麦肯锡供应链管理-流程与绩效
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
Possible data sources
• CIPS (UK):
•Focus
•. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Business issues that warrant performance measurement:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
麦肯锡供应链管理-流程 与绩效
2020年8月5日星期三
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:
•Supply Chain Framework
• Establishing the proper measures within an organisation enhances continuous
•Linking strategy • to action
•Accountability
• Assigning accountability •to take action when needed
supply chain. – Suggest how the supply chain CoE should continue concerning this topic.
We used information from several sources during our project
• Internal and external documents:
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
– Differ between industries. – Differ within industry. – Change overtime.
•Communication
•Measuring progress towards goals through
• interactive communication and
– 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.
We used a generic supply chain framework as a basis for our analysis . . .
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”
– 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
Purchasing (& Supply Chain).
Байду номын сангаас
• APICS (US):
Supply Chain.
• CAPS (US):
Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
Possible data sources
• CIPS (UK):
•Focus
•. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Business issues that warrant performance measurement:
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
麦肯锡供应链管理-流程 与绩效
2020年8月5日星期三
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:
•Supply Chain Framework
• Establishing the proper measures within an organisation enhances continuous
•Linking strategy • to action
•Accountability
• Assigning accountability •to take action when needed
supply chain. – Suggest how the supply chain CoE should continue concerning this topic.
We used information from several sources during our project
• Internal and external documents:
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
– Differ between industries. – Differ within industry. – Change overtime.
•Communication
•Measuring progress towards goals through
• interactive communication and
– 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.
We used a generic supply chain framework as a basis for our analysis . . .
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”
– 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
Purchasing (& Supply Chain).
Байду номын сангаас
• APICS (US):
Supply Chain.
• CAPS (US):
Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).