制定一项总的供应链性能指标课件

制定一项总的供应链性能指标Process,RecommendationsMcKinseyOctober2003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(DowPolyurethane&EpoxyApril1995).供应链基准评估(March1997).供应链的评价和基准：(clientXSeptember1997).讨论欧洲委员会与供应链:GrahamColclough.安德鲁摩根李谢尔曼.德博拉赫夫（麦肯锡）可能的数据来源采购与供应（英国）

采购（与供应链）APICS（美国）

供应链。CAPS(美国): 采购及供应链（美国和法律）研究基准工业表(http://www.capsresearch//htm).全美采购经理人协会（美国）

采购。凯撒协会

基准的专家顾问。美国大学研究: 新的全球倡议(investigatingentry

opportunities—BobAckerman).新的全球倡议业绩衡量是一个重要而复杂的问题这份文件是一个初步的正确方向迈出的一步。公司认为有必要指标

…对发展中国家的“权利”的指标是一个挑战“如果你无法衡量，则无法管理，你不能激励”建立适当的措施，不断提高组织没有常用的“样板”

商业问题，令业绩衡量

不同的行业不同的市场涨跌加班费

没有一个“正确”的答案FocusAccountabilityCommunication策略

采取行动问责制

以在必要时采取行动

衡量进展的目标，通过互动交流和教育

我们使用了通用的供应链框架为基础，我们的分析….供应链框架供应商采购信息流预测与生产计划客户服务库存管理进货物流制造维修市场营销&销售出境物流集成供应链管理客户这一框架配合Pov和欧洲委员会也类似框架的供应链诊断清单数据库。...得出结论，有三个战略目标，我们应着重于在分析供应链关键指标必须提供有关的公司是如何履行对旧的战略目标。战略目标质量时间成本产品根据客户的期望在商定的时间以合理的费用采购信息流预测与生产计划库存管理进货物流制造维修市场营销与销售出境物流集成供应链管理客户服务供应链框架注：边界NPDI支持功能关键指标必须符合公司的战略目标我们的主要驱动力的质量，时间和费用Thecompletepicturecanbefoundintheappendix.我们必须从客户的角度

我们集思广益关于“什么可以去错沿供应链”

什么是驱动器的性能，质量，时间和成本的角度来看。价格服务产品质量产品数量产品交付延迟

不准时送货库存成本产品成本生产成本交付费用客户服务成本质量时间成本

客户服务具体需要注意注重所有的数据来源

了解他们的因果关系

认识到跨行业;在工业制造与商业贸易的相似点和不同点避免盲目片面直觉

舆论

讨论

调查

功能性措施

KPIs外部的最佳实践定量定量目的1KPI

KPI

KPI

KPI目的

2关键绩效指标和××措施服务措施（成本、时间）“Hardwired”andtennonsPush-pull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Numberofstockturns/years整个供应链预测采购进货物流制造维修库存管理营销与销售客户服务出境物流质量时间成本％的活跃供应商，占90％的总购买价值需要确定营销关键业绩指标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Thesemetricshelpidentify“why”thereisaperformanceproblem.预测采购进货物流制造维修QualityTimeCost实际销售与预测％的数据，可用于预测与计划%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%ofgoodsrepackagedActualvs.productioncapacityTimefromorderplacementtoreceptionofgoodsTimefromproductionordertodeliverintofinishedproductwarehouse

