供应链管理流程与绩效
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Supply Chain Framework
Information Flow Forecasting & Production Planning Manufacturing Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics Customer Service
Linking strategy to action Assigning accountability to take action when needed
. . . but developing the “right” set of metrics is a challenge • No commonly used “model”. • Business issues that warrant performance measurement:
There is no one “right” answer
This document’s an initial step in the right direction.
-4-
We used a generic supply chain framework as a basis for our analysis ห้องสมุดไป่ตู้ . .
-3-
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” • Establishing the proper measures within an organisation enhances continuous
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:
– Differ between industries. – Differ within industry. – Change overtime.
Accountability
Focus
Communication
Measuring progress towards goals through interactive communication and education
-1-
We used information from several sources during our project
• 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. – 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.
• 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.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-2-
Possible data sources
• CIPS (UK): • APICS (US): • CAPS (US): Purchasing (& Supply Chain). Supply Chain. Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US): • Kaiser Associates:
Purchasing. Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
Information Flow Forecasting & Production Planning Manufacturing Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics Customer Service
Linking strategy to action Assigning accountability to take action when needed
. . . but developing the “right” set of metrics is a challenge • No commonly used “model”. • Business issues that warrant performance measurement:
There is no one “right” answer
This document’s an initial step in the right direction.
-4-
We used a generic supply chain framework as a basis for our analysis ห้องสมุดไป่ตู้ . .
-3-
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” • Establishing the proper measures within an organisation enhances continuous
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:
– Differ between industries. – Differ within industry. – Change overtime.
Accountability
Focus
Communication
Measuring progress towards goals through interactive communication and education
-1-
We used information from several sources during our project
• 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. – 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.
• 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.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-2-
Possible data sources
• CIPS (UK): • APICS (US): • CAPS (US): Purchasing (& Supply Chain). Supply Chain. Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US): • Kaiser Associates:
Purchasing. Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).