【正文】 ients’ measures, systems, processes and culture: – . . . and guide migration over time. Ensure accountability for collecting and actioning is clear. 11 Proposed Supply Chain KPIs KPI’s help to identify “where” the performance problem is within the supply chain, and steer towards areas to explore “why”. Accuracy (as % of sales) Customer satisfaction % of satisfied customers Total cycle time Time (for customer) from placing order to receiving goods % of products delivered on time Total supply chain cost as % of sales Cost per product sold as % of sales Cost as % of sales % of products delivered according to customer order (quantity/quality) % of customers satisfied with service % of products ordered already in stock Defect rate of products as % of production % of goods delivered according to order (quantity/quality) by supplier Time from order placement to reception of goods Time from production order to delivery into finished product warehouse Downtime as % of total production time % of goods delivered on time by supplier Cost as % of sales Cost as % of sales Cost as % of sales Number of stock turns/years Total Supply Chain Forecasting Purchasing Inbound Logistics Manufacturing Maintenance Inventory Management Marketing amp。 Sales Customer Service Outbound Logistics Quality Time Cost % of active suppliers that account for 90% of total purchase value Need to identify Mamp。S KPIs BEWARE of interrelationships 12 Each stage of the supply chain has a variety of metrics to monitor operational effectiveness These metrics help identify “why” there is a performance problem. Forecasting Purchasing Inbound Logistics M anufacturing M aintenance Quality Time Cost ? Actual v s. f orecasted sales ? % of data which can be used without modif ication in the planning process ? % of all activ e suppliers that account f or 90% of total purchase v alue ? % of correct orders placed ? of alternativ e sources of supply ? of suppliers inv olv ed in product dev elopment/innov ation ? of suppliers per purchasing employ ee (purchasing prof essional) ? of v endors products ordered ? Purchasing head count as % of total head count ? % of goods deliv ered according to order (quantif y /quality ) by supplier ? of carrier alliances ? of ov ershipments ? % of direct material purchases that are not inspected at ining quality assurance, going f rom stock to dock ? % of direct material purchases that are not inspected at ining quality assurance, going f rom stock to production ? % of orders deliv ered without unplanned munication or special attention ? Def ect rate of products as % of production ? Scrap rate as % of production ? of changes per production period ? % of goods repackaged ? Actual v s. production capacity ? Time f rom order placement to reception of goods ? Time f rom production order to deliv er into f inished product warehouse % of accounts pay able handled bef ore due date ? % of accounts pay able handed in 1–30 day s ? % of accounts pay able handled in 31–60 day s ? % of accounts pay able handled in 61–90 day s ? % of accounts pay able handled in ov er 90 day s ? % of suppliers connected v ia EDI ? Av erage actual time to dev eloped/negotiate a contract ? % of goods deliv ered on time by supplier ? Proportion of suppliers who deliv er daily ? Proportion of suppliers who deliv er f requently than monthly ? Proportion of suppliers who deliv er monthly ? Proportion of suppliers who deliv er twice weekly ? Response time to schedule changes ? Response time to unf oreseen problems ? Turnaround time on rejected items ? Av erage production leadtime ? Current manuf acturing 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 v endor transactions (range) ? Cost of expedite repair materials ? Purchasing spend per supplier ? Purchasing spend per purchasing employ ee (purchasing prof essional) ? 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‖ serv icebased contracts 13 In addition to the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness (cont.) Inventory Management M arketing and Sales Customer Service Outbound Logistics Total Supply Chain 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 ? Ite