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麦肯锡供应链管理-流程与绩效(英文原版)

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供应链管理—流程与绩效英文Developing An Overview of Supply Chain Performance

供应链管理—流程与绩效英文Developing An Overview of Supply Chain Performance

• NAPM (US): Purchasing. • Kaiser Associates: Benchmark Specialist Consultant.
Companies see the need for metrics. . .
• “If you can’t measure, you can’t manage, you can’t motivate” • Establishing the proper measures within an organisation enhances continuous
Suppliers
Integrated Supply Chain Management
Inventory Management
Customers
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
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.
• Internal and external documents:
We used information from several sources during our project
– High level benchmarking framework for supply chain performance (H .Cook):

麦肯锡《供应链管理-流程与绩效》

麦肯锡《供应链管理-流程与绩效》
We began with a brainstorming session on the key drivers for quality, time and cost
The complete picture can be found in the appendix.
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.
Accuracy (as % of sales)
Cost as % of sales
% of products delivered according to customer order (quantity/quality)
% of customers satisfied with service
This framework aligns with the CoE POV and is also similar to framework for the supply chain diagnostics inventory database.
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain
Linking strategy to action
Assigning accountability to take action when needed

麦肯锡-《供应链管理-流程与绩效》

麦肯锡-《供应链管理-流程与绩效》
• 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.
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK):
Purchasing (& Supply Chain).
• APICபைடு நூலகம் (US):
Supply Chain.
• CAPS (US):
Purchasing & Supply Chain (US & Legal):
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
– 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).

麦肯锡供应链管理-流程与绩效(英文原版)

麦肯锡供应链管理-流程与绩效(英文原版)
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
– 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).
• 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.
LShop/Ldn/22Oct97Rp-fc/kf
-6-
. . . and concluded there are three strategic objectives we should focus on when analysing the supply chain

供应链管理——流程与绩效英文

供应链管理——流程与绩效英文
-5-
We used a generic supply chain framework as a basis for our analysis . . .
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
-4-
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”
• 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.
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
-3-
Possible data sources

麦肯锡供应链管理-流程与绩效

麦肯锡供应链管理-流程与绩效

Key metrics must give information on how a company is performing against old strategic objectives.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
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
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-8-
Making their client specific warrants attention
• Respect all sources of data:
Blind-sided Intuition Qualitative Opinion Discussion Survey Functional Measures KPIs External Best Practice Quantitative
• Understand their relationships—the “causal tree”:
Objective 1 KPI KPI
• KPI and xxx measure • “Dual service” measures (cost & time) • “Hard wired” and tennons • Push-pull

麦肯锡《供应链管理 流程与绩效》

麦肯锡《供应链管理 流程与绩效》

Information Flow Forecasting & Production Planning
Customer Service
Purchasing
Inbound Logistics
Manufacturing Maintenance
Marketing & Sales
Outbound Logistics
• 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.
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
• 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.

供应链管理——流程与绩效英文.ppt

供应链管理——流程与绩效英文.ppt
This document gives an overview of the different metrics that can be used to measure supply chain performance
• The Supply Chain CoE’s objective is to define a benchmarking framework capable of:
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”
– High level benchmarking framework for supply chain performance (H .Cook): • Shop Study (March 1997) accessing information from available experts and past projects.
• NAPM (US):
Purchasing.
• Kaiser Associates:
Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
• Establishing the proper measures within an organisation enhances continuous

麦肯锡-《供应链管理-流程与绩效》共29页文档

麦肯锡-《供应链管理-流程与绩效》共29页文档

Accountability
Assigning accountability to take action when needed
Focus
. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• 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.
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
• 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

麦肯锡供应链管理-流程与绩效

•Strategic objectives:
•Quality
•Products/services according to custom
expectations
•Time
•On agreed time
•Cost
• NB: Boundaries
•At reasonable cos
• NPDI
• Support functions
麦肯锡供应链管理-流程 与绩效
PPT文档演模板
2021/1/6
麦肯锡供应链管理-流程与绩效
This document gives an overview of the different metrics that can be used to measure supply chain performance
• Establishing the proper measures within an organisation enhances continuous
•Linking strategy • to action
•Accountability
• Assigning accountability •to take action when needed
•Focus
•. . . but developing the “right” set of metrics is a challenge
• No commonly used “model”.
• Business issues that warrant performance measurement:
麦肯锡供应链管理-流程与绩效
Making their client specific warrants attention
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• 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.
Information Flow Forecasting & Production Planning Manufacturing Purchasing Inbound Logistics Maintenance Marketing & Sales Outbound Logistics Customer Service
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.
• 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.
Suppliers
Integrated Supply Chain Management
Inventory Management
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
LShop/Ldn/22Oct97Rp-fc/kf
-2-
We used information from several sources during our project
• Internal and external documents:
• 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.
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
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-4-
Performance measurement is an important but complex subject
Companies see the need for metrics. . .
McKinsey • Proprietary and Confidential
LShop/Ldn/22Oct97Rp-fc/kf
-5-
We used a generic supply chain framework as a basis for our analysis . . .
Supply Chain Framework
Objective 2 KPI KPI
• Recognised Cross-Industry; In-Industry and In-Company similarities and differences.
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
– 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 & Epoxy April 1995). – Supply Chain Benchmark Assessment (March 1997). – Supply chain appraisal and benchmarks: (client X September 1997).
LShop/Ldn/22Oct97Rp-fc/kf
-3-
Possible data sources
• CIPS (UK): • APICS (US): • CAPS (US): Purchasing (& Supply Chain). Supply Chain. Purchasing & Supply Chain (US & Legal):
. . . 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.
• NPDI • Support functions
Inventory Management
Cost
At reasonable cost
Tailor to company specific (BSC) objectives
Key metrics must give information on how a company is performing against old strategic objectives.
QualityTimeCostPriceService
Product quality
Product quantity
Product delivery
Late arrival
Late delivery
Inventory cost
Product cost
Production cost
Delivery cost
• Discussions with supply chain CoE:
– Graham Colclough. – Andrew Morgan. – Lee Sherman. – Deborah Huff (Cap McKinsey).
McKinsey • Proprietary and Confidential
– Research Benchmark Industry Listings (http://www.capsresearch//htm).
• NAPM (US): • Kaiser Associates:
Purchasing. Benchmark Specialist Consultant.
• US University Research: New global initiative (investigating entry opportunities—Bob Ackerman).
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
• “If you can’t measure, you can’t manage, you can’t motivate” • Establishing the proper measures within an organisation enhances continuous