衡量指标依据表BasisforMeasurement020111D:\iknow\docshare\data\cur_work\14304838.docPage1of1业务流程BusinessProcess供应链管理SupplyChainManagement绩效指标图例及数字PanelLegendandNumber坐标图#5采购周期时间PurchasingCycleTime#5绩效指标负责人Panelowner曾蛟ZengJiao分流程描述Sub-processdescription采购周期时间PurchasingCycleTime界限Boundaries从收到五种主要原材料（木浆，塑料米，打孔膜，无尘纸，高分子）要货计划到供应商确认合同的日期Fromrawmaterial(ofthe5majorcommodities–Pulp,PE,PerforatedPEFilm,AirlaidPaper,SAP)requesttillsupplierconfirmedthedateofcontract范围Scope整个公司TheWholecompany输入In收到以上所列五种主要原材料要货计划Receiverawmaterialrequestofthe5majorcommoditieslistedabove输出Out供应商确认SupplierConfirmation为何要进行评估Reasonformeasurement缩短采购周期时间ReducethePurchasingCycleTime与结果指标的联系Linkagetoresults通过缩短和控制采购周期时间，减少库存天数，降低库存价值ViareducingandcontrollingPurchasingCycleTime,itreducesthedaysonhand,andInventoryValue衡量指标定义Measurementdefinitions从收到原材料要货计划到供应商确认合同日期的时间FromrawmaterialrequestisavailabletilltheContractDateisconfirmedbysupplier衡量指标计算公式及图表生成Measurementcalculation(formula)andGraphlayout收到供应商确认的日期时间–收到原材料要货计划的日期时间+1(如果跨月应按实际天数进行计算)Dateconfirmedbysupplier–daterequestforrawmaterial+1(calculatethedateaccordinglyifcrossestothefollowingmonth)数据收集的频率Frequencyofdatacollection每月Monthly数据来源Datasource采购供应部月报表PurchasingandSupplyingMonthlyReport基线Baseline12天12Days衡量指标依据表BasisforMeasurement020111D:\iknow\docshare\data\cur_work\14304838.docPage2of1基线设立的依据Basisforbaseline2001年1月到11月的平均值JanuarytoNovember2001average能力可达绩效Entitlement6天6Days可达绩效设立依据BasisforEntitlement提高计划准确率,降低偏差率,加强对供应商的选择和评审，建立战略合作伙伴关系，实现部份材料的移仓。Improveplanningaccuracy,decreaseinaccuracy,EnforceapprovalandselectionofSupplier,setupstrategicandcooperativepartnerrelationshipwithsuppliers,Realizeshiftwarehouseofpartialmaterials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Panelownercollectsdatamonthly,submittomeasurementspecialist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:
