KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition...
-
Upload
allan-isles -
Category
Documents
-
view
218 -
download
0
Transcript of KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition...
![Page 1: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/1.jpg)
KPIs: Improving Supply Chain Performance Management
Northeast Supply Chain Conference and ExpositionFramingham, MA
September 19 – 21, 2004
Tim Dolan, C.P.M.Manager, New Product Support
Global Procurement OrganizationThe Gillette Company
![Page 2: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/2.jpg)
Agenda
• The Gillette Company Overview• Key Performance Indicators – What Are They?• The Case for Measuring Indirect KPIs• Developing Indirect KPIs• Sample KPI Scorecard• Guidelines and Benefits
![Page 3: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/3.jpg)
Gillette History
• Founded in 1901 by King C. Gillette• Boston, Massachusetts
![Page 4: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/4.jpg)
World-Class Brands, Products, People
• $9 Billion in Sales (2003)• Multinational Corporation• Gillette - Recognized Brand Worldwide• 32 Manufacturing Centers
– 15 Countries– 200+ Markets
• Approximately 29,000 employees worldwide• 4 primary Business Units
– Grooming• Blades & Razors• Personal Care
– Batteries– Oral Care– Appliances
• Innovative: 47% of Sales from Products less than 5 years old
![Page 5: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/5.jpg)
Gillette Products
![Page 6: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/6.jpg)
What are Key Performance Indicators (KPIs)?
KPIs are measurements of a supplier or service provider’s performance in key activity areas
Price Delivery Quality
Performance to schedule
Total product cost
Product reliability and consistency
![Page 7: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/7.jpg)
KPIs have historically been used to measure direct material suppliers’ performance
Price
• Cost reductions• Cost competitiveness
Delivery
• Quantity
• On-time delivery
• Paperwork
• Shipment condition
Quality
• Rejected and nonconforming
• Process capability, data/samples
![Page 8: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/8.jpg)
History of Indirect KPIs
Jim Kilts’“Circle of Doom”
•Centralize procurement
• Implement Strategic Sourcing (SSI)
KPIs sustain strategic sourcing savings
Source: “Jim Kilts Is An Old-School Curmudgeon”, Fortune, December 30, 2002
TradePractices
SupplyChain
FinancialPractices
![Page 9: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/9.jpg)
What is Indirect Spend?
• Computer/Telecom• Energy/Utilities• Printing/Marketing/
Advertising• Employee Benefits• Office Products• MRO
• Travel• Facilities• Professional Services• Fleet• Logistics• Capital Equipment
Indirect spend is the sum of expenditures for goods or services that are not components of the end product or service delivered to a customer
![Page 10: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/10.jpg)
The average indirect spend for Fortune 500-size companies is 50% of total spend
$0$100$200$300$400$500$600$700
Group Total GeneralManufacturing &
Mining
Chemical/Petroleum
Direct Indirect
Utilities/Engineering Construction
Consumer Products
Aerospace, Defense, DoD
and DoE Contracting
Source: CAPS Critical Issues Report, September 2003
($ Millions)
![Page 11: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/11.jpg)
Purchase Spend as a Percentage of Total Purchase SpendMedian spend = $434M
5%
48%
20%
8%8%6%5%
Other:AccountingFacilitiesLegalLogisticsReal EstateTemp LaborTravel
Construction/Eng
Total
Source: Defining and Determining the “Services Spend” in Today’s Services Economy, CAPS, July 2003
Marketing ITPro Services
IndirectGoods
21%Services
33%
Manufacturing
Direct Material
51%
Inventory
Spend for services accounts for more than half of a company’s indirect spend
![Page 12: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/12.jpg)
Participants in a recent CAPS survey expect indirect spend for services to increase
$434 $456 $478$502
$529
2002 2003 2004 2005 2006
Indirect Spend - Services($ Millions)
5-yr CAGR = 5%= Projected
Source: Services Purchases: Not Your Typical Grind, Inside Supply Management, September 2003Note: Chart represents respondents’ median spend
![Page 13: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/13.jpg)
Developing KPIs for Indirect Suppliers
![Page 14: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/14.jpg)
Contract Compliance
Cost Competitiveness and Continuous Improvement
Customer Satisfaction
Definitions of Supplier Criteria
Ultimate objective is to be able to quantifiably measure and compare individual supplier’s performance
• How well does the supplier deliver on the terms, conditions and prices agreed to in the contract?
