麦肯锡《供应链管理流程与绩效》
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interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.
McKinsey • Proprietary and Confidential
• Respect all sources of data:
Blind-sided
Intuition Qualitative
Opinion
Discussion Survey
Functional Measures
• Understand their relationships—the “causal tree”:
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
Inventory cost
Product cost
Production cost
Delivery cost
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• 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.
Cost
NB: Boundaries • NPDI • Support functions
At reasonable cost
Tailor to company specific (BSC) objectives
Key metrics must give information on how a company is performing against old strategic objectives.
• “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
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultቤተ መጻሕፍቲ ባይዱnt.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• 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.
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
Developing An Overview of LONDON Supply Chain Performance SHOP 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
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
McKinsey • Proprietary and Confidential
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):
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
Information Flow Forecasting & Production Planning
Customer Service
Purchasing
Inbound Logistics
Manufacturing Maintenance
Marketing & Sales
Outbound Logistics
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
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
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
Communication
Measuring progress towards goals through
• 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.
Integrated Supply Chain Management
Inventory Management
Strategic objectives:
Quality
Products/services according to customer
expectations
Time
On agreed time
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
• 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
Objective 1
Objective 2
KPIs External Best Practice Quantitative
KPI
KPI
KPI
KPI
• KPI and xxx measure • “Dual service” measures
(cost & time) • “Hard wired” and tennons • Push-pull
Customer Service
Purchasing
Inbound Logistics
Manufacturing Maintenance
Marketing & Sales
Outbound Logistics
Suppliers Integrated
Supply Chain Management
Inventory Management
LShop/Ldn/22Oct97Rp-fc/kf
-5-
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Information Flow Forecasting & Production Planning
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
– 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).
education
There is no one “right” answer
This document’s an initial step in the right direction.
McKinsey • Proprietary and Confidential
• Respect all sources of data:
Blind-sided
Intuition Qualitative
Opinion
Discussion Survey
Functional Measures
• Understand their relationships—the “causal tree”:
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
Inventory cost
Product cost
Production cost
Delivery cost
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• 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.
Cost
NB: Boundaries • NPDI • Support functions
At reasonable cost
Tailor to company specific (BSC) objectives
Key metrics must give information on how a company is performing against old strategic objectives.
• “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
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultቤተ መጻሕፍቲ ባይዱnt.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• 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.
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
Developing An Overview of LONDON Supply Chain Performance SHOP 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
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
McKinsey • Proprietary and Confidential
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):
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
Information Flow Forecasting & Production Planning
Customer Service
Purchasing
Inbound Logistics
Manufacturing Maintenance
Marketing & Sales
Outbound Logistics
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
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
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
Communication
Measuring progress towards goals through
• 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.
Integrated Supply Chain Management
Inventory Management
Strategic objectives:
Quality
Products/services according to customer
expectations
Time
On agreed time
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
• 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
Objective 1
Objective 2
KPIs External Best Practice Quantitative
KPI
KPI
KPI
KPI
• KPI and xxx measure • “Dual service” measures
(cost & time) • “Hard wired” and tennons • Push-pull
Customer Service
Purchasing
Inbound Logistics
Manufacturing Maintenance
Marketing & Sales
Outbound Logistics
Suppliers Integrated
Supply Chain Management
Inventory Management
LShop/Ldn/22Oct97Rp-fc/kf
-5-
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Information Flow Forecasting & Production Planning
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
– 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).