華為集成供應鏈KPIFinalV2.1ISCINTZXP20030910

1、華為isc項目文檔狀態(tài): 草案 x 批準主題: 華為集成供應鏈kpi文檔責任人: isc項目組文檔號: mdl-wp-01 秘級: 秘密版本號: final v2.1華為集成供應鏈kpi華為isc項目組日期: 2003年9月10日1、preface序言: this document describes key performance indicators for evaluating the performance of to-be integrated supply chain processes of huawei.本文所描述的kpi是基于華為未來集成供應鏈流程的關(guān)鍵績效指標。 2、doc

2、ument revision record文件修訂記錄:rev date修訂日期revision points修訂摘要changes made是否有修改(y/n)2003/06/12isc流程在2003年2月13日落地后，經(jīng)過幾個月的運行大部分流程趨于固化。各個推行組結(jié)合流程在業(yè)務部門的實際運行情況，根據(jù)kpi的可用性和可統(tǒng)計性，對于isc項目發(fā)明階段制定的kpi及其目標進行了重新審視。2003年6月12日isc項目組召開了針對kpi審視的crb會議，對于各個組提交的kpi cr進行了評審。本次文檔修訂就是依據(jù)crb會議評審結(jié)論進行的。相對于第一版，做了如下修改：1、 銷售kpi：對于“oe

3、entry cycle time”的獲取點改為了book order。2、 計調(diào)kpi：根據(jù)aps系統(tǒng)實施，對于所有kpi進行了重新修改。3、 采購kpi：由于數(shù)據(jù)收集困難，取消了一個功能優(yōu)秀指標“合格sourcing方法使用率”。4、 制造kpi：取消了三個功能優(yōu)秀指標“工序準確率、bom準確率、item準確率”，調(diào)整了一個功能優(yōu)秀指標“工藝路線準確率”的定義。5、 物流kpi：結(jié)合華為的實際業(yè)務情況，取消了一個支持供應鏈可靠性方面的isc kpi指標“貨物完好率”。y2003/08/21根據(jù)2003年7月29日isc月度推行例會的決定：fdl將kpi的統(tǒng)計方法、定義、目標與fdm再做一次溝

4、通，優(yōu)化后，由fdl和fdm以推行承諾書的形式簽署，并在述職報告中體現(xiàn)。各個fdl就各領域kpi與各自的fdm進行了溝通，并在2003年8月21日的isc crb會議上把要進行變更的kpi進行了評審。本次文檔修訂就是依據(jù)該次crb會議評審結(jié)論進行的。相對于第二版，做了如下修改：1、 在原來的kpi指標體系中，增加“供應鏈成本”維度的kpi。各個領域能增加的本次增加，不能增加的留出空間，以后增加。2、 銷售kpi：內(nèi)部訂單更改率仍保留原來的定義，增加一個小的指標來反映報價、工勘、成套、業(yè)務支持原因?qū)е碌挠唵胃摹?、 采購 kpi：1）把原來采購功能優(yōu)秀指標“pca”調(diào)整為供應鏈層面的kpi，并

5、作為供應鏈成本維度的指標；2）供應鏈層面增加“按計劃到貨率”指標，把原來供應鏈層面的“準時交貨率”指標調(diào)整為采購功能優(yōu)秀指標；3）取消“單貨不符率”。y3、distribution approval record發(fā)布批準記錄:this document needs to be endorsed before distribution by本文件發(fā)布前需要以下人員會簽：name姓名sign簽名dept部門title職位date of approval批準日期李揚銷售推行引導組組長張文彬采購推行引導組組長馬學杰采購推行引導組副組長金 濤制造推行引導組組長單康寧物流推行引導組組長張勇維計調(diào)推行引導組

