西门子供应链培训材料2（英文PPT 15页）

KeyPerformanceIndicators-Defintitions-GlobalProcurementandLogisticsMunichApril2001GPLGLOLPKPI.ppt-April‘01Page2Copyright(C)SiemensAG-SiemensGlobalLogisticsOffice2001AllRightsReserved-ConfidentialKeyPerformanceIndicatorsAListofBusinessUnit-IndependentKPIforeachCoreProcesshavebeenIdentifiedMAKESupplyQualityDeadlineComplianceInventoryCostsMake(WIP,UG)ProcessCostsMakeMakeCycleTimeFirstPassYieldFlowRateInventoryTurnover(WIP/UG)UtilizationSOURCESupplyQualityInventoryCostsSource(Mat)ProcessCostsSourceSupplierCompliancewithrequestedDeliveryDateReplenishmentLeadTimeNumberofSuppliersInventoryTurnover(Mat)DeliveryReliability*DeliveryLeadTime*DeliveryQuality*CompliancewithRequestedDeliveryDateNon-ComplianceCostsPerfectOrderFulfillmentInventoryCostsOrderManagementProcessCostsOrderManagementOrderResponseTimeInventoryCostsDistribute(FG)ProcessCostsDistributeInventoryTurnover(FG)DELIVEROrderManagementDistribute*mandatory(CorporateLogisticsPolicy)xxx-KPI‘sxxx-MetricsPLANSupplyChainPlanningCostsTotalSupplyChainCostsCash-to-CashCycleTimeForecastQuality(Accuracy)TotalLeadTimeTotalInventoryDaysofSupplyTotalInventoryCostsGPLGLOLPKPI.ppt-April‘01Page3Copyright(C)SiemensAG-SiemensGlobalLogisticsOffice2001AllRightsReserved-ConfidentialPlanMetrics(1)Plan-KeyPerformanceIndicatorsCash-to-CashCycleTimeNumberofdaysbetweenpayingforrawmaterialsandgettingpaidforproduct;(InventoryDaysofSupply+DaysofSalesOutstanding-AveragePaymentPeriodforMaterial)[LxxxMilestonesCorporateLogistcisPolicy]ForecastQuality/AccuracyExtenttowhichforecastandactualdemandarethesameTotalSupplyChainCostsSumofOrderManagementCosts,MaterialAcquisitionCosts,InventoryCarryingCosts,SupplyChainRelatedFinance&PlanningCostsandSupplyChainRelatedMISCostsSupplyChainPlanningCostsCostsassociatedwithforecasting,developingfinishedgoodsorenditeminventoryplans,andcoordinatingDemand/Supplyprocessacrossentiresupplychain,includingallchannels.(NotincludingMISassociatedcosts.)TotalLeadTimeSumofDeliveryLeadTimeofSupplier,MakeCycleTimeandDeliveryLeadTimeGPLGLOLPKPI.ppt-April‘01Page4Copyright(C)SiemensAG-SiemensGlobalLogisticsOffice2001AllRightsReserved-ConfidentialPlanMetrics(2)Plan-KeyPerformanceIndicatorsTotalInventoryCostsCostsofholdinginventories(Mat,WIP,UG,FGplustotalofunchargeddeliveriesandservicesandreceivables)-Components:1.Costofwarehouseinvestment;2.Costofwarehouseadministration;3.Costofwarehousetransactions;4.Interestchargesforcapitaltiedupintheinventories;5.Riskcosts(e.g.scrap,rejectproducts)TotalInventoryDaysofSupplyRateofwarehouseinventorytoaveragedemandforMat,WIP,UEandFE,unchargeddeliveriesandservicesandreceivablesGPLGLOLPKPI.ppt-April‘01Page5Copyright(C)SiemensAG-SiemensGlobalLogisticsOffice2001AllRightsReserved-ConfidentialSourceMetrics(1)Source-KeyPerformanceIndicatorsSupplyQualityProportionoforderswithnoquantitative,qualitativeordeadlinefaults(measuredusingS250)InventoryCostsSource(Mat)CostsofholdingmaterialComponents:1.Costofwarehouseinvestment;2.Costofwarehouseadministration;3.Costofwarehousetransactions;4.Interestchargesforcapitaltiedupintheinventories;5.Riskcosts(e.g.scrap,rejectproducts)TotalofthecostcomponentsfortheindividualsubprocessesinSource,i.e.-Materialrequirementsplanningandorderprocessingcosts*(e.g.requirementsplanning,specifyingMRPparameters,ordertracking)-Incominggoodscosts*(e.g.transferofgoods,unloading,deliverynoteprocessing)-Goodsinspectioncosts*(e.g.completenesscheck,qualitycontrol,wherenecessaryreturnedgoodshandling)-Goodsstagingcosts*(e.g.goodsrelease,whererequired,complaintstrigger/returnedgoodshandling)-Paymenttransactioncosts*(e.g.invoicecheck,creditnoteprocessing)*alsorefertotheLogisticalCostsGuidelinesProcessCostsSource[SxxxMilestonesSourcingLogisticsFramework]GPLGLOLPKPI.ppt-April‘01Page6Copyright(C)SiemensAG-SiemensGlobalLogisticsOffice2001AllRightsReserved-ConfidentialSourceMetrics(2)Source-MetricsReplenishmentLeadTimePeriodoftimebetweencompletingthepurchaserequisition(S220)andtheendofverificationofmaterialonplant/installationsite(S241);withthecontractwarehouseconceptandthesynchronizedproductionprocesses,thiscorrespondstotheperiodoftimebetweencall-off(S225)andprovidingmaterialonconsumptionsite(S250)SupplierCompliancewithrequestedDeliveryDateProportionofordersdeliveredonschedule(S240Actual)bythesupplieronthedaterequested(S240Requesteddate)[SxxxMilestonesSourcingLogisticsFramework]NumberofSuppliersTotalnumberofsuppliersofabusinessassessedInventoryTurnover(Mat)Rateofsalestoinventory(material)GPLGLOLPKPI.ppt-April‘01Page7Copyright(C)SiemensAG-SiemensGlobalLogisticsOffice2001AllRightsReserved-ConfidentialMakeMetrics(1)Make-KeyPerformanceIndicatorsSupplyQualityProportionoforderswithnoquantitative,qualitativeordeadlinefaultsDeadlineComplianceProportionofordersthatweredeliveredonscheduleonthepromiseddateInventoryCostsMake(WIP,UG)Costsofholdingworkinprogess(WIP)andunfinishedgoods(UG)Components:1.Costofwarehouseinvestment;2.Costofwarehouse/bufferadministration;3.Costofwarehousetransactions;4.Interestchargesforcapitaltied