麥肯錫供應(yīng)鏈管理-流程與績(jī)效(英文原版)-資料下載頁
2024-10-16 06:56本頁面
【正文】 dled 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 ? % goods delivered on time by supplier ? Time from order placement to receipt of goods ? 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 ? Purchase Dept. expense (162。 per $ sales) 65% 29% 4% 1% 1% 9 w eeks 59% $ 31/100 162。 18 cos 163。12bn 2–26 w eeks 50% 42% 6% 1% 1% 61% 15/100 162。 !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。 19 cos $ 4 59/100 162。 22 Service Product Delivery Wrong Info. Higher Prices Than Competitors Higher Margin Than Competitors Badly Set Customer Expectations Wrong Order Information Unable to Meet Customer Demand Produced Faulty Goods Products Damaged After Mfg Price Product Quantity Product Quality Delivered Faulty Goods Quality 23 Did Not Hav e the Right Materials Forecasts Incorrect Inf ormation Failure Human Failure Technical Failure Late Arriv al Late Departure Late Arriv al Inf ormation Failure Inf rastructure Failure Product Failure Wrong Inf ormation Inf o. Sent to Wrong Person Inf ormation Sent Late Product Not in Stock Faulty Product Human Failure Technical Failure Un controllable Factors Inf ormation Failure Inf rastructure Failure Human Failure Did Not Produce Any more Did Not Produce Enough Inf ormation Sy stem Failure Technical Failure Human Failure Could Not Produce To Capacity Total Capacity Too Small Other Production Priorities Materials Not Deliv ered Wrong Materials Deliv ered Materials Deliv ered Late Suppliers Fot We Did Not Order Suppliers Got Order Wrong We Got Order Wrong Suppliers Deliv ered Late We Ordered Late Time 24 Purchasing Cost Customer Service Cost Inventory Cost Delivery Cost Production Cost Too Much Stock Wrong Ty pe of Products Obsolete Stock Inf rastructure Stock Human Resources Costs Used More Expensiv e Materials Materials Arriv ed Late Human Failure Technical Failure Human Resource Cost Maintenance Cost Complaints Wastage Planning Used More Raw Materials Higher Cost Than Competitor Ordered Late Dif f erent Materials People Sy stems Same Suppliers Worse Deal Dif f erent Suppliers Skills Product MOT Promotion Sales Volumes Lower Don’t Know How to Negotiate Many Suppliers Cost 25 Definitions for the Supply Chain KPIs ? Forecasting: – Accuracy (as %of sales). ? Purchasing: – % active suppliers for 90% spend. – Time from order placement to receipt. – % of goods delivered on time. – Cost as % sales. ? Inbound Logistics: – % of good delivered according to order (quantity/quality) by supplier. – Time from order placement to reception of goods. – % of goods delivered on time by supplier. 26 Back Up Panels 27 Drivers and KPIs are however linked throughout the supply chain ? They form a “causal tree” along the supply chain which varies between industries and over time ? They do not simply drive and explain just quality, time or cost, they may drive or explain all three ? We have simplified the tree in this presentation: – We have left out the links and kept the model on a generic level We have not developed a “perfect” model Function/Process Stage Quality Time Cost 28 These operational metrics should be used with care ? Ideally they should support key KPI’s by explaining why performance is meeting/below expectations. ? They should also give an indepth picture into how well each supply chain stage is performing. ? However, their use calls for judgement: – They vary across panies and industries (which explains the large quantity of metrics available). – Many are not directly linked to key KPI’s but are useful secondary indicators of performance. – They do not necessarily link to performance at just one stage in the supply chain (but accountability must be assigned to someone within one stage). – For example: inaccurate order making could lead to more time being spent on puchasing, suppliers delivering the wrong goods and/or suppliers delivering the goods late.
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