麦肯锡供应链管理-流程与绩效英文原版

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1、DevelopingAnOverviewofSupplyChainPerformanceMetricsProcess,RecommendationsMcKinseyOctober2003ThisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformanceTheSupplyChainCoE’sobjectiveistodefineabenchmarkingframeworkcapableof:Comparinggen

2、ericmetricperformancesforuseonprojects.Capturingfurtherbenchmarkingdatainaconsistentformat.TheLondonShop’stask:Developanoverviewofthedifferentmetricstomeasuresupplychainperformance.Selectthemostimportantmetricsthatcanbeusedacrossindustries.Discusshowthemostimportantm

3、etricslinkotheroperationalmetricswithineachstageofthesupplychain.SuggesthowthesupplychainCoEshouldcontinueconcerningthistopic.WeusedinformationfromseveralsourcesduringourprojectInternalandexternaldocuments:Highlevelbenchmarkingframeworkforsupplychainperformance(H.Coo

4、k):ShopStudy(March1997)accessinginformationfromavailableexpertsandpastprojects.Supplychainbenchmarksandbestpractice(DowPolyurethane&EpoxyApril1995).SupplyChainBenchmarkAssessment(March1997).Supplychainappraisalandbenchmarks:(clientXSeptember1997).Discussionswithsuppl

5、ychainCoE:GrahamColclough.AndrewMorgan.LeeSherman.DeborahHuff(CapMcKinsey).PossibledatasourcesCIPS(UK):Purchasing(&SupplyChain).APICS(US):SupplyChain.CAPS(US):Purchasing&SupplyChain(US&Legal):ResearchBenchmarkIndustryListings(http://www.capsresearch//htm).NAPM(US):Pu

6、rchasing.KaiserAssociates:BenchmarkSpecialistConsultant.USUniversityResearch:Newglobalinitiative(investigatingentryopportunities—BobAckerman).PerformancemeasurementisanimportantbutcomplexsubjectThisdocument’saninitialstepintherightdirection.Companiesseetheneedformet

7、rics......butdevelopingthe“right”setofmetricsisachallenge“Ifyoucan’tmeasure,youcan’tmanage,youcan’tmotivate”EstablishingthepropermeasureswithinanorganisationenhancescontinuousNocommonlyused“model”.Businessissuesthatwarrantperformancemeasurement:Differbetweenindustrie

8、s.Differwithinindustry.Changeovertime.Thereisnoone“right”answerFocusAccountabilityCommunicationLinkingstrategytoactionAssigningacco