【正文】 ISC03SC Response Cycle Time供應(yīng)鏈響應(yīng)周期Cumulative cycle time from procurement through delivery. 從采購到發(fā)貨累積的周期D1+D2+D3D1=procurement cycle time =PGSC04（Procurement Standard LT）+(PR/PO cycle time) +(PO approval cycle time) D2=manufacturing cycle time = KMSC(02+03+04) (Subassembly manufacturing work order cycle time + ATO manufacturing work order cycle time + Final assembly staging cycle time )D3=shipping cycle time=MLSC05(Ship cycle time )OracleMonthlySCM68daysISC04Order Fill Cycle Time 訂單履行周期Aggregated cycle time(from formal contract signing through order processing, manufacturing and delivery). 總計(jì)的周期（從正式合同簽定開始，經(jīng)過訂單履行、制造，到收貨）Calculate order fill cycle time per order =(D2－D1) and get the average cycle time先計(jì)算出每一個(gè)訂單的訂單履行周期（
D2D1），然后計(jì)算出平均值D1=time when formal contract is signed正式合同簽定時(shí)的時(shí)間D2=time when order is 39。 by customer客戶“接收”訂單的時(shí)間 OracleMonthlySCM38days Sell Goods KPI銷售KPI: Table 1： Table 2:NumberKPIDescriptionFormulaDate SourceCollection FrequencyOwner(Measure amp。s plaints on contract errors and internally found contract errors in whole process from making proposol to Initial Acceptance Testing. Time division: from shipment to Initial Acceptance Testing (external)。時(shí)間劃分：外部投訴，從發(fā)貨到初驗(yàn)期間發(fā)生的投訴；內(nèi)部投訴，從合同簽訂到發(fā)貨期間的投訴。包括客戶投訴及工勘、成套、制造部門各環(huán)節(jié)發(fā)現(xiàn)的上游業(yè)務(wù)的錯(cuò)誤.(∑customer plaints on contracts+∑internal mistakes occured before Initial Acceptance Testing) / ∑CCP shiping contracts (∑客戶對合同錯(cuò)誤的投訴＋∑華為內(nèi)部直到初驗(yàn)期間發(fā)現(xiàn)的錯(cuò)誤) / ∑CCP發(fā)貨合同數(shù)Call Center, issue feedback from OE upstream,Engineering Design business monthly sheet. MonthlyBidding Office Manager, Engineering Mgnt Dept. Manager, Contract Mgnt Dept. Manager%3%SGSC02(Internal) Order Changes Ratio (內(nèi)部)訂單更改率（%）No. of internal order changes to total amount of order changes. 由于內(nèi)部原因?qū)е赂挠唵蔚拇螖?shù)占同期訂單總數(shù)的比率它包括除客戶需求原因以外的所有公司的內(nèi)部原因造成的訂單更改，既包含銷售原因，也包含欠料、BOM、ECO、采購等原因?！芅o. of internal order changes / ∑total No. of orders 39。 refers to changes caused by ECO or other internal reasons.∑因內(nèi)部原因?qū)е赂挠唵蔚拇螖?shù)/∑同期訂單數(shù)。Oracle, Order change work flowMonthlySales Mgnt. Dept. Manage r14%%SGSC03Orders Meeting Customer Requirements訂單可達(dá)客戶要求的比率（%）Percentage of scheduled order dates that meet CRD. 