麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 1 LONDONSHOP THEDeveloping An Overview of Supply Chain Performance MetricsProcess, RecommendationsMcKinseyOctober 2003 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 2 This document gives an overview of the different metrics that can be used to measure supply chain performance The Supply Chain CoEs 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. The London Shops 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. 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 3 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 In-Industry and In-Company similarities and differences.Blind-sided Intuition Opinion Discussion Survey Functional Measures KPIs External Best PracticeQualitative QuantitativeObjective 1KPI KPI KPI KPIObjective 2KPI and xxx measure“Dual service” measures (cost In-Industry; and In-Company similarities and differences. Interface the solution to the current clients measures, systems, processes and culture: . . . and guide migration over time. Ensure accountability for collecting and actioning is clear. 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 11 Proposed Supply Chain KPIs KPIs help to identify “where” the performance problem is within the supply chain, and steer towards areas to explore “why”. Accuracy (as % of sales)Customer satisfaction% of satisfied customersTotal cycle time Time (for customer) from placing order to receiving goods% of products delivered on timeTotal supply chain cost as % of sales Cost per product sold as % of sales Cost as % of sales % of products delivered according to customer order (quantity/quality)% of customers satisfied with service% of products ordered already in stockDefect rate of products as % of production% of goods delivered according to order (quantity/quality) by supplierTime from order placement to reception of goods Time from production order to delivery into finished product warehouse Downtime as % of total production time% of goods delivered on time by supplierCost as % of sales Cost as % of sales Cost as % of sales Number of stock turns/years Total Supply Chain Forecasting Purchasing Inbound Logistics Manufacturing Maintenance Inventory Management Marketing Order Entry; Packaging; Product quality; Shipping Error # of complaints as % of total orders # of customer contacts per order # of enquiries (including complaints) that were not answered to the customers satisfaction # of information requests as % of customer orders % of calls abandoned, answered by recording, delayed % of customer contact through customer service % of customer follow-up handled by Customer Service Representative; Department Manager; Field Representative; Responsible Manager % of invoices containing errors % of orders delivered complete and without error (order fill rate) % of orders that are damaged on arrival at customer site % of respondents that can handle complaints without handing off to other person/dept. Average % of disputed invoices % of products delivered according to customer order (quantity/quality) Degree of utilisation of facilities (%) Equipment utilisationload Equipment utilisationweight Time from order placement to start of delivery Customer satisfaction (rating) % of satisfied customers % of information on credit history limit available On-line % of information on open-order history available On-line % of information on outstanding balance available On-line % of information on pricing available On-line % of information on product history available On-line % of information on product ID code available On-line % of information on shipping points available On-line Ratio of operations labour as % of passive labour Average # of orders rejected Average product time in warehouse No. of days consumption in stock (A- goods) No. of days consumption in stock (B-goods) No. of days consumption in stock (C-goods) No. of days safety stock (A-goods) No. of days safety stock (B-goods) No. of days safety stock (C-goods) No. of products with duplication stock Planned days of inventory on hand % of accounts receivable settled before due date % of accounts receivable settled in 130 days % of accounts receivable settled in 3160 days % of accounts receivable settled in 91 days % of accounts receivable settled in6190 days Delivery time % of products delivered early # of deliveries per manhour % of orders delivered on time (as defined by customer) % of orders delivered with an average delay of 1 month Average # of days delay after scheduled ship date Total cycle time Time (for customers) from placing order to receiving goods % of products delivered on time Average customer quoted leadtime Average leadtime from receipt of order to shipment Average time taken to access information Cash to cash cycle Longest customer quoted leadtime New product introduction time Product changeover time Shortest customer quoted time Time from receipt of order to receipt of shipment by customer Time taken to rectify incorrect or damaged orders Average time taken to respond to requests Cost as % of sales # of stock turns/year Cost as % of cost of goods purchased Carried worth of expired lots A-goods as a percent of inventory Average stock level B-goods as a percent of inventory C-goods as a percent of inventory