsesItForecastingaccuracy(as%ofsales)IntegratedsupplychainGenericbenchmarkingConsultantTopmanagementSupplychainstagemanager%ofsuppliersconnectedviaEDISupplychainstagediagnosticConsultantSupplychainstagemanagerA-goodsasa%ofinventorySupplychainstagediagnosticSupplychainstagemanagerObjectiveFind“where”theproblemiswithinthesupplychainIdentifythe“why”withinthesupplychainstageGivemorein-depthinformationaboutsupplychainstageForexample,thequalityofcustomerserviceperformancecanbeclearlymeasuredatthreedifferentlevelsQualityKeyKPI’sSuggestedSupportingMetricsOtherOperationalMeasures%ofcustomerssatisfiedwithservice#ofcomplaintsas%oftotalorders#ofphonecallstocustomerservicedepartmentperordershipped#ofcomplaintsdueto:orderentry,packaging,shippingerror,...)%ofcallsabandoned,answeredbyrecording,delayed,...%ofcomplaintshandledby:customerservicerep.,departmentmanager,...KPI’swillbemeasuredforgenericbenchmarks,whilstoperationalmetricswillbemeasuredbyacustomerservicemanager....#ofcomplaintsthatwerenotansweredtocustomersatisfactionAveragenumberofordersrejectedKeyKPI’sSuggestedSupportingMetricsOtherOperationalMeasuresOutboundlogisticsperformance...%ofproductsdeliveredaccordingtocustomerorder(quantity/quality)(Thesecanoftenbedrivenbycustomerservicemetrics)Degreeofutilisationoffacilities(%)Equipmentutilisation(load/weight)Deliverytime%ofordersdeliveredontime(asdefinedbycustomer)#ofdeliveries/manhour%ofordersdeliveredearly%ofordersdeliveredwithanaveragedelayof1monthAveragenumberofdaysofdelayafterscheduledshipdateCostas%ofsales#ofroutemilesperdelivery#ofwarehousingfacilities/locations%oftransportationunitsownedbycompany...CostperdeliveryCostperorderCostperrouteQualityTimeCostKe宰y碗KP更I’进sSu执gg么es新te墙d兔Su敢pp专or灾ti谷ng筛M谅et全ri葛csOt注he隶r罚Op卵er辽at坏io聚na义lMe推as椅ur为esQualityTimeCostFo厅r厨ma沉in抽te驼na道nc僚e,破c扶om泥mo恶nl干y看us带ed蔑s扮up振pl鞭y底ch姓ai姑n蓄pe清rf舒or症ma逮nc却e桨me希tr飘ic售s欣re恒la重te粥t浊o粱ti测me允a从nd祸c设os裙tTh砖e碑qu哥al危it蜻y息of淋m炕ai坛nt编en是an蜜ce郑i凳s良co吗mm仰on揭ly协m害ea胁su钉re声d剩by窜l耻ag宫m友ea磁su粮re暗s州in诵t誓er坛ms物o艰f崖co揪st箩o条r答as羡a别p嘴ro慎du芽ct赞io陶n洽me幸as被ur停e盘(d欠ow运nt旅im期e)若.We捆s易ug童ge坚st塞t梳he回u姓se秘o抵f钱tw盐o梳le举ad翠m钩ea服su攻re文s银th糟at驼p抬ro阴ac医ti揉ve胖ly楼m演on对it勉or误m情ai铸nt句en仿an胆ce辰p罩er器fo雁rm德an爬ce异..蜂.