麦肯锡供应链管理-流程与绩效(英文原版)
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– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• 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.
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
• 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
-2-
We used information from several sources during our project
• Internal and external documents:
Supply Chain Performance Metrics
Process, Recommendations
This document gives an overview of the different metrics that can be used to measure supply chain performance
– 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).
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
3
-3-
Possible data sources
• CIPS (UK):
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
4
-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”
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.
5
-5-
We used a generic supply chain framework as a basis for our analysis . . .
Cห้องสมุดไป่ตู้mmunication
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.
Purchasing (& Supply Chain).
• APICS (US):
Supply Chain.
• CAPS (US):
Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• 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.
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
• 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
-2-
We used information from several sources during our project
• Internal and external documents:
Supply Chain Performance Metrics
Process, Recommendations
This document gives an overview of the different metrics that can be used to measure supply chain performance
– 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).
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
3
-3-
Possible data sources
• CIPS (UK):
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
4
-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”
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.
5
-5-
We used a generic supply chain framework as a basis for our analysis . . .
Cห้องสมุดไป่ตู้mmunication
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.
Purchasing (& Supply Chain).
• APICS (US):
Supply Chain.
• CAPS (US):
Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).