物流与供应链管理(英文版)

Chapter2ThecustomerservicedimensionOutlineThemarketingandlogisticsinterfaceWhatiscustomerservice?CustomerserviceandcustomerretentionService-drivenlogisticssystemsSettingcustomerserviceprioritiesSettingservicestandardsSummaryThischapter：Highlighttheimportanceofmanagingthemarketingandlogisticsinterfaceonanintegratedbasis.强调在协调的基础上管理市场营销与物流接口的重要性。Emphasizestheneedtounderstandthemultipleelementsofservicefromthecustomerperspective.从顾客角度出发，强调理解多重服务要素的重要性。Explainsoftheimportanceofcustomerretentionandthelifetimevalueofacustomer.解释客户保持与客户终身价值的重要性。Outlinestheideaofaservice-drivenlogisticssystembaseduponidentifiedserviceprioritiesandacustomerbasedsegmentationaccordingtoservicerequirement.概述服务驱动的物流系统理念，该理念建立在确定服务等级、根据服务需求细分客户群的基础上。Introducetheideaofthe‘perfectorder’asthebasisformeasuringServiceperformance.介绍以“完美订单”进行服务绩效测评的思想方法。Themissionoflogisticsmanagementwasdefinedsimplyintermsofprovidingthemeanswherebycustomer’sservicerequirementaremet.Theultimatepurposeofanylogisticsistosatisfycustomers.Theobjectiveshouldbetoestablishachainofcustomersthatlinkspeopleatalllevelsintheorganizationdirectlyorindirectlytothemarketplace.1.Themarketingandlogisticsinterface市场营销和物流相互关联Newwordsandexpressions1.Payroll职工名册、发薪簿onthepayroll被雇用。offthepayroll被解职。2.inexorable不可动摇的，不屈不挠的。Questions1Accordingtotext,therearesignsthatoldviewisrapidlychanging,howdoesitchange?Questions2Whatarethetwofactorswhichcontributedmosttothegrowingimportanceofcustomerservice?Twofactorstothegrowingimportanceofcustomerservice:1.Thecontinualdevelopmentofcustomerexpectations.2.Theslowbutinexorabletransitiontowards‘commodity’typemarkets.持续上涨的客户期望。向“无差异商品”市场的过渡，这是一个缓慢却不可避免的过程。2.Whatiscustomerservice?Questions1Whatis,inessence,thedistributionfunctionofthebusinessconcernabout?MakingtheproductsorserviceavailableQuestions2ByLaLondeandZinszer‘sopinion,howtoexaminecustomerservice?LaLondeandZinszersuggestedthatcustomerservicecouldbeexaminedunderthreeheadings:1.Pre-transactionelements2.Transactionelements3.Post-transactionelements客户服务可以从三个方面来检查：交易前要素交易中要素交易后要素Pre-transactionelementsWrittencustomerservicepolicy(Isitcommunicatedinternallyandexternally,isitunderstood,isitspecificandquantifiedwherepossible?)Accessibility(Areweeasytocontact/dobusinesswith?Isthereasinglepointofcontact?)Organizationstructure(Isthereacustomerservicemanagementstructureinplace?Whatlevelofcontroldotheyhaveovertheirserviceprocess?)Systemflexibility(Canweadaptourservicedeliverysystemstomeetparticularcustomerneeds?)客户服务策略的书面文件易接近性组织结构系统灵活性TransactionelementsOrdercycletime(Whatistheelapsedtimefromordertodelivery?Whatisthereliability/variation?)Inventoryavailability(Whatpercentageofdemandforeachitemcanbemetfromstock?)Orderfillrate(Whatproportionofordersarecompletelyfilledwithinthestatedleadtime?)Orderstatusinformation(Howlongdoesittakeustorespondtoaquerywiththerequiredinformation?Doweinformthecustomerofproblemsordotheycontactus?)