6、組長邱生雨預測推行引導組組長孫 銘銷售推行組組長王皖晉采購推行組組長李建國制造推行組組長郗愛青物流推行組組長吳涉丹計調(diào)推行組組長許安東預測推行組組長4、distritution record文件發(fā)放記錄: this document is distributed to本文件已經(jīng)發(fā)至以下人員/部門：name姓名sign簽名dept部門title職位date of distribution下發(fā)日期5、approved by senior mgmt高層領導審批:name姓名sign簽名dept部門title職位date日期邢憲杰isc推行第2階段項目組項目經(jīng)理梁 華供應鏈管理部部長6、this do

7、cument is prepared by文件擬訂:name姓名sign簽名dept部門title職位date日期鐘效培isc項目組集成組成員2003/06/21(v2.0)鐘效培isc項目組集成組成員2003/09/10(v2.1)7、text正文:huawei isc kpi華為集成供應鏈kpi7.1 what is kpi kpi是什么: a standardized common language established for evaluating business performance (with the potential of becoming an industry sta

8、ndard）. kpi是通過對業(yè)務績效衡量的標準化，建立起一套衡量業(yè)務績效的共同語言（在有些情況下，這些標準化的指標可能成為業(yè)界標準）。 huawei isc kpis are a set of standard criteria for understanding supply chain performance developed in reference to supply chain operation reference model. 華為集成供應鏈的kpi是參照供應鏈流程參考模型（scor），制定的衡量華為供應鏈績效的標準 。7.2 what are the objectives

9、of kpis kpi的作用是什么: 1、 develop a common language for evaluating business performance, based on which to depict a best practice vision and the course of action to approach it. 制定公司衡量業(yè)務績效的“共同語言”，并在此基礎上勾畫公司關(guān)于“最佳實踐”的愿景，以及實現(xiàn)這一愿景的途徑。 2 、help understand the gap of as-is practice versus to-be vision and pinp

10、oint areas to be focused on in supply chain management with continuous improvement actions taken together with collaborative partners. 幫助公司了解供應鏈現(xiàn)狀和愿景之間的差異，并在供應鏈的管理中，挑選出需要優(yōu)先關(guān)注的領域，以便與合作伙伴一起，及時采取行動并持續(xù)改進。 3 、provide a comparison between business performance and industry benchmarking to help identify an

11、organization's advantages and improvement opportunities in supply chain operation. 提供業(yè)務績效與業(yè)界基準的比較，藉以識別公司供應鏈優(yōu)勢和改進機會。 4 、analyze by means of kpi comparison characteristics of other supply chains with competing strategies to assist an organisation in measuring how successful they are in achieving t

12、heir desired positioning within the competitive market space. 通過kpi可以將我司供應鏈與其它具有競爭性策略的供應鏈進行比較分析和評估，協(xié)助企業(yè)衡量它們在多大程度上實現(xiàn)了其在競爭性市場中期望的目標定位。7.3 how are the kpis structured kpi及其結(jié)構(gòu): kpis are structured into two layers, viz. 4 supply chain level kpis with 29 underlying function level kpis supporting them. kpi

13、從結(jié)構(gòu)上可以分為兩個層次，即4個“供應鏈層面kpi”是通過29個下層“功能層面kpi”來支持的。7.3.1 at supply chain level the 4 kpis are categorized into 3 major dimensions: supply chain reliability, supply chain flexibility & responsiveness and asset utilization . 供應鏈層面的4個kpi可以分為三個主要維度：供應鏈可靠性、供應鏈柔性及響應能力、資產(chǎn)利用。 l supply chain reliability供應鏈可

14、靠性： the performance of the supply chain in delivering: the correct product, at the correct time, in the correct condition and packaging, in the correct quantity, with the correct documentation, to the correct customer. 1 kpis are identified in this area: on time complete delivery.即供應鏈在交貨方面的表現(xiàn)，是指正確的貨

15、物、在正確的時間、正確的條件及包裝、具有正確的數(shù)量、附帶正確的文檔，發(fā)給正確的客戶。在這個方面有1個kpi對應：“ 合同及時齊套到貨率 ” ；l supply chain flexibility & responsivenss供應鏈柔性及響應能力：the velocity at which a supply chain provides products to the customer and the agility of a supply chain in responding to marketplace changes to gain or maintain competitiv

