Mckinsey方法论-供应链管理-流程与绩效
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麦肯锡-供应链物流供应链管理-流程与绩效
• Respect all sources of data:
Blind-sided Intuition Qualitative Opinion Discussion Survey Functional Measures KPIs External Best Practice Quantitative
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
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
• We looked at the supply chain from the customer’s perspective.
• We brainstormed on “what could go wrong along the supply chain”:
Blind-sided Intuition Qualitative Opinion Discussion Survey Functional Measures KPIs External Best Practice Quantitative
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
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
• We looked at the supply chain from the customer’s perspective.
• We brainstormed on “what could go wrong along the supply chain”:
麦肯锡供应链管理-流程与绩效》中文版
• 客户等待的平均提前期 • 从接到订单到货物装运的平均时间 • 评估信息所花费的平均时间 • 现金——货物——现金的周期 • 客户等待的最长时间 • 新铲平道路时间 • 产品随时间更新的速度 • 客户等待的最短时间 • 从收到订单到客户收到装运单的时间 • 花费在修改错误订单上的时间
时间
• 交货成本占销售成本的％
. . . 指导客户随着时间而变迁
确保收集资料和采取行动的过程中责任明确
10
建议采用的供应链KPIs(关键绩效指 标）
整个供应 链
计划
采购
采购物流
生产
客户满意 度
准确(销 售用%)
总采购价值 供应商根据订单 生产过程 90%的活跃供（数量和质量） 中的产品 应商的比例 供货的比例 缺陷率
客户满意的 比率
• 产品的损坏率 • 每次生产周期的变更次数 • 货物需要重新包装的% • 实际 vs. 生产能力
维护
• Nos of strategies, 或者更新以服 务为基础的联系
质量
• 从订单下达到货物接收的时间 • 供应商准时送货的％
到期日之前处理应付款的% • 1–30 天内处理应付款的% • 31–60 天内处理应付款的% • 61–90 天内处理应付款的% • 90 天之后处理应付款的% • 通过 EDI与供应商联系的% • 开发/商谈一个协议的时间平均时
间
• 每天送货一次的供应商的比例 • 一个月以上送货一次的供应商的
比例 • 每月送货一次的供应商的比例 • 每周送货两次的供应商的比例 • 计划变更的回应时间 • 不可预测的问题的回应时间 • 拒收货物的回应时间
• 从下达生产订单到产品完工入库的时间
• 平均的生产提前期 • 当前的生产提前期 • 最小的生产提前期
时间
• 交货成本占销售成本的％
. . . 指导客户随着时间而变迁
确保收集资料和采取行动的过程中责任明确
10
建议采用的供应链KPIs(关键绩效指 标）
整个供应 链
计划
采购
采购物流
生产
客户满意 度
准确(销 售用%)
总采购价值 供应商根据订单 生产过程 90%的活跃供（数量和质量） 中的产品 应商的比例 供货的比例 缺陷率
客户满意的 比率
• 产品的损坏率 • 每次生产周期的变更次数 • 货物需要重新包装的% • 实际 vs. 生产能力
维护
• Nos of strategies, 或者更新以服 务为基础的联系
质量
• 从订单下达到货物接收的时间 • 供应商准时送货的％
到期日之前处理应付款的% • 1–30 天内处理应付款的% • 31–60 天内处理应付款的% • 61–90 天内处理应付款的% • 90 天之后处理应付款的% • 通过 EDI与供应商联系的% • 开发/商谈一个协议的时间平均时
间
• 每天送货一次的供应商的比例 • 一个月以上送货一次的供应商的
比例 • 每月送货一次的供应商的比例 • 每周送货两次的供应商的比例 • 计划变更的回应时间 • 不可预测的问题的回应时间 • 拒收货物的回应时间
• 从下达生产订单到产品完工入库的时间
• 平均的生产提前期 • 当前的生产提前期 • 最小的生产提前期
麦肯锡供应链管理-流程与绩效(英文原版)
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Supply Chain Framework
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK):
Purchasing (& Supply Chain).
