專業(yè)英語物流與供應(yīng)鏈管理

Chapter2

ThecustomerservicedimensionOutlineThemarketingandlogisticsinterfaceWhatiscustomerservice?CustomerserviceandcustomerretentionService-drivenlogisticssystemsSettingcustomerserviceprioritiesSettingservicestandardsSummaryThischapter：

Highlighttheimportanceofmanagingthemarketingandlogisticsinterfaceonanintegratedbasis.強(qiáng)調(diào)在協(xié)調(diào)的基礎(chǔ)上管理市場營銷與物流接口的重要性。Emphasizestheneedtounderstandthemultipleelementsofservicefromthecustomerperspective.從顧客角度出發(fā)，強(qiáng)調(diào)理解多重服務(wù)要素的重要性。Explainsoftheimportanceofcustomerretentionandthelifetimevalueofacustomer.解釋客戶保持與客戶終身價(jià)值的重要性。Outlinestheideaofaservice-drivenlogisticssystembaseduponidentifiedserviceprioritiesandacustomerbasedsegmentationaccordingtoservicerequirement.概述服務(wù)驅(qū)動(dòng)的物流系統(tǒng)理念，該理念建立在確定服務(wù)等級(jí)、根據(jù)服務(wù)需求細(xì)分客戶群的基礎(chǔ)上。Introducetheideaofthe‘perfectorder’asthebasisformeasuringServiceperformance.介紹以“完美訂單”進(jìn)行服務(wù)績效測評(píng)的思想方法。Themissionoflogisticsmanagement

wasdefinedsimplyintermsofprovidingthemeanswherebycustomer’sservicerequirementaremet.Theultimatepurposeofanylogistics

istosatisfycustomers.Theobjectiveshouldbetoestablishachainofcustomersthatlinkspeopleatalllevelsintheorganizationdirectlyorindirectlytothemarketplace.1.Themarketingandlogisticsinterface市場營銷和物流相互關(guān)聯(lián)Newwordsandexpressions1.Payroll職工名冊、發(fā)薪簿onthepayroll被雇用。offthepayroll被解職。2.inexorable不可動(dòng)搖的，不屈不撓的。Questions1Accordingtotext,therearesignsthatoldviewisrapidlychanging,howdoesitchange?Questions2Whatarethetwofactorswhichcontributedmosttothegrowingimportanceofcustomerservice?Twofactorstothegrowingimportanceofcustomerservice:1.Thecontinualdevelopmentofcustomerexpectations.2.Theslowbutinexorabletransitiontowards‘‘commodity’’typemarkets.持續(xù)續(xù)上上漲漲的的客客戶戶期期望望。。向““無無差差異異商商品品””市市場場的的過過渡渡，，這這是是一一個(gè)個(gè)緩緩慢慢卻卻不不可可避避免免的的過過程程。。2.Whatiscustomerservice?Questions1Whatis,inessence,thedistributionfunctionofthebusinessconcernabout?MakingtheproductsorserviceavailableQuestions2ByLaLondeandZinszer‘‘sopinion,howtoexaminecustomerservice?LaLondeandZinszersuggestedthatcustomerservicecouldbeexaminedunderthreeheadings:1.Pre-transactionelements2.Transactionelements3.Post-transactionelements客戶戶服服務(wù)務(wù)可可以以從從三三個(gè)個(gè)方方面面來來檢檢查查：：交易前要素素交易中要素素交易后要素素Pre-transactionelementsWrittencustomerservicepolicy(Isitcommunicatedinternallyandexternally,isitunderstood,isitspecificandquantifiedwherepossible?)Accessibility(Areweeasytocontact/dobusinesswith?Isthereasinglepointofcontact?)Organizationstructure(Isthereacustomerservicemanagementstructureinplace?Whatlevelofcontroldotheyhaveovertheirserviceprocess?)Systemflexibility(Canweadaptourservicedeliverysystemstomeetparticularcustomerneeds?)