订单周期时间库存可得性订单完成率订单状况信息Post-transactionelementsAvailabilityofspares(Whatarethein-socklevelsofserviceparts?)Call-outtime(Howlongdoesittakefortheengineertoarriveandwhatisthe‘firstcallfixrate’?)Producttracing/warranty(Canweidentifythelocationofindividualproductsoncepurchased?Canwemaintain/extendthewarrantytocustomers’expectedlevels?)Customercomplaints,claimsetc.(Howpromptlydowedealwithcomplaintsandreturns?Dowemeasurecustomersatisfactionwithourresponse?)备件可得性上门服务时间产品追踪/保证客户投诉、索赔等Questions3Whyisitessentialforanybusinesstohaveaclearlyidentifiedpolicytowardscustomerservice?ItisbecauseofthemultivariatenatureOfcustomerserviceandbecauseofThewidelydifferingrequirementsofSpecificmarkets.Revenuelossduetoanout-of-stock100%20%20%6%54%IntendedpurchaseexpenditureConsumershopselsewhere/doesnotmakepurchaseConsumerdelayspurchaseDecreaseinvalueofpurchasedalternativesPurchaseexpenditurewhenout-of-stockoccurs46%declineinintendedexpendituresLowcoststrategiesmayleadtoefficientlogisticsbutnottoeffectivelogistics.低成本战略可能促成有效率的物流，但难以形成有效益的物流。TheimpactoflogisticsandcustomerserviceonmarketingConsumerfranchiseCustomerfranchiseSupplychainefficiencyMarketingeffectiveness××=CustomerservicePartnershipQuickresponseFlexibilityReducedassetbaseLowcostsupplierMarketshareCustomerretentionSuperiorROIBrandvalueCorporateimageavailability消费者特权客户特权供应链效率市场营销效率品牌价值企业形象可得性客户服务合作关系快速反应灵活性降低的资产规模低成本供应商市场份额客户保持高投资回报率3.CustomerserviceandcustomerretentionOrganizationsarenotonlycompeteontheproducts’featuresbutalsoontheproduct’sadded-valueservices.Peopledon’tbuyproducts,theybuybenefits.——TheodoreLevitt(oneofleadingthinkers)人们购买的不是产品，购买的是利益。CoreProductservicesurroundQualityProductfeaturesTechnologyDurabilityetc.DeliveryleadtimeandflexibilityDeliveryreliabilityandconsistencySinglepointofcontactEaseofdoingbusinessAfter-salessupportetc.Usingservicetoaugmentthecoreproduct质量产品特征技术耐用度等配送的前置时间与灵活性配送的可靠性和连贯性单一的联系渠道交易的便捷度售后服务等配套服务Oneoftheclassicaldefinitionsofmarketingisthatitisconcernedwith“gettingandkeepingcustomers”.LifetimevalueTheimportanceofcustomerretentionisunderlinedbytheconceptofthe‘lifetimevalue’ofacustomer.Lifetimevalue=Averagetransactionvalue×yearlyfrequencyofpurchase×customer‘lifeexpectancy’客户保持的重要性可以通过客户“终身价值”的概念体现出来。客户终身价值＝平均交易额×年购买频率×客户“寿命期望”Asimplemeasureofcustomerretentionistoaskthequestion:’howmanyofthecustomersthatwehad12monthsagodowestillhavetoday?’Customerretentionindicators￡￡RetainedCustomersNewcustomersNo.ofcustomers12monthsagoNo.ofcustomerstodayValueofpurchases12monthsagoValueofpurchasesbyretainedcustomers12个月之前的客户数量新增客户原有客户当前客户数量12个月之前的购买量原有客户购买量英镑Theimportanceofcustomerretention:Furthermorethereisevidencetosuggestthatretainedcustomersaremoreprofitablethannewcustomers.Why?Aprimeobjectiveofanycustomerservicestrategyshouldbetoenhancecustomerretention.So,thereisrapidlyemerginganewfocusinmarketingandlogisticsonthecreationof‘relationships’withcustomers.TheprinciplebehindRelationshipMarketingisthattheorganizationshouldconsciouslystrivetodevelopmarketingstrategiestomaintainandstrengthencustomerloyalty.4.Service