爸.Nu叨mb意er兴o证f闹se辟rv尾ic脂e倘co艇nt容ra孤ctNu恳mb雾er励o探f漫tr些ai置ni纪ng隔d伶ay结s屯fo这r糠ma补in巷te爆na似nc鸭e棒st川af胜fDo穿wn靠ti自me墨a他s吼%酒of送t尝ot悲al默p封ro语du萍ct禽io贷n能ti气meCo界st益a不s溪%付of前s闸al羊esCo全st女p袋er泼u摊ni宽t驼pr供od另uc疯edDo蓝wn苏ti墙me朴d捐ue弊t狭o域pa插rt栗s次sh商or暑ta肠ge挣(尊or窝s细to百ck格o园ut辣s律in塔g饮en露er农al抵)Ho慢ur凝s尤of父u传np毒la库nn态ed溜d定ow些nt散im非eJu殿st叙r宽em用em誓be饶r歪.肥.陷.A道la炒rg经e晕nu秧mb仿er机o响f稿me猴tr衡ic迎s显ex味is骄t,蹲s净o迁be兴s叫el困ec泄ti私ve碍.A顽st锐ep栋b机y角st筹ep帅a缝pp趴ro祖ac迷h鸽to捡m窑ea糟su俯ri餐ng今s彻up伶pl慌y够ch司ai射n励pe屈rf冷or家ma抬nc处e颂sh途ou红ld慌b陶e党un归de叹rt搭ak册en世i胖n宾or夹de乞r石to摊a绝vo求id遵b细ei订ng计o舟ve纯rw溉he聋lm湖ed腰b嫂y贿da房诚ta晋.Th指e两fo桃ll腐ow扫in晶g堆se刊gm院en正ta朵ti五on战g恋iv晃es窄u悬s捆su盟ch葛a巧n蔽ap励pr肯oa芝ch缓:23映k脆ey邀K归PI孙’s玩a国ll晴ow趣u估s询to鞠i择de存nt剖if位y丑“w尤he摸re航”职th百e怒pr蛾ob联le处ms缴”艳ex纸is流t创wi虽th现in全t旬he敞s通up闪pl芒y稻ch零ai馒n.Ke尤y狸su旦pp某or惰ti洗ng枕me娇tr周ic桨s巴th球en戴a附ll双ow微u竭s卧to迈a修ns情we昼r演“w而hy垮”热th扬e学pr土ob探le西ms权e勺xi传st愚.Op平er属at牵io蔬na报l岂me离tr误ic貌s宁al庙lo赶w毫us迟t源o覆go或a挑na柳ly吧se谅t梢he溜s克up宰pl素y墙ch武ai裕n谦st层ag禾e叙in泼m辣or衬e翠de融ta其il眉.Th盈e哑“r距ig教ht谈”纽奉se津t球of浪m歌et领ri行cs休d稼oe辉s副no炸t寻ex太is既t挨fo承r替a币gi鼓ve捎n浴in快du贼st匠ry筛o丢r段ev握en锈a久s卧pe域ci挣fi殊c絮co钳mp即an伯y.Th欺e乒“r酱ig桌ht垦”览se咸t仇of损m欠et梦ri拍cs蠢i乞s欢dy他na助mi柳c拿li欢ke碑t锐he叹b诵us异in热es虾s哗it掀m耀ea卷su修re包s型an软d叔wi堵ll臂c乎ha绞ng校e后wi毕th遵t苗he乔t销yp祥e饥of真i缺nd傻us纳tr放y/袖pr毅ob术le妻m单an薪d翼ov磨er昂t恐im烤e..车.繁.Ne侄xt汗S场te怪ps荣f象or陪t令he梢S辛up惨pl煮y本Ch军ai乔n父Co秀EAg啄re农e同on盗h腿ow旨y份ou薯w吴il丸l祖go劳f扯or毛wa以rd稀a皆ft测er参t扭hi伯s瞎pr烛oj揪ec脚t.Ag型re胳e北on油o脊bj悬ec宪ti兽ve股s,党s江co易pe均a苏nd昌a饶cc暑ou鄙nt绑ab拢il秩it膏ie糊s.Eg待.宾Di躲sc假us症s慢if振e龄ac准h碧GM搏T言ne膨ed凯s截it蛾s旋ow参n名su炎pp助ly景c覆ha显in伙m积et药ri君cs提.Fu页rt干he有r匠po炉pu倍la够te办t兽he迟s锻up秧pl暮y级ch胆ai洋n祝be膀nc帖hm恨ar和ki萌ng涌f出ra抬me握wo棋rk踩.Se镇e伸ex愿am鼻pl骄e谨fo柏r敞Pu派rc栏ha搅si序ng钉.Ch语am得pi腾on该in羡g务(S政.纤Be盆ck议/D伙is仙c.涂H忘ea修ds跨)..支.错.大an谅d弯ro题ll干-o及ut皮.Co忌nt付in锄uo求us吓i维mp违ro眯ve赢me赔nt姐p赴ro刺ce多ss饭.Ap晶pe岭nd软ixKP宪I瓣De逐fi派ni邪ti负on骡s.Ca朋us慎al平T惹re甘es息:Qu制al诸it惩yTi击meCo无stPu什rc辉ha乐si午ng驼D鞭at嚼a:丑KP澡Is茂&扬B尘en甲ch吨ma赠rk挨sa:瘦CA有PS挡R慈es找ea权rc脉h:屯C畜he岸mi遍ca甘l嫂Pu孤rc宜ha宋si配ng沈B狂en泡ch赶ma过rk悲1固99漂7;惕H含.愈Co腹ok原s益ho苹p洒re发se腿ar秒ch双.IndustrySectorBenchmarkingRange/BestPractice(Validatesource)AverageManufacturing(Validatesource)ChemicalsBestPractice(Validatesource)GlobalChemicalPurchasinga0.06%–3.0%0.30%MeasureQUALITYTIMECOSTAutomotive(Global)aPharma.(Global)aEng./Constr.(Global)a

