Visualising Your Supply ChainCreating a visual point of balance between inventory and investment
The supply chain stuff is really tricky.” ~Elon Musk, CEO of Tesla and SpaceX
• “
What Are We Going to Chat About?
From Strategy to Execution
We live in an integrated World: The Supply Chain is Part of a Whole!
Objectives of Workshop
• Gain an understanding of the model – From Strategy to
Execution
– Strategic Model – Balanced Scorecard and Strategy Maps
– Supply Chain Model – SCOR
– Benchmarking Model – WERC
• How they all fit together
From Strategy to ExecutionO
PE
RA
TIO
NA
LS
TR
AT
EG
ICM
AN
AG
ER
IAL
STRATEGY
INITIATIVES
Processes
Activities
Clients
Outputs
Measures
IND
IVID
UA
L
ACTIONSRewards
Motivated Staff
Performance
DIVISIONS & TEAMS
DEPARTMENTS
Sup
ply
Ch
ain
Stra
tegi
c Th
em
e
Sup
ply
Ch
ain
Stra
tegi
c Th
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• P1A1
• P1A2
SCOR PROCESS
1
• P2A1
• P2A2
SCOR PROCESS
2
• P3A1
• P3A2
SCOR PROCESS
3
STRATEGY
The Balanced Scorecard
Kaplan and Norton. The Balanced Scorecard – Translating Strategy into Action. HBR Press. 2000.
ENABLEMENTSO14: Recruit, develop and retain capable staff
SO15: Acquire and apply applicable tools & technology SO16: Ensure a healthy and productive work
environmentSO17: Relationships with key strategic partners
CLIENTSO08: Build a strong brand
SO09: A well-established and satisfied customer base
PROCESSSO10: Efficient & Effective Execution of all activitiesSO11: Effective Inventory Management & Control
SO12: Build and retain a strong customer baseSO13: Corporate Governance & Risk Management
FINANCESO01: Maximise Shareholder Value
SO02: Revenue GrowthSO03: Productivity
SO04: Cost ManagementSO05: Asset management
SO06: Account Share GrowthSO07: Market Share Growth
Balanced Scorecard (BSC)
Vision and Mission
Strategy Maps
“Don’t fool yourself: having a strategy map is not the same as having a strategy”
The Balanced Scorecard
Shows how value is created for stakeholders
Why a Strategy Map?
• It communicates strategic intent with clarity
• It focusses on the most important aspects
• It creates alignment
• It shows the logical connections between work and
performance
BSC – Strategy MapFINANCIALSHAREHOLDERSReward
CUSTOMERSDelivery
INTERNALBUSINESS PROCESSExecution
LEARNING ANDGROWTHEnable
RevenueGrowth
Account ShareMarket Share
Client CentricImage &
Reputation
Relationships
Cost & Process Efficiency
OrganisationCulture
Train & Develop
StaffTechnology
RiskManagement &
Corporate Governance
SafetyService
ExcellenceOn-Time Delivery
Innovative Products
Price
PerformanceManagement
AssetUtilisation
CostStructures
Recruit &RetainStaff
Acquire &Retain Clients
Partnerships
Flexibility
Leadership
Innovation
ShareholderValue
Productivity
Quality Products
SO08: Establish a Strong RTT Brand
Operations CSDSales
SO16: Acquire and Apply the Right Tools & Technology
SO15: Recruit, Develop and Retain Competent Staff
SO13: R&D - Innovation
SO04: Ensure Effective Cost Management
Practices
SO07: Ensure Consistent Market
Share Growth
SO05: Ensure Effective Asset Management
Practices
SO06: Ensure Consistent Account
Share Growth
Risk FinanceSupport Services
SO11: Ensure Effective Inventory Management & Control
SO08: Establish strong relationships with key
strategic partners
SO01: Maximise Shareholder Value
SO03: Ensure Continuous Productivity Improvement
SO02: Ensure Sustainable Revenue Growth
SO17: Ensure a Healthy and Productive Work Environment,
driven by the RTT Culture
SO14: Assure Well-managed Corporate Governance & Risk
Management Principles and Practices
SO09: Ensure a Well-established and Satisfied
Customer Base
On Tme In Full Not Damaged Optimal Cost Improve our clients'
experience
SO10: Ensure Efficient & Effective Execution of All
Activities
SO12: Build and Retain a Strong Customer Base
Stratmap Logic
Why?Why?
Why?
Why?
