麦肯锡-《供应链管理-流程与绩效》

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
• Discussions with suቤተ መጻሕፍቲ ባይዱply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
• Recognised Cross-Industry; In-Industry and In-Company similarities and differences.
Information Flow Forecasting & Production Planning
Customer Service
Purchasing
Inbound Logistics
Manufacturing Maintenance
Marketing & Sales
Outbound Logistics
• 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.
– 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).
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
Inventory cost
Product cost
Production cost
Delivery cost
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
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
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
• “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
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
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
• 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.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
Integrated Supply Chain Management
Inventory Management
Strategic objectives:
Quality
Products/services according to customer
expectations
Time
On agreed time
• 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
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
Communication
Measuring progress towards goals through
• 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.
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
interactive communication and
education
There is no one “right” answer
This document’s an initial step in the right direction.
McKinsey • Proprietary and Confidential
LONDON SHOP
Developing An Overview of Supply Chain Performance Metrics
Process, Recommendations
THE
McKinsey
October 2003
This document gives an overview of the different metrics that can be used to measure supply chain performance
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources