【正文】 Field Representative。 Product quality。 per $ sales) 65% 29% 4% 1% 1% 9 weeks 59% $ 31/100 162。 and InCompany similarities and differences. ? Interface the solution to the current clients’ measures, systems, processes and culture: – . . . and guide migration over time. Ensure accountability for collecting and actioning is clear. 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 Sales Customer Service Outbound Logistics Quality Time Cost % of active suppliers that account for 90% of total purchase value Need to identify MS KPIs BEWARE of interrelationships 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 Manufacturing Maintenance Quality Time Cost ? Actual vs. forecasted sales ? % of data which can be used without modification in the planning process ? % of all active suppliers that account for 90% of total purchase value ? % of correct orders placed ? of alternative sources of supply ? of suppliers involved in product development/innovation ? of suppliers per purchasing employee (purchasing professional) ? of vendors products ordered ? Purchasing head count as % of total head count ? % of goods delivered according to order (quantify/quality) by supplier ? of carrier alliances ? of overshipments ? % of direct material purchases that are not inspected at ining quality assurance, going from stock to dock ? % of direct material purchases that are not inspected at ining quality assurance, going from stock to production ? % of orders delivered without unplanned munication or special attention ? Defect rate of products as % of production ? Scrap rate as % of production ? of changes per production period ? % of goods repackaged ? Actual vs. production capacity ? Time from order placement to reception of goods ? Time from production order to deliver into finished product warehouse % of accounts payable handled before due date ? % of accounts payable handed in 1–30 days ? % of accounts payable handled in 31–60 days ? % of accounts payable handled in 61–90 days ? % of accounts payable handled in over 90 days ? % of suppliers connected via EDI ? Average actual time to developed/negotiate a contract ? % of goods delivered on time by supplier ? Proportion of suppliers who deliver daily ? Proportion of suppliers who deliver frequently than monthly ? Proportion of suppliers who deliver monthly ? Proportion of suppliers who deliver twice weekly ? Response time to schedule changes ? Response time to unforeseen problems ? Turnaround time on rejected items ? Average production leadtime ? Current manufacturing 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 vendor transactions (range) ? Cost of expedite repair materials ? Purchasing spend per supplier ? Purchasing spend per purchasing employee (purchasing professional) ? 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” servicebased contracts In addition to the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness (cont.) Inventory Management Marketing and Sales Customer Service Outbound Logistics Total Suppl