现代物流管理物流英文版.pptVIP

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、李伟第一页，共十六页。 ContentsMeasuring Customer accommodation1Customer Satisfaction 2Supply Chain Inventory Days of Supply 3Total Supply Chain Cost 4Total supply chain cost 5Benchmarking 6第二页，共十六页。 1.MeasuringCustomerAccommodationPerfect 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! 第三页，共十六页。 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.第四页，共十六页。 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. 第五页，共十六页。 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.第六页，共十六页。 3.Supply ChainInventory Days of Supply Traditional measures of inventory performance, turnover and days of supply, focus on individual firms.Dwell TimeDwell time is another metric reflecting overall supply chain performance in managing assets.On-Shelf In-Stock Percent 第七页，共十六页。 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 assur