1、L o g oL o g oContentsMeasuring Customer accommodation1Customer Satisfaction 2Supply Chain Inventory Days of Supply 3Total Supply Chain Cost 4Total supply chain cost 5Benchmarking 6L o g oL o g o1.MeasuringCustomerAccommodationuPerfect Orders nThe perfect order concept was introduced in Chapter 3 as
2、 an indicator of an organiza-tions commitment to zero-defect logistics.n There are simply so many things that can go wrong with an order!L o g oL o g ouAbsolute Performance n Most basic service and quality measures,and even perfect order measures,are aggre-gated over many orders and over a period of
3、 time.n This firm,and many other companies seeking to achieve maximum impact in the market,monitors absolute rates of failure and success as well as the more typical ratio and percentage metrics.L o g oL o g o2.Customer Satisfaction uThe ultimate judge of how well an organization accommodates custom
4、er expectations and requirements is the customer.u Supply Chain Comprehensive Metrics n The contemporary focus on overall supply chain performance and effectiveness de-mands metrics that provide an integrated perspective.L o g oL o g ouCash-to-Cash Conversionn The cash-to-cash conversion concept was
5、 introduced in Chapter 1.It is a measure of an organizations effective use of cash.nCash-to-cash cycle time is not solely impacted by logistics,although logistics is an important aspect.L o g oL o g o3.Supply ChainInventory Days of Supply uTraditional measures of inventory performance,turnover and d
6、ays of supply,focus on individual firms.uDwell TimenDwell time is another metric reflecting overall supply chain performance in managing assets.uOn-Shelf In-Stock Percent L o g oL o g onUltimately,a key objective of all participants in a supply chain is to have products available when and where end
7、customers are ready to buy.Individual firm metrics re-lated to fill rates at distribution centers or to retail stores provide little assurance that products are available for consumer selection when a consumer is in a store.L o g oL o g o4.Total Supply Chain CostuMuch of the discussion of cost thus
8、far has focused on an individual firms logistics costs.uThe report tracked 700 items at 650 stores operated by six chains.The month-long audit fo-cused on eight categories in the frozen food,dairy,and grocery departments.L o g oL o g ouFaced with out-of-stocks,shoppers do not buy alternative items o
9、n that trip 34 percent of the time.uMost retailers realize that the majority of outs result from gaps in their own business sys-tems,with direct store delivery vendors contributing to the problem,according to the study.L o g oL o g o5.Total supply chain cost ToalCostRMSIPOQManuFactureDistributorsRea
10、tilers+L o g oL o g ouSuppIy Chain Response Time nSCRT is computed as the amount of time required for a firm to recognize a fundamental shift in marketplace demand,internalize that finding,replan,and adjust output to meet that demand.L o g oL o g o6.Benchmarking L o g oL o g ouA discussion of benchm
11、arking was first introduced in Chapter 17 in relation to logistics process reengineering.uA critical aspect of benchmarking is the choice of whom to benchmark.Many firms compare performance of internal business units involved in similar operations or located in different regions.ulnternal benchmarking,however,provides little information concerning performance relative to competition.感谢聆听！
