28_09 logistics performance metrics
TRANSCRIPT
![Page 1: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/1.jpg)
Ing Andrea CampagnaIng. Andrea Campagna
Logistics Performance Metrics
2009
1
![Page 2: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/2.jpg)
QuestionsQ
• What are logistics metrics?• What are logistics metrics?• Why to measure?• How can metrics be classified?• Which metrics are commonly used?• Which metrics are commonly used?• How to develop metrics?• How to measure?
2
![Page 3: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/3.jpg)
Logistics metricsg
• Measure the performance of various logistics • Measure the performance of various logistics functions (internal and external)
• Focus on time, quality, availability, cost, profit and reliabilityp y
• May be financial (cost and revenue) or non financial (service and productivity)non-financial (service and productivity)
• Include the critical success factors for all levels of the business
3
![Page 4: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/4.jpg)
Why to measure logistics performance?y g p
• To reduce operating costsTo reduce operating costs– Measuring operating costs helps identify whether and
where to make operational changes to control expenses d d f f d and identifies areas for improved asset management
• To drive revenue growth– To attract and retain valuable customers, the price/value
of products offered can be enhanced through cost reductions and service improvements in logistics activitiesreductions and service improvements in logistics activities
• To enhance shareholder value– The returns on shareholder investments and the market The returns on shareholder investments and the market
value of the firm are impacted by the performance of firm logistics
4
![Page 5: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/5.jpg)
The context of logistics metricsg
MEASURESMEASURESACTIONSACTIONS
DECISIONSDECISIONSDECISIONSDECISIONS
5
![Page 6: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/6.jpg)
Classification of logistics metricsgLogistics Metrics
ExternalInternal
• Internal metrics measure • External metrics reflect the the performance of the system or the internal
f h l
expectations of the organization by external
components of the logistics system (production plant, warehouses transportation
entities (customers, stockmarkets, government, third-party agencies)warehouses, transportation
equipment)third-party agencies)
6
![Page 7: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/7.jpg)
Example of metricsp
• Internal metrics• Internal metrics
time travel totaltime travel loaded
nutilizatiotruck =time travel total
full in delivered ordersof number shipments complete =
period a in orders totalshipments complete =
• External metrics
shipments No totaltimedelivery promisedof 4h withinshipments No
yreliabilit service±
=
7
![Page 8: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/8.jpg)
Internal metrics drive the external
• For example the % of on-time deliveries of • For example, the % of on-time deliveries of shipments by a carrier is an external metric.
• However it is driven by internal metrics:– on time departure of delivery trucks, p y ,– reliability of trucks,
% of time on road – % of time on road, – etc.
• External metrics are tipically financially and service oriented
8
service oriented
![Page 9: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/9.jpg)
Strategic and operational levelg p
• Metrics are strategic and operational Metrics are strategic and operational depending on the focus and level of detail
Strategic metrics focus on overall system-level – Strategic metrics focus on overall system-level performance
– Operational metrics focus on unit-level or – Operational metrics focus on unit-level or machine-level performance
• Example• Example– “% of travel time with full load” can be measured
regarding the entire fleet (Strategic) or the single regarding the entire fleet (Strategic) or the single vehicle (Operational)
I b th t i b th 9
• In both cases metrics can be the same
![Page 10: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/10.jpg)
Analysis of commonly used metricsy y
Logistics Metrics
ExternalInternal
System-level Function-level Customers Government Investors
FinancialNon-Financial
10
![Page 11: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/11.jpg)
Internal/System-level metricsy
Example of metrics at system-level They can Example of metrics at system level. They can be divided into
• FinancialFinancial– Inventory turnover ratio
• Non-financialNon financial– % of demand met
11
![Page 12: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/12.jpg)
Financial: inventory turnover ratioy
• Useful to evaluate the speed of movement of • Useful to evaluate the speed of movement of goods through a company. It determines the n mber of times in entor is t rned o er number of times inventory is turned over during the year.
sold goodsof costratioturnover inventory =
investmentinventory averageratioturnover inventory =
Higher ratio is better!12
• Higher ratio is better!
