Oct
7
Quality, Cost and Delivery, which is usually abbreviated to QCD is nothing new and has been around as the foundations of performance management for some time. QCD is usually used to measure business activity which can be further distilled into Key Performance Indicators (KPI’s).
Utilizing QCD is a good starting point when it comes to developing business measures. However when thinking about QCD, care should be taken to ensure that it is not just generically about 3 measures more the focus on the particular performance being reviewed and how QCD can be applied.
Quality:
Quality is typically used to measure performance in terms of when things are not right the first time. This measure can be placed at various positions in the supply chain such as for example
• The number of customer returns
• Manufacturing scrap
• Supplier rejects (i.e. goods not accepted due to quality issues)
Costs:
Costs can be critical to any company, so it is vital that they are kept to a minimum. However, costs are about more than simply how much an individual screw cost. You should also look at the cost and value of stock levels, the cost of transporting stock, the cost of storing the stock and so on. Ensure that any hidden costs, such as administration costs, heating and lighting and so on are all taken into account. Each and every cost must be identified and then accounted for.
Delivery:
The delivery standards are often referred to as Delivery Schedule Adherence, (DSA) this can refer to both how often suppliers adhere to the delivery schedule and how well you supply to your customer.
Delivery can be measured quite scientifically. You need to look at your overall DSA i.e. how many times your suppliers meet your schedule and then you measure each individual supplier against this. So if your overall DSA is 89%, then you would measure each individual supplier against the ranking of 89% and see who performs better and who performs worst.
The Benefits of QCD
QCD can bring a lot of benefits to an organisation simply because it is a very straightforward and relatively easy method of actively measuring processes but it is also applicable to processes that are simple or extremely complex. So it can be used in any part of the supply chain and for any business process.
It also serves as an excellent starting point for ensuring that some really functional and useful Key Performance Indicators can be established and the use of QCD should not be seen in isolation but rather as the starting point for the establishment of Key Performance Indicators
Oct
7
Why Purchasing Performance Starts With The Right Supplier Selection
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Purchasing performance is significantly dependent on the selection of the supplier, which is why supplier sourcing is such a significant task and one that is not to be entered into lightly.
Often supplier selection is thought of being dependent on costs but in fact there is much more to be considered if the right suppliers are to be taken on board. It actually takes time and effort to select the right suppliers, or the supply chain may be exceptionally weak in the following areas:
Instability:
Any good supplier will offer you stability within the supply chain. This is imperative if the supply chain is to be able to withstand any sudden changes or dramatic differences in terms of demand. This means in practice that suppliers need to be financially stable, be able to cope with varying demand profiles, have flexible distribution channels and most importantly the capacity and management systems to provide the materials you require.
Quality:
The supplier needs to be able to offer quality as an inherent part of everything they do. This is not just about having a low level of rejects, but about having quality in all aspects of their service, from the administration to the methods used for transportation. So quality systems need to be in place; if they aren’t then in the future you could find that the supplier is simply not able to cope with any quality demands that you may have, remember that quality standards may change in future and become even more prescriptive.
Cost:
The supplier needs to be able to provide you with the items that you need at the right price. This does not mean the absolutely lowest price, simply because there are times when it could be the case that it is better to pay slightly ore for goods, but be sure that you are going to get them and that they are going to be the right quality to meet your needs. Paying less often costs more, simply because you then have to reject the goods that have been provided and then you have a down time whilst you wait on replacement goods coming in.
Philosophy:
Any supplier that will help your performance will be willing to work with you on a mutually beneficial basis. If the supplier is not interested in working with you in this way, then it is unlikely that you will be able to develop together in the future. There is more and more emphasis on collaboration between suppliers in the supply chain, between suppliers and vendors and so on. If a supplier is not able or willing to work collaboratively then there is a real risk that they will not be able to grow with you as you develop more sophisticated means of working, which requires integrated systems between suppliers and vendors.
The philosophy is also important because it will cover a general philosophical approach. For example if your company is into Lean thinking and is wholly devoted to Lean, then you should make sure that suppliers that you choose are well aware of Lean and at least understand all the principles of improvement, even if they do not practice all of them (although ideally they should). If not then there will always be a potential for conflict as your suppliers do not understand where you are coming from or what you are trying to achieve.