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Kpi   improving supply chain management gillette company
 

Kpi improving supply chain management gillette company

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    Kpi   improving supply chain management gillette company Kpi improving supply chain management gillette company Presentation Transcript

    • KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan, C.P.M. Manager, New Product Support Global Procurement Organization The Gillette Company
    • Agenda
      • The Gillette Company Overview
      • Key Performance Indicators – What Are They?
      • The Case for Measuring Indirect KPIs
      • Developing Indirect KPIs
      • Sample KPI Scorecard
      • Guidelines and Benefits
    • Gillette History
      • Founded in 1901 by King C. Gillette
      • Boston, Massachusetts
    • World-Class Brands, Products, People
      • $9 Billion in Sales (2003)
      • Multinational Corporation
      • Gillette - Recognized Brand Worldwide
      • 32 Manufacturing Centers
        • 15 Countries
        • 200+ Markets
      • Approximately 29,000 employees worldwide
      • 4 primary Business Units
        • Grooming
          • Blades & Razors
          • Personal Care
        • Batteries
        • Oral Care
        • Appliances
      • Innovative: 47% of Sales from Products less than 5 years old
    • Gillette Products
    • What are Key Performance Indicators (KPIs)? KPIs are measurements of a supplier or service provider’s performance in key activity areas P rice D elivery Q uality Performance to schedule Total product cost Product reliability and consistency
    • KPIs have historically been used to measure direct material suppliers’ performance Price
      • Cost reductions
      • Cost competitiveness
      Delivery
      • Quantity
      • On-time delivery
      • Paperwork
      • Shipment condition
      Quality
      • Rejected and nonconforming
      • Process capability, data/samples
    • History of Indirect KPIs Jim Kilts’ “Circle of Doom”
      • Centralize procurement
      • Implement Strategic Sourcing (SSI)
      KPIs sustain strategic sourcing savings Source: “Jim Kilts Is An Old-School Curmudgeon”, Fortune, December 30, 2002 Trade Practices Supply Chain Financial Practices
    • What is Indirect Spend?
      • Computer/Telecom
      • Energy/Utilities
      • Printing/Marketing/Advertising
      • Employee Benefits
      • Office Products
      • MRO
      • Travel
      • Facilities
      • Professional Services
      • Fleet
      • Logistics
      • Capital Equipment
      Indirect spend is the sum of expenditures for goods or services that are not components of the end product or service delivered to a customer
    • The average indirect spend for Fortune 500-size companies is 50% of total spend Utilities/ Engineering Construction Consumer Products Aerospace, Defense, DoD and DoE Contracting Source: CAPS Critical Issues Report, September 2003 ($ Millions)
    • Spend for services accounts for more than half of a company’s indirect spend Purchase Spend as a Percentage of Total Purchase Spend Median spend = $434M Other: Accounting Facilities Legal Logistics Real Estate Temp Labor Travel Construction/Eng Total Source: Defining and Determining the “Services Spend” in Today’s Services Economy, CAPS, July 2003 Marketing IT Pro Services Indirect Goods 21% Services 33% Manufacturing Direct Material 51% Inventory
    • Participants in a recent CAPS survey expect indirect spend for services to increase Indirect Spend - Services ($ Millions) 5-yr CAGR = 5% Source: Services Purchases: Not Your Typical Grind, Inside Supply Management, September 2003 Note: Chart represents respondents’ median spend = Projected
    • Developing KPIs for Indirect Suppliers
    • Evaluation criteria for indirect suppliers can be grouped into three categories Definitions of Supplier Criteria Ultimate objective is to be able to quantifiably measure and compare individual supplier’s performance
      • How well does the supplier deliver on the terms, conditions and prices agreed to in the contract?
      • How well does a supplier satisfy our customers from a product or service quality perspective?
      • How cost competitive is the supplier from an industry perspective and from a historical perspective?
      • How well does the supplier continue to enhance the product/service, process or cost?
      Contract Compliance Cost Competitiveness and Continuous Improvement Customer Satisfaction
    • Specific KPIs can be tailored to meet the needs of various suppliers Attributes Objective and subjective attributes are necessary for measuring indirect suppliers
      • Actual cost vs. budget
      • SLA responsiveness
      • On time deliveries
      • Return rate
      • Order and billing accuracy
      • Average lead-time
      • Customer Surveys
      • Technical Support
      • Supplier vs Industry
      • Supplier vs Other Benchmark
      • Ecommerce capability
      • Supplier Partnership Initiative
      • Cost Reduction Target
      Contract Compliance Customer Satisfaction Cost Competitiveness and Continuous Improvement
    • Indirect KPIs can use a 1 to 5 scale to score KPIs and a weighting system which allows some flexibility, but keeps weights significant and relatively consistent
      • Indirect Supplier Evaluation Criteria
      Standard Scores 5 = Superior – far exceeds expectations 4 = Exceeds expectations 3 = Meet expectations 2 = Does not meet expectations 1 = Needs improvement; significantly does not meet expectations Allowing flexibility with category weighting ensures that the KPI scorecard is tailored to meet the unique needs of the measured supplier Contract Compliance Customer Satisfaction 30-50% 20-30% 100% Cost Competitiveness and Continuous Improvement = 30-50%
