【正文】 KPI’s will be measured for generic benchmarks, whilst operational metrics will be measured by a customer service manager. ? . . . ? of plaints that were not answered to customer satisfaction ? Average number of orders rejected 16 Key KPI’s Suggested Supporting Metrics Other Operational Measures Outbound logistics performance . . . ? % of products delivered according to customer order (quantity/quality) ? (These can often be driven by customer service metrics) ? Degree of utilisation of facilities (%) ? Equipment utilisation (load/weight) ? Delivery time ? % of orders delivered on time (as defined by customer) ? of deliveries/man hour ? % of orders delivered early ? % of orders delivered with an average delay of 1 month ? Average number of days of delay after scheduled ship date ? Cost as % of sales ? of route miles per delivery ? of warehousing facilities/locations ? % of transportation units owned by pany ? . . . ? Cost per delivery ? Cost per order ? Cost per route Quality Time Cost 17 Key KPI’s Suggested Supporting Metrics Other Operational Measures Quality Time Cost For maintenance, monly used supply chain performance metrics relate to time and cost ? The quality of maintenance is monly measured by lag measures in terms of cost or as a production measure (downtime). ? We suggest the use of two lead measures that proactively monitor maintenance performance. ? . . . ? Number of service contract ? Number of training days for maintenance staff ? Downtime as % of total production time ? Cost as % of sales ? Cost per unit produced ? Downtime due to parts shortage (or stock outs in general) ? Hours of unplanned downtime 18 Just remember . . . ? A large number of metrics exist, so be selective. ? A step by step approach to measuring supply chain performance should be undertaken in order to avoid being overwhelmed by data. ? The following segmentation gives us such an approach: – 23 key KPI’s allow us to identify ―where‖ the problems‖ exist within the supply chain. – Key supporting metrics then allow us to answer ―why‖ the problems exist. – Operational metrics allow us to go analyse the supply chain stage in more detail. ? The “right” set of metrics does not exist for a given industry or even a specific pany. ? The “right” set of metrics is dynamic like the business it measures and will change with the type of industry/problem and over time. ? . . . 19 Next Steps for the Supply Chain CoE ? Agree on how you will go forward after this project. – Agree on objectives, scope and accountabilities. – Eg. Discuss if each GMT needs its own supply chain metrics. ? Further populate the supply chain benchmarking framework. – See example for Purchasing. ? Championing (S. Beck/Disc. Heads). ? . . . and rollout. ? Continuous improvement process. 20 Appendix ? KPI Definitions. ? Causal Trees: – Quality – Time – Cost 21 Purchasing Data: KPIs amp。 Production Planning Customer Service Inventory Management Inbound Logistics Manufacturing Maintenance Marketing amp。 time) ?―Hard wired‖ and tennons ? Pushpull 10 Making their client specific warrants attention (cont.) ? Recognise CrossIndustry。12bn 2–26 w eeks 50% 42% 6% 1% 1% 61% 15/100 162。 Packaging。Supply Chain Performance Metrics Process, Remendations 2 This document gives an overview of the different metrics that can be used to measure supply chain performance ? The Supply Chain CoE’s objective is to define a benchmarking framework capable of: – Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format. ? The London Shop’s task: – Develop an overview of the different metrics to measure supply chain performance. – Select the most important metrics that can be used across industries. – Discuss how the most important metrics link other operational metrics within each stage of the supply chain. – Suggest how the supply chain CoE should continue concerning this topic. 3 We used information from several sources during our project ? Internal and external documents: – High level benchmarking framework for supply chain performance (H .Cook): ? Shop Study (March 1997) accessing information from available experts and past projects. – Supply chain benchmarks and best practice (Dow Polyurethane amp。 Order Entry。 !0 cos $23bn 50–87 20% 1–10% 6–182 9–267 5–75% %–% 165 % (18% xxx) 82 % 82% 50% 22 26 1% 97% 272 % 27% 26% 42 hrs 30 21 % 11% 79% 33% 1% 19% 26 10/100 162。 InIndustry。 Legal): – Research Benchmark Industry Listings ( ? NAPM (US): Purchasing. ? Kais