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Measuring The Supply Chain: Formatted: Normal, Left
Measuring The Supply Chain: Formatted: Normal, Left
Meta Tags: supply chain measurement, balanced scorecard, SCOR, supply chain, kpi, supply chain
transformation, key metrics, supply chain maturity model, logistics scoreboard Formatted: Font: Bold
Using metrics to support and enhance business functions isn’t just a 21st century preoccupation. Ever
since Frederic W. Taylor pioneered his scientific management theory for industrial theory back in the
early 1900’s,; organizations have been obsessed with adequately monitoring and controlling their
processes. In today’s cutthroat marketplace, where a culture of continuous improvement is necessary
for any business looking to maintain a competitive advantage, effective performance measurement has
become even more vital.
However, when it comes to the complex interrelated activities that make up the supply chain, often
management is content to limit that measurement basis to simple costs, and cost reductions. The
modern supply chain is dynamic and constantly shifting. Relationships between suppliers and
distributors are constantly fluctuating, an ever changing mix of manufacturing techniques is being used
to support production of a variety of SKUs, and multi-channel delivery options are in effect to guarantee
ease and accessibility for customers.
To accurately assess supply chain performance and move towards improvement, an understanding of
inputs and outcomes that extends past just cost, is required.
For example, a customer service representative will be primarily focused on ensuring his client’s
satisfaction regardless of how this impacts manufacturing, and logistics operations. The result is often a
function focused securing smaller- orders across disparate geographical location,; which increases
holding costs in turn, as higher levels of inventory are built up across multiple sites to cater for this
demand. Logistics will also become more inefficient as vehicles are sent off with half-empty loads to
service far-flung clients.
Similarly in manufacturing, you might find line managers targeting performance metrics that produce a
high level of finished inventory; often customer orders will be consolidated into a single uninterrupted
production run to optimize manufacturing costs. This makes the entire supply chain less flexible, and
slower to respond to sudden changes in customer demand.
To integrate improvements across the supply chain, cross-functional process measures are required to
supplement functional metrics. This allows management to trace the performance of activities such as
order fulfillment, and product development; through multiple departments; this is referred to as a
hierarchical supply chain performance measurement system. The criterion for superior cross-functional
performance should be based on critical performance attributes identified by customers and senior
management; these may involve reliability, responsiveness, cost or quality.
The planning function: Related to demand and supply planning, takes into account compliance,
inventory, transportation and asset management
The sourcing function: Involves procurement of goods and services, acquisition of materials,
outsourcing of infrastructure and of course supplier relationships
The production function: Any and all value-added activities responsible for producing the goods
or services in a finished condition, includes manufacturing and packaging.
Delivery: order management, warehousing distribution and transportation
Returns: Includes any after-sale customer support activities
The maturity model allows for similar means of measurement for operation excellence in specific
objectives such as procurement optimization, new product development, enhancement of lean
capabilities, and improvements in standard operating procedures. In each case managers must identify
the current “State” of the business and identify the next target to achieve, gaps between the existing
and desired level must be recognized and then closed.
Beyond Measurement
Data isn’t enough, while effective performance measurement can produce a variety of actionable
insights that can drive your supply chain transformation. Taking advantage of these metrics is only
possible through proper analysis and planning.
In my next blog, I’ll be taking you through the process of deriving plans and decisions from the glut of
information provided by the multiple touchpoints of the supply chain.