SCOR
SCOR Supply Chain Reference Model: Version 11. P i.2
WERC
WERC Watch, Spring 2017. P. 6
WERC
WERC Watch, Spring 2017. P. 6
WERC TOP12
WERC Watch, Spring 2017. P. 6
BSC – Strategy Map
SO08: Establish a Strong RTT Brand
Operations CSDSales
SO16: Acquire and Apply the Right Tools & Technology
SO15: Recruit, Develop and Retain Competent Staff
SO13: R&D - Innovation
SO04: Ensure Effective Cost Management
Practices
SO07: Ensure Consistent Market
Share Growth
SO05: Ensure Effective Asset Management
Practices
SO06: Ensure Consistent Account
Share Growth
Risk FinanceSupport Services
SO11: Ensure Effective Inventory Management & Control
SO08: Establish strong relationships with key
strategic partners
SO01: Maximise Shareholder Value
SO03: Ensure Continuous Productivity Improvement
SO02: Ensure Sustainable Revenue Growth
SO17: Ensure a Healthy and Productive Work Environment,
driven by the RTT Culture
SO14: Assure Well-managed Corporate Governance & Risk
Management Principles and Practices
SO09: Ensure a Well-established and Satisfied
Customer Base
On Tme In Full Not Damaged Optimal Cost Improve our clients'
experience
SO10: Ensure Efficient & Effective Execution of All
Activities
SO12: Build and Retain a Strong Customer BaseSCOR WERC
Measuring our performance
“Good is the enemy of great. That’s why so few things become great.” ~James C. Collins
Objectives of Workshop
• The Performance Management Model
• Types of Measures
• SMART Objectives
• Lead and Lag Indicators
• PM Models
• How they work in the Strategy Map
Performance Measures Step Process (BSI)1. Describe the intended result(s)
– Write in plain, sensory language that everyone can understand (see, feel, count)
2. Understand alternative measures
– Can the intended result be measured directly?
– Is there a clear way to capture the entire intended result in one or more measures
3. Select the right measures for each objective
– Choose metrics that have meaning and relevance
– You will have too many measures – cull them!
– Lead and lag indicators
4. Define composite indices as needed
– Construct an index when individual measures provide useful data on different dimensions
– Composite indices are best when a single measure isn’t meaningful by itself
5. Set targets and thresholds
– Targets - the desired level of performance for a specific reporting period
– Thresholds – upper and lower limits of desired performance around a target value
6. Define and document selected measures
– Performance Measure Data Definition Table – Data Dictionary
Source: The Institute Way
Types of Measures
Inputs
• FTE
• Budget
Process
• Efficiency
• Cycle Time
• Cost/Unit
Outputs
• # beneficiaries
• # presentations
Project
• Schedule
• Budget
• Resources
Intermediate Outcomes
• Widgets
• Entrepreneurs
• Awareness
End Outcomes
• Profitability
• Successful entrepreneurs
• Impact
Operational Measures Strategic Impact Measures
Strategic BI Increases
Source: The Institute Way
• S - specific
• M - measurable
• A - achievable
• R - realistic
• T - time-framed
Objectives should be
SMART
Performance Indicators and the Service Delivery Model
• Customer satisfaction
• Employee satisfaction
• # Associations
• # Citations
Lag Indicators
• Absenteeism
• Cycle times
• Defect rates
• Academic results
Lead Indicators
Models
• Logic Model
• Cause-and-Effect Model
• Process Flow Model
Logic Model: Performance Indicators and the Service Delivery Model
Input Measures
Employee time
Resource costs
Square Meters
Process
Efficiency – cost/beneficiary
Effectiveness – quality
Throughput
Cycle Time
Bottlenecks
Output Measures – activity measures
# units provided
# services rendered
# people served
# beneficiaries
# research papers
Outcome Measures
# successful enterprises created
# jobs created
Satisfaction Indices
OBJECTS
For whomwork is done
PROCESS/ACTIVITIES
Work
RESOURCES
What is used to do work
INPUT MEASURES
OUTCOMES
Process Measures
Outcome Measures
Information Insight
PerformanceOutput Measures
CostDrivers
Customers
Resources
Activities
PerformanceMeasures
Services / Products
The Service Delivery Model
Cause-And-Effect Model
Objectives
FINANCIAL
CUSTOMER
PROCESS
ENABLEMENT
ST03: Optimise
productivity and
mitigate risk
Process Flow Model
Receive customer order
