Key Performance Indicators (KPI): Discover the truth about your management supply chain and how to transform it
In order to break into today’s global markets and to challenge an ever-increasing competition, supply chain managements must explore all opportunities available to them for self-improvement. If you want to succeed in a highly-competitive environment such as ours, you must continuously upgrade yourself. To gain ground, you must first assess the current situation of your organisation by implementing the best measurement tools available.
The role of a Key Performance Indicators
Key Performance Indicators are specific tools that provide the necessary information for benchmarking purposes. They will appraise the current situation of your stocking department by identifying the strengths and weaknesses of your organization and will signal the strategic areas that require intervention to make your business more competitive. These tools will serve as a starting point to evaluate the progress accomplished in your supply chain.
Key Performance Indicators will be your follow-up tools to establish realistic objectives for your business and will monitor your progress towards your company’s goals. The efficiency of all your departments can benefit from these measurement tools by assisting them in their self-evaluation, providing motivational impetus and by assessing progress made. Good performance indicators can also identify early on any operational problems.
The development of Key Performance Indicators
Based on the strategic planning and the objectives of a business, key performance indicators function according to the unique characteristics inherent to each company. All key performance indicators must:
Coincide with the strategy and objectives of the company
Represent market trends and progress achieved by the company
Agree with the other departments
Include financial and non-finance related information
Determine what is important for the client
In order to develop good key performance indicators, a data base must first be set up to establish various measurements. The necessary information to this effect should be found in your management systems. Prior to implementing the data base, it is essential to perform a thorough review of your supplies, finance, sales and operations’ departments. All information gathered must be exact. The integrity of the resulting data will be decisive in ensuring the optimal performance indicators for your business. Since the setup of the performance indicators is based on the accuracy of this information, an analysis of the data results will be a definite prerequisite.
When evaluating a supplies department, it is imperative to take into account the level of your customer service. The supplies department functions as a support for your sales, production and maintenance capabilities. Thus, the evaluation of this service must take into account its capacity to meet its fill-rate needs by assessing the supplies department’s response time to purchasing requisitions or by evaluating the ratio of purchasing requisitions necessary to render a product or service available within the required delays.
Additional indicators should also be established to determine the level of supplies required to manage supplier accounts as well as their numbers. The type of agreement, product availability and level of cooperation are also elements that should be taken into account as part of these tools.
Furthermore, the organization should also put in place a series of performance indicators that are cost-related. Among these added indicators, are to be included the costs of maintaining stock and order placements as well as determining a ratio on acquisition costs and savings realized during the course of negotiations.
Performance indicators should also be set up for lead times, of which consideration should be given to timely as well as late and premature deliveries as well as product surplus deliveries.
Finally, the work accomplished by the personnel of the supplies department should also be accounted for when implementing performance indicators. Measurements such as the service level per customer and the number of transactions as well as purchases per customer must also be included.
In conclusion, it must be noted that the implementation alone of these measurement instruments know as KPI will not affect the performance of your supply chain. However, the combination of good performance indicators coupled with an effective action plan and an employee-motivated environment will certainly improve your supply chain and ensure that your business will remain competitive.
Benoit Ouellette