16、e advantage. 2 kpis are identified here: order fill cycle time and supply chain response cycle time. 是指供應鏈為獲得或保持競爭性優(yōu)勢而對市場變化響應的靈敏度，及將產(chǎn)品提供給客戶的速度。這里有2個kpi對應它：“訂單履行周期”、“供應鏈響應周期”。l asset utilization資產(chǎn)利用：the effectiveness of an organisation in managing assets to support demand satisfaction. this includes

17、the management of all assets : fixed and working capital. 1 kpi is identified for this dimension:inventory turns/inventory days on hand; 是指一個企業(yè)在管理資產(chǎn)以支持滿足需求方面的效率。它包括所有資產(chǎn)的管理：固定資產(chǎn)和流動資產(chǎn)。 有1個kpi對應這個維度：“庫存周轉(zhuǎn)天數(shù)/庫存周轉(zhuǎn)率”。l in scor model, first level supply chain performance indicators also include supply chai

18、n cost or percentage of scm cost against total sales revenue. in view of the complexity of cost measurement and the fact that it is not an area of priority in current huawei so cost is excluded out of the supply chain kpi set. 在scor模型中，第一層供應鏈指標還包括“供應鏈成本”，即：供應鏈管理成本占總銷售額的比例?？紤]到成本衡量標準比較復雜，而且，它不是目前華為最關(guān)注

19、的領域，故本次不考慮。（備注：我們雖然現(xiàn)在還沒有確定出第一層“供應鏈成本”維度的指標，但是本次我們在供應鏈kpi指標體系中增加這一維度，待以后確定出指標后再補充。）7.3.2 at function level the 29 kpis are function specific and each contribute to one or more than one supply chain level kpis, among which ,功能層面的29個kpi是功能特定的，同時每一個kpi又支持一個或多個供應鏈層面的kpi，它們之中，l 10 are linked to supply cha

20、in reliability(on time complete delivery); 與供應鏈可靠性（及時齊套到貨率）關(guān)聯(lián)的有10個;l 10 are linked to supply chain flexibility & responsivenss(order fill cycle time and supply chain response cycle time); 與供應鏈柔性及響應能力（訂單履行周期、供應鏈響應周期）關(guān)聯(lián)的有10個；l 8 are linked to asset utilization(inventory turns/inventory doh); 與資產(chǎn)利用

21、（庫存周轉(zhuǎn)天率/庫存周轉(zhuǎn)天數(shù)）關(guān)聯(lián)的有8個；l 1 is linked to supply chain costs；與供應鏈成本的關(guān)聯(lián)的有1個；l 22 don't have a direct impact on supply chain level kpis but play significant role in achieving function excellence. 另外，有22個kpi對供應鏈層面的kpi沒有直接影響，但它們在促進業(yè)務層取得“功能優(yōu)秀”上扮演著相當重要的角色。7.4 further elaboration on the kpis kpi詳述7.4.0 su

22、pply chain kpis供應鏈kpi:numberkpidescriptionformuladate sourcecollection frequencyowner(measure & monitor)current value(jandec,2001)to-be targetisc-01aon time complete delivery(fcd) 合同及時齊套到貨率 (fcd)% of orders received in full and meet fcd (first committed date) 齊套并且滿足fcd的訂單數(shù)量（fcd：首次承諾日期）(d1/d2)*10

23、0%d1=number of orders received by customer on or before fcd客戶準時接收或比fcd日期提前接收的訂單數(shù)d2=total orders received by customer during the measured month. 在統(tǒng)計月內(nèi)客戶接收的總訂單數(shù) oraclemonthlyscm82%isc-01bon time complete delivery(crd)合同及時齊套到貨率(crd)% of orders received in full and meet crd (customer requested date)齊套并且