      • Contract Compliance
    • Contract Compliance Attributes
      • Actual costs versus budget
      • Service level results
      • On time delivery
      • Return rate
      • Order and billing accuracy
      • Average lead-time
      Contract compliance attributes mirror the supplier’s contractual commitments
    • Customer Satisfaction
    • While KPIs measured with objective data are the most reliable, it can be argued that they do not capture the entire picture in regards to supplier performance
      • Traditional KPI constraints:
      • Difficult to evaluate the interactions of supplier personnel with customers
      • Quality can only be measured in regards to damage or breakdown, and is difficult to measure for services
      • Strong traditional supplier KPI data does not necessarily indicate whether or not the customer is satisfied
      Customer Satisfaction Surveys provide mechanism to help evaluate supplier performance
    • Customer Satisfaction Surveys capture the customer‘s opinions in regards to supplier performance.
      • Supplier Interaction: Infrequent ___ Moderate____High ____
      • Questions:
        • I feel the supplier provides high quality goods and services.
        • I feel the supplier provides high value for the cost.
        • I would recommend this supplier to others.
        • When I have questions, this supplier responds in a timely manner.
        • If there is an issue, this supplier resolves the issue in a timely manner.
        • If there is an issue, this supplier resolves the issue to my satisfaction.
        • In my opinion, this supplier deserves recognition as a top supplier.
      • Scale:
        • 1: Strongly Disagree
        • 2: Disagree
        • 3: Neutral
        • 4: Agree
        • 5: Strongly Agree
      Customer satisfaction surveys can be a primary determinant of customer satisfaction
    • A comprehensive supplier measurement system can mitigate customer satisfaction survey limitations
      • Customer satisfaction tends to be overwhelmed by bad experience, even if the bad experience was not the supplier‘s fault
      • Most recent experience is recalled; not overall supplier performance
      • Surveys tend to be subjective
      • A single negative response can skew results
      • Response rate tends to be low
      • Evaluate responses in relation to other KPI data. Conduct enough surveys to mitigate this effect
      • Adjust weighting for Customer Satisfaction Survey where commodity has a great deal of objective data
      • Utilize statistically significant sample size and possibly discard highest and lowest scores
      • Target key customers with vested interest and explain significance of KPI
      Issues Mitigating Techniques
    • Cost Competitiveness and Continuous Improvement
    • Benchmarking establishes cost competitiveness
      • Supplier vs industry
      • Supplier vs other benchmark
        • Standard or target prices
        • “ Should” cost prices
        • “ Price paid” indices
        • Consumer Price Index (“CPI”)
      • Ecommerce capability
      Comparing supplier pricing against benchmarks assists in avoiding “price creep”
    • Cost Competitiveness and Continuous Improvement Guidelines
      • In addition to KPIs that measure cost versus competition and industry standards, continuous improvement, supplier process improvements and/or cost saving targets can be established
      • Define baseline spend that generates the savings target
      Cost Saving Guidelines 5 = Superior – far exceeds expectations 6% or more 4 = Exceeds expectations 4 – 6% 3 = Meet expectations 2 – 4% 2 = Does not meet expectations 0 – 2% 1 = Significantly does not meet expectations 0%
    • Collecting the Data
    • Evaluate the costs/benefits of each data collection method available Data collection is the most difficult and time-consuming activity in the KPI process. However, it is integral to a successful KPI program. Unbiased company collected data electronically Data collected / tracked by supplier Recommended approach Cost to collect data
    • A wide range of sources can provide measurement data ERP Systems Supplier-provided reports Third-party data Industry benchmarks Customer Satisfaction Surveys Data Warehouse Attaching the data and documentation to the scorecard validates scoring and makes it possible for the supplier to take corrective action
    • The KPI Scorecard
    • Sample Scorecard - Temp Labor KPIs
    • An overall score is calculated and used to measure indirect suppliers’ performance
      • Indirect Supplier Evaluation Criteria
      Indirect Supplier KPI Score 3.89 Weight X Score = Indirect Supplier KPI Score
      • Weight = 30%
      • Score = 4
      • Weight = 30%
      • Score = 4.3
      • Weight = 40%
      • Score = 3.5
      EXAMPLE Contract Compliance Customer Satisfaction Cost Competitiveness and Continuous Improvement
    • Guidelines for developing KPIs
      • Determine criteria for identifying which suppliers will be measured by KPIs
      • What gets measured, gets done. Be clear on what you’re measuring and why.
      • Develop jointly with suppliers to achieve buy-in
      • Align KPIs with your goals and objectives
      • Develop KPIs that are objective and measurable
      • Limit KPIs to a manageable number
      • Communicate results to suppliers and management on a timely basis
      • Complete the process and follow-up on results and corrective actions
      KPI Guidelines Business Benefits
      • Generates supplier improvements that benefit you
      • Justifies supplier’s inclusion in your supply base
      • Identifies need to re-source supplier
      • Strengthens and improves supplier relationships
      • Develops suppliers
      • Rewards for performance
      KPIs drive continuous improvement and cost savings
    • Questions