• How well does a supplier satisfy our customers from a product or service quality perspective?
• How cost competitive is the supplier from an industry perspective and from a historical perspective?
• How well does the supplier continue to enhance the product/service, process or cost?
Evaluation criteria for indirect suppliers can be grouped into three categories
![Page 15: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/15.jpg)
Attributes• Actual cost vs. budget • SLA responsiveness• On time deliveries• Return rate• Order and billing
accuracy• Average lead-time
• Customer Surveys
• Technical Support
• Supplier vs Industry
• Supplier vs Other Benchmark
• Ecommerce capability
• Supplier Partnership Initiative
• Cost Reduction Target
Contract Compliance
Customer Satisfaction
Cost Competitiveness and Continuous Improvement
Objective and subjective attributes are necessary for measuring indirect suppliers
Specific KPIs can be tailored to meet the needs of various suppliers
![Page 16: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/16.jpg)
Indirect KPIs can use a 1 to 5 scale to score KPIs and a weighting system which allows some flexibility, but keeps weights significant and relatively consistent
Indirect Supplier Evaluation Criteria
Standard Scores
5 = Superior – far exceeds expectations
4 = Exceeds expectations
3 = Meet expectations
2 = Does not meet expectations
1 = Needs improvement; significantly does not meet expectations
Contract Compliance
Customer Satisfaction
30-50% 20-30% 100%
Cost Competitiveness and Continuous Improvement
=30-50%
Allowing flexibility with category weighting ensures that the KPI scorecard is tailored to meet the unique needs of the measured supplier
![Page 17: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/17.jpg)
Contract Compliance
![Page 18: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/18.jpg)
Contract Compliance Attributes
• Actual costs versus budget• Service level results• On time delivery• Return rate• Order and billing accuracy• Average lead-time
Contract compliance attributes mirror the supplier’s contractual commitments
![Page 19: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/19.jpg)
Customer Satisfaction
![Page 20: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/20.jpg)
While KPIs measured with objective data are the most reliable, it can be argued that they do not capture the entire picture in regards to supplier performance
Traditional KPI constraints:
• Difficult to evaluate the interactions of supplier personnel with customers
• Quality can only be measured in regards to damage or breakdown, and is difficult to measure for services
• Strong traditional supplier KPI data does not necessarily indicate whether or not the customer is satisfied
Customer Satisfaction
Surveys provide mechanism to help evaluate
supplier performance
![Page 21: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/21.jpg)
Customer Satisfaction Surveys capture the customer‘s opinions in regards to supplier performance.Supplier Interaction: Infrequent ___ Moderate____High ____Questions:
– I feel the supplier provides high quality goods and services.– I feel the supplier provides high value for the cost.– I would recommend this supplier to others.– When I have questions, this supplier responds in a timely manner.– If there is an issue, this supplier resolves the issue in a timely manner.– If there is an issue, this supplier resolves the issue to my satisfaction.– In my opinion, this supplier deserves recognition as a top supplier.
Scale:– 1: Strongly Disagree– 2: Disagree– 3: Neutral– 4: Agree– 5: Strongly Agree
Customer satisfaction surveys can be a primary determinant of customer satisfaction
![Page 22: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/22.jpg)
A comprehensive supplier measurement system can mitigate customer satisfaction survey limitations
• Customer satisfaction tends to be overwhelmed by bad experience, even if the bad experience was not the supplier‘s fault
• Most recent experience is recalled; not overall supplier performance
• Surveys tend to be subjective
• A single negative response can skew results
• Response rate tends to be low
• Evaluate responses in relation to other KPI data. Conduct enough surveys to mitigate this effect
• Adjust weighting for Customer Satisfaction Survey where commodity has a great deal of objective data
• Utilize statistically significant sample size and possibly discard highest and lowest scores
• Target key customers with vested interest and explain significance of KPI
Issues Mitigating Techniques
![Page 23: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/23.jpg)
Cost Competitiveness and Continuous Improvement
![Page 24: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/24.jpg)
Benchmarking establishes cost competitiveness
• Supplier vs industry• Supplier vs other benchmark
– Standard or target prices
– “Should” cost prices
– “Price paid” indices
– Consumer Price Index (“CPI”)
• Ecommerce capability
Comparing supplier pricing against benchmarks assists in avoiding “price creep”
![Page 25: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/25.jpg)
Cost Competitiveness and Continuous Improvement Guidelines
• In addition to KPIs that measure cost versus competition and industry standards, continuous improvement, supplier process improvements and/or cost saving targets can be established
• Define baseline spend that generates the savings target
Cost Saving Guidelines 5 = Superior – far exceeds expectations 6% or more
4 = Exceeds expectations 4 – 6%
3 = Meet expectations 2 – 4%
2 = Does not meet expectations 0 – 2%
1 = Significantly does not meet expectations 0%
![Page 26: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/26.jpg)
Collecting the Data
![Page 27: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/27.jpg)
Evaluate the costs/benefits of each data collection method available
Unbiased company
collected data electronically
Data collected / tracked by
supplier
Recommendedapproach
Cost to collect data
Data collection is the most difficult and time-consuming activity in the KPI process. However, it is integral to a successful KPI program.
