【正文】 em. 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 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。 Packaging。 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。 Field Representative。 H. Cook shop research. Industry Sector Benchmarking Range/Best Practice (Validate source) Average Manufacturing (Validate source) Chemicals Best Practice (Validate source) Global Chemical Purchasinga %–% % Measure QUALITY TIME COST Automotive (Global)a Pharma. (Global)a Eng./Constr. (Global)a ? % of correct orders placed ? of alternative sources of supply ? of suppliers involved in product development/innovation ? of active suppliers per purchasing professional ? of vendors products ordered ? % of all active suppliers that account for 90% of total purchase value ? % of purchases handled by purchasing department ? Purchasing head count as % of total head count ? % purchases handled by purchasing function ? % spend on longterm basis (2yrs) ? %