供应链管理（3）

CHAPTER3CustomerServiceCosttrade-offsinMarketingandLogisticsProductOrderprocessingandinformationcostsInventorycarryingcostsPlace/customerservicelevelsOrderprocessingandinformationcostsPriceLotquantitycostsWarehousingcostsTransportationcostsLOGISTICSMARKETINGElementsofCustomerServiceTransactionelementsWrittenstatementofpolicyCustomerreceiptofpolicystatementOrganizationstructureSystemflexibilityManagementservicesInstallation,warranty,alterations,repairs,partsProducttracingCustomerclaims,complaints,returnsTemporaryreplacementofproductsStockoutlevelsOrderinformationElementsofordercycleExpeditedshipmentsTransshipmentSystemaccuracyOrderconvenienceProductsubstitutionPosttransactionelementsPretransactionelementsMethodsofEstablishingaCustomerServiceStrategyDeterminingchannelservicelevelsbasedonknowledgeofconsumerreactionstostockoutsAnalyzingcost/revenuetrade-offsUsingABCanalysisofcustomerserviceConductingacustomerserviceauditModelofConsumerReactiontoaRepeatedStockoutSource:ClydeK.Walter,“AnEmpiricalAnalysisofTwoStockoutModels,”unpublishedPh.D.Dissertation,OhioStateUniversity,1971.Customer3Lower4Othersize2Same1HigherAnotherstore6Askhereagain5SpecialorderSwitchstores?Substitute?Switchbrand?Substitute?Switchprice?NoNoYesYesYesYesNoNoRelationshipBetweenCustomerServiceandInventoryInvestmentInternalAuditExternalAuditEvaluateCustomerPerceptionsDifferentiateChannelLevels&MarketSegmentsIdentifyOpportunitiesDetermineMarketingServicesMix&LevelsStagesoftheCustomerServiceAuditOverallImportanceComparedToSelectedPerformanceOfMajorManufacturersEvaluatedByDealersSource:DouglasM.LambertandJayU.Sterling,“DevelopingCustomerServiceStrategy,”unpublishedmanuscript.AllRightsreserved.OverallImpt.-DealerEvaluationsofManufacturersAllDealersMfr.1Mfr.2Mfr.3Mfr.4Mfr.5Mfr.6RankVar.NumDescriptionM.SDM.SDM.SDM.SDM.SDM.SDM.SD19Abilityofmanufacturertomeetpromiseddeliverydate(on-timeshipments)6.40.85.91.04.11.64.71.66.60.63.71.83.31.6239Accuracyinfillingorders(correctproductisshipped)6.40.85.61.14.71.45.01.35.81.15.11.24.41.5390Competitivenessofprice6.31.05.11.24.91.44.51.55.41.34.41.53.61.8440Advancenoticeonshippingdelays6.10.94.61.93.01.63.71.75.11.73.01.73.11.7594Specialpricingdiscountsavailableoncontract/projectquotes6.11.15.41.34.01.74.11.66.01.24.71.54.51.863Overallmanufacturinganddesignqualityofproductrelativetothepriceandrangeinvolved6.00.96.01.05.31.35.11.26.50.85.21.34.81.5716Updatedandcurrentpricedata,specificationsandpromotionmaterialsprovidedbymanufacturer6.00.95.71.34.11.54.81.46.30.94.91.74.31.9847Timelyresponsetorequestsforassistancefrommanufacturer'ssalesrepresentative6.00.95.21.74.61.64.41.65.41.64.22.04.31.7914Ordercycleconsistency(smallvariabilityinpromisedversusactualdelivery,i.e.,vendorconsistencymeetsexpecteddate).6.00.95.81.04.11.54.81.46.30.93.61.74.41.7104bLengthofpromisedordercycle(lead)times(fromordersubmissiontodelivery)forbaseline/in-stock("quickship")product6.01.06.11.14.51.44.91.56.21.14.31.73.72.01154Accuracyofmanufacturerinforecastingandcommittingtoestimatedshippingdatesoncontract/projectorders6.01.05.51.24.01.64.31.46.31.13.81.73.51.61249aCompletenessoforder(%oflineitemseventuallyshippedcomplete)--madetoorderproduct(contractorders)6.01.05.51.24.31.24.71.36.01.14.41.44.01.65033aPricerangeofproductlineoffering(e;g.,low,medium,highpricelevels)formajorvendor5.01.34.41.54.61.65.11.55.21.44.31.63.91.610177Storelayoutplanningassistancefrommanufacturer2.91.64.21.73.01.53.41.64.71.63.01.43.41.2Note:Mean(averagescore)basedonascaleof1(notimportant)through7(veryimportant).InternalAuditQuestionsHowiscustomerservicecurrentlymeasured?Whataretheunitsofmeasurement?Whataretheperformancestandards?Whatisthecurrentlevelofattainment?3-9aInternalAuditQuestionscont.Howarethesemeasuresderivedfromcorporateinformationflowsandtheorderprocessingsystem?Whatistheinternalcustomerservicereportingsystem?Howdothefunctionalareasofthebusinessperceivecustomerservice?Whatistherelationbetweenthesefunctionalareasintermsofcommunicationandcontrol?3-9bImportanceAndPerformanceEvaluationsForSelectedCustomerServiceAttributesRelativePerformance-0.36**PerformanceevaluationsofAandBaresignificantlydifferentatp<0.05.123456789PerformanceEvaluationImportanceCompanyACompanyBNo.AttributeAccuracyinfillingordersAbilitytoexpediteemergencyordersinafast,responsivemannerActiononcomplaints(e.g.,orderservicing,shipping,product,etc.)Accuracyofsupplierinforecastingandcommittingtoshippingdateforcustom-madeproductsCompletenessrate(percentageofordereventuallyshipped)RapidadjustmentofbillingandshippingerrorsAvailabilityofblanketordersFrequencyofdeliveries(supplierconsolidatesmultiple/splitshipmentsintoonelarger,lessfrequentshipment)OrderprocessingpersonnellocatedinyourmarketareaComputer-to-computerorderentry6.426.256.075.925.695.344.554.293.582.305.544.984.824.535.294.645.035.075.334.075.655.235.184.735.274.904.155.035.213.53-0.11-0.25-0.20+0.02-0.24+0.04+0.1210+0.54**+0.88****PerformanceevaluationsofAandBaresignificantlydifferentatp<0.01.Source:DouglasM.LambertandArunSharma,“ACustomer-BasedCompetitiveAnalysisforLogisticsDecisions,”InternationalJournalofPhysicalDistributionandLogisticsManagement20,no.1(1990),p.18.3-9cCompetitivePositionMatrixIMPORTANCEHIGHMEDIUMLOWMinorweaknessMinorstrengthMajorweaknessMajorstrengthCompetitivedisadvantageCompetitiveparityCompetitiveadvantageRelativeperformance1357-3.0-1.0+1.0+3.01*2*4*3*6*5*7*8*9*10*3-10PerformanceEvaluationMatrixPerformanceevaluationIMPORTANCEHIGHMEDIUMLOWMaintainDefinitelyimproveMaintain/improve135713571*2*4*3*6*5*7*8*9*10*MaintainReduce/maintainReduce/maintainReduce/maintainImproveImprove3-11StrategicOpportunitiesForACompetitiveAdvantage*denotesattributenumberindicatesdesiredshiftinrelativeperformanceindicatespotentialopportunitiesthatmayberevealedwithinspecificcustomersegmentsCompetitivedisadvantageCompetitiveparityCompetitiveadvantageMajorweaknessMinorweaknessMajorstrengthMinorstrengthRelativeperformanceIMPORTANCEHIGHMEDIUMLOW7531-3.0-1.0+1.0+3.01*2*3*4*5*6**8*9*10*7Source:DouglasM.LambertandArunSharma,“ACustomer-BasedCompetitiveAnalysisforLogisticsDecisions,”InternationalJournalofPhysicalDistributionandLogisticsManagement20,no.1(1990),p.23.3-12MeasuringandControllingCustomerServicePerformanceEstablishquantitativestandardsofperformanceforeachserviceelement.Measureactualperformanceforeachserviceelement.Analyzevariancebetweenactualserviceprovidedandstandard.Takecorrectiveactionasneededtobringactualperformanceintoline.3-13CustomerServiceStandardsReflectthecustomer’spointofview.Provideanoperationalandobjectivemeasureofserviceperformance.Providemanagementwithcuesforcorrectiveaction.3-14演讲完毕，谢谢观看！