SC_DeviationofSalesForcstPanel#2VIP免费

衡量指标依据表BasisforMeasurement020111D:\iknow\docshare\data\cur_work\14304498.docPage1of1业务流程BusinessProcess供应链管理SupplyChainManagement绩效指标图例及数字PanelLegendandNumber销售计划偏差率#2DeviationofSalesForecast#2绩效指标负责人Panelowner蔡长钗分流程描述Sub-processdescription计划分流程PlanningSub-Process界限Boundaries安海总部AnhaiHeadquarter范围Scope计划内每一单品EachSKUunderPlanning.输入In产品要货计划OrderPlanofFinishedGoods输出Out实际发货ActualDelivery为何要进行评估Reasonformeasurement销售计划对供应链流程影响巨大SalesForecastcausesGreatImpacttoSupplyChainProcess与结果指标的联系Linkagetoresults提高销售计划准确率可降低库存天数与库存成本IncreaseofAccuracyofSalesForecastWillcausesmallerDOH.AndCostofInventory衡量指标定义Measurementdefinitions销售计划与实际发货对比SalesPlanvs.ActualDelivery衡量指标依据表BasisforMeasurement020111D:\iknow\docshare\data\cur_work\14304498.docPage2of1衡量指标计算公式及图表生成Measurementcalculation(formula)andGraphlayout销售计划偏差率=（Σ计划单品销售预测-计划单品实际发货量|）/Σ计划单品实际发货量DeviationofSalesForecast=（Σ|SalesforecastforEachSKUunderPlanning,(incase)-ActualDeliveryofEachSKUunderPlanning.(incase)|）/ΣActualDeliveryofEachSKU.underPlanning(incase)数据收集的频率Frequencyofdatacollection每月Monthly数据来源Datasource销售部销售计划与发货统计(来源于销售)SalesPlanandDeliveryStatisticsfromSalesDepartment基线Baseline27%基线设立的依据Basisforbaseline2001年1月到11月的平均值AverageofJan.throughDec.2001能力可达绩效Entitlement17%可达绩效设立依据BasisforEntitlement选择历史的最佳20.68%,向17%的方向努力,建议销售部门来确定和配合。WewillchoosetheHistoryBest20.68%andworktowardtarget17%,Withtheadvicethatsalesdepartmentshouldmakedecisionandholdcooperativeattitude.绩效考评图整合流程Cockpitchartconsolidationprocess每月由负责人收集数据，交衡量专员WeeklyDatacollectedandcalculatedbythePanelOwnertosubmittotheSupplyChainMeasurementSpecialist.评估专员(张碧玲)MeasurementSpecialist(ZhangBiLing)签名:Sign.日期:Date:流程顾问(泰维多)ProcessResultant(Victor)签名:Sign.日期:Date:跨功能小组领导(王向阳)CFTLeader(WangXiangYang)签名Sign.日期:Date:评估负责人(许大座)MeasurementOwner(XuDaZuo)签名Sign.日期:Date: