供应链评估指标

Electronic Equipment
9.0 73.3 60.0
Semiconductors
30.0 188.5 175.0
Telecommunications
9.6 41.7 30.0
UPSIDE PRODUCTION FLEXIBILITY Days
RANGE – 9 to 230 DAYS (6 to 10 times within Industry Group)
COST MATERIAL ACQUISITION COST CASH TO CASH CYCLE TIME TOTAL INVENTORY DAYS OF SUPPLY ASSET TURNS
LEVEL I METRICS
DELIVERY PERFORMANCE - %
THE PERCENTAGE OF ORDERS THAT ARE FULFILLED ON OR BEFORE THE CUSTOMER’S REQUESTED DATE
DELIVERED IN PERFECT CONDITION WITH THE CORRECT CONFIGURATION AND COMPLETE & ACCURATE DOCUMENTATION
LEVEL I METRICS
PRODUCTION FLEXIBILITY - DAYS
THE NUMBER OF DAYS REQUIRED TO ACHIEVE AN UNPLANNED, SUSTAINABLE 20% INCREASE IN PRODUCTION
97.4 67.6 74.2
Semiconductors
84.5 62.0 64.8
Telecommunications
94.8 63.4 72.6
DELIVERY PERFORMANCE TO REQUEST %
RANGE – 62% TO 98% ( 20 to 30 % points per Industry Group)
EQUIPMENT PHARMACEUTICALS & CHEMICALS UTILITIES - TELECOMMUNICATIONS RETAIL - CONSUMER PACKAGED GOODS DEFENSE AND INDUSTRIAL SEMICONDUCTORS
SCOR MODEL
(THE AVERAGE COST OF INVENTORY DIVIDED BY THE COST OF GOODS SOLD) TIMES 365
TOTAL INVENTORY DAYS SUPPLY = INVENTORY x 365 COGS
LEVEL I METRICS
ASSET TURNS – NUMBER
• CUSTOMER ORDER MANAGEMENT PROCESS • FORECASTING • CUSTOMER PARTNERSHIPS
• SOURCING
• SELECTING, QUALIFYING, PARTNERING, MEASURING AND PROVIDING FEEDBACK TO KEY SUPPLIERS
LOGISTICAL PROCESS
TRANSPORTATION, WAREHOUSING, DISTRIBUTION, DELIVERY
GLOBAL PERFOMANCE MEASUREMENTS SCOR
SUPPLY CHAIN COUNCIL (SCC)
SCC IS AN INTERNATIONAL PROFESSIONAL BODY FOR SUPPLY CHAIN MANAGEMENT (SCM) SYSTEMS AND PRACTICES
BEST PRACTICES
ORDER TRACKING SYSTEMS TO COMPARE REQUESTED VS ACTUAL DATES AT LINE ITEM LEVEL
DEMAND VISIBILITY TO SUPPLIERS CONSOLIDATION, PACKING AND
Pharmas and Chemical
98.9 78.4 91.9
Computers
82.8 56.4 58.8
Consumer Packaged Goods
98.4 72.3 84.4
Defense and Industrial
98.0 69.4 71.7
Electronic Equipment
DEVELOPED AND ENDORSED THE SCOR (SUPPLY CHAIN OPERATIONS REFERENCE MODEL) AS A CROSS INDUSTRY STANDARD FOR SCM
SPECIAL INDUSTRY GROUPS
AEROSPACE AND DEFENCE COMPUTERS & ELECTRONICS
DAYS
BIC Aver Median
Pharmas and Chemical
18.4 229.3 120
Computers
9.7 53.4 38.5
Consumer Packaged Goods
9.4 144.8 60.0
Defense and Industrial
16.7 96.1 36.0
ELEMENTS -SUPPLY CHAIN MANAGEMENT PLAN-SOURCE-MAKE-DELIVER-MEASURE
• SUPPLY CHAIN INFRASTRUCTURE
• TRANSFER OF INFORMATION, MATERIALS AND CASH
• DEMAND MANAGEMENT
OBJECTIVES AND OUTLINE
OBJECTIVE: TO HELP YOU DETERMINE IF YOUR
COMPANY HAS A COMPETITIVE SUPPLY CHAIN. OUTLINE: ELEMENTS OF A SUPPLY CHAIN SCOR MODEL AND METRICS BENCHMARKING IMPLICATIONS BEST PRACTICES INFORMATION SOURCES
BUSINESS源自文库PROCESS REENINEERING
‘AS IS’ TO ‘TO BE’
METRICS BENCHMARKING IMPLICATIONS BEST PRACTICE ANALYSIS PROCESS REFERENCE MODEL
BASED ON ‘BEST IN CLASS’ RESULTS CHARACTERIZE MANAGEMENT
LEVEL I METRICS
TOTAL SUPPLY CHAIN MANAGEMENT COST - $’s
SUM OF COSTS OF: ORDER MANAGEMENT MATERIALS ACQUISITION INVENTORY CARRYING SUPPLY CHAIN - FINANCE, PLANNING
IS YOUR SUPPLY CHAIN COMPETITIVE?
HOW DO YOU KNOW?
BLAIR R WILLIAMS Professor and Director, Polytechnic University.
Brooklyn, New York
blairrw@att.net 718-260-3835
DELIVERY OUTSOURCED. DELIVERY DIRECTLY TO CUSTOMER
POINT OF USE ON LINE ATP AND ORDER STATUS
AVAIL TO CUSTOMER
BENCHMARKING AND BEST PRACTICES
UPSIDE PRODUCTION FLEXIBILITY (8/2000)
IMPLICATIONS MOST FUNDAMENTAL MEASUREMENT OF CUSTOMER SATISFACTION INDICATES HOW WELL THE SUPPLY CHAIN IS CONFIGURED & INTEGRATED
DELIVERY PERFORMANCE TO REQUEST %
LEVEL I METRICS
CASH TO CASH CYCLE TIME - DAYS
THE NUMBER OF DAYS BETWEEN PAYING FOR RAW MATERIALS AND GETTING PAID FOR PRODUCT, AS CALCULATED BY:
INVENTORY DAYS OF SUPPLY PLUS DAYS OF SALES OUTSTANDING
(RECEIVABLES) MINUS AVERAGE PAYMENT PERIOD FOR
MATERIAL (PAYABLES)
C to CC TIME = INV DAYS + DAYS REC – DAYS PAY
LEVEL I METRICS TOTAL INVENTORY DAYS OF SUPPLY
PRACTICES IDENTIFY SOFTWARE SOLUTIONS
LEVEL I METRICS
DELIVERY PERFORMANCE PERFECT ORDER FULFILLMENT PRODUCTION FLEXIBILITY TOTAL SUPPLY CHAIN MANAGEMENT
TOTAL REVENUE DIVIDED BY TOTAL ASSETS
= TOTAL REVENUE TOTAL ASSETS
BENCHMARKING AND BEST PRACTICES
DELIVERY PERFORMANCE TO REQUEST %
(8/2000)
BIC Aver Median
AND MIS
LEVEL I METRICS
MATERIAL ACQUISITION COST - $’s
SUM OF COSTS TO MANAGE: COMMODITY MANAGEMENT & PLANNING SUPPLIER QUALITY ENGG. INBOUND FREIGHT & DUTIES RECEIVING AND MATERIAL STORAGE INCOMING INSPECTION MATERIAL PROCESS ENGG. & TOOLING
LEVEL I METRICS
PERFECT ORDER FULFILLMENT - %
DELIVERED COMPLETE WITH ALL ITEMS ON THE ORDER IN THE QUANTITY REQUESTED
DELIVERED ON TIME TO CUSTOMER’S REQUEST DATE
ELEMENTS OF SUPPLY CHAIN MANAGEMENT PLAN-SOURCE-MAKE-DELIVER
SUPPLY OR MANUFACTURING PROCESS
FACTORY SCHEDULING INVENTORY MANAGEMENT LEAD TIME REDUCTION
DEFINITION OF A SUPPLY CHAIN
A SUPPLY CHAIN COVERS THE FLOW OF MATERIALS, INFORMATION AND CASH ACROSS THE ENTIRE ENTERPRISE
SUPPLY CHAIN MANAGEMENT IS THE INTEGRATED PROCESS OF PLANNING, SOURCING, MAKING AND DELIVERING PRODUCT, FROM RAW MATERIAL TO END CUSTOMER