现代物流管理物流PPT英文版.pptVIP

大话物流小组个人作业演示 Contents 1.MeasuringCustomerAccommodation Perfect Orders The perfect order concept was introduced in Chapter 3 as an indicator of an organiza-tions commitment to zero-defect logistics. There are simply so many things that can go wrong with an order! 2.Customer Satisfaction The ultimate judge of how well an organization accommodates customer expectations and requirements is the customer. Supply Chain Comprehensive Metrics The contemporary focus on overall supply chain performance and effectiveness de- mands metrics that provide an integrated perspective. Cash-to-Cash Conversion The cash-to-cash conversion concept was introduced in Chapter 1. It is a measure of an organizations effective use of cash. Cash-to-cash cycle time is not solely impacted by logistics, although logistics is an important aspect. 3.Supply ChainInventory Days of Supply  Traditional measures of inventory performance, turnover and days of supply, focus on individual firms. Dwell Time Dwell time is another metric reflecting overall supply chain performance in managing assets. On-Shelf In-Stock Percent Ultimately, a key objective of all participants in a supply chain is to have products available when and where end customers are ready to buy. Individual firm metrics re- lated to fill rates at distribution centers or to retail stores provide little assurance that products are available for consumer selection when a consumer is in a store. 4.Total Supply Chain Cost Much of the discussion of cost thus far has focused on an individual firms logistics costs. The report tracked 700 items at 650 stores operated by six chains. The month-long audit fo- cused on eight categories in the frozen food, dairy, and grocery departments. Faced with out-of-stocks, shoppers do not buy alternative items on that trip 34 percent of the time. Most retailers realize that the majority of outs result from gaps in their own business sys- te