某咨询《供应链管理流程与绩效》.pptx
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– Supply chain benchmarks and best practice (Dow Polyurethane & Epoxy April 1995). – Supply Chain Benchmark Assessment (March 1997). – Supply chain appraisal and benchmarks: (client X September 1997).
continuous
Assigning
Linking strategy to action
Accountability
accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
chain. – Suggest how the supply chain CoE should continue concerning this topic.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-2-
We used information from several sources during our project
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-5-
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
October 2003
This document gives an overview of the different metrics that can be used to measure supply chain performance
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate”
• Establishing the proBaidu Nhomakorabeaer measures
within an organisation enhances
• Internal and external documents:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
Information Flow Forecasting & Production Planning
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
• The London Shop’s 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 how the most important metrics link other operational metrics within each stage of the supply
Communication
Measuring progress towards goals through
interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.
continuous
Assigning
Linking strategy to action
Accountability
accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
chain. – Suggest how the supply chain CoE should continue concerning this topic.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-2-
We used information from several sources during our project
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-5-
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
October 2003
This document gives an overview of the different metrics that can be used to measure supply chain performance
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate”
• Establishing the proBaidu Nhomakorabeaer measures
within an organisation enhances
• Internal and external documents:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
Information Flow Forecasting & Production Planning
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
• The London Shop’s 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 how the most important metrics link other operational metrics within each stage of the supply
Communication
Measuring progress towards goals through
interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.