SC_Purcahsing CT Panel #5.docVIP

业务流程 Business Process 供应链管理 Supply Chain Management 绩效指标图例及数字 Panel Legend and Number 坐标图 #5 采购周期时间 Purchasing Cycle Time #5 绩效指标负责人 Panel owner 曾蛟 Zeng Jiao 分流程描述 Sub-process description 采购周期时间 Purchasing Cycle Time 界限 Boundaries 从收到五种主要原材料（木浆，塑料米，打孔膜，无尘纸，高分子）要货计划到供应商确认合同的日期 From raw material of the 5 major commodities – Pulp, PE, Perforated PE Film, Airlaid Paper, SAP request till supplier confirmed the date of contract 范围 Scope 整个公司 The Whole company 输入 In 收到以上所列五种主要原材料要货计划 Receive raw material request of the 5 major commodities listed above 输出 Out 供应商确认 Supplier Confirmation 为何要进行评估 Reason for measurement 缩短采购周期时间 Reduce the Purchasing Cycle Time 与结果指标的联系 Linkage to results 通过缩短和控制采购周期时间，减少库存天数，降低库存价值 Via reducing and controlling Purchasing Cycle Time, it reduces the days on hand, and Inventory Value 衡量指标定义 Measurement definitions 从收到原材料要货计划到供应商确认合同日期的时间 From raw material request is available till the Contract Date is confirmed by supplier 衡量指标计算公式 及图表生成 Measurement calculation formula and Graph layout 收到供应商确认的日期时间 – 收到原材料要货计划的日期时间+1 如果跨月应按实际天数进行计算 Date confirmed by supplier – date request for raw material + 1 calculate the date accordingly if crosses to the following month 数据收集的频率 Frequency of data collection 每月 Monthly 数据来源 Data source 采购供应部月报表Purchasing and Supplying Monthly Report 基线 Base line 12天 12 Days 基线设立的依据 Basis for baseline 2001年1月到11月的平均值 January to November 2001 average 能力可达绩效 Entitlement 6天 6 Days 可达绩效设立依据 Basis for Entitlement 提高计划准确率,降低偏差率,加强对供应商的选择和评审，建立战略合作伙伴关系，实现部份材料的移仓。 Improve planning accuracy, decrease inaccuracy ,Enforce approval and selection of Supplier, set up strategic and cooperative partner relationship with suppliers, Realize shift warehouse of partial materials 绩效考评图整合流程 Cockpit chart consolidation process 每月由负责人收集数据，交衡量专员 Panel owner collects data monthly, submit to measurement specialist 评估专员 张碧玲 Measurement Specialist Zhang Bi Ling 签名: Sign. 日期: Date: 流程顾问 泰维多 Process Resultant Victor