物流管理英文的讲义教学课件

1 13 3物流管理物流管理 3 3What is AA Doing in the Marketplace?3 3Trends/Hot Buttons in Wholesale Distribution 3 3 Service Line ExamplesCustomer SatisfactionChannel Marketing3 3Wholesale Distribution Industry Program 目目 录录2 2The WholesaleDistributionIndustry3 3The Classic ChannelProductServiceInformationInformation$ManufacturerWholesaler-DistributorCustomer4 4Many Forces Are Changing the ChannelManufacturerWholesaler-DistributorCustomerAlternateChannelFormatsBusiness ClimateBusiness Climate5 5Channel FormatsManufactureruService Providersu“Door to Door”uThird Party InfluencersuCatalog&Technology-AideduRetailer BaseduBuyer InitiateduPoint of ConsumptionMerchandisinguManufacturerBasedWholesaler-DistributorCustomer6 6Customer Market Segments Continue to Fragment Requiring Different SuppliersHighLowLowHighValue-Added Service Needs of the Customer/SupplierNeed:-Customer quality&unique product/service concernsExample:-Specialty distribution-Focus on one of product,service,customer,locationNeed:-Small orders-Low costExample:-Direct mail-catalog-Warehouse clubNeed:-Large OEM contractsExample:-Manufacturer-directNeed:-Outsourcing-Integrated SupplyExample:-Large-distributor converterTraditionalWholesaler-DistributorsCustomers7 7Industry/Product Life Cycle ConceptINTRODUCTIONINTRODUCTIONGROWTHGROWTHMATURITYMATURITYDECLINEDECLINEWholesaler-DistributorOtherChannelsManufacturerSupport8 8Extension of the Life Cycle Concept:Reformation and TransformationINTRODUCTIONINTRODUCTIONGROWTHMATURITYDECLINEINTRODUCTIONGROWTHMATURITYDECLINETransformationReformation9 9Reformation-Optimizing Core CompetenciesnFocus on reducing costsnFocus on providing basic servicesnRetention and penetration of customersnIncreased outsourcing(delivery;drop-shipments direct from suppliers)nShift to inside salesforce1010Transformation-Reinventing the BusinessnFocus on revenue growthnIncreased importance of innovative value-added servicesnStrategic alliances for integrated supplynEmphasis on reinventing the business and redeploying the workforcenReengineer the salesforce1111Trends Continuing From 1992 Studyn nW/Ds do not agree with their suppliers on key issuesn nMargins and profitability continue to be pressuredn nAlternate channel formats are here to stayn nMergers and acquisitions continue at a rapid raten nW/Ds are improving productivityn nAttracting and retaining strong management talent remains a challenge1212Emerging Issuesn nLarge companies still growing;small/medium companies turn to buying groupsn nMarketing alliances emergen nIntegrated supply programs flourishn nSome segments shift from supply“push”to demand“pull”inn nAlternate channels shake out1313What isAADoingin the Marketplace?1414Questions to Answer3How are you using the FTFOC study?3Hot issues/activities for clients and targets3What does the Industry Program provide that is value-added/non-value added?3What further support do you need from the Industry Program?1515F A C I N G the F O R C E Sof C H A N G EN A WDREFTransforming Your Business With Best Practices1616Objectives of the StudyObjectives of the Studyn nTo provide a compilation of critical trends for management to use in strategic planning efforts n nTo provide insights into how leading-edge companies are preparing to face these critical trends1717The Shift From Departmental to Process MindsetThe Shift From Departmental to Process MindsetUnderstand Markets&CustomersUnderstand Markets&CustomersDevelop Vision&StrategyDevelop Vision&StrategySelling&Customer ServiceSelling&Customer ServiceObtain Materials&SuppliesObtain Materials&SuppliesMng.Inventories&DeliveriesMng.Inventories&DeliveriesDevelop Human ResourcesDevelop Human ResourcesSales&MarketingSales&MarketingPurchasingPurchasingWarehousingWarehousingDeliveryDeliveryAdministrationAdministrationSales&MarketingSales&MarketingPurchasingPurchasingWarehousingWarehousingDeliveryDeliveryAdministrationAdministrationPastPresentFuture?1818Best Practices MatrixQuadrant IV“Expected”“Expected”Quadrant III“ProvenProven”Quadrant I“InnovativeInnovative”Quadrant II“DifferentiatedDifferentiated”HighHighLowLowHighHighLowLowGAPGAPUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedDegree to which the practice provides differentiated Degree to which the practice provides differentiated profitability or“gap”over non-usersprofitability or“gap”over non-users1919Understanding Markets&Customers2020Key MessagesWholesaler-distributors must create and use formal methods to gain customer feedback and improve communication.n nFormally and continuously measure customer