Order assigned for picking
Pick Order Check Order Ship Order
Picking instruction
Update ERP
SO#
Deliver Order
Invoice Customer
Customer Perfect Order Fulfillment / Perfect
Order Completion Index WERC/SCOR RL1.185,70% 85,70% 95,10% 98% 99,13% 97,20%
% of Orders Delivered In Full WERC/SCOR RL2.1 93,50% 93,50% 96,20% 98,80% 99,70% 98%Delivery Performance to Customer Commit
Date WERC/SCOR RL2.2 80% 80% 90% 95% 99% 95,00%
Documentation Accuracy WERC/SCOR RL2.3 90% 90% 95% 98% 99,26% 97,00%
Perfect Condition WERC/SCOR RL2.4 94,40% 94,40% 97% 99% 99,50% 98,10%
Dock-to-Stock Cycle Time, in Hours WERC 22,06 22,06 8 4 2 6
Lines Received and Put Away per Hour WERC 9,52 9,52 20 26 59 22,5
Backorders as a Percent of Total Dollars/Units WERC 8,80% 8,80% 2,88% 1% 0% 2%
Backorders as a Percent of Total Lines WERC 8,18% 8,18% 3,24% 1% 0,05% 2,00%
Backorders as a Percent of Total Orders WERC 10% 10% 5% 1,74% 0,05% 2,40%
Cases Picked and Shipped per Person Hour WERC 30 30 60 100 180 75,6
Days on Hand Finished Goods Inventory WERC 90 90 52,2 30 15 40
Fill Rate – Line WERC 95% 95% 97,46% 99% 99,90% 98,05%
Internal Order Cycle Time WERC 28,6 28,6 15,09 6 2,44 8
Lines Picked and Shipped per Person Hour WERC 12,674 12,674 25 47,6 92,8 34
Lost Sales (Percent of SKUs Stocked Out) WERC 6% 6% 3,02% 1% 0,05% 2%
On-time Ready to Ship WERC 95% 95% 98% 99,10% 99,90% 99%
On-time Shipments WERC 95% 97,89% 99% 99,80% 99,80% 98,15%
Order Fill Rate WERC 93,82% 93,82% 97,25% 99% 99,72% 98,00%
Order Picking Accuracy (Percent by Order) WERC 98% 98% 99% 99,60% 99,90% 99,45%
Orders Picked and Shipped per Person Hour WERC 2,62 2,62 6 14,4 45 10
Pallets Picked and Shipped per Person Hour WERC 5 5 14,94 23,2 35 20
Percent of Orders Sent with Correct
Documentation
WERC 99% 99,00% 99,00% 99,78% 99,99% 99,50%
Percent of Orders Shipped Complete WERC 93,50% 93,50% 96,20% 98,80% 99,70% 98%
Percent of Orders Shipped Damage Free
(Outbound)
WERC 97,82% 97,82% 99,00% 99,60% 99,90% 99%
Percent of Orders with On-time Delivery WERC 95% 95,00% 98,00% 99,10% 99,80% 98,50%
Total Order Cycle Time WERC/SCOR RS.1.1 48 48 24 8 3 14
Fill Rate
WERC/SCOR
RL.3.36 93,82% 93,82% 97,25% 99% 99,72% 98,00%
From Data to Information
“Without data, you’re just another person with an opinion.” ~
W. Edwards Deming
• Collect
• Translate
• Load
Data
• Business modelling
• Integration
Models• Performance
Management
• Visibility
• Dashboards
Information
• Benchmark
• Solutions
• Action
Insight
The BI Supply Chain
WMS
ERP
Other
Spreadsheets
Direct Input
The Supply Chain Data Visualisation Roadmap
The Warehouse as Information Hub
The Warehouse as Information Hub
WHO?
WHAT?
WHERE?
WHEN?
WHY?
HOW?
QUESTIONS?
ANSWERS
The Warehouse as Information Hub
Supplier Details
Place order with supplier
Deliver Order
Sales SellCustomers Buys
Schedule Delivery
Deliver Order
Order to WMSUpdate ERP
Receive Goods
Receive Sales Order from Customer
Manage Inventory Process Sales Order
Return Goods
Stage and Stack
Replenish
Ready to Ship
To Supplier To Customer
Return Order
Customer Complains
Return Order
Customer Complaints
Place Order on System
Confirm Delivery
The Warehouse as Information Hub
Supplier Details
Place order with supplier
Deliver Order
Sales SellCustomers Buys
Schedule Delivery
Deliver Order
Order to WMSUpdate ERP
Receive Goods
Receive Sales Order from Customer
Manage Inventory Process Sales Order
Return Goods
Stage and Stack
Replenish
Ready to Ship
To Supplier To Customer
Return Order
Customer Complains
Return Order
Customer Complains
Place Order on System
Confirm Delivery
Place order with supplier
Receive Goods
Receive Sales Order from Customer
Suppliers
PO#
Manage Inventory Process Sales Order Deliver GoodsGoods Received by
Customer
Goods OK?
Goods Returned
Goods OK?Goods
ReturnedNo
Yes
Stage and Stack
Yes
No
Replenish
Customers
Warehouse
Supplier Performance Delivery PerformanceWH inbound performance WH Management performance WH Outbound performance
PRODUCTS
PROCESS
The Warehouse Management Process
Order Receipt In-Full, Ready to
Ship
From Dock-to-Stock In-Full, Ready to Ship
Place order with supplier
Receive Goods
Receive Sales Order from Customer
Suppliers
PO#
Manage Inventory Process Sales Order Deliver GoodsGoods Received by
Customer
Goods OK?
