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1、AT&T的供应管理指标体系。AT&T（美国电信电报公司）是美国主要的宽带、长途、短途电话服务商，2006年营业额超过1100亿美元，其采购规模过百亿美金。它是如何统计供应管理的绩效的呢？主要指标如下：内部客户满意度、成本节省、运营质量、社会责任。供应管理是个服务部门，它的第一要务是内部客户满意度。AT&T的供应管理部门每完成一个项目，就通过网站调查内部客户的满意程度。满意度分五级：优良、好、中等、差、很差。目标是90%以上的结果是优良或好。【笔者按：供应管理部门很容易与其它部门对立，因为有些利益不同。结果是，大家互相攻击，精力花在不应该化的地方。有些人对客户满意度有异议，认为这可能迁就内部客户
2、做的傻事。其实，在一个成熟的公司，部门之间还是要有最基本的互信，相信大家都会按理性出牌。这种互信要互相培养，要在互相尊重的基础上。如果你潜意识里认为内部客户愚蠢，尽做傻事，那你已经破坏了互信基础，长期下来，客户满意度不会高。没法让客户满意的内部支持部门也不会得到别的部门的认可和尊重】。供应管理部门的第二要务是成本节省。两个指标：硬节省/软节省和预算控制。硬节省指绝对降价值，例如原来价格是100元，现在95元，降价5%。硬节省一定要财务部门、内部客户认可。软节省指相对降价，例如市场价上升10%，AT&T的采购价只上升5%，那软节省就是5%。预算控制是确保采购本身的开支不超过预算（因为这钱也得来自
3、内部客户）：供应管理部门要像管理自己的钱一样控制这项开支。第三要务是运营质量（Operational Excellence)，包括五个指标：（1）合同文档质量。合同文本一旦完成，就交给公司总部的质量检核员，以确认合同符合采购部门制定的程序、政策、格式，然后打分【笔者按：对一个这样大的公司，确保各项目、分部使用统一的合同文本本身就是件非常困难的事。不要轻视标准合同文本，因为它是多年经验的积累，是过去吃的苦头的积累】。（2）合同过期管理。过期合同可能给公司带来不应有的责任和义务，一定要控制【笔者按：这听上去象童话：一个公司不知道自己的合同过期？但现实是，很多公司确实如此，尤其是当签订合同不是执行合
4、同的人。一切运营正常则罢，一旦发生问题，却发现没有合同保证自己的权利】。（3）在谈合同按时完成。一旦合同谈判超过预订期限3个月，管理层就要介入，确保合同谈判人员得到足够的支持【笔者按：合同谈判很容易延期，尤其是双方势均力敌的情况下。这就得高层介入】。（4）合同交付检核，以确保完成的合同文本及时得到公司总部的质量检核员的检核。（5）供应商质量。AT&T有一个程序来评估供应商的质量，例如技术创新、客户服务、成本管理、团队精神、产品/服务质量等。这些都通过网上系统来检测。目标是供应商达到90%或以上。对于优秀供应商，AT&T通过象华尔街日报这样的媒体来表彰，例如2006年就表彰了49个供应商，占总共
5、5000左右供应商的1%。第四要务是社会责任，即供应商多样化【笔者注：AT&T的客户群非常多样化，供应商多样化也是为树立公众形象】。在过去10年里，它的17%的采购额分配给小供应商、少数族裔供应商、妇女所有的供应商、退役军人所有的供应商等，总额为245亿美金。它的目标是21.5%的开支给此类供应商。上述指标按季度审阅。值得注意的是，内部客户满意度是供应管理部门的动力。而满意的关键在于供应管理是否能增加价值，否则内部客户不会让供应管理介入。曾经一度，客户满意度在百分之八十几徘徊。经过近几年的努力，该指标已稳步提升到94%。发表于 2007年07月16日 19:01 | 固定网址原稿如下：http
6、:/ might think that a procurement department at a company the size of AT&T would only be interested in high-level metrics, such as internal client satisfaction, to assess its overall performance. But the procurement organization at AT&T has realized that big wins are predicated on small gains and ha
7、s metrics so seemingly small and exact that they measure the time it takes for contracts to get from procurement to a centralized quality auditor for review.Interestingly, though, AT&T is able to capture all of the information it considers relevantfrom the highest level general metric to the smalles
8、t and most detailedin just nine metrics.Going back to the early 1990s, AT&T based in San Antonio, Texas, has had a procurement philosophy that was consistent with Malcolm Baldrige National Quality Award criteria, which meant having a management framework that included an approach for procurement, a
9、strategy to deploy that approach throughout the company, and measuring progress against results. Since then, the procurement organization has had a vision statement and priorities designed to guide us with this philosophy, says Keith Connolly, vice president, strategic sourcing.The vision is to maxi
10、mize AT&Ts supply chain performance, increase customer revenue, reduce the total cost of ownership, reduce cycle time, and meet the needs of AT&Ts business partner organizations. The vision is brought to life via four priorities that operate the procurement organization: business partnership, financ
11、ial management, operational excellence, and innovative teams. Within these four priorities are nine metrics.All of our procurement operations worldwide do their reporting based on these metrics, Connolly says. We have a common dashboard, where any contract manager or procurement manager can see thei
12、r results, as well as their directors.The first priority is Business Partnership and it has one metric attached to it: Business Partner Satisfaction. Connolly considers this to be the most important of the nine metrics.We work on behalf of clients within AT&T, and we need to make sure we are in lock
13、step with them and their needs, Connolly says. When we complete a procurement milestone within an initiative, we send out a Web-based survey asking questions of our clients in terms of how satisfied they were with procurements ability to meet all obligations. There are five category responses: Excel
14、lent, Good, Neutral, Unfavorable, and Poor. Procurements goal is to get 90% of its clients to report Excellent or Good.The second priority, Financial Management, has two metrics. The first of these (Metric #2) is Contract Savings. We know that, over time, there have been debates on how to count and
15、value savings generated by procurement involvement, he explains. We want to make sure our metrics resonate with the business. To this end, the procurement organization measures hard first-cost dollars. Was there a budget that procurement was able to reduce for the client, and that finance people wou
16、ld concur with? Procurement also measures softer costs, such as price increase avoidances and warranty extensions. Metric #3 is Budget Attainment. We want to make sure we manage our budget in procurement as if it were our own money, Connolly says.The third priority, Operational Excellence, has five metrics. AT&Ts procurement organization is TL 9000-certified, which is the telecommunicat
