【正文】 ortant but plex subject This document’ s an initial step in the right direction. Companies see the need for metrics. . . . . . but developing the “ right” set of metrics is a challenge ?“ If you can’ t measure, you can’ t manage, you can’ t motivate” ? Establishing the proper measures within an anisation enhances continuous ? No monly used “ model” . ? Business issues that warrant performance measurement: – Differ between industries. – Differ within industry. – Change overtime. There is no one “ right” answer Focus Accountability Communication Linking strategy to action Assigning accountability to take action when needed Measuring progress towards goals through interactive munication and education We used a generic supply chain framework as a basis for our analysis . . . Supply Chain Framework Suppliers Purchasing Information Flow Forecasting Production Planning Customer Service Inventory Management Inbound Logistics Manufacturing Maintenance Marketing Sales Outbound Logistics Integrated Supply Chain Management Customers This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database. . . . and concluded there are three strategic objectives we should focus on when analysing the supply chain Key metrics must give information on how a pany is performing against old strategic objectives. Strategic objectives: Quality Time Cost Products/services according to customer expectations On agreed time At reasonable cost Purchasing Information Flow Forecasting Production Planning Inventory Management Inbound Logistics Manufacturing Maintenance Marketing Sales Outbound Logistics Integrated Supply Chain Management Customer Service Supply Chain Framework NB: Boundaries ? NPDI ? Support functions Tailor to pany specific (BSC) objectives We began with a brainstorming session on the key drivers for quality, time and cost The plete picture can be found in the appendix. ? We looked at the supply chain from the customer’ s perspective. ? We brainstormed on “ what could go wrong along the supply chain” : – What are drivers of performance from a quality, time and cost point of view. Price Service Product quality Product quantity Product delivery Late arrival Late delivery Inventory cost Product cost Production cost Delivery cost Customer service cost Quality Time Cost Making their client specific warrants attention ? Respect all sources of data: ? Understand their relationships— the “ causal tree” : ? Recognised CrossIndustry。 InIndustry and InCompany similarities and differences. Blindsided Intuition Opinion Discussion Survey Functional Measures KPIs External Best Practice Qualitative Quantitative Objective 1 KPI KPI KPI KPI Objective 2 ? KPI and xxx measure ?“ Dual service” measures (cost time) ?“ Hard wired” and tennons ? Pushpull Making their client specific warrants attention (cont.) ? Recognise CrossIndustry。 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. 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 goods % of products delivered on time Total supply chain cost as % of sales Cost per product sold as % of sales Cost as % of sales % of products delivered according to customer order (quantity/quality) % of customers satisfied with service % of products ordered already in stock Defect rate of products as % of production % of goods delivered according to order (quantity/quality) by supplier Time from order placement to reception of goods Time from production order to delivery into finished product warehouse Downtime as % of total production time % of goods delivered on time by supplier Cost as % of sales Cost as % of sales Cost as % of sales Number of stock turns/years Total Supply Chain Forecasting Purchasing Inbound Logistics Manufacturing Maintenance Inventory Management Marketing Sales Customer Service Outbound Logistics Quality Time Cost % of active suppliers that account for 90% of total purchase value Need to identify MS KPIs BEWARE of interrelationships Each stage of the supply chain has a variety of metrics to monitor operational effectiveness These metrics help identify “ why” there is a performance