Goods Returned
Goods OK?Goods
ReturnedNo
Yes
Stage and Stack
Yes
No
Replenish
Customers
Warehouse
Supplier Performance Delivery PerformanceWH inbound performance WH Management performance WH Outbound performance
Visualising Your Supply Chain
First some basics on reporting and
analysis
Good Data Analysis: Keep Your Eyes on the Goal!!
Why?
Create opportunities Prevent problems
Predictive: Better predict the future
What do we want to happen?What actions would likely lead to this
desired outcome?
Descriptive: Better manage the present
What is happening? What is causing this to happen?
Data Analysis
Data Analysis
• DiscoveryData
Exploration
• Understanding
Data Sense-Making
INSIGHT
How do we get to the answers?
Define exactly what we want to see - Reporting
Explore the data and see what it reveals -Analysis
The Audiences
• Designed to visualize performance against predefined metrics for executives and managers
Reporting
• Empower business analysts to explore trends and anomalies in data sets they create and publish views for others to consume
Analysis
Visualising Your Supply Chain
Now some basics on how our brains
function
Amplifying Cognition
“The purpose of data/information
visualisation is not to make pictures, but to
help us think”Stephen Few
The Eye
625 separate points of ink/sq.
inch
Registers 36,000 visual messages
per hour
Contribute towards 85% of
your total knowledge
Utilize 65% of all the pathways
to the brain
Most complex organs except for your brain
Visual Perception
Sensation(Physical Process)
Perception(Cognitive Process)
Perceptual OrganStimulus Sensory Organ
Memory
http://digitalsandbox.edublogs.org/files/2007/11/information-processing-model.jpg
Remains < 1 sec
Pre-attentive Processing
Attentive Processing• Temporary• Limited storage
Holds our ability to recognise images & to
detect meaningful patterns
Thinking with Your Eyes – Facts about Visual Perception
Fact 1: We do not attend to everything we see. Visual perception is selective as awareness of everything would overwhelm us. Our attention is often drawn to contrasts to the norm
Fact 2: Our eyes are drawn to familiar patterns. We see what we know and expect
Fact 3: Memory plays an important role in human cognition, but working memory is extremely limited
http://www.oppisworld.de/extras/illusionen/index.html
Fact 1: We do not attend to
everything we see
Fact 2: Our eyes are drawn to familiar
patterns
Fact 3: Memory plays an
important role in human cognition,
but working memory is
extremely limited
Data Visualisation
Making Abstract Data Visible
Pre-Attentive Attributes
“We can do certain things to symbols to make it much
more likely that they will be visually identified even after very brief exposure. Certain
simple shapes or colours “pop out” from their
surroundings. … pop out is called pre-attentive
processing – it occurs prior to conscious attention….”
Colin Ware. Information Visualisation: Perceptions for Design
Pre-Attentive Attributes
Length Width Orientation
Size Shape Curvature
Enclosure Spatial Grouping Blur
Hue Intensity
2-D PositionDirection
Colour
Spatial Position Motion
Pre-Attentive Attributes
Data Visualisation
The use of colour
59
Colour Blindness Tritanopia – Blue-Yellow Colour Blindness
S-cones
M-cones
L-cones
60
Colour Blindness Deuteranopia – Red-Green Colour Blindness
https://www.google.co.za/search?q=Deuteranopia+%E2%80%93+Red-Green+Colour+Blindness&rlz=1C1CHFX_enZA759ZA759&source=lnms&tbm=isch&sa=X&ved=0ahUKEwi2kryJw7zbAhUIO8AKHTt5AUgQ_AUICigB&biw=1396&bih=665#imgrc=xcI0fRT3h5xj1M:
61
Colour Blindness Protanopia – Red-Green Colour Blindness
Being a protan has associated with it a
level of risk of road accident that is
equivalent to having a blood alcohol
level of between 0.05 and 0.08 per
cent.
The Use of Colour
The Use of Colour - Contrast
“…avoiding catastrophe becomes the first principle inbringing colour to information: Above all, do no harm.”“…avoiding catastrophe becomes the first principle inbringing colour to information: Above all, do no harm.”“…avoiding catastrophe becomes the first principle inbringing colour to information: Above all, do no harm.”“…avoiding catastrophe becomes the first principle inbringing colour to information: Above all, do no harm.”“…avoiding catastrophe becomes the first principle inbringing colour to information: Above all, do no harm.”“…avoiding catastrophe becomes the first principle inbringing colour to information: Above all, do no harm.”“…avoiding catastrophe becomes the first principle in
bringing colour to information: Above all, do no harm.”
The Use of Colour - Text
The Use of Colour - Text
Pre-Attentive Attributes
DEMO
Visualising Your Supply Chain
Workshop:Let us start
visualising our supply chain/s