排產(chǎn)期可滿足客戶要求日期的比率 ∑ orders with FCD earlier than CRD/ total No. of orders(statistics can be made to different customer tiers in tobe process) ∑已排產(chǎn)訂單日期等于或早于客戶要求日期的數(shù)目/ 同期所發(fā)訂單總數(shù)（將來可按不同客戶層次來統(tǒng)計(jì)）MonthlySales Mgnt. Dept. ManagerNo statistics available.90%SGSC04OE Entry Cycle Time訂單錄入周期From contract signed to configuration pleted （see OE cycle time detail description). 從合同簽訂后到成套完成為止的時(shí)間（見訂單錄入周期詳細(xì)描述)TOE=Date of confirm Availability －Date of Contract sign詳細(xì)配置完成時(shí)間點(diǎn)減去合同簽訂時(shí)間點(diǎn) (see OE cycle time detail description見訂單錄入周期詳細(xì)描述)Capture Point獲取點(diǎn):Book order,date from OM and CM 訂單預(yù)訂，date from OM and CMOM, Contract Mgnt. systemMonthlyContract Management Dept. Manager17days3daysSGSC05Loan Goods Inventory DOH 借貨庫存周轉(zhuǎn)天數(shù)（d）Days on hand of loan goods in RSO warehouses. 辦事處借貨庫存在庫天數(shù)DOH＝(average inventory/consumption)*(365/12)DOH＝(平均庫存量/用量)*(365/12)* DOH:Days on Hand在庫天數(shù)Capture Point獲取點(diǎn):Monthly from ERP system每月從ERP系統(tǒng)中提取OracleMonthlySales Management Dept. Manager95days92daysSGSC06Finished Goods amp。Time division: Elapsed time from finished goods entering storage to customer receipt (eliminate average shipping time). 時(shí)間劃分：從成品入成品庫開始到客戶簽收截至，減去平均運(yùn)輸時(shí)間?！?unexpected opportunies/∑ established projects∑突發(fā)機(jī)會(huì)點(diǎn)數(shù)目/∑同期立項(xiàng)數(shù)目 39。 refers to projects required to have the bidding document within one week “突發(fā)機(jī)會(huì)點(diǎn)”指短于一周之內(nèi)要遞交標(biāo)書的項(xiàng)目Technical amp。包括未經(jīng)機(jī)會(huì)點(diǎn)評估即立項(xiàng)等違規(guī)行為。Approval WorkflowMonthlySales Management Dept. ManagerNo statistics available.1% Forecast KPI預(yù)測 KPI ：Table 1Table 2 NumberKPIDescriptionFormulaDate SourceCollection FrequencyOwner(Measure amp。MonthlyOverall marketing plan dept. managers,Regional Offices management managers35%25%DFFE02Mean Absolute Percent Error MAPE 平均絕對值偏差率MAPEThe average of percent errors with signs ignored.APE =((|Ai Fi|)/Ai) * 100 %Ai: Actual Result Fi: ForecastMAPE = ∑ APEi / ni=1,...,n, n=12Forecast from the forecast application, and actual result for the period to be measured. 銷售預(yù)測及要貨預(yù)測文件，實(shí)際統(tǒng)計(jì)的銷售與要貨。MonthyOverall marketing plan dept. managersNo statistics available.暫不定 Pamp。 Monitor)Current Value(Jan~Dec,2001)ToBe TargetPSSC01合同物料及時(shí)齊套率統(tǒng)計(jì)期內(nèi)物料齊套的合同數(shù)占要求完成的合同數(shù)的比例。