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This document discusses implementing key performance indicators (KPIs) to measure and manage supplier performance in outsourced project services (OSP). It recommends including KPI measurements in the construction contract and Budget Master system to provide visibility into supplier responsiveness, quality, cost control and customer satisfaction. Performance will be graded, scores shared with suppliers monthly to motivate improvement, and poor performers may face removal from the approved supplier list. The goals are to reduce project risk, costs and rework while increasing quality through active supplier management.
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customers can access a full view of supplier risk and performance, making it easy to measure and
track supplier engagement over time.
Overcoming the 5 Most Common PCM Challenges
Are you struggling to improve your cost estimation and project control? InEight discusses how to overcome the 5 most common PCM challenges.
Sachin_Deshpande
Sachin Deshpande is seeking a position that allows him to utilize his interpersonal, leadership, and convincing skills. He has over 15 years of experience in cost controlling and business planning roles. His experience includes analyzing costs to reduce expenses and increase productivity and profits for various automotive manufacturing companies. He holds an MBA in finance and multiple degrees in commerce and software.
Sachin_Deshpande
Sachin Deshpande is seeking a position that allows him to utilize his interpersonal, leadership, and convincing skills. He has over 15 years of experience in cost controlling and business planning roles. His experience includes preparing budgets, analyzing costs and profits, exploring cost reductions, and increasing productivity. Through his analyses, he has achieved significant cost savings and increased profits for his previous employers.
The Commercial Energy Codes Support Program
This document provides information on a pilot program to improve commercial energy code compliance in Minnesota. It discusses trends in other states' commercial energy code support programs and the issues addressed by the Minnesota pilot. The pilot uses two approaches - one for small, prescriptive projects and one for large, complex projects. It involves partner cities, provides tools and guidance to project teams, and evaluates the energy savings and benefits. The goal is to establish an effective precedent for commercial energy code support in Minnesota.
PPT %GenMngmnt^Improvement - KPIs Complete Presentation.pdf
The document discusses performance indicators and key performance indicators (KPIs) which are used to measure and monitor the performance of organizations. It provides examples of KPIs for different business functions such as manufacturing, purchasing, sales, finance, maintenance, and human resources. Some key aspects covered include selecting KPIs based on critical success factors and customer requirements, using a balanced scorecard and performance dashboards to monitor KPIs, and characteristics of effective performance indicators.
Key Performance Indicators
KPIs are measurements that define and assess the performance to evaluate the success of an organization or an improvement project.
Abraham Arreola Rios - Curriculum Vitae 06.29.2015
Ismael Abraham Arreola Rios has over 20 years of experience in quality control, program management, and business unit management roles at Sanmina in Juarez, Mexico. He has a proven track record of improving key performance indicators such as on-time delivery, quality defects, and profit margins. His experience includes Lean Six Sigma certification, ISO 9001 auditing, new product introduction, and customer relationship management. He holds a Bachelor's degree in Business Administration from Universidad Interamericana del Norte.
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The document summarizes Ford's Q1 program, which recognizes suppliers who achieve excellence in quality systems, performance, and continuous improvement. Key aspects include:
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PPT %GenMngmnt^Improvement - KPIs Complete Presentation.pdf
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Abraham Arreola Rios - Curriculum Vitae 06.29.2015
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budget master
- 2. OSP commodities Site Acquisition A & E GeoTech Construction Management Construction Structural Analysis
- 3. Site Acquisition LT: 2 months Commodity flow chart to build a Cell Site Cell Site A&E LT: 2 weeks GeoTech LT: 1 week Construction Man. LT: 10 -30 days Construction LT: 10 – 30 days Structural Analysis LT: 1 – 2 weeks
- 4. Construction Bid matrix 2002- Low Bid Low Performance High amounts of Change orders More work More decisions. Higher risk 2004 -Score Cards Motivates suppliers to improve performance. KPI. Moves Risk to the Supplier. ContractorPerformance 2003 - Negotiated Does not motivate suppliers to improve performance. No scores for PM / to review. highlow 2005 - Produces Increased savings per region Quality Improvements / suppliers. Higher Competition / leverage. Improves On Time schedules. Reduces change orders. / less work.
- 5. Reports • Currently • Cell Site Listing • Site Details • BAR • Vendor • Recommended • Minority Spend • Score Cards
- 6. Recommend 4 measurements • Price • Performance • Customer Satisfaction • Safety
- 7. Common Measurements in Services • Responsiveness in hours/days. • Percent rework/job. • Percent scope changes/job • Percent of overrun cost. • Risk and Time. • Customer satisfaction rating. • Total cost of project.
- 9. Performance Management for OSP Measures •Response Time. •Percent rework. •Overrun cost. • Service rating. Monitors •Changes over 12 % •Supplier Survey •Large Projects Resolve •Email Supplier •Email P M •Request Supplier Survey • Poor performance
- 10. KPI Data in BM • Provides the best method for gaining and retaining cost savings in OSP services. • Provides KPI data for PM and Purchasing. • Provides suppliers an opportunity to improve. • Provides Cingular leverage in renegotiations.
- 11. Scoring Layer Translation Into Scorecard Values Budget Master-Based Supplier Scorecard Budget Master Data Real-Time Detection Agents Quantitative Calculations - KPI Qualitative Surveys AutomatedProcess Foundation Layer Supplier Scorecard Components
- 12. KPI Flow Matrix • PM picks suppliers in BM • CM grades all suppliers / per site over 100 K • CM faxes / delivers score cards to Cingular – 2 days • Admin enters scores into BM – 2 days • PM uses BM / new site / views updated region scores. • OPS team communicates score with suppliers / month
- 13. KPI Score Card Example: NO # Indicators Scale Rating 1. Performance 5 - 50 42 2 Customer Service 5 - 50 43 3 Quality 4 - 40 38 Total SCORE FOR Performance Indicators 14 -140
- 14. KPI Supplier Score grading system TOTAL KPI Supplier Score 123 120 -140 Excellent – Reward Supplier 100 -120 Exceeds Goals 90 - 100 Meets Goals 80 - 90 Immediate Improvements required 0 - 80 Remove Supplier from BM / 2
- 15. Six Key Supplier Management Recommendations • Include a clause in the Construction contract. • Implement Key Performance Indicators in BM • Gain Visibility To Supplier Performance. • Rate and Analyze Supplier Performance. • Communicate scores and violations to suppliers. • Use scores to improve performance,remove suppliers or re negotiate.
- 16. The reasons to implement KPI • To leverage the purchasing power with the goal of creating a smaller pool of quality suppliers. • To aggressively advance the initiative of equal economic opportunity through proactive and innovative measures. • To hold the supplier accountable in meeting expectations for higher performance.
- 17. Review • Modify the construction contract. • Implement supplier performance in BM • Request the field enter KPI data in BM • OPS Team will send scores to suppliers. • Discuss scores / violations with supplier. • Reduces risk and increase quality of work.
- 18. Conclusion • Are there any questions ?