24、滿足crd的訂單數(shù)量（crd：客戶需求日期）(d1/d2)*100%d1=number of orders received by customer on or before crd 客戶準時接收或比crd日期提前接收的訂單數(shù)d2=total orders received by customer during the measured month. 在統(tǒng)計月內(nèi)客戶接收的總訂單數(shù) oraclemonthlyscmno statistics availableisc-02inv turns 庫存周轉(zhuǎn)率inventory turns庫存周轉(zhuǎn)率(d1/d2)*12d1=cost of goods s

25、old based on monthly sales月度銷售的貨物成本d2=average current inventory value當前平均的庫存價值notes：average=sum of inv. per working day / no. of working day in a month. “平均”= 一個月內(nèi) 每個工作日的庫存之和/一個月內(nèi)的工作日天數(shù)。oraclemonthlyscm2.04times per yearisc-03sc response cycle time供應鏈響應周期cumulative cycle time from procurement throug

26、h delivery. 從采購到發(fā)貨累積的周期d1+d2+d3d1=procurement cycle time =pg-sc-04（procurement standard lt）+pg-sc-03.1(pr/po cycle time) +pg-sc-03.2(po approval cycle time) d2=manufacturing cycle time = km-sc-(02+03+04) (sub-assembly manufacturing work order cycle time + ato manufacturing work order cycle time + fi

27、nal assembly staging cycle time )d3=shipping cycle time=ml-sc-05(ship cycle time )oraclemonthlyscm68daysisc-04order fill cycle time 訂單履行周期aggregated cycle time(from formal contract signing through order processing, manufacturing and delivery). 總計的周期（從正式合同簽定開始，經(jīng)過訂單履行、制造，到收貨）calculate order fill cycle

28、 time per order =(d2d1) and get the average cycle time先計算出每一個訂單的訂單履行周期（d2-d1），然后計算出平均值d1=time when formal contract is signed正式合同簽定時的時間d2=time when order is 'received' by customer客戶“接收”訂單的時間 oraclemonthlyscm38days7.4.1 sell goods kpi銷售kpi: table 1： table 2:numberkpidescriptionformuladate sour

29、cecollection frequencyowner(measure & monitor)current value(jandec,2001)to-be targetsg-sc-01internal/external customer complaints due to inaccurat contract mgmt.合同履行錯誤引起的內(nèi)、外部客戶投訴（%）percentage of both customer's complaints on contract errors and internally found contract errors in whole proce

30、ss from making proposol to initial acceptance testing. time division: from shipment to initial acceptance testing (external);from contract signed to shipment (internal). 從制作建議書到初驗整個周期內(nèi)，因合同管理、訂單管理導致合同錯誤而受到客戶投訴率及內(nèi)部發(fā)現(xiàn)的合同錯誤率。時間劃分：外部投訴，從發(fā)貨到初驗期間發(fā)生的投訴；內(nèi)部投訴，從合同簽訂到發(fā)貨期間的投訴。contract error refers to any contrac

31、t configuration related mistakes. 合同“錯誤”的定義為任何有關(guān)合同配置的錯誤。包括客戶投訴及工勘、成套、制造部門各環(huán)節(jié)發(fā)現(xiàn)的上游業(yè)務的錯誤.(customer complaints on contracts+internal mistakes occured before initial acceptance testing) / ccp shiping contracts (客戶對合同錯誤的投訴華為內(nèi)部直到初驗期間發(fā)現(xiàn)的錯誤) / ccp發(fā)貨合同數(shù)call center, issue feedback from oe upstream,engineering

32、 design business monthly sheet. monthlybidding office manager, engineering mgnt dept. manager, contract mgnt dept. manager29.5%3%sg-sc-02(internal) order changes ratio (內(nèi)部)訂單更改率（%）no. of internal order changes to total amount of order changes. 由于內(nèi)部原因?qū)е赂挠唵蔚拇螖?shù)占同期訂單總數(shù)的比率它包括除客戶需求原因以外的所有公司的內(nèi)部原因造成的訂單更改，既

33、包含銷售原因，也包含欠料、bom、eco、采購等原因。isc-sc-02-01銷售內(nèi)部訂單更改率：對于由于報價、工勘、成套、業(yè)務支持等銷售原因造成的訂單更改。no. of internal order changes / total no. of orders 'change' refers to changes caused by eco or other internal reasons.因內(nèi)部原因?qū)е赂挠唵蔚拇螖?shù)/同期訂單數(shù)。 “更改”可定義為因eco和其他內(nèi)部原因?qū)е碌母?。oracle, order change work flowmonthlysales mgnt

34、. dept. manage r14%8.5%sg-sc-03orders meeting customer requirements訂單可達客戶要求的比率（%）percentage of scheduled order dates that meet crd. 排產(chǎn)期可滿足客戶要求日期的比率 no.of orders with fcd earlier than crd/ total no. of orders(statistics can be made to different customer tiers in to-be process) 已排產(chǎn)訂單日期等于或早于客戶要求日期的數(shù)目/

35、同期所發(fā)訂單總數(shù)（將來可按不同客戶層次來統(tǒng)計）monthlysales mgnt. dept. managerno statistics available.90%sg-sc-04oe entry cycle time訂單錄入周期from contract signed to configuration completed （see oe cycle time detail description). 從合同簽訂后到成套完成為止的時間（見訂單錄入周期詳細描述)toe=date of confirm availability date of contract sign詳細配置完成時間點減去合同簽

36、訂時間點 (see oe cycle time detail description見訂單錄入周期詳細描述)capture point獲取點:book order,date from om and cm 訂單預訂，date from om and cmom, contract mgnt. systemmonthlycontract management dept. manager17days3dayssg-sc-05loan goods inventory doh 借貨庫存周轉(zhuǎn)天數(shù)（d）days on hand of loan goods in rso warehouses. 辦事處借貨庫存在

37、庫天數(shù)doh(average inventory/consumption)*(365/12)doh(平均庫存量/用量)*(365/12)* doh:days on hand在庫天數(shù)capture point獲取點:monthly from erp system每月從erp系統(tǒng)中提取oraclemonthlysales management dept. manager95days92dayssg-sc-06finished goods & poc inventory doh成品及poc庫存周轉(zhuǎn)天數(shù)（d）finished goods inventory days on hand cause

38、d by customer canceling, delay or postponed atp testing. 合同簽訂前未進行atp檢查及客戶取消或延遲發(fā)貨導致的成品庫存；poc庫存中按客戶需求定制的部分。time division: elapsed time from finished goods entering storage to customer receipt (eliminate average shipping time). 時間劃分：從成品入成品庫開始到客戶簽收截至，減去平均運輸時間。 doh(average inventory/consumption)*(365/12)

39、doh(平均庫存量/用量)*(365/12)* doh:days on hand在庫天數(shù)capture point獲取點:monthly from erp system.每月從erp系統(tǒng)中提取oraclemonthlysales management dept. manager4.8days(including all finished goods.not onlythe finished goods by the customer reason created.)3dayssg-fe-01undetected opportunities突發(fā)的機會點比率(%)no. of unexpected

40、 opportunities to all established projects within 1 week. 在短于1周之內(nèi)，突發(fā)的機會點數(shù)目占立項數(shù)目的比率。no.of unexpected opportunies/no.of established projects突發(fā)機會點數(shù)目/同期立項數(shù)目 'unexpected opportunity' refers to projects required to have the bidding document within one week “突發(fā)機會點”指短于一周之內(nèi)要遞交標書的項目technical & bus

41、iness approvalmonthlysales management dept. managerno statistics available.the kpi will be measured until oppty system has been implemented(暫不統(tǒng)計)sg-fe-02win rate投標成功率(%)percentage of win-bids. 獲勝投標項目占同期投標項目的比率win-bid projects /total bidding projects 獲勝投標項目/同期投標項目oppty mgnt systemmonthly65%the kpi wi

