SUPPLY CHAIN PERFORMANCE MEASUREMENT AND FINANCIAL ANALYSIS
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1 SUPPLY CHAIN PERFORMANCE MEASUREMENT AND FINANCIAL ANALYSIS
2 Learning Objectives!! Understand the scope and importance of supply chain performance measurement.!! Explain the characteristics of good performance measures.!! Discuss the various methods used to measure supply chain costs, service, profit, and revenue.!! Understand the basics of an income statement and a balance sheet.
3 Learning Objectives, continued 3!! Demonstrate the impacts of supply chain strategies on the income statement, balance sheet, profitability, and return on investment.!! Understand the use of the strategic profit model.!! Analyze the financial impacts of supply chain service failures.!! Utilize spreadsheet computer software to analyze the financial implications of supply chain decisions
4 Agenda 1.! Definitions 2.! Why Measure Performance? 3.! Measure Characteristics 4.! Focus of Measure and Levels of Performance 5.! Good Practice in Performance Measurement 6.! Examples of Performance Measurement 7.! Conclusions
5 Dimensions of Supply Chain Performance Metrics!! Measures!!Require no calculations and are uni-dimensional!! Metric!!Requires calculation and often contains several measures!! Index!!Combines two or more metrics into a single value
6 What is Performance?!! Gleason and Barnum (1986) chose to distinguish between effectiveness and efficiency!!effectiveness the extent to which an objective is achieved!!efficiency the degree to which resources have been used economically Efficiency is doing things right Effectiveness is doing the right thing
7 Definitions!! A Performance Measure can be defined as a.. Measure of the effectiveness of an operation (Bititci, 2002)!! A Performance Management System A combination of performance measures to control performance
8 Why Measure Performance?!! To determine and control commercial performance!! To ensure achievement of strategic goals!! To identify problems!! Benchmarking against other companies
9 Benefits of Measurement!! Decision making aligned with corporate goals!! Improved communication channels!! Improved visibility of operations!! Motivated employees
10 Measure Characteristics!! There are three dimensions to a performance measure!!what is being measured?!!how is it being measured?!!do you maximise or minimise?
11 Measure Characteristics What?!! Economy!! Target setting!! Ignores output "! E.g. Staffing or Vehicle Costs!! Efficiency!! Output from given input!! Utilisation or productivity "! E.g. TPH (Turnover per head) or Vehicle Fill Rate!! Effectiveness!! Ability to meet predetermined goals!! Reflects quality "! E.g. (DOT) Delivery on Time Performance The 3 Es
12 Measure Characteristics How?!! Quantitative (Hard Measures)!!Numerical (e.g. costs, income etc.)!!easy to compile!! Qualitative (Soft Measures)!!Descriptive (e.g. product quality, customer satisfaction ratings)!!may be converted to quantitative for analysis!!often impact upon quantitative factors
13 Measure Characteristics - Max/Min?!! Maximise!!The higher the value, the better the performance "!E.g. Vehicle Fill Percentage!! Minimise!!The lower the value, the better the performance "!E.g. Absenteeism
14 Characteristics of a Good Measure Source: Koebler, Durtsche, Manrodt, & Ledyard, Keeping score: Measuring the business value of logistics in the supply chain (Univ. Tennesee Council of Logistics Management, 1999) p8
15 Multidimensional!! Performance Measure also can be known as a KPI (Key Performance Indicator)!! Defining performance is problematic as it has been defined in many ways by the literature!! This stems from the fact that organisations have many, sometimes conflicting, goals..!!the goal could be optimising profit or customer satisfaction or sales maximisation!
16 Performance is Multi-Dimensional Sales Growth Job Security and Working Conditions Customer Satisfaction Costefficiency Profitability Social Responsibility On-Time Delivery Keeping Promises Low loss and Damage Fair prices for inputs Product Availability Flexibility Chow et al, (1994) Logistics Performance: Definition and Measurement Int. Jnl. of Physical Distribution & Logistics Mgt.
17 Distribution Center Metrics Source: 2010 Metrics Report, WERC, (May 26, 2010).
18 Raising the Performance Bar Source: Koebler, Durtsche, Manrodt, & Ledyard, Keeping score: Measuring the business value of logistics in the supply chain (Univ. Tennesee Council of Logistics Management, 1999) p8
19 Developing Supply Chain Performance Metrics!! The development of a metrics program should be the result of a team effort.!! Second, involve customers and suppliers, where appropriate, in the metrics development process.!! Develop a tiered structure for the metrics.!! Identify metric owners and tie metric goal achievement to an individual s or division s performance evaluation.