![Page 28: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/28.jpg)
A wide range of sources can provide measurement data
ERP Systems Supplier-provided reports
Third-party data
Industry benchmarks
Customer Satisfaction
Surveys
Data Warehouse
Attaching the data and documentation to the scorecard validates scoring and makes it possible for the supplier to take corrective action
![Page 29: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/29.jpg)
The KPI Scorecard
![Page 30: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/30.jpg)
Sample Scorecard - Temp Labor KPIsGlobal Procurement Balanced Scorecard
TEMPORARY LABOR : ABC Staffing
Target Performance
Actual Performance Weight
Weighted Score
Contracts Compliance 4.0 4.0 30% 1.20
Customer Satisfaction 4.0 4.3 30% 1.29Cost Competitiveness/Continuous Improvement 4.0 3.5 40% 1.40
OmniMark Cutoff 4.00Vendor Score 3.89OmniMark Eligible No
SUPPLIER: ABC StaffingContract Compliance Customer SatisfactionMetric Act Score Weight Weighted
Confirmation of Order Delivery w/i 2 hoursSuperior 100% 5 0.1 0Excellent 95-100% 97% 4 0.1 0.4Good 92-95% 3 0.1 0Needs Improv 90-92% 2 0.1 0Not Acceptable <90% 1 0.1 0
Qualified Resumes Received w/i 24 hoursSuperior 100% 5 0.4 0Excellent 97-100% 98% 4 0.4 1.6Good 95-97% 3 0.4 0Needs Improv 92-95% 2 0.4 0Not Acceptable <92% 1 0.4 0
Selected Candidates Available w/i 72 hoursSuperior 100% 5 0.3 0Excellent 95-100% 97% 4 0.3 1.2Good 90-95% 3 0.3 0Needs Improv 85-90% 2 0.3 0Not Acceptable <85% 1 0.3 0
Consolidated Billing / AccuracySuperior 100% 5 0.2 0Excellent 96-100% 97% 4 0.2 0.8Good 93-96% 3 0.2 0Needs Improv 90-93% 2 0.2 0Not Acceptable <90% 1 0.2 0
Weighted Cat Avg 4.0CommentsTop 3 metrics covered by new T&A log
Progress reviewed with supplier semi-monthly (initially)
Each resume / position category is a "transaction"
Customer SatisfactionMetric Act Score Weight Weighted
Candidates Received Survey (beginning of process)Superior 100% 100% 5 0.3 1.5Excellent >=90% 4 0.3 0Good >=80% 3 0.3 0Needs Improv >=70% 2 0.3 0Not Acceptable <70% 1 0.3 0
Temporary Attendance RateSuperior 100% 5 0.2 0Excellent >=90% 90% 4 0.2 0.8Good >=80% 3 0.2 0Needs Improv >=70% 2 0.2 0Not Acceptable <70% 1 0.2 0
Temporary Turnover RateSuperior 0% 5 0.1 0Excellent <=2.5% 2.0% 4 0.1 0.4Good <=5.0% 3 0.1 0Needs Improv <=10% 2 0.1 0Not Acceptable >10% 1 0.1 0
Candidates Selected Survey (end of process)Superior 100% 5 0.4 0Excellent >=90% 90% 4 0.4 1.6Good >=80% 3 0.4 0Needs Improv >=70% 2 0.4 0Not Acceptable <70% 1 0.4 0
Weighted Cat Avg 4.3CommentsSurvey should be all temp "managers"
Survey should not be anonymous
"Received" survey for quality vs. minimum guidelines
"Selected" survey for work quality & quantity/efficiency, and hire-ability
Cost Competitiveness Continuous ImprovementMetric Act Score Weight Weighted
Base Pay Rates vs. Benchmark "Recruited"Superior Fav >=5% 5 0.25 0Excellent Fav <5% 4 0.25 0Good Parity X 3 0.25 0.75Needs Improv Unfav <=5% 2 0.25 0Not Acceptable Unfav >5% 1 0.25 0
