SC_R.M.OTD Panel# 4A.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 原材料准时到货率 Raw Material On Time Delivery - Chart 4-A 绩效指标负责人 Panel owner Zeng Jiao Baldwin 曾 蛟 分流程描述 Sub-process description 生产材料采购分流程 Purchasing Sub-Process of Production Material 界限 Boundaries 签定合约到材料入库存（只5个品种-木浆，塑料米，打孔膜，无尘纸，高分子）超越总材料成本的10%。 Signed Contract to receiving in Raw Material Warehouse Only 5 commodities – Pulp, PE, Perforated PE Film, Airlaid Paper, SAP which occupy more than 10% of the Total Material Cost 范围 Scope 整个公司 总部及分公司 Total company headquarter office and subs. 输入 In 与供应商签定采购定单 Signed purchasing order with Supplier 输出 Out 来货进入恒安仓库 Receiving incoming shipment into HengAn Warehouse 为何要进行评估 Reason for measurement 影响生产策划，采购策划及库存的安全水平 Affect Production Plan, Purchasing Plan and the Safety Inventory. 与结果指标的联系 Linkage to results 库存数量及成本 Inventory Quantity and Inventory Cost 衡量指标定义 Measurement definitions 原材料准时送到恒安仓库 Materials should be delivered on time to HengAn’s Warehouse 衡量指标计算公式 及图表生成 Measurement calculation formula and Graph layout 准时到货的次数 / 来货的总次数 Times of On Time Delivery / Total Times of Delivery 数据收集的频率 Frequency of data collection 下月的1-5 1st Day to 5th Day of the following month 数据来源 Data source 来自采购部门的准时到货率报表 On Time Delivery Report from Purchasing and Supply Dept. 基线 Base line 83% 基线设立的依据 Basis for baseline 从2001年1月到11月的平均值 January to November 2001 average 能力可达绩效 Entitlement 89% 再不考虑定货品种很少的月份所取得的100%前提下，以上的目标将是历史最佳 After discounting high month performance of 100% very little product ordered , the above Entitlement will be a best ever effort 可达绩效设立依据 Basis for Entitlement 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。 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 每周由负责人收集数据，交衡量专员 Data is collected and calculated weekly by the Panel Owner then submit to the Supply Chain Measur