20 Developing Supply Chain Performance 20 Metrics, continued!! Establish a procedure to mitigate conflicts arising from metric development and implementation.!! Establish a procedure to mitigate conflicts arising from metric development and implementation.!! Establish top management support for the development of a supply chain metrics program
21 Process Measure Categories Source: Koebler, Durtsche, Manrodt, & Ledyard, Keeping score: Measuring the business value of logistics in the supply chain (Univ. Tennesee Council of Logistics Management, 1999) p8
22 Performance Categories!! Time!! Captures the effectiveness dimension!! Cost!! Captures the efficiency dimension!! Quality!! Captures the customer service dimension!! Other / Supporting!! SCOR model!! Order cycle time (OCT) "! Once an expected order cycle time is established for customers, service failures can be measured. "! OCT influences product availability, customer inventories, and seller s cash flow and profit.
23 SCOR Model: Process D1 Metrics Source: Adapted from Supply Chain Council 2011
24 SCOR Model: Process D1.3 Metrics Source: Adapted from Supply Chain Council 2011
25 Logistics Quantification Pyramid Source: R.A. Novak, Center for Supply Chain Research, Penn State University (2010)
26 The Supply Chain Finance Connection!! Focusing attention on the supply chain and the resources it utilizes is a means to improving financial performance.!! Inventory levels affect the amount of capital required to finance the inventory.!! Supply chain efficiency impacts time to process an order which bears on the order-cash cycle time.
27 The Revenue Cost Savings Connection
28 Sales Equivalent of Cost Savings Source: Edward J. Bardi, Ph.D.
29 Equivalent Sales with Varying Margins Source: Edward J. Bardi, Ph.D.
30 The Supply Chain Financial Impact!! A major financial objective for any organization is to produce a satisfactory return for stockholders.!! The absolute size of the profit must be considered in relation to the stockholders net investment, or net worth.!! An organization s financial performance is also judged by the profit it generates in relationship to the assets utilized, or return on assets (ROA).
31 The Supply Chain Financial Impact, 31 continued!! The supply chain plays a critical role in determining the level of profitability in an organization.!! Return on assets (ROA) is a metric that is used as a benchmark to compare management and organization performance to that of other firms in the same or similar industry.
32 Supply Chain Impact on ROA Source: R.A. Novak, Center for Supply Chain Research, Penn State University (2010)
33 Supply Chain Decision and ROA Source: R.A. Novak, Center for Supply Chain Research, Penn State University (2010)
34 Financial Statements!! Income statement details income and cost.!! Balance sheet details assets and liabilities
35 Supply Chain Impact on Balance Sheet Source: R.A. Novak, Center for Supply Chain Research, Penn State University (2010)
36 Financial Impact of Supply Chain Decisions!! Reducing the cost of transportation, warehousing, or inventory by 10% will lead to significant impacts on the financial statements
37 Impact of 10% Transportation Reduction Source: Edward J. Bardi, Ph.D.
38 Figure 5.15 Impact of 10% Warehousing Reduction Source: Edward J. Bardi, Ph.D.
39 Figure 5.16 Impact of 10% Inventory Reduction Source: Edward J. Bardi, Ph.D.
40 Strategic Profit Model & Reduced Transportation Costs Source: Edward J. Bardi, Ph.D.
41 Supply Chain Service Financial Implications!! The results of supply chain service failures are added to the cost to correct the problem and lost sales.!! When service failures occur, some customers experiencing the service failure will request that the orders be corrected and others will refuse the orders.!! The refused orders represent lost sales revenue that must be deducted from total sales..
42 42 Supply Chain Service Financial Implications, continued!! For the rectified orders, the customers might request an invoice deduction to compensate them for any inconvenience or added costs.
43 Supply Chain Service Failure Source: Edward J. Bardi, Ph.D.
44 Financial Impact of Improving On-Time Delivery Source: Edward J. Bardi, Ph.D.
45 Strategic Profit Model & On-Time Delivery Improvement Source: Edward J. Bardi, Ph.D.
46 Summary!! Performance measurement for logistics systems and, especially, for supply chains is necessary but challenging because of their complexity and scope.!! Certain objectives should be incorporated into good metrics be quantitative, be easy to understand, involve employee input, and have economies of effort.!! Important guidelines for metric development for logistics and supply chains include consistency with corporate strategy, focus on customer needs, careful selection and prioritization of metrics, focus on processes, use of a balance approach, and use of technology to improve measurement effectiveness.
47 Summary, continued 47!! There are four principal categories for performance metrics: time, quality, cost, and miscellaneous or support. Another classification for logistics and supply chains suggests the following categories for metrics: operations cost, service, revenue or value, and channel satisfaction.!! The equivalent sales increase for supply chain cost saving is found by dividing the cost saving by the organization s profit margin.!! Supply chain management impacts ROA via decisions regarding channel structure management, inventory management, order management, and transportation management. be analyzed using the SPM.
48 Summary, continued 48!! Alternative supply chain decisions should be made in light of the financial implications to net income, ROA, and ROE.!! The SPM shows the relationship of sales, costs, assets, and equity; it can trace the financial impact of a change in any one of these financial elements.!! Supply chain service failures result in lost sales and rehandling costs. The financial impact of modifications to supply chain service can be analyzed using the SPM.
49 ! Basic reading #! Christopher, M. (2011), Logistics and Supply chain management, 4th Edition, Pearson, Chapters 3.
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