• APICS (US):
Supply Chain.
• CAPS (US):
Purchasing & Supply Chain (US & Legal):
• Respect all sources of data:
Blind-sided
Intuition Qualitative
Opinion
Discussion Survey
Functional Measures
• Understand their relationships—the “causal tree”:
interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.
McKinsey • Proprietary and Confidential
• Internal and external documents:
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Supply Chain Framework
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK):
Purchasing (& Supply Chain).
• APICS (US):
Supply Chain.
• CAPS (US):
Purchasing & Supply Chain (US & Legal):
• Respect all sources of data:
Blind-sided
Intuition Qualitative
Opinion
Discussion Survey
Functional Measures
• Understand their relationships—the “causal tree”:
interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.
McKinsey • Proprietary and Confidential
• Internal and external documents:
麦肯锡供应链管理-流程与绩效英文原版
• 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.
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
Customer service cost
The complete picture can be found in the appendix.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-8-
Making their client specific warrants attention
interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
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
Customer service cost
The complete picture can be found in the appendix.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-8-
Making their client specific warrants attention
interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.
麦肯锡供应链管理-流程与绩效英文原版
• 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.
• 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
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• 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
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
麦肯锡供应链管理流程与绩效英文原版课件
麦肯锡供应链管理流程与绩效英文原版
*
Possible data sources
CIPS (UK): Purchasing (& Supply Chain). APICS (US): Supply Chain. CAPS (US): Purchasing & Supply Chain (US & Legal): Research Benchmark Industry Listings (). NAPM (US): Purchasing. Kaiser Associates: Benchmark Specialist Consultant. US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
Recognise Cross-Industry; In-Industry; and In-Company similarities and differences. Interface the solution to the current clients’ measures, systems, processes and culture: . . . and guide migration over time.
麦肯锡供应链管理流程与绩效英文原版
*
Performance measurement is an important but complex subject
This document’s an initial step in the right direction.
Companies see the need for metrics. . .
*
Possible data sources
CIPS (UK): Purchasing (& Supply Chain). APICS (US): Supply Chain. CAPS (US): Purchasing & Supply Chain (US & Legal): Research Benchmark Industry Listings (). NAPM (US): Purchasing. Kaiser Associates: Benchmark Specialist Consultant. US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
Recognise Cross-Industry; In-Industry; and In-Company similarities and differences. Interface the solution to the current clients’ measures, systems, processes and culture: . . . and guide migration over time.
麦肯锡供应链管理流程与绩效英文原版
*
Performance measurement is an important but complex subject
This document’s an initial step in the right direction.
Companies see the need for metrics. . .
2顶级ppt麦肯锡供应链管理流程与绩效
供应链发展趋势
数字化与智能化
借助大数据、人工智能等技术 ，实现供应链管理的数字化和 智能化，提高决策效率和准确
性。
绿色与可持续
注重环境保护和社会责任，推 动供应链的绿色和可持续发展 。
全球化与本地化
适应全球化趋势，同时关注本 地化需求，构建全球化和本地 化相结合的供应链网络。
敏捷与柔性
快速响应市场变化和客户需求 ，提高供应链的敏捷性和柔性
新、组织变革等。
实施落地
协助客户推动方案执行 ，确保各项措施有效实
施。
持续改进
建立反馈机制，持续优 化供应链绩效。
成果展示及客户反馈
01
02
03
04
成果一
供应链响应速度提升，客户满 意度大幅提高。
成果二
通过流程优化和技术创新，实 现供应链成本显著降低。
成果三
建立高效协同的供应链团队， 提升整体运营效率。
数字化转型
随着物联网、大数据等技术的发展，供应链管理将趋向数 字化、智能化。
绿色环保
环保法规日益严格，绿色供应链管理将成为企业可持续发 展的关键。
风险管理
全球经济不确定性增加，供应链风险管理将愈发重要。
建议和展望
深化数字化转型
继续推进供应链管理数 字化进程，提高决策效 率和准确性。
推广绿色理念
在供应链各环节融入绿 色理念，降低环境影响 ，提升企业社会责任形 象。
重要性
随着全球化竞争的加剧和消费者需求的多样化，供应链管理在提升企业竞争力 、降低成本、提高客户满意度等方面发挥着越来越重要的作用。
供应链结构
01
02
03
供应链成员
包括供应商、制造商、分 销商、零售商和最终客户 等。
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McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
Manufacturing
Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics
Time
On agreed time
Integrated Supply Chain Management NB: Boundaries
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
McKinsey
October 2003
THE
This document gives an overview of the different metrics that can be used to measure supply chain performance
Accountability
Focus
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.