%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.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质量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SuggestedSupportingMetricsOtherOperationalMeasures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(Thesecanoftenbedrivenbycustomerservicemetrics)Degreeofutilisationoffacilities(%)Equipmentutilisation(load/weight)Deliverytime%ofordersdeliveredontime(asdefinedbycustomer)#ofdeliveries/manhour%ofordersdeliveredearly%ofordersdeliveredwithanaveragedelayof1monthAveragenumberofdaysofdelayafterscheduledshipdateCostas%ofsales#ofroutemilesperdelivery#ofwarehousingfacilities/locations%oftransportationunitsownedbycompany...CostperdeliveryCostperorderCostperrouteQualityTimeCostKeyKPI’sSuggestedSupportingMetricsOtherOperationalMeasuresQualityTimeCostFormaintenance,commonlyusedsupplychainperformancemetricsrelatetotimeandcostThequalityofmaintenanceiscommonlymeasuredbylagmeasuresintermsofcostorasaproductionmeasure(downtime).Wesuggesttheuseoftwoleadmeasuresthatproactivelymonitormaintenanceperformance....NumberofservicecontractNumberoftrainingdaysformaintenancestaffDowntimeas%oftotalproductiontimeCostas%ofsalesCostperunitproducedDowntimeduetopartsshortage(orstockoutsingeneral)HoursofunplanneddowntimeJustremember...Alargenumberofmetricsexist,sobeselective.Astepbystepapproachtomeasuringsupplychainperformanceshouldbeundertakeninordertoavoidbeingoverwhelmedbydata.Thefollowingsegmentationgivesussuchanapproach:23keyKPI’sallowustoidentify“where”theproblems”existwithinthesupplychain.Keysupportingmetricsthenallowustoanswer“why”theproblemsexist.Operationalmetricsallowustogoanalysethesupplychainstageinmoredetail.The“right”setofmetricsdoesnotexistforagivenindustryorevenaspecificcompany.The“right”setofmetricsisdynamiclikethebusinessitmeasuresandwillchangewiththetypeofindustry/problemandovertime....NextStepsfortheSupplyChainCoEAgreeonhowyouwillgoforwardafterthisproject.Agreeonobjectives,scopeandaccountabilities.Eg.DiscussifeachGMTneedsitsownsupplychainmetrics.Furtherpopulatethesupplychainbenchmarkingframework.SeeexampleforPurchasing.Championing(S.Beck/Disc.Heads)....androll-out.Continuousimprovementprocess.AppendixKPIDefinitions.CausalTrees:QualityTimeCostPurchasingData:KPIs&Benchmarksa:CAPSResearch:ChemicalPurchasingBenchmark1997;H.Cookshopresearch.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%

0.3%–4.5%

1657.9%

(18%xxx)82

1.4%82%50%

2226

1%97%

272

0.4%27%26%42hrs

3021

5.5%

11%

79%

33%

1%19%2610/100¢19cos$3.5bn459/100¢ServiceProductDeliveryWrongInfo.HigherPricesThanCompetitorsHigherMarginThanCompetitorsBadlySetCustomerExpectationsWrongOrderInformationUnabletoMeetCustomerDemandProducedFaultyGoodsProductsDamagedAfterMfgPriceProductQuantityProductQualityDeliveredFaultyGoodsQualityDidNotHave

theRight

MaterialsForecasts

IncorrectInformation

FailureHuman

FailureTechnical

FailureLateArrivalLate

DepartureLateArrivalInformation

FailureInfrastructure

FailureProduct

FailureWrong

InformationInfo.Sent

toWrong

PersonInformation

SentLateProductNot

inStockFaulty

ProductHuman

FailureTechnical

FailureUn-

controllable

FactorsInformation

FailureInfrastructure

FailureHuman

FailureDidNotProduce

AnymoreDidNot

Produce

EnoughInformation

System

FailureTechnical

FailureHuman

FailureCouldNot

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ToCapacityTotal

Capacity

TooSmallOther

Production

PrioritiesMaterials

Not

DeliveredWrong

Materials

DeliveredMaterials

Delivered

LateSuppliers

ForgotWeDidNot

OrderSuppliers

Got

OrderWrongWeGot

Order

WrongSuppliers

Delivered

LateWeOrdered

LateTimePurchasingCostCustomerServiceCostInventoryCostDeliveryCostProductionCostTooMuchStockWrongTypeofProductsObsoleteStockInfrastructureStockHumanResourcesCostsUsedMoreExpensiveMaterialsMaterialsArrivedLateHumanFailureTechnicalFailureHumanResourceCostMaintenanceCostComplaintsWastagePlanningUsedMoreRawMaterialsHigherCostThanCompetitorOrderedLateDifferentMaterialsPeopleSystemsSameSuppliersWorseDealDiffe