![Page 13: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/13.jpg)
Non-financial: % of demand met
• It is an indicator of the operational • It is an indicator of the operational capabilities of a company
demand totalfulfilled orders
met demandof % =demand total
• Reasons for low % can be poor forecasting, insufficient capacity, low inventory levels, p y, y ,poor quality and unreliable production and distribution system
13
distribution system
![Page 14: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/14.jpg)
Internal/Function-level metrics
Example of metrics related to the main Example of metrics related to the main logistics functions in the supply chain
• TransportationTransportation• Warehousing• Production• Maintenance• Maintenance• Vendor selection
14
![Page 15: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/15.jpg)
Transportation: transit time variabilityp y
• Non-financial metric that captures the • Non financial metric that captures the variation in transit time (TTV)
• Indicates the reliability of the transportation function
TT Minimum- TTMaximumTVT =
TTAverageTVT =
• Less variability in transit time helps customers plan the work more efficiently
15
plan the work more efficiently
![Page 16: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/16.jpg)
Warehousing: operating cost per unitg p g p
• Financial measure of the cost-effectiveness of • Financial measure of the cost effectiveness of operating a warehouse; depends on warehousesi e and thro ghp tsize and throughput
• Fixed cost (increases with size)( )– Building, equipment, fixed payroll
Variable cost (increases with loads processed)• Variable cost (increases with loads processed)– Contract manpower, variable utilities, fuel
• Overhead cost– Heating lighting insurance taxes
16
Heating, lighting, insurance, taxes
![Page 17: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/17.jpg)
Production: defectives
• Defectives not fixable have to be scrapped • Defectives not fixable have to be scrapped, bringing down the production rate
• The unit cost of production increases – cost of repair + cost of labor + cost of materialp
• The related metric is:
repaired be cannot that unitsof number rejects %
produced unitsof number totalrejects % =
17
![Page 18: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/18.jpg)
Maintenance: mean time to repairp
• The average active maintenance time rt• The average active maintenance time to perform corrective maintenance
t
• It depends on the type and frequency of failures
∑ tf
∑∑= jjr
t
tft
∑ jt
j type failureof frequency f
j type failurerepair to time averaget
j type failureof frequency f
j
j
18
j type failurerepair to time averagetj
![Page 19: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/19.jpg)
Vendor selection: % of good partsg p
• Measure of the reliability of the supply in • Measure of the reliability of the supply in terms of the quality of the delivered parts
defectives -supply totalt g df %
quantitysupply totalpp y
parts goodof % =
• If not 100% it leads to shortage of parts and • If not 100% it leads to shortage of parts and additional costs (reverse logistics)
19
![Page 20: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/20.jpg)
External/Customers
• Customer service has 3 dimensions• Customer service has 3 dimensions– Quality (Number of good parts sold, % of
hi t d li d ti )shipments delivered on time,…)– Time (Leadtime)– Cost (unit cost of providing a service)
• Metrics• Metrics– Service reliability
C l i– Customer complaints
20
![Page 21: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/21.jpg)
External/Government
• Governments tend to measure industry Governments tend to measure industry performance based on
Number of new jobs created– Number of new jobs created– Revenues from taxes
N i f t t d l t– New infrastructures development– Impact on other industries
• They also evaluate negative aspects such as– Pollution– Congestion– Crimes
21
Crimes
![Page 22: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/22.jpg)
External/Investors
• View in monetary terms of the company • View in monetary terms of the company performances
• Metrics
earnings retainedsharesof number
earnings retainedshareper earnings =
debts totalleverage financial =
assets totalleverage financial =
22
![Page 23: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/23.jpg)
How to design the metrics?g
1 Define the system that has to be measured 1. Define the system that has to be measured and its components
2. Determine the functional requirements or expectations of the systemp y
3. Identify metrics that can quantitatively measure the functional requirementsmeasure the functional requirements
Make sure to understand the relationship between metrics!
23
between metrics!
![Page 24: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/24.jpg)
Issues in logistics metricsg
• Simple and easy to understand in terms of Simple and easy to understand in terms of measuring, calculating and interpreting
• Measurement units• Measurement units• Data availability• Reporting on measures (charts or graph, trend
analysis)y )• Quality of measures (perceived accuracy,
actionability and internal comparability and actionability, and internal comparability and compatibility )Understanding the drivers of the performance
24
• Understanding the drivers of the performance
![Page 25: 28_09 Logistics Performance Metrics](https://reader030.vdocuments.net/reader030/viewer/2022020720/547fc0765806b5cc5e8b48a2/html5/thumbnails/25.jpg)
How to measure the metrics?
• Manually• Manually– Data collection by means of paper forms– Time measurement of logistics processes– Financial documents analysisy
• AutomatedInformation System (ERP DB analysis)– Information System (ERP, DB analysis)
– Communication Technology (Tracking&Tracing)– Dedicated software (“Cockpit” of Key Performance
Indicators, KPI)
25