【正文】 19 cos $ 4 59/100 162。12bn 2–26 weeks 50% 42% 6% 1% 1% 61% 15/100 162。 per $ sales) 65% 29% 4% 1% 1% 9 weeks 59% $ 31/100 162。 Benchmarks a: CAPS Research: Chemical Purchasing Benchmark 1997。 Field Representative。 Shipping Error ? of plaints as % of total orders ? of customer contacts per order ? of enquiries (including plaints) that were not answered to the customers satisfaction ? of information requests as % of customer orders ? % of calls abandoned, answered by recording, delayed ? % of customer contact through customer service ? % of customer followup handled by Customer Service Representative。 Packaging。S KPIs BEWARE of interrelationships 12 LShop/Ldn/22Oct97Rpfc/kf McKinsey ? Proprietary and Confidential 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 13 LShop/Ldn/22Oct97Rpfc/kf McKinsey ? Proprietary and Confidential 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 Supply Chain Quality Time Cost ? % of products ordered already in stock ? Defect rate of products as % of products leaving warehouse ? Accuracy of inventory records ? Inventory vs. service level ? Items in inventory as % of total unit purchases ? Obsolete vs. active inventory ? % of correct orders taken ? of additional sales from customer referrals ? of order changes as % of orders filled ? % of orders handled with mitment to product/service delivery on first call ? % of customers satisfied with service ? of plaints as % of total orders ? of phone calls to customer service development per order shipped ? of plaints due to Ontime delivery。 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. 11 LShop/Ldn/22Oct97Rpfc/kf McKinsey ? Proprietary and Confidential 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 g