Resultados de la encuesta aplicada
E. De la visita familiar y conyugal
(Supply-Chain Council SCOR Model)
T
hree Levels of DetailIn a supply chain management context, strategic data consists of current actual, as well as plan and historical numbers that show the company’s standing in the four performance categories: customer service; internal efficiency; demand flexibility; and product development. In the Supply- Chain Council SCOR model, data of this type is referred to as “Level 1” data. This data is summarized by major business units and for the company as a whole. Strategic data also consists of data from outside the company such as market sizes and growth rates, demographics, and eco- nomic indicators such as GNP, inflation rates, and interest rates. There should also be benchmark data from industry trade associations and studies that show the operating standards and financial performance levels that are standard for companies in the markets being served.
Tactical data consists of actual, plan, and historical numbers in the four performance categories displayed at the branch office level of detail. This data also includes the performance metrics labeled “Level 2” in the SCOR model. These metrics monitor the plan, source, make, and deliver operations that every company in a supply chain must perform. Operational data consists of the measures labeled “Level 3” in the SCOR model. These measurements help people who are charged with getting a job done to understand what is happening and to find ways to make improvements where needed to meet the performance targets that have been set. The SCOR model refers to these measurements as diag- nostic measures.
We are awash in data. It is important to present it in such a way that it is useful. If people are overwhelmed with data they cannot use it. By organizing data into these three levels, people can quickly access what they need to do their jobs. Upper management uses strategic level data to assess market conditions and set business performance objectives. They can drill down to the tactical level or even the operational levels
when necessary. Middle managers use tactical data to do planning and resource allocation to achieve the performance objectives set by upper management. Line managers and their staffs use operational data to solve problems and get things done.
The Data Warehouse
To collect this data requires the creation of a data warehouse. This data warehouse is a central repository of data that is drawn from a variety of operating systems and accounting systems in a company. It is important to collect the needed data at its source. Tap into relevant systems within a company and capture needed data automatically as a by-product of daily operations. Avoid having people do manual entry to get data into the data warehouse.
A data warehouse is composed of a database software package and the automated connections to other systems needed to collect the relevant data on a regular and timely schedule.Working in conjunction with the database software is software that allows for the creation of standard predefined reports and graphic displays which people can use to monitor operations. In addition to predefined reports and displays, the software must also allow people to do ad hoc queries of the data in the data warehouse to do detailed investigations when necessary.
When designing and building a data warehouse it is best to start quickly with something that is simple and on a smaller scale. This way people can get experience in using data more actively to do their jobs. As they gain experience and can clearly describe the additional features they would like, larger and more complex data warehouses can be built. Remember, the most important component in any data warehouse system is not the technology, or even the data, but the people who use the system and their ability to use the system effectively and learn from the data
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and become more efficient at their jobs. Chapter 6 goes into further detail about the design and building of these kinds of systems.
In addition to helping people inside of a company to become more efficient in performing their supply chain management jobs, a data ware- house can also be the foundation for collaboration with other companies in the supply chain.Whatever information is shared between companies in a supply chain should be made available to those other companies elec- tronically. This often takes the form of reports that can be retrieved on demand by other companies who access a company’s data warehouse over the Internet using features of the same data reporting software that people inside the company use. See Exhibit 5.1.
S
potlighting Problems and Finding Oppor tunities Depending on the type of markets a company serves, senior manage- ment needs to define a handful of key performance targets in the areas of customer service, internal efficiency, demand flexibility, and product development. The task then becomes one of figuring out how to man- age operations to achieve the target numbers. The point of collecting performance data is to help monitor and control daily, weekly, and monthly operations.People in a company need access to a one page display of the key operating or financial measures that they are responsible for achieving. These one page displays are known as “dashboards” because they show a person at a glance the data that is most important to them. The data that is displayed on a senior management dashboard is different from that on an operating manager’s dashboard and the data on the dash- board of a staff person in one department is different from a staff per- son’s in another department.
Senior management sets company performance targets and they need access to a dashboard report that shows them the company’s current
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E S S E N T I A L S o f S u p p l y C h a i n M a n a g e m e n t