%ofcorrectordersplaced#ofalternativesourcesofsupply#ofsuppliersinvolvedinproductdevelopment/innovation#ofactivesuppliersperpurchasingprofessional#ofvendorsproductsordered%ofallactivesuppliersthataccountfor90%oftotalpurchasevalue%ofpurchaseshandledbypurchasingdepartmentPurchasingheadcountas%oftotalheadcount%purchaseshandledbypurchasingfunction%spendonlong-termbasis(>2yrs)%firmsusingconsortiumbuyingTrainingperpurchasingprofessional%ofaccountspayablehandledbeforeduedate%ofaccountspayablehandedin1–30days%ofaccountspayablehandledin31–60days%ofaccountspayablehandledin61–90days%ofaccountspayablehandledinover90days%ofsuppliersconnectedviaEDIAverageactualtimetodeveloped/negotiateacontract%goodsdeliveredontimebysupplierTimefromorderplacementtoreceiptofgoodsCostas%ofsalesCostas%oftotalcostsCostoforderspurchased(rangeCostofvendortransactions(range)CostofexpediterepairmaterialsPurchasingspendpersupplierPurchasingspendperpurchasingPurchaseDept.expense(¢per$sales)65%

29%4%1%1%9weeks59%$24.8m31/100¢18cos£12bn

2–26weeks50%

42%6%1%1%61%26.515/100¢!0cos$23bn

50–8720%

1–10%

6–182 9–2675–75%

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2226

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272

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3021

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33%

1%19%2610/100¢19cos$3.5bn459/100¢Se务rv阵ic搜ePr孕od笋uc获t链De携li弓ve耗ryWr习on择g垫In揪fo岗.Hi烘gh浴er愤P愚ri扬ce散s扩Th狠an禽C寻om硬pe抢ti迫to负rsHi胡gh者er蹲M权ar奥gi魂n鉴Th仙an票C束om难pe达ti继to蝇rsBa米dl身y顿Se葵t崇Cu遭st纠om嫂er讨E抢xp蜡ec卧ta毛ti间on征sWr枕on涨g炒Or期de放r文In满fo王rm线at蜻io惠nUn钥ab返le焦t勤o愈Me刺et削C链us脾to麻me夕r盈De久ma久ndPr额od涉uc后ed鸦F财au痰lt宗y冤Go的od各sPr侍od牙uc唯ts饱D唐am主ag取ed搁A桨ft扫er鞭M涂fgPr叫ic上ePr她od孟uc矛t掀Qu肌an略ti盒tyPr伏od赠uc孩t育Qu抛al渠it腥yDe栗li舒ve免re治d冶Fa推ul邮ty移G涂oo纵dsQualityDidNotHave

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