麦肯锡供应链管理流程与绩效英文
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供应链管理制度流程与绩效英文原ppt课件
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Ry
October 2003
This document gives an overview of the different metrics that can be used to measure supply chain performance
• 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.
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
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Developing An Overview of Supply Chain Performance Metrics
Process, Ry
October 2003
This document gives an overview of the different metrics that can be used to measure supply chain performance
• 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.
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
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
麦肯锡供应链管理-流程与绩效
关注
沟通
通过交互式 沟通和教育， 发展面向目 标测的评估
没有一个“正确”的答案Biblioteka 这份资料只是正确导向的第一步
我们采用通用的供应链架构作为
我们分析问题的基础. . .
供应链架构
预测与采购计划
采购
供应商
集成的供应链管理
采购物流
信息流
生产 维护 库存管理
客户服务
市场销售
销售物流
客户
这种框架与CoE POV一致，并且与供应链库存数据库的诊断框架类似。
LONDON SHOP
开发一个综合的供应链绩效 指标体系
流程，建议
THE
McKinsey
October 2003
这份资料概述了一些能用来评估 供应链绩效的指标
• 供应链CoE的目标就是确定一个测试供应 链框架能力的基准：
– 在项目中，与常用的衡量指标作对比 – 用一致的形式获取更多的基准数据
• 伦敦商店的任务
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
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
维护
库存管理 市场销售 客户服务 销售物流
订单商品 入库比例
需要核 实的市 场销售
KPIs
客户对服 按客户订单（数
务满意的 量和质量）交货
Mckinsey方法论-供应链管理-流程与绩效
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
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
肯锡供应链管理流程与绩效(英文原版)课件
Regular reviews and updates to the Balanced Scorecard provide feedback on performance and identify areas for improvement.
Strategy Alignment
Measures
Feedback and Continuous Improvement
供应商关系维护
01
03
02
04
规划合理的物流网络布局，确保货物高效流转。
物流网络规划
根据货物特性和运输需求选择合适的运输方式，提高运输效率。
运输方式选择
建立物流信息管理系统，实现货物信息的实时更新和共享。
物流信息管理
通过合理安排运输、仓储等环节降低物流成本，提高物流效益。
物流成本控制
对退货、维修等逆向物流活动进行管理，确保其有序进行。
CPFR is a collaborative approach to supply chain management that involves the integration of planning, forecasting, and replenishment activities among retailers, manufacturers, and other supply chain partners.
A
B
C
D
选择合适的供应商，评估其供货能力、质量、价格等方面的表现。
供应商选择与评估
签订采购合同，明确双方权利义务，确保采购活动的合法性和规范性。
采购合同管理
根据生产计划和库存情况制定合理的采购策略，确保原材料的及时供应。
供应链管理—流程与绩效英文Developing An Overview of Supply Chain Performance
• NAPM (US): Purchasing. • Kaiser Associates: Benchmark Specialist Consultant.
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate” • Establishing the proper measures within an organisation enhances continuous
Suppliers
Integrated Supply Chain Management
Inventory Management
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
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.
• Internal and external documents:
We used information from several sources during our project
– High level benchmarking framework for supply chain performance (H .Cook):
供应链管理——流程与绩效英文
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
• CIPS (UK):
-8-
Making their client specific warrants attention
• Respect all sources of data:
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:
供应链管理——流程与绩效英文
-5-
We used a generic supply chain framework as a basis for our analysis . . .
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
-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”
• 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.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
We used a generic supply chain framework as a basis for our analysis . . .
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
-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”
• 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.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
麦肯锡《供应链管理流程与绩效》
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
Inventory cost
Product cost
Production cost
Delivery cost
• 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.
• 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.
供应链管理——流程与绩效英文.ppt
This document gives an overview of the different metrics that can be used to measure supply chain performance
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
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”
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• Establishing the proper measures within an organisation enhances continuous
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
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”
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• Establishing the proper measures within an organisation enhances continuous
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? 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.
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.
? 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.
-2-
We used information from several sources during our project
? Internal and external documents:
? Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
? CIPS (UK):
Purchasing (& Supply Chain).
? APICS (US):
Supply Chain.
? CAPS (US):
Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
? NAPM (US):
Purchasing.
? Kaiser Associates:
Benchmark Specialist Consultant.
? US Unห้องสมุดไป่ตู้versity Research: New global initiative (investigating entry opportunities —Bob Ackerman).
-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”
– High level benchmarking framework for supply chain performance (H .Cook): ? Shop Study (March 1997) accessing information from available experts and past projects.
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
This document gives an overview of the different metrics that can be used to measure supply chain performance
Focus
. . . but developing the “right” set of metrics is a challenge
?No commonly used “model”.
?Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
?Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
-5-
We used a generic supply chain framework as a basis for our analysis . . .
– 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).
– Comparing generic metric performances for use on projects. – Capturing further benchmarking data in a consistent format.
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.
? 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.
-2-
We used information from several sources during our project
? Internal and external documents:
? Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
? CIPS (UK):
Purchasing (& Supply Chain).
? APICS (US):
Supply Chain.
? CAPS (US):
Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
? NAPM (US):
Purchasing.
? Kaiser Associates:
Benchmark Specialist Consultant.
? US Unห้องสมุดไป่ตู้versity Research: New global initiative (investigating entry opportunities —Bob Ackerman).
-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”
– High level benchmarking framework for supply chain performance (H .Cook): ? Shop Study (March 1997) accessing information from available experts and past projects.
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
This document gives an overview of the different metrics that can be used to measure supply chain performance
Focus
. . . but developing the “right” set of metrics is a challenge
?No commonly used “model”.
?Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
?Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
-5-
We used a generic supply chain framework as a basis for our analysis . . .
– 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).