-drivenlogisticssystemsTheroleoflogisticscanbeseenasthedevelopmentofsystemsandthesupportingco-ordinationprocesstoensurethatcustomerservicegoalsaremet.Thisistheideaoftheservice-drivenlogisticssystem——asystemthatisdesignedtomeetdefinedservicegoals.Sooftenwefindthatorganizationsdesignandmanagesystemswhichhaveinternally-focusedobjectivesratherthanexternalgoals.Afarmoreeffectivestartingpointforlogisticssystemdesignisthemarketplace;inotherwordswemustfullyunderstandtheserviceneedsofthevariousmarketsthatweaddressandthenseektodeveloplowcostlogisticssolutions.Ideallyalllogisticsstrategiesandsystemsshouldbedevisedinthefollowingsequence:Identifycustomers’serviceneedsDefinecustomerserviceobjectivesDesignthelogisticssystem认清客户对服务的需求确定客户服务目标Identifyingcustomer’serviceneedsIdentifythekeycomponentsofcustomerserviceasseenbycustomersthemselves.Establishtherelativeimportanceofthoseservicecomponentstocustomers.Identify‘clusters’ofcustomersaccordingtosimilarityofservicepreferences.找出在客户眼中关键的客户服务因素。设定客户服务要素的相对重要性。根据服务需求相似性，划分客户群。DefiningcustomerserviceobjectivesThewholepurposeoflogisticsstrategyistoprovidecustomerswiththeleverandqualityofservicethattheyrequireandtodosoatlesscosttothetotalsupplychain.供应链及物流管理的全部目的在于，保证供应链总成本增幅较小的同时，按客户提供服务。Thedefinitionofappropriateserviceobjectivesismadeeasierifweadopttheconceptoftheperfectorder.Theperfectorderisachievedwhenthecustomer’sservicerequirementsaremetinfull.Themeasureofserviceisthereforedefinedasthepercentageofoccasionsonwhichthecustomer’srequirementsaremetinfull.Onefrequentlyencounteredmeasureoftheperfectorder:On-time:90%In-full:80%Error-free:70%Theactualprefectorderachievement:90%×80%×70%=50.4%准时率无错率全部完成率Thecostbenefitofcustomerserviceabasicfact:therewillbesignificantdifferencesinprofitabilitybetweencustomers.ParetoLaw(orthe80/20rule)?Thechallengetocustomerservicemanagement?(P53)ThecostofService0AsteeplyrisingcurveWhy?100%ShiftingthecostofServiceWhat’stheuse?Howtodo?thereturnstoServiceWhyistheserviceResponseCurveS-shaped?P555.Settingcustomerservicepriorities设定客户服务优先级Sincenotallourcustomersareequallyprofitablenorareourproductsequallyprofitable,shouldnotthehighestservicebegiventokeycustomersandkeyproducts?既然并非所有客户都带来高利润率，不同产品对利润的贡献程度也截然不同，难道不应对核心客户和核心产品设定最高的服务优先级？The‘Pareto’or80/20rule20%30%50%%Products/customers‘A’‘C’‘B’5%80%15%%sales/profitsHowDoesaTypicalCompanyFinditsProfitsVaryingbyCustomerAndbyProduct？QuestionWhatusemightbemadeoftheA,B,Ccategorization?Thestock-holdingpolicyProductcategoryABCstockavailability99%97%90%Thebestwaytomanageproductservicelevelsistotakeintoaccountboththeprofitcontributionandtheindividualproductdemand.Volume(bySKU)LoHiLoHiManagingproductservicelevels(1)SeekcostReduction成本有待降低(2)Providehighavailability确保高可得性(3)Review复查(4)J.I.TDelivery准时配送Profitcontribution(bySKU)Customerserviceandthe80/20ruleuDevelopACBCBACustomerKeyproducts,keyaccounts(protect)ProductsIfthe80/20ruleappliesbothtoproductsandcustomersthenallbusinessesareactuallyverydependentuponaveryfewcustomersbuyingafewhighprofitlines.20%ofcustomersbuying20%oftheproducts=4%ofallcustomer/producttransactionsWhichprovides:80%of80%oftotalprofit=64%Inotherwordsjust4percentoftransactionsgivesus64percentofallourprofit.Customerserviceandthe80/20rule如果运用80/20法则同时对产品和客户分类，那么企业的绝大部分经营活动仅依赖于少量客户，他们购买为数不多的高利润产品。