42、ll be measured until oppty system has been implmentedsg-fe-03sales process violations 銷售過程中的違規(guī)事件violations found by approval reviewers during his/her monitoring of sg process established projects without opportunity assessment. 項目經(jīng)理在對銷售過程的監(jiān)控中發(fā)現(xiàn)的違規(guī)事件。包括未經(jīng)機會點評估即立項等違規(guī)行為。total amount of violations found

43、 by contract audit during statistical period in project. 統(tǒng)計期內(nèi)合同審計發(fā)現(xiàn)的違規(guī)事件總數(shù)。approval workflowmonthlysales management dept. managerno statistics available.1%7.4.2 forecast kpi預測 kpi ：table 1table 2 numberkpidescriptionformuladate sourcecollection frequencyowner(measure & monitor)current value(jand

44、ec,2001)to-be targetdf-sc-01weighted demand forecast error -wdfe加權(quán)要貨預測偏差率wdfe measure of weighted average of the last five time demand forecast for the period compare to actual demand. 近5次要貨預測加權(quán)值相對實際需求偏差程度wdfe =(dw-da)/dw)*100%dw=di * wi , i=1,2,3,4,5di: the ith time demand forecast for the computin

45、g period 對需測評月的的第i次要貨預測值da: actual demand實際需求 wi=1, i=1,2,3,4,5 wi: weight of the ith time demand forecast 第i次預測所占權(quán)重the approved df and the real demand data from operation dept. 要貨預測文件及生產(chǎn)統(tǒng)計的實際需求值monthlyoverall marketing plan dept. managers20%15%df-fe-01average sales forecast error -asfe平均銷售預測偏差率asfe

46、measure of the last three time sales forecast for the period compared to actual sales. 近3次銷售預測與實際銷售值的平均偏差程度asfe= (|fi-sa|/fi)/n i=1,.,n, n=3,fi: the ith time sales forecast,需測評月銷售量的第i次預測值sa: actual sales for the computing period 需測評月的實際銷售值the reviewed sf and the real sales data from brunch offi. 銷售預

47、測評審會通過的銷售預測值及區(qū)域機構(gòu)管理部統(tǒng)計的實際銷售值。monthlyoverall marketing plan dept. managers,regional offices management managers35%25%df-fe-02mean absolute percent error -mape 平均絕對值偏差率mapethe average of percent errors with signs ignored.ape =(|ai - fi|)/ai) * 100 %ai: actual result fi: forecastmape = apei / ni=1,.,n,

48、 n=12forecast from the forecast application, and actual result for the period to be measured. 銷售預測及要貨預測文件，實際統(tǒng)計的銷售與要貨。monthlyoverall marketing plan dept. managersno statistics available.暫不定df-fe-03mean absolute deviation -mad 平均絕對偏移madthe mean absolute error over several periods.mad = (|ai - fi|) / n

49、 i=1,.,n, n=12ai: actual resultfi: forecastforecast from the forecast application, and actual result for the period to be measured. 銷售預測及要貨預測文件，實際統(tǒng)計的銷售與要貨。monthyoverall marketing plan dept. managersno statistics available.暫不定7.4.3 p&s kpi計調(diào) kpi：table 1table 2numberkpidescriptionformuladate sourc

50、ecollection frequencyowner(measure & monitor)current value(jandec,2001)to-be targetps-sc-01合同物料及時齊套率統(tǒng)計期內(nèi)物料齊套的合同數(shù)占要求完成的合同數(shù)的比例。（統(tǒng)計期物料齊套的合同數(shù)/統(tǒng)計期內(nèi)要求完成的合同數(shù)）*100%ospmonthly計調(diào)業(yè)務科ps-sc-02合同及時齊套發(fā)貨率按客戶要求發(fā)貨日期及時、齊套發(fā)貨合同批次數(shù)占客戶要求發(fā)貨合同批次總數(shù)的比例。（統(tǒng)計期內(nèi)及時齊套發(fā)貨合同批次/統(tǒng)計期內(nèi)客戶要求發(fā)貨合同批次）*100%ospmonthly計調(diào)業(yè)務科ps-sc-03合同平均執(zhí)行周期（合同

