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Файл:TOPICAL ISSUES OF LOGISTICS. Учебное пособие для студентов-магистров направления «Экономика»
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141
Indicators
The metrics used in performance dashboards are typically
called key performance indicators (KPIs). They usually fall into
one of three categories:
1. Leading indicators—have a significant impact on future
performance by measuring either current state activities (e.g.,
the number of items produced today) or future activities (e.g.,
the number of items scheduled for production this week).
2. Lagging indicators—measures of past performance, such as
various financial measurements or, in the case of the supply
chain, measurements in areas such as cost, quality and delivery.
3. Diagnostic — areas that may not fit under lead or lagging
indicators but indicate the general health of an organization.
Application Areas of a Scorecard
The dashboard, versus a scorecard, is more operational in
nature and reviewed more frequently. The dashboard allows for
more granular detailed analysis, in addition to the aggregation
functionality displayed in the dashboard view.
We can then conclude that it is critical to set meaningful,
relevant and attainable targets to ensure that everyone is
focused on a lean supply chain, but at the same time, be
cognizant of the fact that you do not want to create “paralysis
by analysis” where people end up focusing more on the
numbers than on the customer.
Paul Myerson is managing partner at Logistics Planning
Associates, LLC, a supply chain planning software and
consulting business (www.psiplanner.com). He also serves as
an adjunct professor at several universities,
including Kean University and New Jersey CityUniversity. He
is the author of a Windows-based supply chain planning
software, and co-author of a new lean supply chain and
logistics management simulation training game by ENNA.
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Text 36. Supply Chain Cost Reduction is Manufacturing’s
Top Priority
Reducing overall supply chain costs is manufacturing’s number
one supply chain priority in the coming year, according to IDC
Manufacturing Insights’ 2012 U.S. Supply Chain Survey of 350
companies. 80% of respondents gave that answer, while nearly
55% suggest supply chain agility is second and 52% suggest
improving product quality and safety is the third most
important priority.
When asked to rate the level of importance of new technology
areas, big data/analytics came out on top, followed by mobility,
cloud computing/software as a service and social business
tools.
While manufacturers face increasing complexity as customer
demand diversifies and supply globalizes, supply chain
organizations are adapting to respond to requirements such as:
• Complex and extended global supply networks;
• Volatile demand;
• Growing regulation, particularly in the area of traceability;
• Pressure to be more agile and increase the clock speed of the
supply chain;
and
• The “rise” of the savvy consumer.
To address these challenges, IDC has found:
• Manufacturers continue to increase the amount of low-cost
country sourcing. IDC recommends revisiting the profitable
proximity sourcing approach and how that concept, supported
by IT, can ensure sourcing decisions to create a competitive
edge.
143
• Most manufacturers view their supply chains as focused
primarily on product quality, yet their supply chain priorities
usually start with reducing costs, followed by responding to
supply or demand changes, ahead of product quality and
customer service.
• With IT-based solutions for demand planning and forecasting
and production scheduling viewed as key to manufacturers’
business performance over the next year, this could signal a
genuine shift to a more holistic approach to integrated business
planning, inclusive of fulfillment excellence.
• Big data and mobility are the most important new
technologies for manufacturers’ supply chains. IDC believes
there is substantial value to how manufacturers can use these to
improve their agility and customer service.
“According to our findings, the key supply chain challenge
facing all manufacturers today is the juxtaposing of complex
and extended supply networks with increasingly fast and
volatile demand networks—and the increasingly ineffective
role for inventory as a way to buffer cadence mismatches,” said
Simon Ellis, IDC Manufacturing Insights practice director.
“While there is anecdotal evidence to suggest that 2012 may
indeed represent the most challenging time in the history of the
manufacturing supply chain, significant opportunities also
abound in terms of the supply chain this year. For example,
consumer-facing manufacturers have an opportunity to redefine
their core relationship with the consumer through mobile and
social media tools; or the ability to apply next-generation
analytics to massive new sources of data (both structured and
unstructured).”
144
REFERENCES
http://www.logistics-gr.com;
http://www.inboundlogistics.com.
https://searcherp.techtarget.com/definition/logistics
dhl.com›content/dam/dhl/global/core…blockchain
https://www.shipbob.com/blog,
https://www.marketing91.com.,
https://www.co-oplaw.org/knowledge-base,
https://presslink.com/services/collective-buying/
Св.план 2021 г., поз.104
Чернышова Лариса Анатольевна,
Заломова Наталья Александровна,
Кайдаш Вячеслав Михайлович
TOPICAL ISSUES OF LOGISTICS
Учебное пособие
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