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1、供应链最佳实践诊断：健康检查供应链最佳实践诊断：健康检查1. INTRODUCTIONSupply Chain Best Practice Diagnostic Healthcheck may be used to audit the efficiency of a clients supply chain. While there is an emphasis within the Healthcheck on manufacturing organisations, it is also applicable to other business sectors.Supply chain s
2、pecialists should be involved in the Healthcheck process, particularly if there is an intention to present the results back to the client. Alternatively the Healthcheck may be used to identify opportunities for supply chain consultancy within potential, or established clients.2. Note:Objectives and
3、Method used:In carrying out the diagnostic we are seeking to establish the presence or absence of features of known Best Practice. This approach can then be used to discuss opportunity areas and carry out further, more focussed analysis. We are not seeking to confirm the quality of Best Practices, i
4、f they exist, and neither are we seeking to (directly) identify financial benefits that could be derived from consultancy work. This would be the subject of a more in-depth review. Approach taken: The healthcheck examines the constituent functional elements of the Supply Chain. This includes:1. Proc
5、urement2. Manufacturing3. Materials Management4. Manufacturing Systems 5. Sales, Admin and Customer Service6. Warehousing and DistributionEach area is examined independently against the Change Integration levers of change. 1. STRATEGY1.1 An appropriate and visible longterm procurement strategy exist
6、s, supported by a comprehensive plan.543210There is no evidence to a procurement strategy or plan1.2 Procurement staff are fully aware of corporate goals and objectives543210There is no awareness of corporate goals and objectives among purchasing staff.1.3 There is a well defined mission statement f
7、or the procurement function.543210There is no mission statement for the procurement department function.1.4 The procurement functions objectives are published and understood throughout the organisation.543210There is a poor understanding of the role of procurement within the organisation.1.5 KPIs ha
8、ve been developed to link to corporate CSFs.543210The KPIs do not link to corporate CSFs.1.6 Key performance indicators have been agreed with procurement staff, and are reviewed as part of staff counselling, appraisal and reward.543210There is no formal review of procurement staff performance.1.7 Pe
9、rformance improvement targets have been agreed and successfully implemented, for the following critical success factors.RATINGThere is no evidence of monitoring progress against the following critical success factors.Total Acquisition Cost543210Total Acquisition CostQuality Improvement543210Quality
10、ImprovementLead Time Reduction543210Lead Time ReductionVendor Development543210Vendor DevelopmentVendor Rationalisation543210Vendor RationalisationStock Turn Improvement543210Stock Turn ImprovementMAX SCORE60RATINGSCORE2. PEOPLE2.1 High proportion of procurement staff are educated to degree or equiv
11、alent level.543210Few procurement staff educated to degree or equivalent level.2.2 High proportion of procurement staff are members of the Chartered Institute of Purchasing and Supply.543210Few procurement staff have membership of the Chartered Institute of Purchasing and Supply.2.3 Procurement staf
12、f receive at least 10 days specialist training per annum.543210Purchasing staff receive no specialist training per annum.2.4 The status procurement staff enjoy within the business is commensurate with the value they add.543210The contribution made by procurement staff is undervalued by the rest of t
13、he organisation.2.5 A career development plan exists for all procurement staff.543210There is no career development plan for procurement staff.2.6 Staff remuneration is in line with industry norms. 543210Staff remuneration exhibits a high variance to industry norms; above or below.2.7 Procurement st
14、aff appreciate who their internal customers are within the organisation and measure service levels.543210Procurement staff do not measure service levels to internal customers.MAX SCORE35RATINGSCORE3. ORGANISATION3.1 The organisation has been designed to maximise procurement leverage.543210Responsibi
15、lity for procurement is fragmented within the organisation.3.2 The director/manager responsible for procurement reports direct to the Managing Director/Chief Executive543210The manager responsible for procurement efficiency is positioned at a low level within the organisation.3.3 Within the procurem
16、ent function, specialists are tasked with pro-active vendor development.543210Within the procurement function there are no specialists implementing Best Practice on suppliers premises.3.4 Roles and responsibilities are clearly defined within the procurement function differentiating between strategic and tactical responsibilities eg commodity responsibility, negotiations, material control levels of authority etc.543210There is confusion as t