QuestionHowcanwemakeuseofthisimportantfact?SettingservicestandardsSomekeyareaswherestandardsareessentialOrdercycletimeStockavailabilityOrder-sizeconstraintsOrderingconvenienceFrequencyofdeliveryDeliveryreliabilityDocumentationqualityClaimsprocedureOrdercompletenessTechnicalsupportOrderstatusinformation订单周期库存可得性订单规模限制订货便捷性送货频率送货可靠性文档质量索赔程序订单完整性技术支持订单状态信息Compositeserviceindex服务要素重要度权重服务绩效水平分值订单满足率及时送货率送货准确率单据准确率退货率CaseStudyBritishSteel:creatingcustomervaluethroughlogisticsandsupplychainmanagementBackgroundProblemsSolutionsResultBackgroundBritishSteelisthelargeststeelmanufacturerintheWesternhemisphere,andamongthemostefficient.Before1997,itwasalsooneofthemostprofitable,exportingaroundhalfofits16mtonnesannualproduction,mostlytootherpartsofEurope.ProblemsInthelate1990s,BritishSteelfacedtwochallenges:1.FromthenewbreedofUS-style‘mini-mill’operators(small,flexibleandhighlyefficient);2.Fromencroachmentbyalternativematerialsmanufacturers(growinguseofaluminiumwhichislighter,moresophisticated,higherperformance).SolutionsofBSSPBSSPinvestedheavilyinsupplychainpartnershipdevelopmentactivitieswithselectedindirectpressworkers,creatingarangeofvalue-addingproductsandservices,eachdesignedtosupporttheminfulfillingthedemandsofthevehiclemanufacturers.BSSPoffersitscustomersaccesstospecialistexpertiseandtechnologies.SolutionsofBSDIn1996,BSDopenedthefirststeelserviceandprocessingcentretobedesigned,built,andlocatedspecificallytomeettheneedsofitsautomotiveindustrycustomers.BSD’facilitiesaredesignedtoenableittoworkmorecloselythaneverbeforewithitspressworkcustomersandtheirsubcontractors.ResultTheyformthecoreofauniquethree-yearprogramdesignedtostrengthenBritishSteel’sownpositionwithintheindustrybyimprovingthecompetitivenessofitsservicecentreandpressworkcustomers,andthroughthemitswholemotorindustrysupplychain.Theprogrambringstogetherthefirstfullyco-ordinatednetworkofthesethreekeytiersofautomotivesuppliers.SummaryCustomerserviceisamulti-facetedconcept.Itisincreasinglyimportantasameansofgainingandmaintainingdifferentiationinthemarket-place.Equally,sincenotwocustomersarealikeitmustberecognizedthatServicemustbetailoredtomeettheneedsofdifferentcustomers.客户服务是一个复杂的概念。有必要为不同的客户群量身定制服务策略。Logisticsmanagementcanplayakeyroleinenhancingcustomerlifetimevaluethroughincreasingcustomersatisfactionandthuscustomerretention.toachievethiswillrequirethedevelopmentofamarket-drivenlogisticsstrategyandtheredefinitionofserviceobjectivesbaseduponcustomer’sspecificrequirements.‘Perfectorder’achievementshouldformthebasisforthemeasurementofserviceperformanceandthecreationofservicestandards.在延长客户终身价值上，物流管理扮演了重要的角色，它可以提高客户满意度、巩固客户保留价值。“完美订单”应作为衡量服务绩效和制定服务的基础。