Supply Chain Excellence [Electronic resources] : A Handbook for Dramatic Improvement Using the SCOR Model نسخه متنی

Chapter 5). There are two main sources for the benchmark data. First, statistically significant supply chain data is available through the Supply-Chain Council's subscription contract with The Performance Measurement Group (PMG). Second, publicly acquired 10K financial data is available from sources like Marketguide, Hoovers, Forbes, and so on.

PMG data is used to fill in the customer-facing and supply chain-specific internal metrics, while the 10K data fills in the standard internal and shareholder metrics. In addition to those standard sources, the company may have internal sources of benchmark data that may be relevant.

The most important rule of thumb is to calculate the actual data in the same way the benchmarks are calculated. With that in mind, the first part of the day is a guided line-by-line tour of the PMG benchmark survey questions. (See pmgbenchmarking.com for a sample question.) Using SCOR metric definitions on the worksheets as the formula, the team develops the actual data query for each appropriate SCORcard metric, and then identifies the most appropriate individual on the design team to collect the actual data for a particular metric. The second part of the day focuses on planning the assembly of an industry comparison spreadsheet. This spreadsheet summarizes additional actual and benchmark data for the shareholder metrics of profitability, returns, and share performance at the enterprise level (Table 4-3). The first step in building the comparison is to search for the company name on hoovers.com. From the Search Results screen, click on Financials to access the company's quarterly financial income statement and balance sheet summaries. Under the Free section, choose Annual Financials. Now copy the appropriate shareholder data to the spreadsheet. To search other relevant companies, click on the highlight industry group at the top of the screen. Go through these steps for each publicly traded company to be included in the comparison. The industry comparison list should contain somewhere between fifteen and twenty-five companies and as many industries as necessary to compare relevant competition at the business group level. At Fowlers, the corporate controller, director of logistics, and director of customer service volunteered to collect the PMG data together because they had the easiest access to the financial and customer order information and had extended team resources who could help collect the data. The design team decided to aggregate the food and technology products data for a single submission to PMG. The corporate controller, vice president of sales and marketing in the food products group, and—in his capacity as vice president of operations for the technology products group—David Able took responsibility for assembling the industry comparison spreadsheet. Because the team knew that Fowlers' own data was listed in the "conglomerates industry" on hoovers.com, they requested that food and computer industries be added to the list for more specific comparisons to the operating groups. The director of applications planned to assign an extended team resource to help with actual data queries and collection.

Table 4-3: Sample industry comparison spreadsheet and raw data.

Source: 2000 Pragmatek Consulting Group, Ltd. Used with permission.

The key deliverables that the team set out to produce (which will be needed for review during Week Three) include: a completed PMG benchmark survey form, a completed industry comparison spreadsheet, and updated SCORcards with actual query results.