1、Developing An Overview of Supply Chain Performance Metrics,Process, Recommendations,McKinsey October 2003,This document gives an overview of the different metrics that can be used to measure supply chain performance,The Supply Chain CoEs objective is to define a benchmarking framework capable of: Co
2、mparing generic metric performances for use on projects. Capturing further benchmarking data in a consistent format. The London Shops task: Develop an overview of the different metrics to measure supply chain performance. Select the most important metrics that can be used across industries. Discuss
3、how the most important metrics link other operational metrics within each stage of the supply chain. Suggest how the supply chain CoE should continue concerning this topic.,We used information from several sources during our project,Internal and external documents: High level benchmarking framework
4、for supply chain performance (H .Cook): Shop Study (March 1997) accessing information from available experts and past projects. Supply chain benchmarks and best practice (Dow Polyurethane & Epoxy April 1995). Supply Chain Benchmark Assessment (March 1997). Supply chain appraisal and benchmarks: (cli
5、ent X September 1997). Discussions with supply chain CoE: Graham Colclough. Andrew Morgan. Lee Sherman. Deborah Huff (Cap McKinsey).,Possible data sources,CIPS (UK): Purchasing (& Supply Chain). APICS (US): Supply Chain. CAPS (US): Purchasing & Supply Chain (US & Legal): Research Benchmark Industry
6、Listings (http:/www.capsresearch/htm). NAPM (US): Purchasing. Kaiser Associates: Benchmark Specialist Consultant. US University Research: New global initiative (investigating entry opportunitiesBob Ackerman).,Performance measurement is an important but complex subject,This documents an initial step
7、in the right direction.,Companies see the need for metrics. . .,. . . but developing the “right” set of metrics is a challenge,“If you cant measure, you cant manage, you cant motivate” Establishing the proper measures within an organisation enhances continuous,No commonly used “model”. Business issu
8、es that warrant performance measurement: Differ between industries. Differ within industry. Change overtime.,There is no one “right” answer,We used a generic supply chain framework as a basis for our analysis . . .,Supply Chain Framework,Purchasing,Information Flow,Forecasting & Production Planning,
9、Customer Service,Inventory Management,Inbound Logistics,Manufacturing,Maintenance,Marketing & Sales,Outbound Logistics,Integrated Supply Chain Management,This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.,. . . and concluded t
10、here are three strategic objectives we should focus on when analysing the supply chain,Key metrics must give information on how a company is performing against old strategic objectives.,Supply Chain Framework,NB: Boundaries NPDI Support functions,Tailor to company specific (BSC) objectives,We began
11、with a brainstorming session on the key drivers for quality, time and cost,The complete picture can be found in the appendix.,We looked at the supply chain from the customers perspective. We brainstormed on “what could go wrong along the supply chain”: What are drivers of performance from a quality,
12、 time and cost point of view.,Price,Service,Product quality,Product quantity,Product delivery,Late arrival,Late delivery,Inventory cost,Product cost,Produc-tion cost,Delivery cost,Customer service cost,Quality,Time,Cost,Making their client specific warrants attention,Respect all sources of data: Und
13、erstand their relationshipsthe “causal tree”: Recognised Cross-Industry; In-Industry and In-Company similarities and differences.,Making their client specific warrants attention (cont.),Recognise Cross-Industry; In-Industry; and In-Company similarities and differences. Interface the solution to the
14、current clients measures, systems, processes and culture: . . . and guide migration over time.,Ensure accountability for collecting and actioning is clear.,Proposed Supply Chain KPIs,KPIs help to identify “where” the performance problem is within the supply chain, and steer towards areas to explore
15、“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 deliver
16、ed 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 p
17、roduction 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,Quality,Time,Cost,% of active suppliers that account for
18、 90% of total purchase value,BEWARE of inter-relationships,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.,Actual vs. forecasted sales % of data which can be used without modification in th
19、e 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 ord
20、ered 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 incoming quality assurance, going from stock to dock % of direct material purc
21、hases that are not inspected at incoming quality assurance, going from stock to production % of orders delivered without unplanned communication or special attention,Defect rate of products as % of production Scrap rate as % of production # of changes per production period % of goods repackaged Actu
22、al 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 130 days % of accounts payable handled in 3160 days % of accounts payable han
23、dled in 6190 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 Propor
24、tion 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 tota
25、l 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 P
26、urchasing 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” service-based contracts,In addition
