Chapter 2 Operations and Supply Chain Strategy 25 TABLE 2.1 Typical Operations Objectives Current Year Objective: 5 Years in the Future Current: World Class Competitor 55% 52% 5.2 50% 5.0 85% 3% 99% 1% 0.5% 95% 19 1% 1% Cost Manufacturing cost as a percentage of sales Inventory turnover Quality Customer satisfaction (percentage satisfied with products) Percentage of scrap and rework Warranty cost as a percentage of sales Delivery Percentage of orders filled from stock Lead time to fill stock Flexibility Number of months to introduce new products Number of months to change capacity by +20% Sustainability Reduce carbon emissions (ppm) Reduce workplace accidents per thousand workers 90% 3 wk 95% 1 wk 95% 3 wk 10 mo 6 mo 8 mo 3 mo 3 mo 3 mo 400 200 400 30 15 15 measured for compliance. McDonald's tracks the performance of each restaurant and com- pares the results with those of competitors. Strategic decisions constitute the third element of operations strategy. These decisions Strategic Chapter 2 Operations and Supply Chain Strategy 25 TABLE 2.1 Typical Operations Objectives Current Year Objective: 5 Years in the Future Current: World Class Competitor 55% 52% 5.2 50% 5.0 85% 3% 99% 1% 0.5% 95% 19 1% 1% Cost Manufacturing cost as a percentage of sales Inventory turnover Quality Customer satisfaction (percentage satisfied with products) Percentage of scrap and rework Warranty cost as a percentage of sales Delivery Percentage of orders filled from stock Lead time to fill stock Flexibility Number of months to introduce new products Number of months to change capacity by +20% Sustainability Reduce carbon emissions (ppm) Reduce workplace accidents per thousand workers 90% 3 wk 95% 1 wk 95% 3 wk 10 mo 6 mo 8 mo 3 mo 3 mo 3 mo 400 200 400 30 15 15 measured for compliance. McDonald's tracks the performance of each restaurant and com- pares the results with those of competitors. Strategic decisions constitute the third element of operations strategy. These decisions Strategic