satisfaction.n nSegment markets and customers,and design or adjust business processes,based on a balance of price and value.n nTake advantage of inherent strengths to deliver the best value for the price.2121W/Ds gauge customers satisfactionAgree/Strongly AgreeAgree/Strongly Agree50%50%45%45%27%27%17%17%21%21%18%18%W/Ds Do Not Communicate Well With Their W/Ds Do Not Communicate Well With Their CustomersCustomersW/DW/DS SCommunication is goodW/Ds understand customers expectations2222Customers Focus on Best Value and Lowest Cost Customers Focus on Best Value and Lowest Cost Complete&Reliable Deliveries are AssumedComplete&Reliable Deliveries are AssumedW/DW/DHigh ROTAHigh ROTAS STodayToday20002000TodayToday20002000TodayToday20002000Completeness&reliability of deliveries Completeness&reliability of deliveries 1 11 12 22 21 11 1Competent outside salespersonCompetent outside salesperson2 26 65 58 85 57 7Best value for the priceBest value for the price3 32 21 11 12 22 2Competent inside salespersonCompetent inside salesperson4 43 36 66 67 76 6Quality of productQuality of product5 55 53 33 33 33 3Lowest total delivered costLowest total delivered cost6 64 47 75 512121010Frequency&speed of deliveryFrequency&speed of delivery7 77 74 44 44 44 42323W/Ds need to understand W/Ds need to understand their costtheir costSophisticated management Sophisticated management information,and its use,will be key information,and its use,will be key to success in futureto success in futureW/Ds have information to decide W/Ds have information to decide about profitable customers,about profitable customers,products,and servicesproducts,and servicesAgree/Strongly AgreeAgree/Strongly Agree96%96%96%96%98%98%97%97%Better Information is Needed to Make Better Business Decisions66%66%54%54%W/DW/DS S2424Quadrant IVQuadrant IV“Expected”“Expected”Quadrant IIIQuadrant III“Proven“Proven”Quadrant IQuadrant I“Innovative“Innovative”HighHighLowLowHighHighUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployed Track satisfaction using informal Track satisfaction using informal feedbackfeedbackQuadrant II“Differentiated”Include customer satisfaction-Include customer satisfaction-related measures in employee related measures in employee reviewsreviewsTrack customer satisfaction with Track customer satisfaction with internal operating statisticsinternal operating statistics2525Quadrant IVQuadrant IV“Expected”“Expected”Quadrant IIIQuadrant III“Proven“Proven”HighHighLowLowLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployed Track satisfaction using informal Track satisfaction using informal feedbackfeedbackTrack customer satisfaction with Track customer satisfaction with formal market research-annual formal market research-annual satisfaction surveys,performance satisfaction surveys,performance relative to competitors,etc.relative to competitors,etc.Track customer satisfaction using Track customer satisfaction using external sources other than customersexternal sources other than customersQuadrant I“Innovative”2626Enhancing Company Value-AA ServicesMarket Needs AssessmentCompetitive Profiling/BenchmarkingMarket Entry StrategiesChannel EffectivenessPricing StructuresMarket and Sales Organizational StructureAdvertising EffectivenessUnderstandingMarkets&Customers2727Developing Vision&Strategy2828Key MessagesWholesaler-distributors must use formally gathered Wholesaler-distributors must use formally gathered customer feedback and other external information to drive a customer feedback and other external information to drive a formal strategic planning process.formal strategic planning process.n nUse formal strategic planning to ensure consistent and Use formal strategic planning to ensure consistent and reliable customer service.reliable customer service.n nMake vision and strategy the CEOs primary job.Make vision and strategy the CEOs primary job.n nReengineer business processes to meet customer needs.Reengineer business processes to meet customer needs.n nImprove financial performance by simultaneously Improve financial performance by simultaneously increasing revenue and controlling cost.increasing revenue and controlling cost.2929Wholesaler-distributors are doing strategic planning to enhance performanceAgree/Strongly AgreeAgree/Strongly Agree40%40%16%16%S SW/DW/DW/Ds and Suppliers Disagree On Degree of Planning W/Ds and Suppliers Disagree On Degree of Planning DoneDone3030ROI Strategies Reflect Both Reformation ROI Strategies Reflect Both Reformation&Transformation&TransformationW/DSTodayToday 20002000TodayToday 20002000Grow