【正文】 e is no one “ right” answer Focus Accountability Communication Linking strategy to action Assigning accountability to take action when needed Measuring progress towards goals through interactive munication and education We used a generic supply chain framework as a basis for our analysis . . . Supply Chain Framework Suppliers Purchasing Information Flow Forecasting Production Planning Customer Service Inventory Management Inbound Logistics Manufacturing Maintenance Marketing Sales Outbound Logistics Integrated Supply Chain Management Customers This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database. . . . and concluded there are three strategic objectives we should focus on when analysing the supply chain Key metrics must give information on how a pany is performing against old strategic objectives. Strategic objectives: Quality Time Cost Products/services according to customer expectations On agreed time At reasonable cost Purchasing Information Flow Forecasting Production Planning Inventory Management Inbound Logistics Manufacturing Maintenance Marketing Sales Outbound Logistics Integrated Supply Chain Management Customer Service Supply Chain Framework NB: Boundaries ? NPDI ? Support functions Tailor to pany specific (BSC) objectives We began with a brainstorming session on the key drivers for quality, time and cost The plete picture can be found in the appendix. ? We looked at the supply chain from the customer’ s perspective. ? We brainstormed on “ what could go wrong along the supply chain” : – What are drivers of performance from a quality, time and cost point of view. Price Service Product quality Product quantity Product delivery Late arrival Late delivery Inventory cost Product cost Production cost Delivery cost Customer service cost Quality Time Cost Making their client specific warrants attention ? Respect all sources of data: ? Understand their relationships— the “ causal tree” : ? Recognised CrossIndustry。 Order Entry。 Department Manager。 per $ sales) 65% 29% 4% 1% 1% 9 weeks 59% $ 31/100 162。 19 cos $ 4 59/100 162。12bn 2–26 weeks 50% 42% 6% 1% 1% 61% 15/100 162。 Responsible Manager ? % of invoices containing errors ? % of orders delivered plete and without error (order fill rate) ? % of orders that are damaged on arrival at customer site ? % of respondents that can handle plaints 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 utilisation—load ? Equipment utilisation—weight ? Time from order placement to start of delivery ? Customer satisfaction (rating) ? % of satisfied customers ? % of information on credit history limit available Online ? % of information on openorder history available Online ? % of information on outstanding balance available Online ? % of information on pricing available Online ? % of information on product history available Online ? % of information on product ID code available Online ? % of information on shipping points available Online ? Ratio of operations labour as % of passive labour ? Average of orders rejected ? Average product time in warehouse ? No. of days consumption in stock (Agoods) ? No. of days consumption in stock (Bgoods) ? No. of days consumption in stock (Cgoods) ? No. of days safety stock (Agoods) ? No. of days safety stock (Bgoods) ? No. of days safety stock (Cgoods) ? No. of products with duplication stock ? Planned days of inventory on hand ? % of accounts receivable settled before due date ? % of accounts receivable settled in 1–30 days ? % of accounts receivable settled in 31–60 days ? % of accounts receivable settled in 91 days ? % of accounts receivable settled in 61–90 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 incorrec