KPIs--供应链KPI.docVIP

Key Performance Indicators for the Supply Chain Discussion paper Liz Underwood 24th April 1998 Table of contents Introduction Table of figures Figure 1: KPIs in context Introduction This document provides general guidance on the definition of Key Performance Indicators (KPIs) with specific regard for the measurement of Supply Chain performance. It also positions KPI development within the wider context of the Performance Management framework developed by PwC to help client organisations develop effective performance management to drive delivery of their strategy. Definition KPIs are directly measurable, process oriented assessments of performance that drive financial results. KPIs provide continuous feedback on current performance and are measures of the effectiveness and efficiency of the primary “processes” being performed to serve customers and consumers. KPIs are used to augment financial reporting systems for two reasons: the needs of consumers and customers can be best expressed in terms of KPIs, against which current capabilities can be measured and target performance goals can be set; and KPIs provide a means to anticipate and resolve potential problems before they are reflected in financial results. Financial results are the “effects” that stem from “causes” which are best expressed as KPIs. KPIs are useful in measuring behaviour consistent with company goals and objectives and should be designed to support and enhance specific business processes which determine success. Figure 1: KPIs in context In the case of Supply Chain management, KPIs reinforce the need to manage the Supply Chain as a whole and not to optimise the parts. For this reason KPIs are: directly measurable; actionable on a routine basis; indicative of group vs. individual performance; consistent with supply chain objectives; process oriented as opposed to function oriented; and evolving, regularly modified and improved i.e. definitions will change to improve behaviour; and decision r