how to create barcode in vb.net 2010 NEXT-GENERATION PERFORMANCE MANAGEMENT in Software

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NEXT-GENERATION PERFORMANCE MANAGEMENT
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Like 3Com, many organizations are moving away from a piecemeal approach to performance management and toward a more holistic approach. This means that supply chain performance management will become an integral part of an overall performance-management strategy what Gartner calls corporate performance management (CPM).
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Strategic Supply Chain Management
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Submetrics of supply chain scorecard for 3Com.
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Warranty Cost
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Duties Actual is better than or equal to plan Actual is within 5% of plan Actual is >5% off plan
Distribution
CPM describes the methodologies, metrics, processes, and systems used to monitor and manage an organization s overall business performance.7 It s more than software. It includes the processes for managing corporate performance, the methodology for choosing the right process metrics, and the processes for managing those metrics. It also blends data from ERP, customer relationship management (CRM), product life-cycle management, human resources management, and business intelligence systems, providing necessary and valuable links between the disparate points of internal operations. Supply chain performance management is a key element in overall corporate management-performance strategy, which also must include the processes and tools that will enable links with supply chain partners. While CPM solutions are evolving quickly, there s no silver bullet or system that offers one-stop shopping. This means that your company
CHAPTER 5 Core Discipline 5: Use Metrics to Drive Business Success
F I G U R E 5 11
Regional/product group scorecard for 3Com.
Customer Delivery Predictability Channel Inventory Stockout % Financial Supply Chain Costs (% of Revenue) Supply Chain Costs ($) Order Management Costs ($) Quarterly Material Cost Reductions ($) Operations Days of Supply People Voluntary Attrition (Overall Annualized) Voluntary Attrition (Top 30) % Performance Reviews Completed On Time Communications
Material Turns
Material Operational Turns Warranty/ Service Inventory Turns
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Skills Assessment/ Development Actual is better than or equal to plan
Quality (Failure Rate)
Actual is within 5% of plan Actual is >5% off plan
Order Cycle Time by Region Region A
Order Cycle Time by Product Group Product Group 1
Region B
Product Group 2
Region C
Product Group 3
Region D
Product Group 4
needs to think critically about its immediate performance-management requirements but plan for an integrated solution. Disconnected initiatives managed within specific functions should be avoided at all costs. This integrated CPM approach is wholly consistent with the concept of tightly integrating your end-to-end supply chain with your overall business.
Strategic Supply Chain Management
As CPM evolves, we expect to see the following changes:
Organizations will use consistent supply chain metrics and definitions based on industry standards such as PMG s supply chain scorecard. As these standards are embraced, ERP vendors will make performance monitoring and reporting capabilities a basic part of their solutions. Companies will develop integrated, enterprisewide performancemanagement systems. Supply chain, CRM, product life-cycle management, and other functional performance management strategies will be designed within the context of this integrated whole. The architecture for business intelligence solutions will be based on a comprehensive approach to corporate performance management, of which supply chain performance management will be a key element. Event management systems which monitor business events in real time and notify users of exceptions and alerts will become increasingly prevalent, allowing companies to react more quickly to changes in the marketplace. Companies will see a growing consensus on how often key metrics should be monitored. Real-time reporting will be reserved for real-time processes. Dashboards will be replaced by tools with greater functionality. These tools will enable decisions based on current business conditions.
General Motors Profile: Driving Customer Satisfaction
Faced with declining market share and a changing industry, General Motors (GM) launched an ambitious effort that transformed its supply chain and made customer satisfaction a priority.
In the late 1990s, the Internet seemed poised to transform the automobile industry. Consumers armed with information could quickly compare prices, options, quality, and service and make more informed choices. New business models threatened to squeeze industry margins and disrupt the long-standing original equipment manufacturer (OEM)-dealer relationship. General Motors observed these changes warily. The world s largest vehicle manufacturer, GM has revenue of $185.5 billion, production facilities in 32 countries, and a workforce of about 325,000. In 2003, the company sold more than 8.6 million cars and trucks about 15 percent of the global vehicle market. Despite its size and clout, though, GM had seen its global market share erode from 17.7 percent in the early 1990s to 15 percent in 2002 mainly due to declining levels of customer satisfaction and competition from foreign imports. The industry had changed. In the 1970s and 1980s, GM alone decided what products to make with little input from dealers or customers. Explains Harold Kutner, group vice president of worldwide purchasing and production control and logistics at the time, We were an arrogant company. We had an attitude of we ll make it, and the customer will take it. This attitude typified the Big Three automakers at the time. Running plants at full capacity was the name
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