Markup Rates vs. Benchmark (SSI Target = 30%)Superior Fav >3 BP 5 0.2 0Excellent Fav 1-3 BP 4 0.2 0Good Parity < 1BP Fav 0.5 3 0.2 0.6Needs Improv Unfav <3 BP 2 0.2 0Not Acceptable Unfav >3 BP 1 0.2 0
Pass-Through CostsSuperior Fav >=5% 5 0.05 0Excellent Fav <5% 4 0.05 0Good Parity X 3 0.05 0.15Needs Improv Unfav <=5% 2 0.05 0Not Acceptable Unfav >5% 1 0.05 0
CommentsBenchmark vs. previously paid on "recruited" talent
Cost of drug / background + other pass-throughs vs. competitors
Continuous ImprovementMetric Act Score Weight Weighted
Systems Upgrades / Process Improvements ImplementedSuperior Fav >=10% 11% 5 0.25 1.25Excellent Fav >5% 4 0.25 0Good Fav < 5% 3 0.25 0Needs Improv None 2 0.25 0Not Acceptable Unfav 1 0.25 0
Base Pay Rate Savings Methodologies ImplementedSuperior Fav >10% 5 0.2 0Excellent Fav >5% 4 0.2 0Good Fav < 5% X 3 0.2 0.6Needs Improv None 2 0.2 0Not Acceptable Unfav 1 0.2 0
Pass-Through Cost Methodologies ImplementedSuperior Fav >10% 5 0.05 0Excellent Fav >5% 4 0.05 0Good Fav < 5% 3 0.05 0Needs Improv None 0% 2 0.05 0.1Not Acceptable Unfav 1 0.05 0
Weighted Cat Avg 3.5CommentsValue assessment of upgrades to process / systems employed
Base Pay Savings measured by market rate before / after agency input
Pass-Through Savings vs. currently paying
![Page 31: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/31.jpg)
An overall score is calculated and used to measure indirect suppliers’ performance
Indirect Supplier Evaluation Criteria
Indirect Supplier KPI Score
3.89
Weight X Score = Indirect Supplier KPI Score
• Weight = 30% • Score = 4
• Weight = 30% • Score = 4.3
• Weight = 40% • Score = 3.5
EXAMPLE
Contract Compliance
Customer Satisfaction
Cost Competitiveness and Continuous Improvement
![Page 32: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/32.jpg)
Guidelines for developing KPIs
• Determine criteria for identifying which suppliers will be measured by KPIs
• What gets measured, gets done. Be clear on what you’re measuring and why.
• Develop jointly with suppliers to achieve buy-in
• Align KPIs with your goals and objectives
• Develop KPIs that are objective and measurable
• Limit KPIs to a manageable number
• Communicate results to suppliers and management on a timely basis
• Complete the process and follow-up on results and corrective actions
KPI Guidelines
Business Benefits• Generates supplier
improvements that benefit you
• Justifies supplier’s inclusion in your supply base
• Identifies need to re-source supplier
• Strengthens and improves supplier relationships
• Develops suppliers
• Rewards for performance
KPIs drive continuous improvement and cost savings
![Page 33: KPIs: Improving Supply Chain Performance Management Northeast Supply Chain Conference and Exposition Framingham, MA September 19 – 21, 2004 Tim Dolan,](https://reader036.fdocuments.in/reader036/viewer/2022062312/551830c055034684678b4e67/html5/thumbnails/33.jpg)
Questions