27、to the KPIs each stage of the supply chain has a variety of metrics to monitor operational effectiveness (cont.),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 inve
28、ntory 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 commitment to product/service delivery on first call,% of customers satisfied with service # of c
29、omplaints as % of total orders # of phone calls to customer service development per order shipped # of complaints due to On-time delivery; Order Entry; Packaging; Product quality; Shipping Error # of complaints as % of total orders # of customer contacts per order # of enquiries (including complaint
30、s) 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 follow-up handled by Customer Service Representative; Department Manager; Field
31、Representative; Responsible Manager % of invoices containing errors % of orders delivered complete and without error (order fill rate) % of orders that are damaged on arrival at customer site % of respondents that can handle complaints without handing off to other person/dept. Average % of disputed
32、invoices,% of products delivered according to customer order (quantity/quality) Degree of utilisation of facilities (%) Equipment utilisationload Equipment utilisationweight,Time from order placement to start of delivery,Customer satisfaction (rating) % of satisfied customers % of information on cre
33、dit history limit available On-line % of information on open-order history available On-line % of information on outstanding balance available On-line % of information on pricing available On-line % of information on product history available On-line % of information on product ID code available On-
34、line % of information on shipping points available On-line Ratio of operations labour as % of passive labour,Average # of orders rejected,Average product time in warehouse No. of days consumption in stock (A-goods) No. of days consumption in stock (B-goods) No. of days consumption in stock (C-goods)
35、 No. of days safety stock (A-goods) No. of days safety stock (B-goods) No. of days safety stock (C-goods) No. of products with duplication stock Planned days of inventory on hand,% of accounts receivable settled before due date % of accounts receivable settled in 130 days % of accounts receivable se
36、ttled in 3160 days % of accounts receivable settled in 91 days % of accounts receivable settled in 6190 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 #
37、 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
38、 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/
39、year Cost as % of cost of goods purchased Carried worth of expired lots A-goods as a percent of inventory Average stock level B-goods as a percent of inventory C-goods as a percent of inventory Inventory cost as % of total assets (gross assets) Maximum stock level Minimum stock level,Cost as % of sa
40、les,Cost as % of sales Cost per delivery # of route miles per delivery # of warehousing facilities # of warehousing of locations % of transportation units owned by company Cost per order Cost per route,Total supply chain cost as % of sales Cost per product sold as % of sales % of profit from base pu
41、rchase % 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 % o
42、f 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,W
43、ho 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,A-goods as a % of inventory,Supply chain stage diagno
44、stic,Supply chain stage manager,Objective,Find “where” the problem is within the supply chain,Identify the “why” within the supply chain stage,Give more in-depth information about supply chain stage,For example, the quality of customer service performance can be clearly measured at three different l
45、evels,Key KPIs,Suggested Supporting Metrics,Other Operational Measures,% of customers satisfied with service,# of complaints as % of total orders,# of phone calls to customer service department per order shipped # of complaints due to: order entry, packaging, shipping error, . . .) % of calls abando
46、ned, answered by recording, delayed, . . . % of complaints handled by: customer service rep., department manager, . . .,KPIs will be measured for generic benchmarks, whilst operational metrics will be measured by a customer service manager. . . .,# of complaints that were not answered to customer sa
47、tisfaction,Average number of orders rejected,Key KPIs,Suggested Supporting Metrics,Other Operational Measures,Outbound logistics performance . . .,% of products delivered according to customer order (quantity/quality),(These can often be driven by customer service metrics),Degree of utilisation of f
48、acilities (%) Equipment utilisation (load/weight),Delivery time % of orders delivered on time (as defined by customer),# of deliveries/man hour % of orders delivered early % of orders delivered with an average delay of 1 month,Average number of days of delay after scheduled ship date,Cost as % of sa
49、les,# of route miles per delivery # of warehousing facilities/locations % of transportation units owned by company,. . .,Cost per delivery Cost per order Cost per route,Key KPIs,Suggested Supporting Metrics,Other Operational Measures,For maintenance, commonly used supply chain performance metrics relate to time and cost,The quality of maintenance is commonly measured by lag measures in terms of cost or as a production measure (downtime). We suggest the use of two lead measures that proactively monitor maintenance performance. . . .,