（∑統(tǒng)計(jì)期內(nèi)及時(shí)齊套發(fā)貨合同批次/∑統(tǒng)計(jì)期內(nèi)客戶要求發(fā)貨合同批次）*100%OSPMonthly計(jì)調(diào)業(yè)務(wù)科PSSC03合同平均執(zhí)行周期（合同Approve至發(fā)貨）統(tǒng)計(jì)期內(nèi)發(fā)運(yùn)集從APPROVE到發(fā)貨的平均時(shí)間。（統(tǒng)計(jì)期內(nèi)原材料出庫成本/統(tǒng)計(jì)期內(nèi)原材料平均庫存）*365/統(tǒng)計(jì)期DOH=D1/D2D1:Average RM inventory in certian a month. 一個(gè)月內(nèi)原材料的平均庫存D2:RM usage in certain a month. 一個(gè)月內(nèi)原材料的用量 ERPMonthlyPlanning amp。 Scheduling Managertimes per year(22days)PSSC06整機(jī)在制庫存周轉(zhuǎn)率統(tǒng)計(jì)期內(nèi)公司供應(yīng)鏈環(huán)節(jié)的整機(jī)在制庫存周轉(zhuǎn)率。（∑（原材料庫存量－六個(gè)月用量）標(biāo)準(zhǔn)成本/∑原材料庫存量標(biāo)準(zhǔn)成本）*100%ERPMonthly計(jì)調(diào)業(yè)務(wù)科PSFE01Samp。OP計(jì)劃加權(quán)平均值的百分比來衡量Samp。ABS（1ABS（實(shí)際發(fā)貨量SUM前五個(gè)月Samp。OP計(jì)劃量加權(quán)平均值）ERP，APSMonthly計(jì)調(diào)業(yè)務(wù)科無統(tǒng)計(jì)值PSFE02FP計(jì)劃執(zhí)行率統(tǒng)計(jì)期內(nèi)FP計(jì)劃中被及時(shí)履行的計(jì)劃比例。當(dāng)月FP回寫ERP的新產(chǎn)生的半成品任務(wù)令中在3天內(nèi)釋放的任務(wù)令數(shù)/當(dāng)月FP回寫ERP的新產(chǎn)生的半成品任務(wù)令總數(shù)*100%ERP，APSMonthly計(jì)調(diào)業(yè)務(wù)科無統(tǒng)計(jì)值PSFE04采購計(jì)劃執(zhí)行率統(tǒng)計(jì)期內(nèi)FP回寫ERP EDS PR調(diào)整界面的PR中要求在7天內(nèi)釋放（JIT只包含當(dāng)天要求釋放的），最終沒有經(jīng)過任何更改（包含時(shí)間、數(shù)量）即釋放為正式PR的條數(shù)，占FP回寫EDS PR調(diào)整界面的建議PR要求在7天內(nèi)釋放（JIT只包含當(dāng)天要求釋放的）的PR的比例。ABS（1ABS（SUM統(tǒng)計(jì)期內(nèi)計(jì)劃要求到貨量SUM前五個(gè)月采購預(yù)測量加權(quán)平均值）/SUM統(tǒng)計(jì)期內(nèi)計(jì)劃要求到貨量）POL，ERP，APSMonthly計(jì)調(diào)業(yè)務(wù)科無統(tǒng)計(jì)值PSFE06計(jì)調(diào)數(shù)據(jù)質(zhì)量達(dá)標(biāo)率（AQL值）月計(jì)調(diào)業(yè)務(wù)領(lǐng)域的數(shù)據(jù)質(zhì)量符合數(shù)據(jù)標(biāo)準(zhǔn)的比例，稱為計(jì)調(diào)數(shù)據(jù)質(zhì)量達(dá)標(biāo)率，或者計(jì)調(diào)數(shù)據(jù)AQL。統(tǒng)計(jì)期內(nèi)實(shí)際按ATP承諾日期準(zhǔn)確發(fā)貨發(fā)運(yùn)集數(shù)/ATP承諾發(fā)貨的發(fā)運(yùn)集數(shù)*100%OSP，APSMonthly計(jì)調(diào)業(yè)務(wù)科無統(tǒng)計(jì)值PSFE08發(fā)運(yùn)集計(jì)劃更改率統(tǒng)計(jì)期內(nèi)發(fā)運(yùn)集計(jì)劃更改的數(shù)量占總發(fā)運(yùn)集的比例。實(shí)際完成日期不早于計(jì)劃完工日期2天、不遲于計(jì)劃完工日期的整機(jī)任務(wù)令條數(shù)/計(jì)劃完工日期在本月的已經(jīng)釋放、完工、關(guān)閉的任務(wù)令條數(shù)*100%ERPMonthly計(jì)調(diào)業(yè)務(wù)科無統(tǒng)計(jì)值 Procurement KPI采購 KPI：Table 1：Table 2：NumberKPIDescriptionFormulaDate SourceCollection FrequencyOwner(Measure amp。不同類型的物料按到貨要求分為以下兩類：1）按PO訂約日期到貨項(xiàng)目；2）VMI項(xiàng)目。它可以分解成三個(gè)子指標(biāo)： PR/PO cycl