【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。 Responsible Manager ? % of invoices containing errors ? % of orders delivered plete and without error (order fill rate) ? % of orders that are damaged on arrival at customer site ? % of respondents that can handle plaints without handing off to other person/dept. ? Average % of disputed invoices ? % of products delivered according to customer order (quantity/quality) ? Degree of utilisation of facilities (%) ? Equipment utilisation—load ? Equipment utilisation—weight ? Time from order placement to start of delivery ? Customer satisfaction (rating) ? % of satisfied customers ? % of information on credit history limit available Online ? % of information on openorder history available Online ? % of information on outstanding balance available Online ? % of information on pricing available Online ? % of information on product history available Online ? % of information on product ID code available Online ? % of information on shipping points available Online ? Ratio of operations labour as % of passive labour ? Average of orders rejected ? Average product time in warehouse ? No. of days consumption in stock (Agoods) ? No. of days consumption in stock (Bgoods) ? No. of days consumption in stock (Cgoods) ? No. of days safety stock (Agoods) ? No. of days safety stock (Bgoods) ? No. of days safety stock (Cgoods) ? No. of products with duplication stock ? Planned days of inventory on hand ? % of accounts receivable settled before due date ? % of accounts receivable settled in 1–30 days ? % of accounts receivable settled in 31–60 days ? % of accounts receivable settled in 91 days ? % of accounts receivable settled in 61–90 days ? Delivery time ? % of products delivered early ? of deliveries per manhour ? % of orders delivered on time (as defined by customer) ? % of orders delivered with an average delay of 1 month ? Average of days delay after scheduled ship date ? Total cycle time ? Time (for customers) from placing order to receiving goods ? % of products delivered on time ? Average customer quoted leadtime ? Average leadtime from receipt of order to shipment ? Average time taken to access information ? Cash to cash cycle ? Longest customer quoted leadtime ? New product introduction time ? Product changeover time ? Shortest customer quoted time ? Time from receipt of order to receipt of shipment by customer ? Time taken to rectify incorrect or damaged orders ? Average time taken to respond to requests ? Cost as % of sales ? of stock turns/year ? Cost as % of cost of goods purchased ? Carried worth of expired lots ? Agoods as a percent of inventory ? Average stock level ? Bgoods as a percent of inventory ? Cgoods as a percent of inventory ? Inventory cost as % of total assets (gross assets) ? Maximum stock level ? Minimum stock level ? Cost as % of sales ? Cost as % of sales ? Cost per delivery ? of route miles per delivery ? of warehousing facilities ? of warehousing of locations ? % of transportation units owned by pany ? Cost per order ? Cost per route ? Total supply chain cost as % of sales ? Cost per product sold as % of sales ? % of profit from base purchase ? % of profit from increased purchases ? % of profit from premium pricing ? % of revenue generated by largest customer group (top 20%) ? Cost per product sold as % of sales ? Operating profit per customer as % of operating costs per customer ? Total cost per order ? Total cost per unit produced ? Cost as % of sales Source: H. Cook Given the multitude of metrics we suggest to analyse supply chain performance using a hierarchy of measures . . . digging through the causal tree to improve business performance. Key KPI Supporting Metrics Other Operational Measures Type of Measure Example Highest Level Use Who Uses It ? Forecasting accuracy (as % of sales) ? Integrated supply chain ? Generic benchmarking ? Consultant ? Top management ? Supply chain stage manager ? % of suppliers connected via EDI ? Supply chain stage diagnostic ? Consultant ? Supply chain stage manager ? Agoods as a % of inventory ? Supply chain stage diagnostic ? Supply chain stage manager Objective ? Find “ where” the problem is within the supply chain ? Identify the “ why” within the supply chain stage ? Give more indepth information about supply chain stage For example, the quality of customer service performance can be clearly measured at three different levels Quality Key KPI’ s Suggested Supporting Metrics Other Operational Measures ? % of customers satisfie