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CASE IN POINT: PERFORMANCE MANAGEMENT AT 3COM
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In 2003, 3Com Corporation, a leading maker of networking products, set out to develop a way to use performance management to help execute its business strategy. The company s sales, marketing, product management,
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CHAPTER 5 Core Discipline 5: Use Metrics to Drive Business Success
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research and development (R&D), and supply chain operations are centralized and support all product lines. 3Com hoped to develop an infrastructure that would allow the leaders of each of these functions to
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Align the organization s activities and priorities with overall corporate objectives Monitor key performance indicators Provide timely information for better decision making and responsiveness
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3Com put together a project team, along with a cross-functional steering committee, to provide executive oversight. Before starting, the company went through a major strategic planning effort. Ari Bose, chief information officer (CIO) and chair of the steering committee, explains, We wanted to make sure that we had a clearly defined business strategy that was bold and forward-looking. And the functional heads had to clearly understand the strategy so [that] they could execute against it. Once the strategy was set, 3Com focused on aligning each function. Using the balanced scorecard framework, each function set up actions and metrics along the four key dimensions of customer, financial, internal ( operations ), and innovation and learning ( people ). Each function s objectives and actions were designed to support the overall company strategy, and key initiatives were derived from the corporate goals. For example, the service organization had an initiative to upgrade its capabilities to support 3Com s reentry into a specific market segment, and the operations organization had an initiative to move manufacturing to a contract manufacturing partner. Each functional scorecard rolled up into an overall worldwide operations scorecard (see Figures 5-7 through 5-11). The supply chain organization chose a set of metrics that measures critical aspects of performance and also supports the business goals, as well as more detailed metrics that provide broader visibility into the health of the function. Performance metrics include delivery predictability, stockout percentage, order cycle time, and supply chain costs. These costs can be broken down into materials costs, overhead costs, and period costs, which have even further detail. Figure 5-9 shows the graphic format that 3Com uses to emphasize the key targets at various levels of the scorecard. To identify the root causes of any problem areas, the company analyzes lower-level metrics in the drill-down option of the supply chain scorecard (see Figure 5-10).
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Strategic Supply Chain Management
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3Com s approach to performance management.
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3Com Worldwide Operations Scorecard
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Corporate Strategy, Goals & Objectives
Sales
Marketing
Supply Chain
Product Management
Business Model, Strategy, Goals & Objectives
Business Model, Strategy, Goals & Objectives
Business Model, Strategy, Goals & Objectives
Business Model, Strategy, Goals & Objectives
Business Model, Strategy, Goals & Objectives
F I G U R E 5 8
Setting up a balanced scorecard at 3Com.
1. Business Model & Strategy Start with the business strategy a bold futureoriented statement.
Use strategy to identify the objectives
Use progress against objectives to confirm strategy
2. Business Objectives Develop key business objectives that will attain the strategy.
Use objectives to identify the measures that will be used
Use measures/metrics to evaluate progress against objectives
3. Measure & Metrics Develop specific measures and metrics to track progress.
Use measures to build the Balanced Scorecard
Use scorecard to determine if targets are met and the right measures are being used
4. Implement Gather measures, create the Balanced Scorecard, and use it to make decisions. Incorporate a continuous improvement philosophy in the process.
CHAPTER 5 Core Discipline 5: Use Metrics to Drive Business Success
F I G U R E 5 9
Supply-chain 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
Order Cycle Time RMA Delivery Predictability Quality (Failure Rate)
Skills Assessment/ Development Actual is better than or equal to plan Actual is within 5% of plan Actual is >5% off plan
Today, the worldwide operations scorecard resides on every 3Com executive s desktop and is used daily to monitor performance at both a corporate and a functional level. At weekly executive staff meetings, each functional area takes turns making a presentation that includes the summary scorecard and an update on key initiatives that align with overall corporate objectives. This process has really helped our supply chain organization focus on what s important, says Jim Ticknor, 3Com s vice president in charge of supply chain operations. But even more, it has helped all the groups see how their activities and decisions affect other areas of the company. 6
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