客戶服務(wù)策策略的書面面文件易接近性組織結(jié)構(gòu)系統(tǒng)靈活性性TransactionelementsOrdercycletime(Whatistheelapsedtimefromordertodelivery?Whatisthereliability/variation?)Inventoryavailability(Whatpercentageofdemandforeachitemcanbemetfromstock?)Orderfillrate(Whatproportionofordersarecompletelyfilledwithinthestatedleadtime?)Orderstatusinformation(Howlongdoesittakeustorespondtoaquerywiththerequiredinformation?Doweinformthecustomerofproblemsordotheycontactus?)訂單周期時(shí)時(shí)間庫存可得性性訂單完成率率訂單狀況信信息Post-transactionelementsAvailabilityofspares(Whatarethein-socklevelsofserviceparts?)Call-outtime(Howlongdoesittakefortheengineertoarriveandwhatisthe‘firstcallfixrate’?)Producttracing/warranty(Canweidentifythelocationofindividualproductsoncepurchased?Canwemaintain/extendthewarrantytocustomers’expectedlevels?)Customercomplaints,claimsetc.(Howpromptlydowedealwithcomplaintsandreturns?Dowemeasurecustomersatisfactionwithourresponse?)備件可得性性上門服務(wù)時(shí)時(shí)間產(chǎn)品追蹤/保證客戶投訴、、索賠等Questions3Whyisitessentialforanybusinesstohaveaclearlyidentifiedpolicytowardscustomerservice?ItisbecauseofthemultivariatenatureOfcustomerserviceandbecauseofThewidelydifferingrequirementsofSpecificmarkets.Revenuelossduetoanout-of-stock100%20%20%6%54%IntendedpurchaseexpenditureConsumershopselsewhere/doesnotmakepurchaseConsumerdelayspurchaseDecreaseinvalueofpurchasedalternativesPurchaseexpenditurewhenout-of-stockoccurs46%declineinintendedexpendituresLowcoststrategiesmayleadtoefficientlogisticsbutnottoeffectivelogistics.低成本戰(zhàn)戰(zhàn)略可能能促成有效率的的物流，，但難以形成有有效益的的物流。。TheimpactoflogisticsandcustomerserviceonmarketingConsumerfranchiseCustomerfranchiseSupplychainefficiencyMarketingeffectiveness××=CustomerservicePartnershipQuickresponseFlexibilityReducedassetbaseLowcostsupplierMarketshareCustomerretentionSuperiorROIBrandvalueCorporateimageavailability消費(fèi)者特特權(quán)客客戶特權(quán)權(quán)供供應(yīng)鏈鏈效率市市場營營銷效率率品牌價(jià)值企業(yè)形象可得性客戶服務(wù)合作關(guān)系快速反應(yīng)靈活性降低的資產(chǎn)規(guī)規(guī)模低成本供應(yīng)商商市場份額客戶保持高投資回報(bào)率率3.CustomerserviceandcustomerretentionOrganizationsarenotonlycompeteontheproducts’’featuresbutalsoontheproduct’sadded-valueservices.Peopledon’’tbuyproducts,theybuybenefits.——TheodoreLevitt(oneofleadingthinkers)人們購買的不不是產(chǎn)品，購購買的是利益益。CoreProductservicesurroundQualityProductfeaturesTechnologyDurabilityetc.DeliveryleadtimeandflexibilityDeliveryreliabilityandconsistencySinglepointofcontactEaseofdoingbusinessAfter-salessupportetc.Usingservicetoaugmentthecoreproduct質(zhì)量產(chǎn)品特征技術(shù)耐用度等配送的前置時(shí)時(shí)間與靈活性性配送的可靠性性和連貫性單一的聯(lián)系渠渠道交易的便捷度度售后服務(wù)等配套服務(wù)Oneoftheclassicaldefinitionsofmarketingisthatitisconcernedwith““gettingandkeepingcustomers””.LifetimevalueTheimportanceofcustomerretentionisunderlinedbytheconceptofthe‘lifetimevalue’’ofacustomer.Lifetimevalue=Averagetransactionvalue×yearlyfrequencyofpurchase×customer‘‘lifeexpectancy’客戶保持的重重要性可以通通過客戶“終終身價(jià)值”的的概念體現(xiàn)出出來。