麦肯锡-《供应链管理-流程与绩效》

LONDONSHOPTHEDevelopingAnOverviewofSupplyChainPerformanceMetricsProcess,RecommendationsMcKinseyOctober2003-2-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialThisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformance•TheSupplyChainCoE’sobjectiveistodefineabenchmarkingframeworkcapableof:–Comparinggenericmetricperformancesforuseonprojects.–Capturingfurtherbenchmarkingdatainaconsistentformat.•TheLondonShop’stask:–Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.–Selectthemostimportantmetricsthatcanbeusedacrossindustries.–Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain.–SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.-3-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialWeusedinformationfromseveralsourcesduringourproject•Internalandexternaldocuments:–Highlevelbenchmarkingframeworkforsupplychainperformance(H.Cook):•ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.–Supplychainbenchmarksandbestpractice(DowPolyurethane&EpoxyApril1995).–SupplyChainBenchmarkAssessment(March1997).–Supplychainappraisalandbenchmarks:(clientXSeptember1997).•DiscussionswithsupplychainCoE:–GrahamColclough.–AndrewMorgan.–LeeSherman.–DeborahHuff(CapMcKinsey).-4-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialPossibledatasources•CIPS(UK):Purchasing(&SupplyChain).•APICS(US):SupplyChain.•CAPS(US):Purchasing&SupplyChain(US&Legal):–ResearchBenchmarkIndustryListings().•NAPM(US):Purchasing.•KaiserAssociates:BenchmarkSpecialistConsultant.•USUniversityResearch:Newglobalinitiative(investigatingentryopportunities—BobAckerman).-5-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialPerformancemeasurementisanimportantbutcomplexsubjectThisdocument’saninitialstepintherightdirection.Companiesseetheneedformetrics......butdevelopingthe“right”setofmetricsisachallenge•“Ifyoucan’tmeasure,youcan’tmanage,youcan’tmotivate”•Establishingthepropermeasureswithinanorganisationenhancescontinuous•Nocommonlyused“model”.•Businessissuesthatwarrantperformancemeasurement:–Differbetweenindustries.–Differwithinindustry.–Changeovertime.Thereisnoone“right”answerFocusAccountabilityCommunicationLinkingstrategytoactionAssigningaccountabilitytotakeactionwhenneededMeasuringprogresstowardsgoalsthroughinteractivecommunicationandeducation-6-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialWeusedagenericsupplychainframeworkasabasisforouranalysis...SupplyChainFrameworkSuppliersPurchasingInformationFlowForecasting&ProductionPlanningCustomerServiceInventoryManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegratedSupplyChainManagementCustomersThisframeworkalignswiththeCoEPOVandisalsosimilartoframeworkforthesupplychaindiagnosticsinventorydatabase.-7-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidential...andconcludedtherearethreestrategicobjectivesweshouldfocusonwhenanalysingthesupplychainKeymetricsmustgiveinformationonhowacompanyisperformingagainstoldstrategicobjectives.Strategicobjectives:QualityTimeCostProducts/servicesaccordingtocustomerexpectationsOnagreedtimeAtreasonablecostPurchasingInformationFlowForecasting&ProductionPlanningInventoryManagementInboundLogisticsManufacturingMaintenanceMarketing&SalesOutboundLogisticsIntegratedSupplyChainManagementCustomerServiceSupplyChainFrameworkNB:Boundaries•NPDI•SupportfunctionsTailortocompanyspecific(BSC)objectives-8-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialWebeganwithabrainstormingsessiononthekeydriversforquality,timeandcostThecompletepicturecanbefoundintheappendix.•Welookedatthesupplychainfromthecustomer’sperspective.•Webrainstormedon“whatcouldgowrongalongthesupplychain”:–Whataredriversofperformancefromaquality,timeandcostpointofview.PriceServiceProductqualityProductquantityProductdeliveryLatearrivalLatedeliveryInventorycostProductcostProduc-tioncostDeliverycostCustomerservicecostQualityTimeCost-9-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialMakingtheirclientspecificwarrantsattention•Respectallsourcesofdata:•Understandtheirrelationships—the“causaltree”:•RecognisedCross-Industry;In-IndustryandIn-Companysimilaritiesanddifferences.Blind-sidedIntuitionOpinionDiscussionSurveyFunctionalMeasuresKPIsExternalBestPracticeQualitativeQuantitativeObjective1KPIKPIKPIKPIObjective2•KPIandxxxmeasure•“Dualservice”measures(cost&time)•“Hardwired”andtennons•Push-pull-10-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialMakingtheirclientspecificwarrantsattention(cont.)•RecogniseCross-Industry;In-Industry;andIn-Companysimilaritiesanddifferences.•Interfacethesolutiontothecurrentclients’measures,systems,processesandculture:–...andguidemigrationovertime.Ensureaccountabilityforcollectingandactioningisclear.-11-LShop/Ldn/22Oct97Rp-fc/kfMcKinsey•ProprietaryandConfidentialProposedSupplyChainKPIsKPI’shelptoidentify“where”theperformanceproblemiswithinthesupplychain,andsteertowardsa