Inventory cost as % of total assets (gross assets) Maximum stock level Minimum stock level Cost as % of sales Cost as % of sales Cost per delivery # of route miles per delivery # of warehousing facilities # of warehousing of locations % of transportation units owned by company Cost per order Cost per route Total supply chain cost as % of sales Cost per product sold as % of sales % of profit from base purchase % of profit from increased purchases % of profit from premium pricing % of revenue generated by largest customer group (top 20%) Cost per product sold as % of sales Operating profit per customer as % of operating costs per customer Total cost per order Total cost per unit produced Cost as % of salesSource: H. Cook 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 14 Given the multitude of metrics we suggest to analyse supply chain performance using a hierarchy of measures . . . digging through the causal tree to improve business performance. Key KPISupportingMetricsOther OperationalMeasuresType of Measure Example Highest Level Use Who Uses It Forecasting accuracy (as % of sales) Integrated supply chain Generic benchmarking Consultant Top management Supply chain stage manager % of suppliers connected via EDI Supply chain stage diagnostic Consultant Supply chain stage manager A-goods as a % of inventory Supply chain stage diagnostic Supply chain stage managerObjective Find “where” the problem is within the supply chain Identify the “why” within the supply chain stage Give more in-depth information about supply chain stage 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 15 For example, the quality of customer service performance can be clearly measured at three different levels QualityKey KPIs Suggested Supporting Metrics Other Operational Measures % of customers satisfied with service # of complaints as % of total orders # of phone calls to customer service department per order shipped # of complaints due to: order entry, packaging, shipping error, . . .) % of calls abandoned, answered by recording, delayed, . . . % of complaints handled by: customer service rep., department manager, . . . KPIs will be measured for generic benchmarks, whilst operational metrics will be measured by a customer service manager. . . . # of complaints that were not answered to customer satisfaction Average number of orders rejected 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 16 Key KPIs Suggested Supporting Metrics Other Operational MeasuresOutbound logistics performance . . . % of products delivered according to customer order (quantity/quality) (These can often be driven by customer service metrics) Degree of utilisation of facilities (%) Equipment utilisation (load/weight) Delivery time % of orders delivered on time (as defined by customer) # of deliveries/man hour % of orders delivered early % of orders delivered with an average delay of 1 month Average number of days of delay after scheduled ship date Cost as % of sales # of route miles per delivery # of warehousing facilities/locations % of transportation units owned by company . . . Cost per delivery Cost per order Cost per route QualityTimeCost 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 17 Key KPIs Suggested Supporting Metrics Other Operational Measures QualityTimeCostFor maintenance, commonly used supply chain performance metrics relate to time and cost The quality of maintenance is commonly measured by lag measures in terms of cost or as a production measure (downtime). We suggest the use of two lead measures that proactively monitor maintenance performance. . . . Number of service contract Number of training days for maintenance staff Downtime as % of total production time Cost as % of sales Cost per unit produced Downtime due to parts shortage (or stock outs in general) Hours of unplanned downtime 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 18 Just remember . . . A large number of metrics exist, so be selective. A step by step approach to measuring supply chain performance should be undertaken in order to avoid being overwhelmed by data. The following segmentation gives us such an approach: 23 key KPIs allow us to identify “where” the problems” exist within the supply chain. Key supporting metrics then allow us to answer “why” the problems exist. Operational metrics allow us to go analyse the supply chain stage in more detail. The “right” set of metrics does not exist for a given industry or even a specific company. The “right” set of metrics is dynamic like the business it measures and will change with the type of industry/problem and over time. . . . 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 19 Next Steps for the Supply Chain CoE Agree on how you will go forward after this project. Agree on objectives, scope and accountabilities. Eg. Discuss if each GMT needs its own supply chain metrics. Further populate the supply chain benchmarking framework. See example for Purchasing. Championing (S. Beck/Disc. Heads). . . . and roll-out. Continuous improvement process. 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 20 Appendix KPI Definitions. Causal Trees: Quality Time Cost 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 21 Purchasing Data: KPIs H. Cook shop research. Industry Sector Benchmarking Range/Best Practice(Validate source) Average Manufacturing(Validate source) Chemicals Best Practice(Validate source) Global Chemical Purchasinga 0.06%3.0% 0.30% MeasureQUALITY TIMECOST Automotive (Global)a Pharma. (Global)a Eng./Constr. (Global)a % of correct orders placed# of alternative sources of supply# of suppliers involved in product development/innovation# of active suppliers per purchasing professional# of vendors products ordered% of all active suppliers that account for 90% of total purchase value% of purchases handled by purchasing departmentPurchasing head count as % of total head count% purchases handled by purchasing function % spend on long-term basis (2yrs)% firms using consortium buyingTraining per purchasing professional% of accounts payable handled before due date% of accounts payable handed in 130 days% of accounts payable handled in 3160 days% of accounts payable handled in 6190 days% of accounts payable handled in over 90 days% of suppliers connected via EDIAverage actual time to developed/negotiate a contract% goods delivered on time by supplierTime from order placement to receipt of goods Cost as % of salesCost as % of total costsCost of orders purchased (rangeCost of vendor transactions (range)Cost of expedite repair materialsPurchasing spend per supplierPurchasing spend per purchasingPurchase Dept. expense ( per $ sales) 65%29%4%1%1%9 weeks 59%$24.8m31/100 18 cos 12bn226 weeks 50%42%6%1%1% 61%26.515/100 !0 cos $23bn 508720%110%6182 9267575%0.3%4.5% 1657.9%(18% xxx)821.4%82%50% 22261%97% 2720.4%27%26%42 hrs 30215.5% 11% 79% 33% 1%19%2610/100 19 cos $3.5bn 459/100 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 22 Service Product DeliveryWrong Info. Higher Prices Than Competitors Higher Margin Than Competitors Badly Set Customer Expectations Wrong Order Information Unable to Meet Customer Demand Produced Faulty Goods Products Damaged After Mfg Price Product QuantityProduct QualityDelivered Faulty GoodsQuality 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 23Did Not Have the Right Materials ForecastsIncorrectInformationFailure HumanFailure TechnicalFailure Late Arrival Late DepartureLate Arrival Information FailureInfrastructureFailure Product Failure WrongInformation Info. Sent to WrongPerson InformationSent LateProduct Notin StockFaultyProductHumanFailureTechnicalFailureUn-controllableFactors InformationFailure InfrastructureFailure HumanFailure Did Not Produce AnymoreDid Not ProduceEnough InformationSystem Failure Technical FailureHuman FailureCould Not ProduceTo Capacity Total CapacityToo Small Other ProductionPrioritiesMaterials Not Delivered Wrong MaterialsDelivered Materials Delivered Late SuppliersForgot We Did Not Order Suppliers GotOrder Wrong We Got Order Wrong SuppliersDelivered Late We OrderedLate Time 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 24 Purchasing Cost Customer Service CostInventory Cost Delivery CostProduction CostToo Much StockWrong Type of Products Obsolete Stock Infrastructure Stock Human Resources Costs Used More Expensive Materials Materials Arrived Late Human Failure Technical Failure Human Resource Cost Maintenance Cost Complaints Wastage PlanningUsed More Raw MaterialsHigher Cost Than Competitor Ordered Late Different Materials People SystemsSame Suppliers Worse Deal Different Suppliers Skills Product MOTPromotion Sales Volumes Lower Dont Know How to Negotiate Many Suppliers Cost 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 25 Definitions for the Supply Chain KPIs Forecasting: Accuracy (as %of sales). Purchasing: % active suppliers for 90% spend. Time from order placement to receipt. % of goods delivered on time. Cost as % sales. Inbound Logistics: % of good delivered according to order (quantity/quality) by supplier. Time from order placement to reception of goods. % of goods delivered on time by supplier. 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 26 Back Up Panels 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 27 Drivers and KPIs are however linked throughout the supply chain They form a “causal tree” along the supply chain which varies between industries and over time They do not simply drive and explain just quality, time or cost, they may drive or explain all three We have simplified the tree in this presentation: We have left out the links and kept the model on a generic level We have not developed a “perfect” modelFunction/Process Stage QualityTimeCost 麥 肯 錫 供 應(yīng) 鏈 管 理 流 程 與 績(jī) 效 英 文 原 版 28 These operational metrics should be used with care Ideally they should support key KPIs by explaining why performance is meeting/below expectations. They should also give an in-depth picture into how well each supply chain stage is performing. However, their use calls for judgement: They vary across companies and industries (which explains the large quantity of metrics available). Many are not directly linked to key KPIs but are useful secondary indicators of performance. They do not necessarily link to performance at just one stage in the supply chain (but accountability must be assigned to someone within one stage). For example: inaccurate order making could lead to more time being spent on puchasing, suppliers delivering the wrong goods and/or suppliers delivering the goods late.