客戶終身價(jià)值值＝平均交易易額×年購買買頻率×客戶戶“壽命期望望”Asimplemeasureofcustomerretentionistoaskthequestion:’howmanyofthecustomersthatwehad12monthsagodowestillhavetoday?’Customerretentionindicators￡￡RetainedCustomersNewcustomersNo.ofcustomers12monthsagoNo.ofcustomerstodayValueofpurchases12monthsagoValueofpurchasesbyretainedcustomers12個(gè)月之前前的客戶數(shù)量量新增客戶原有客戶當(dāng)前客戶數(shù)量量12個(gè)月之前前的購買量原有客戶購買買量英鎊Theimportanceofcustomerretention:Furthermorethereisevidencetosuggestthatretainedcustomersaremoreprofitablethannewcustomers.Why?Aprimeobjectiveofanycustomerservicestrategyshouldbetoenhancecustomerretention.So,thereisrapidlyemerginganewfocusinmarketingandlogisticsonthecreationof‘relationships’withcustomers.TheprinciplebehindRelationshipMarketingisthattheorganizationshouldconsciouslystrivetodevelopmarketingstrategiestomaintainandstrengthencustomerloyalty.4.Service-drivenlogisticssystemsTheroleoflogisticscanbeseenasthedevelopmentofsystemsandthesupportingco-ordinationprocesstoensurethatcustomerservicegoalsaremet.Thisistheideaoftheservice-drivenlogisticssystem——asystemthatisdesignedtomeetdefinedservicegoals.Sooftenwefindthatorganizationsdesignandmanagesystemswhichhaveinternally-focusedobjectivesratherthanexternalgoals.Afarmoreeffectivestartingpointforlogisticssystemdesignisthemarketplace;inotherwordswemustfullyunderstandtheserviceneedsofthevariousmarketsthatweaddressandthenseektodeveloplowcostlogisticssolutions.Ideallyalllogisticsstrategiesandsystemsshouldbedevisedinthefollowingsequence:Identifycustomers’serviceneedsDefinecustomerserviceobjectivesDesignthelogisticssystem認(rèn)清客戶對(duì)服服務(wù)的需求確定客戶服務(wù)務(wù)目標(biāo)Identifyingcustomer’’serviceneedsIdentifythekeycomponentsofcustomerserviceasseenbycustomersthemselves.Establishtherelativeimportanceofthoseservicecomponentstocustomers.Identify‘clusters’ofcustomersaccordingtosimilarityofservicepreferences.找出在客戶眼眼中關(guān)鍵的客客戶服務(wù)因素素。設(shè)定客戶服務(wù)務(wù)要素的相對(duì)對(duì)重要性。根據(jù)服務(wù)需求求相似性，劃劃分客戶群。。DefiningcustomerserviceobjectivesThewholepurposeoflogisticsstrategyistoprovidecustomerswiththeleverandqualityofservicethattheyrequireandtodosoatlesscosttothetotalsupplychain.供應(yīng)鏈及物流流管理的全部部目的在于，，保證供應(yīng)鏈鏈總成本增幅幅較小的同時(shí)時(shí)，按客戶要要求提供服務(wù)務(wù)。