麦肯锡供应链管理-流程与绩效(英文原版)

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1、SupplyChainPerformanceMetricsProcess,RecommendationsThisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformanceTheSupplyChainCoE’sobjectiveistodefineabenchmarkingframeworkcapableof:Comparinggenericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdataina

2、consistentformat.TheLondonShop’stask:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantmetricslinkotheroperationalmetricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinuec

3、oncerningthistopic.WeusedinformationfromseveralsourcesduringourprojectInternalandexternaldocuments:Highlevelbenchmarkingframeworkforsupplychainperformance(H.Cook):ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.Supplychainbenchmarksandbestpractice(DowPolyurethane&EpoxyApr

4、il1995).SupplyChainBenchmarkAssessment(March1997).Supplychainappraisalandbenchmarks:(clientXSeptember1997).DiscussionswithsupplychainCoE:GrahamColclough.AndrewMorgan.LeeSherman.DeborahHuff(CapMcKinsey).PossibledatasourcesCIPS(UK):Purchasing(&SupplyChain).APICS(US):SupplyChain.CAPS(US):Purchasing&Sup

5、plyChain(US&Legal):ResearchBenchmarkIndustryListings(http://www.capsresearch//htm).NAPM(US):Purchasing.KaiserAssociates:BenchmarkSpecialistConsultant.USUniversityResearch:Newglobalinitiative(investigatingentryopportunities—BobAckerman).PerformancemeasurementisanimportantbutcomplexsubjectThisdocumen

6、t’saninitialstepintherightdirection.Companiesseetheneedformetrics......butdevelopingthe“right”setofmetricsisachallenge“Ifyoucan’tmeasure,youcan’tmanage,youcan’tmotivate”EstablishingthepropermeasureswithinanorganisationenhancescontinuousNocommonlyused“model”.Businessissuesthatwarrantperformancemeasur

7、ement:Differbetweenindustries.Differwithinindustry.Changeovertime.Thereisnoone“right”answerFocusAccountabilityCommunicationLinkingstrategytoactionAssigningaccountabilitytotakeactionwhenneededMeasuring