麦肯锡《供应链管理-流程与绩效》
合集下载
Mckinsey方法论-供应链管理-流程与绩效
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
Manufacturing
Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics
Time
On agreed time
Integrated Supply Chain Management NB: Boundaries
LONDON SHOP
Developing An Overview of Supply Chain Performance 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
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Strategic objectives:
Supply Chain Framework Quality
Information Flow Forecasting & Production Planning Customer Service Products/services according to customer expectations
Manufacturing
Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics
Time
On agreed time
Integrated Supply Chain Management NB: Boundaries
LONDON SHOP
Developing An Overview of Supply Chain Performance 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
肯锡供应链管理流程与绩效(英文原版)课件
Regular reviews and updates to the Balanced Scorecard provide feedback on performance and identify areas for improvement.
Strategy Alignment
Measures
Feedback and Continuous Improvement
供应商关系维护
01
03
02
04
规划合理的物流网络布局，确保货物高效流转。
物流网络规划
根据货物特性和运输需求选择合适的运输方式，提高运输效率。
运输方式选择
建立物流信息管理系统，实现货物信息的实时更新和共享。
物流信息管理
通过合理安排运输、仓储等环节降低物流成本，提高物流效益。
物流成本控制
对退货、维修等逆向物流活动进行管理，确保其有序进行。
CPFR is a collaborative approach to supply chain management that involves the integration of planning, forecasting, and replenishment activities among retailers, manufacturers, and other supply chain partners.
A
B
C
D
选择合适的供应商，评估其供货能力、质量、价格等方面的表现。
供应商选择与评估
签订采购合同，明确双方权利义务，确保采购活动的合法性和规范性。
采购合同管理
根据生产计划和库存情况制定合理的采购策略，确保原材料的及时供应。
流程管理-麦肯锡供应链管理流程与绩效 精品001
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”
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
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:
• 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
麦肯锡供应链管理-流程与绩效(英文原版).
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
Accountability
Focus
Communication
Measuring progress towards goals through interactive communication and education
There is no one “right” answer
This document’s an initial step in the right direction.
• Respect all sources of data:
Blind-sided Intuition Qualitative Opinion Discussion Survey Functional Measures KPIs External Best Practice Quantitative
LONDON SHOP
Developing An Overview of Supply Chain Performance 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
麦肯锡供应链管理-流程与绩效(英文PPT 28页)
• Understand their relationships—the “causal tree”:
Objl Best Practice Quantitative
KPI
KPI
KPI
KPI
• KPI and xxx measure • “Dual service” measures
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• 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.
-2-
We used information from several sources during our project
麦肯锡供应链管理-流程与绩效英文原版
• 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.
• 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
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• 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
Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
麦肯锡供应链管理-流程与绩效(英文原版)
5
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Information Flow Forecasting & Production Planning
Customer Service
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
2
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.
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Information Flow Forecasting & Production Planning
Customer Service
• Establishing the proper measures within an organisation enhances continuous
Linking strategy to action
Accountability
Assigning accountability to take action when needed
2
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.
Quality
Time
Cost
Price
Service
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
供应链管理-流程与绩效
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
• CIPS (UK):
• 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.
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
chain. – Suggest how the supply chain CoE should continue concerning this topic.
-2-
We used information from several sources during our project
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources
• CIPS (UK):
• 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.
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
chain. – Suggest how the supply chain CoE should continue concerning this topic.
-2-
We used information from several sources during our project
- 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)。
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
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
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):
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
• 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
– 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).
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
• 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.
continuous
Assigning
Linking strategy to action
Accountability
accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
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.
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate”
• Establishing the proper measures
பைடு நூலகம்
within an organisation enhances
opportunities—Bob Ackerman).
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
– Research Benchmark Industry Listings ().
• NAPM (US): Purchasing.
• Kaiser Associates: Benchmark Specialist Consultant.
• US University Research:
New global initiative (investigating entry
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
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
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):
• No commonly used “model”.
• Business issues that warrant performance measurement:
– Differ between industries. – Differ within industry. – Change overtime.
• 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
– 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).
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
• 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.
continuous
Assigning
Linking strategy to action
Accountability
accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
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.
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate”
• Establishing the proper measures
பைடு நூலகம்
within an organisation enhances
opportunities—Bob Ackerman).
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
– Research Benchmark Industry Listings ().
• NAPM (US): Purchasing.
• Kaiser Associates: Benchmark Specialist Consultant.
• US University Research:
New global initiative (investigating entry