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供應(yīng)鏈管理流程與績(jī)效課件-資料下載頁(yè)

2025-01-21 01:55本頁(yè)面
  

【正文】 led 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 weeks 59% $ 31/100 162。 18 cos 163。12bn 2–26 weeks 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。 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 Did Not Have the Right Materials Forecasts Incorrect Information Failure Human Failure Technical Failure Late Arrival Late Departure Late Arrival Information Failure Infrastructure Failure Product Failure Wrong Information Info. Sent to Wrong Person Information Sent Late Product Not in Stock Faulty Product Human Failure Technical Failure Un controllable Factors Information Failure Infrastructure Failure Human Failure Did Not Produce Anymore Did Not Produce Enough Information System Failure Technical Failure Human Failure Could Not Produce To Capacity Total Capacity Too Small Other Production Priorities Materials Not Delivered Wrong Materials Delivered Materials Delivered Late Suppliers Fot We Did Not Order Suppliers Got Order Wrong We Got Order Wrong Suppliers Delivered Late We Ordered Late Time Purchasing Cost Customer Service Cost Inventory Cost Delivery Cost Production Cost Too Much Stock Wrong Type of Products Obsolete Stock Infrastructure Stock Human Resources Costs Used More Expensive Materials Materials Arrived Late Human Failure Technical Failure Human Resource Cost Maintenance Cost Complaints Wastage Planning Used More Raw Materials Higher Cost Than Competitor Ordered Late Different Materials People Systems Same Suppliers Worse Deal Different Suppliers Skills Product MOT Promotion Sales Volumes Lower Don’ t Know How to Negotiate Many Suppliers Cost 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. Back Up Panels 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 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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