供应链成熟度模型及绩效评估

Supply-ChainPracticeMaturityModelandPerformanceAssessmentThePerformanceMeasurementGroup,LLCPittiglioRabinTodd&McGrathPresentedby:BobMoncrieff,Director,PRTMMarkStonich,Principal,PRTMDate:November6,2001©Copyright2001ThePerformanceMeasurementGroup,LLC6903MV—11/06/012IntroductionThepurposeoftoday’swebcastisto:XIntroducePMG’ssupply-chainPerformanceScorecard&MaturityModelXPresentinitialresultsofPMG’sinauguralSupply-ChainPracticeandInformationTechnologyAssessmentXHighlightpreliminaryfindingsofbest-practiceimplementationandbusinessperformancecorrelationXReviewareal-worldexampleofapracticeandperformanceassessmentthatPRTMandPMGrecentlyconductedXSpurdiscussion,analysis,andactionwithinyourcompaniesandindustries©Copyright2001ThePerformanceMeasurementGroup,LLC6903MV—11/06/013AgendaSupply-ChainScorecardBackground5minIntroductiontoPMG’sSupply-ChainMaturityModel5minDominantandEmergingPractices15minPreliminaryFindings—DiscreteElectronicsEquipmentstudy15minPracticeandPerformanceAssessment—CaseStudy15min©Copyright2001ThePerformanceMeasurementGroup,LLC6903MV—11/06/014SupplyChainPerformanceVersusComparisonPopulationKeyPerspectivesMetrics0%-20%MajorOpportunity20%-40%Disadvantage40%-60%Median60%-80%Advantage80%-100%Best-in-ClassYourOrg.On-TimeDeliverytoRequest%68.8%88.2%87.1%On-TimeDeliverytoCommit%74.7%95.0%94.2%OrderFulfillmentLeadTime11.06.48Customer-facingMetrics:UpsideProductionFlexibility42.010.810TotalSupply-ChainManagementCost9.0%3.8%3.9%Cash-to-CashCycleTime93.642.725.4Internal-facingMetrics:InventoryDaysofSupply74.937.730NetAssetTurns2.010.85.5TheSupply-ChainScoreCardconsistsoftwoelementsDOMINANTPRACTICESSupplyChainPracticeAssessmentStage1:FunctionalFocusStage2:InternalIntegrationStage3:ExternalIntegrationStage4:Cross-EnterpriseCollaborationPLANStrategyDemandPlanningSupplyPlanningDemand/SupplyBalancing&Decision-makingSOURCEStrategyCommodity&ProcessManagementSupplierDevelopment/ManagementOrganization&InfrastructureMAKEManufacturingStrategyProductionSchedulingMaterialIssue,MovementandTrackingManufacturingProcessControlDELIVEREnableOrderEntry&SchedulingWarehousing,TransportationandDeliveryInvoicingandCashCollectionOVERALLSupplyChainStrategySupplyChainPerformanceManagementSupplyChainProcessesSupplyChainOrganization=BestinClass=Median=ABCCo.PerformancemeasurementshighlightwhereimprovedcapabilitywilldelivervaluetothebusinessMaturityframeworksdefinetheenablingpracticesthatwilldriveperformanceimprovementTheSupply-ChainMaturityModelSM©Copyright2001ThePerformanceMeasurementGroup,LLC6903MV—11/06/016StagesofOperationalCapabilitySupplyChainPerformanceXDiscreteSupply-ChainprocessesanddataflowswelldocumentedandunderstoodXResourcesmanagedatdepartmentlevelandperformancemeasuredatfunctionallevelStage2:InternalIntegrationStage1:FunctionalFocusXCompany-wideprocessanddatamodelcontinuouslymeasuredatthecompany,process,anddiagnosticlevelsXResourcesmanagedatbothfunctionalandcross-functionallevelsXStrategicpartnersthroughouttheglobalSupplyChaincollaborateto:−Identifyjointbusinessobjectivesandactionplans−Enforcecommonprocessesanddatasharing−Define,monitor,andreacttoperformancemetricsXITandeBusinesssolutionsenableacollaborativeSupply-Chainstrategythat:−Alignsparticipatingcompanies’businessobjectivesandassociatedprocesses−Resultsinreal-timeplanning,decision-making,andexecutionofsupply-chainresponsestocustomerrequirementsCompaniesprogressthroughstagesofTheSupply-ChainMaturityModelSMStage3:ExternalIntegrationStage4:Cross-EnterpriseCollaboration©Copyright2001ThePerformanceMeasurementGroup,LLC6903MV—11/06/017ThepracticesateachstagearedefinedintermsoftheSCORModel:Plan,Source,Make,Deliver,andOverallStage1Stage2Stage3Stage4EachpracticeareaisassessedacrossfouroperationalelementsFunctionalFocusInternalIntegrationExternalIntegrationCross-EnterpriseCollaborationStrategyDemandPlanningSupplyPlanningDemand/SupplyBalancing&DecisionMakingStrategyCommodity&ProcessManagementSupplierDevelopment/ManagementOrganization&InfrastructureManufacturingStrategyProductionSchedulingMaterialIssue,Move&TrackingManufacturingProcessControlEnableOrderEntry&SchedulingWarehousing,Transportation&DeliveryInvoicing&CashCollectionSupply-ChainStrategySupply-ChainPerformanceManagementSupply-ChainProcessesSupply-ChainOrganizationDeliverOverallStagesofOperationalCapabilityPlanSourceMake©Copyright2001ThePerformanceMeasurementGroup,LLC6903MV—11/06/018Stage1Stage2Stage3Stage4EachpracticeareaisassessedacrossfouroperationalelementsFunctionalFocusInternalIntegrationExternalIntegrationCross-EnterpriseCollaborationStrategyDemandPlanningSupplyPlanningDemand/SupplyBalancing&DecisionMakingStrategyCommodity&ProcessManagementSupplierDevelopment/ManagementOrganization&InfrastructureManufacturingStrategyProductionSchedulingMaterialIssue,Move&TrackingManufacturingProcessControlEnableOrderEntry&SchedulingWarehousing,Transportation&DeliveryInvoicing&CashCollectionSupplyChainStrategySupplyChainPerformanceManagementSupplyChainProcessesSupplyChainOrganizationDeliverOverallStagesofOperationalCapabilityPlanSourceMak