51、approve至發(fā)貨）統(tǒng)計期內(nèi)發(fā)運集從approve到發(fā)貨的平均時間。統(tǒng)計期內(nèi)發(fā)運集從approve到發(fā)貨的總時間/統(tǒng)計期內(nèi)發(fā)貨的發(fā)運集數(shù)ospmonthly計調(diào)業(yè)務科ps-sc-04raw material inventory turns/doh 原材料庫存周轉(zhuǎn)率/周轉(zhuǎn)天數(shù)統(tǒng)計期內(nèi)公司供應鏈環(huán)節(jié)的原材料（含材料儲備）周轉(zhuǎn)率/the average usage days of raw material on hand.原材料庫存的平均使用天數(shù)。（統(tǒng)計期內(nèi)原材料出庫成本/統(tǒng)計期內(nèi)原材料平均庫存）*365/統(tǒng)計期doh=d1/d2d1:average rm inventory in certian

52、 a month. 一個月內(nèi)原材料的平均庫存d2:rm usage in certain a month. 一個月內(nèi)原材料的用量 erpmonthlyplanning & scheduling manager65days(5.5 times per year)ps-sc-05sub-assembly inventory turns半成品庫存周轉(zhuǎn)率meausre the semi-finished good inventory turns (post fqc, pre-packing: cheng pin ban) 評估半成品庫存周轉(zhuǎn)率（fqc后、包裝前：成品板） (d1/d2)*365

53、/d3d1: total cost of sub-assembly issued against work orders in certain statistical period統(tǒng)計期內(nèi)，按照任務令出庫的半成品總成本d2: the average inventory level of sub-assembly in statistical period統(tǒng)計期內(nèi)，半成品的平均庫存水平；d3: number of days in certain statistical period統(tǒng)計期的天數(shù)erpmonthlyplanning & scheduling manager16.5times

54、 per year(22days)ps-sc-06整機在制庫存周轉(zhuǎn)率統(tǒng)計期內(nèi)公司供應鏈環(huán)節(jié)的整機在制庫存周轉(zhuǎn)率。（統(tǒng)計期整機任務令裝配入庫總成本/統(tǒng)計期內(nèi)整機任務令在制平均庫存）*365/統(tǒng)計期erpmonthly計調(diào)業(yè)務科ps-sc-07低周轉(zhuǎn)物料比例現(xiàn)有原材料庫存大于六個月用量的部分所占原材料庫存的比例。（原材料庫存量六個月用量）×標準成本/原材料庫存量×標準成本）*100%erpmonthly計調(diào)業(yè)務科ps-fe-01s&op計劃準確率統(tǒng)計期內(nèi)實際發(fā)貨數(shù)量與與前5月s&op計劃加權(quán)平均值的百分比來衡量s&op計劃準確性。abs（1-abs（實際發(fā)貨量-sum前五個月s&op計劃量加權(quán)平均值）/sum前五個月s&op計劃量加權(quán)平均值）erp，apsmonthly計調(diào)業(yè)務科無統(tǒng)計值ps-fe-02fp計劃執(zhí)行率統(tǒng)計期內(nèi)fp計劃中被及時履行的計劃比例。（整機計劃執(zhí)行率+采購計劃執(zhí)行率+半成品計劃執(zhí)行率）/3erp，apsmonthly計調(diào)業(yè)務科無統(tǒng)計值ps-fe-03半成品計劃執(zhí)行率fp回寫erp的半成品任務令總數(shù)中在3天內(nèi)釋放的數(shù)量占回寫的總?cè)蝿樟畋壤?。當月fp回寫erp的新產(chǎn)生的半成品任務令中在3天內(nèi)釋放的任務令數(shù)/當月fp回寫erp的新產(chǎn)生的半成品任務令總數(shù)*100%erp，a