productivity measure to store and supply chain manager

1. BY :- SHRAWAN SANKHLA
PRODUCTIVITY MEASURED BY STORE
AND SUPPLY CHAIN MANAGER

2. The retail operations manager and
store manager job is to ensure that
the demands of the customer are
fulfilled at every cost. They fulfill the
requirement of the store so the sales
targets can be achieved easily
 Strategy
 Customer Focus
 Board Relations

3.  Overall
profitability of the
store
 Increased sales
per sq foot.
 Increased sales
per person
 Sales and
profitability per
products
 Decreasing costs

4.  Customer Focus
Competencies:
 Creating and tracking
value and satisfaction.
 Services / products designed
with customer input.
 Quality improvement efforts.

5.  Board Relations Competencies:
 Communication: timely, complete, transparent.
 Offers Board options / alternatives.
 Supports / assists Board succession planning.
 Facilitates Board development choices.
 Meeting / agenda support.

6.  Section I : Status of Achievements List the
firm’s key goals and the extent to which each
have been achieved.
Goals states

7. Evaluation Criterion
0 1
Scor
e
2
3 4 n/
a
Comments
/suggestio
ns
Overall profitability of
the store
Increased sales per sq
foot
Increased sales per
person
Sales and profitability
per products
Decreasing costs

8.  The meanings of the ratings are as follows:
 0 = There has been no implementation of the
matter
 1 = There has been little implementation of the
matter
 2 = There has been initial implementation of the
matter
 3 = There has been progressive implementation of
the matter
 4 = There has been complete implementation of
the matter
 N/A = No information or not available

10.  Supply chain performance measures can
broadly be classified into two categories −
 Qualitative measures − For example,
customer satisfaction and product quality.
 Quantitative measures − For example,
order-to-delivery lead time, supply chain
response time, flexibility, resource
utilization, delivery performance.

11.  Quantitative Measures:-Quantitative
measures is the assessments used to measure
the performance, and compare or track the
performance or products. We can further
divide the quantitative measures of supply
chain performance into two types. They are
−
1. Non-financial measures
2. Financial measures

12. Non - Financials
Measures:-
* Cycle time,
* Customer service level,
* Inventory levels,
* Resource utilization
ability to perform,
* Flexibility,
* AndQuality.

13. Cycle time can be defined as the business
processes of interest, supply chain process
and the order-to-delivery process.
 Supply chain lead time
 Order-to-delivery lead time
CYCLE TIME

14. Customer service level:-
The customer service level in a supply chain
is marked as an operation of multiple unique
performance indices.
 Order fill rate
 Stockout rate
 Backorder level
 Probability of on-time delivery

16. Inventory Levels:-
As the inventory-carrying costs increase the total costs
significantly, it is essential to carry sufficient inventory
to meet the customer demands.
 Raw materials
 Work-in-process, i.e., unfinished and semi-finished
sections
 Finished goods inventory
 Spare parts

18. In a supply chain network, huge variety of resources is
used.
 Manufacturing resources − Include the machines,
material handlers, tools, etc.
 Storage resources − Comprise warehouses, automated
storage and retrieval systems.
 Logistics resources − Engage trucks, rail transport,
air-cargo carriers, etc.
 Human resources − Consist of labor, scientific and
technical personnel.
 Financial resources − Include working capital, stocks,
etc.
Resource
Utilization

20.  Cost of raw materials.
 Revenue from goods sold.
 Activity-based costs like the material handling,
manufacturing, assembling rates etc.
 Inventory holding costs.
 Transportation costs.
 Cost of expired perishable goods.
 Penalties for incorrectly filled or late orders
delivered to customers.
 Credits for incorrectly filled or late deliveries
from suppliers.
 Cost of goods returned by customers.
 Credits for goods returned to suppliers.