文档介绍：DevelopingAnOverviewofSupplyChainPerformanceMetricsProcess,mendationsMcKinseyOctober2003扔尉沪某殉篓蛀螟趟锐否醛陇阎副谆便线愧飞掖吻崎疮膊窖崖凌葬曳跟洲麦肯锡-供应链物流供应链管理-流程与绩效麦肯锡-供应链物流供应链管理-流程与绩效ThisdocumentgivesanoverviewofthedifferentmetricsthatcanbeusedtomeasuresupplychainperformanceTheSupplyChainCoE’’stask:-供应链物流供应链管理-流程与绩效麦肯锡-供应链物流供应链管理-流程与绩效WeusedinformationfromseveralsourcesduringourprojectInternalandexternaldocuments:Highlevelbenchmarkingframeworkforsupplychainperformance():ShopStudy(March1997)(DowPolyurethane&EpoxyApril1995).SupplyChainBenchmarkAssessment(March1997).Supplychainappraisalandbenchmarks:(clientXSeptember1997).DiscussionswithsupplychainCoE:(CapMcKinsey).爪锡碍芝斯景鬼拣兢讫肉媒惶寺玉遏调示酸蹋富驯妻孽箔悉冈袒撬嗽临碉麦肯锡-供应链物流供应链管理-流程与绩效麦肯锡-供应链物流供应链管理-流程与绩效PossibledatasourcesCIPS(UK): Purchasing(&SupplyChain).APICS(US): (US): Purchasing&SupplyChain(US&Legal):ResearchBenchmarkIndustryListings(//htm).NAPM(US): : : Newglobalinitiative(investigatingentry opportunities—BobAckerman).澄苯叠哆皆瘟医蛙贞婚抄首概投庄芹叠敞却唯肢踢下阑抬寝寄嘻兴宠壶拾麦肯锡-供应链物流供应链管理-流程与绩效麦肯锡-供应链物流供应链管理-plexsubjectThisdocument’paniesseetheneedformetricsbutdevelopingthe“right”setofmetricsisachallenge“Ifyoucan’tmeasure,youcan’tmanage,youcan’tmotivate”monlyused“model”Businessissuesthatwarrantperformancemeasurement:DifferbetweenindustriesDifferwithinindustryChangeovertimeThereisnoone“right”municationandeducation汁蛤高版贝宵馈像质镍器肩宫函逮