,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Company Logo,*,Click to edit Master title style,L o g o,大话物流小组个人作业演示,演讲人：冯占鑫、林欢欢、王露、樊明霞、武兴娟、李伟,Contents,Measuring Customer,accommodation,1,Customer Satisfaction,2,Supply Chain Inventory Days of Supply,3,Total Supply Chain Cost,4,Total supply chain cost,5,Benchmarking,6,1.MeasuringCustomerAccommodation,Perfect Orders,The perfect order concept was introduced in Chapter 3 as an indicator of an organiza-tions commitment to zero-defect logistics.,There are simply so many things that can go wrong with an order!,Absolute Performance,Most basic service and quality measures,and even perfect order measures,are aggre-gated over many orders and over a period of time.,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.,2.,Customer Satisfaction,The ultimate judge of how well an organization accommodates customer expectations and requirements is the customer.,Supply Chain Comprehensive Metrics,The contemporary focus on overall supply chain performance and effectiveness de-,mands metrics that provide an integrated perspective.,Cash-to-Cash Conversion,The cash-to-cash conversion concept was introduced in Chapter 1.It is a measure of an organizations effective use of cash,.,Cash-to-cash cycle time is not solely impacted by logistics,although logistics is an important aspect.,3.Supply ChainInventory Days of Supply,Traditional measures of inventory performance,turnover and days of supply,focus on individual firms.,Dwell Ti,me,Dwell time is another metric reflecting overall supply chain performance in managing assets,.,On-Shelf In-Stock Percent,Ultimately,a key objective of all participants in a supply chain is to have products available when and where end 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.,4.Total Supply Chain Cost,Much of the discussion of cost thus far has focused on an individual firms logistics costs.,The 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.,Faced with out-of-stocks,shoppers do not buy alternative items on that trip 34 percent of the time.,Most 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.,5.Total supply chain cost,ToalCost,RMS,IPOQ,ManuFacture,Distributors,Reatilers,+,+,+,+,SuppIy Chain Response Time,SCRT 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.,6.Benchmarking,A discussion of benchmarking was first introduced in Chapter 17 in relation to logistics process reengineering.,A 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.,lnternal benchmarking,however,provides little information concerning performance relative to competition.,Click to edit company slogan.,Thank You!,