Information Flow Forecasting & Production Planning Manufacturing Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics Customer Service
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• Understand their relationships—the “causal tree”:
Objective 1 KPI KPI
• KPI and xxx measure • ―Dual service‖ measures (cost & time) • ―Hard wired‖ and tennons • Push-pull
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US): • Kaiser Associates:
Purchasing. Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
Customer service cost
The complete picture can be found in the appendix.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-8-
Making their client specific warrants attention
• NPDI • Support functions
Inventory Management
Cost
At reasonable cost
Tailor to company specific (BSC) objectives
Key metrics must give information on how a company is performing against old strategic objectives.
ቤተ መጻሕፍቲ ባይዱ
• 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 chain. – Suggest how the supply chain CoE should continue concerning this topic.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-7-
We began with a brainstorming session on the key drivers for quality, time and cost
• “If you can’t measure, you can’t manage, you can’t motivate” • Establishing the proper measures within an organisation enhances continuous
Linking strategy to action Assigning accountability to take action when needed
Objective 2 KPI KPI
• Recognised Cross-Industry; In-Industry and In-Company similarities and differences.
• 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.
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
Inventory cost
Product cost
Production cost
Delivery cost
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
• 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.
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK): • APICS (US): • CAPS (US): Purchasing (& Supply Chain). Supply Chain. Purchasing & Supply Chain (US & Legal):
– High level benchmarking framework 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: (client X September 1997).
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
Manufacturing
Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics
Time
On agreed time
Integrated Supply Chain Management NB: Boundaries
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
McKinsey
October 2003
THE
This document gives an overview of the different metrics that can be used to measure supply chain performance
Accountability
Focus
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.
Information Flow Forecasting & Production Planning Manufacturing Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics Customer Service
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• Understand their relationships—the “causal tree”:
Objective 1 KPI KPI
• KPI and xxx measure • ―Dual service‖ measures (cost & time) • ―Hard wired‖ and tennons • Push-pull
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US): • Kaiser Associates:
Purchasing. Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
Customer service cost
The complete picture can be found in the appendix.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-8-
Making their client specific warrants attention
• NPDI • Support functions
Inventory Management
Cost
At reasonable cost
Tailor to company specific (BSC) objectives
Key metrics must give information on how a company is performing against old strategic objectives.
ቤተ መጻሕፍቲ ባይዱ
• 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 chain. – Suggest how the supply chain CoE should continue concerning this topic.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-7-
We began with a brainstorming session on the key drivers for quality, time and cost
• “If you can’t measure, you can’t manage, you can’t motivate” • Establishing the proper measures within an organisation enhances continuous
Linking strategy to action Assigning accountability to take action when needed
Objective 2 KPI KPI
• Recognised Cross-Industry; In-Industry and In-Company similarities and differences.
• 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.
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
Inventory cost
Product cost
Production cost
Delivery cost
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
• 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.
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK): • APICS (US): • CAPS (US): Purchasing (& Supply Chain). Supply Chain. Purchasing & Supply Chain (US & Legal):
– High level benchmarking framework 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: (client X September 1997).