Thedefinitionofappropriateserviceobjectivesismadeeasierifweadopttheconceptoftheperfectorder.Theperfectorderisachievedwhenthecustomer’sservicerequirementsaremetinfull.Themeasureofserviceisthereforedefinedasthepercentageofoccasionsonwhichthecustomer’srequirementsaremetinfull.Onefrequentlyencounteredmeasureoftheperfectorder:On-time:90%In-full:80%Error-free:70%Theactualprefectorderachievement:90%××80%××70%=50.4%準(zhǔn)時(shí)率率無錯(cuò)率率全部完完成率率Thecostbenefitofcustomerserviceabasicfact:therewillbesignificantdifferencesinprofitabilitybetweencustomers.ParetoLaw(orthe80/20rule)?Thechallengetocustomerservicemanagement?(P53)ThecostofService0Servicelevel100%CostsofserviceAsteeplyrisingcurveWhy?100%ServicelevelCostsofserviceShiftingthecostofServiceWhat’’stheuse?Howtodo?Servicelevel100%CostsofservicethereturnstoServiceWhyistheserviceResponseCurveS-shaped?P555.Settingcustomerservicepriorities設(shè)定客客戶服服務(wù)優(yōu)先級(jí)級(jí)Sincenotallourcustomersareequallyprofitablenorareourproductsequallyprofitable,shouldnotthehighestservicebegiventokeycustomersandkeyproducts?既然并并非所所有客客戶都都帶來來高利利潤率率，不不同產(chǎn)產(chǎn)品對(duì)對(duì)利潤潤的貢貢獻(xiàn)程程度也也截然然不同同，難難道不不應(yīng)對(duì)對(duì)核心心客戶戶和核核心產(chǎn)產(chǎn)品設(shè)設(shè)定最最高的的服務(wù)務(wù)優(yōu)先先級(jí)？？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成本有有待降低(2)Providehighavailability確保高高可得性性(3)Review復(fù)查(4)Delivery準(zhǔn)時(shí)配配送Profitcontribution(bySKU)Customerserviceandthe80/20ruleuDevelopDevelopMaintainReviewACBCBACustomerKeyproducts,keyaccounts(protect)ProductsIfthe80/20ruleappliesbothtoproductsandcustomersthenallbusinessesareactuallyverydependentuponaveryfewcustomersbuyingafewhighprofitlines.20%ofcustomersbuying20%oftheproducts=4%ofallcustomer/producttransactionsWhichprovides:80%of80%oftotalprofit=64%Inotherwordsjust4percentoftransactionsgivesus64percentofallourprofit.Customerserviceandthe80/20rule如果果運(yùn)運(yùn)用用80/20法法則則同同時(shí)時(shí)對(duì)對(duì)產(chǎn)產(chǎn)品品和和客客戶戶分分類類，，那那么么企企業(yè)業(yè)的的絕絕大大部部分分經(jīng)經(jīng)營營活活動(dòng)動(dòng)僅僅依依賴賴于于少少量量客客戶戶，，他他們們購購買買為為數(shù)數(shù)不不多多的的高高利利潤潤產(chǎn)產(chǎn)品品。。QuestionHowcanwemakeuseofthisimportantfact?SettingservicestandardsSomekeyareaswherestandardsareessentialOrdercycletimeStockavailabilityOrder-sizeconstraintsOrderingconvenienceFrequencyofdeliveryDeliveryreliabilityDocumentationqualityClaimsprocedureOrdercompletenessTechnicalsupportOrderstatusinformation訂單周期期庫存可得得性訂單規(guī)模模限制訂貨便捷捷性送貨頻率率送貨可靠靠性文檔質(zhì)量量索賠程序序訂單完整整性技術(shù)支持持訂單狀態(tài)態(tài)信息CompositeserviceindexServiceelementImportanceweightPerformancelevelWeightedscore(i)(ii)(i)×(ii)Orderfillrate30%70%0.21Ontimedelivery25%60%0.15Orderaccuracy25%80%0.20Invoiceaccuracy10%90%0.09Returns10%95%0.095Index=0.745服務(wù)要素素重要度權(quán)權(quán)重服務(wù)績效效水平分值訂單滿足足率及時(shí)送貨貨率送貨準(zhǔn)確確率單據(jù)準(zhǔn)確確率退貨率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,BSDopenedthefirststeelserviceandprocessingcentretobede