1. No category

What Lead US to Developing a Dashboard?
 What interest our CEO … Fascinates us all
 To become less reactionary and more proactive in budgeting
 A desire to balance investments against our risk profile
 Leverage the combined talents of our senior executives to
help address issues
 Drive accountability and agility in decision making
Improve Priorities, Alignment and Decision Making Across the Business Through
the Use of Integrated and Balanced Dashboards
1
Design of our Framework
2
Key Elements of Our Dashboard
Objectives
Metric Examples
Workforce
•
•
•
Safety (TICR)
Workforce Strategy
Solid Waste / Recycling
Customer
• Service Levels / Fill Rates by
Business Unit
• Cost Savings
Financials
• Working Capital Savings
• Budget
Operational
• Inventory Metrics (growth,
excess, returns)
• Sourcing Metrics (pipeline,
compliance, diversity)
Key Elements of the Dashboard
 1-page (front and back)
 Focus on key drivers, initiatives,
outcomes
 Maintain risk register associated
with objectives
 Multi-year view, with focus on
current year
 Metrics with targets and trends
 Stop light visuals
 Connection to Business Unit
customers
3
Category Management Metrics
Our Goal is to Provide Actionable Forward Looking Insights …
Going Beyond Rearview Mirror Data Metrics
Backward Looking
Spend
Supplier
Market Intel
Forward Looking
 Category Spend Trends
 Category Demand
o Category Spend Analysis
o Supplier Fragmentation
o Sourcing Pipeline
o Demand Plan
 Single / Sole Sourced
Spend
 Diversity Spend
 Adoption Trends for Strategic
Agreements
 Supplier Development Plans
 Should Cost Modeling
 Cost Driver Forecasts by Category
 Index Based Price Adjustment KPI’s
by Contract
4
Inventory Metrics
Enterprise Metrics
 Inventory Value and
Growth
 Inventory Value in Rate
Base
 Working Capital Savings
 Excess Inventory
Business Unit Specific Metrics
 Inventory Growth by BU and
Segment
 Inventory Metrics by Site
o Value / MW Capacity
o Value / Customer
 Service Levels
o Order Fill Rate
o Critical Stock Outs
o Returns
A Common Reporting Format is Used for Enterprise Wide Inventory Metrics,
However Each Business Unit Defines and Reports Their Own Specific KPI’s
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Our Results and Lessons Learned
Business Unit
Engagement
Employee
Engagement
Performance
Management
 Metrics and dashboard reporting is reviewed with Business Unit
stakeholders at multiple levels
 Metrics are chosen to reinforce positive behaviors and bring awareness to
negative behaviors
 Aligns our goals and objectives across the organization identifying
specific initiatives that impact all aspects of our supply chain
 Supply Chain workforce is engaged in both developing and reviewing the
metrics
 Periodic reviews (quarterly) are conducted to evaluate trends and ensure
progress is made towards goals
 Data to support metrics must be easily attainable and understood