salesGrow sales3030303026262424Increase gross marginIncrease gross margin2121202015151414Decrease operating costsDecrease operating costs1818181820202222Improve purchasing practices Improve purchasing practices 1717161616161818Improve asset turnoverImprove asset turnover1111121215151515Change capital structureChange capital structure3 34 48 87 73131Quadrant IVQuadrant IV“Expected”“Expected”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedQuadrant III“Proven”Benchmark against competitorsBenchmark against competitors3232Quadrant IVQuadrant IV“Expected”“Expected”Quadrant IIIQuadrant III“Proven“Proven”HighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedQuadrant II“Differentiated”Create a small family of measures Create a small family of measures addressing Cost,Quality and Time addressing Cost,Quality and Time across organization,processes&across organization,processes&peoplepeople Use activity-based budgeting and Use activity-based budgeting and costing to link costs to key drivescosting to link costs to key drives Have long-range strategic planHave long-range strategic plan Benchmark against competitorsBenchmark against competitors3333Enhancing Company Value-AA ServicesStrategic Business PlanningStrategic ScreenShareholder Value AnalysisPerformance Management Decision SupportActivity Based ManagementPortfolio AnalysisAcquisition/Divestititure SupportDevelopingVision&Strategy3434Enhancing Company Value-AA ServicesCapital SourcingValuation ServicesBalance Sheet RestructuringDebt RefinancingFinancial&Business AuditsContract Audit ServicesBusiness Risk Control ServicesLitigation ConsultingDevelopingVision&Strategy3535Selling and Customer Service3636Key MessagesKey MessagesWholesaler-distributors must redesign their sales efforts and other processes to achieve seamless customer service.n nRedesign the role of the salesforce.n nPlace customer service at center stage.n nConsider integrated supply arrangements as a way to“lock in”the customer.n nMake pricing structure less complex and more effective.3737The Customer Service FrameworkThe Customer Service Framework“Consistent&“Consistent&Reliable Service”Reliable Service”“Management of Problems“Management of Problems&Exceptions”&Exceptions”“Market Differentiation”“Market Differentiation”ReliabilityResilienceValue-AddedValue-AddedGoal:To enhance the role of outside sales 3838Salesforce Continues to Shift to Inside SalesSalesforce Continues to Shift to Inside SalesThis StudyThis StudyLast StudyLast Study60%60%40%40%20%20%0%0%TodayToday20002000TodayToday2000200046%46%54%54%57%57%43%43%39%39%61%61%51%51%49%49%Inside SalesInside SalesOutside SalesOutside Sales3939Inside Sales Is Becoming More Proactive Inside Sales Is Becoming More Proactive and Less Administrativeand Less AdministrativeTodayToday 20002000TodayToday 20002000Order taking&processingOrder taking&processing6262484815151010Soliciting orders from existing Soliciting orders from existing 1212181835353030 customers customersSoliciting orders from new Soliciting orders from new 5 5111112121919 customers customersPromoting new or other productsPromoting new or other products5 58 810101515AdministrativeAdministrative11117 77 75 5TrainingTraining5 57 75 58 8Travel and waitingTravel and waitingN/AN/AN/AN/A16161313Inside SalesInside SalesOutside SalesOutside Sales4040Quadrant IVQuadrant IV“Expected”“Expected”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedProvide one primary contact point Provide one primary contact point for each type of customerfor each type of customerQuadrant III“Proven”Responding to Inquiries&Processing the OrderResponding to Inquiries&Processing the Order4141Quadrant IVQuadrant IV“Expected”“Expected”Quadrant IIIQuadrant III“Proven“Proven”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedQuadrant II“Differentiated”Provide one primary contact point Provide one primary contact point for each type of customerfor each type of customerMeasure average wait time“on Measure average wait time“on hold”for customers(e.g.,in hold”for customers(e.g.,in minutes)minutes)Integrate telephone response Integrate telephone response technology and information technology and information systemssystemsResponding to Inquiries&Processing the OrderResponding to Inquiries&Processing the Order4242Quadrant IVQuadrant IV“Expected”“Expected”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedQuadrant III“Proven”Offer customers easily-understood,Offer customers easily-understood,easy-to-use,flexible yet standardized easy-to-use,flexible yet standardized ways to submit claimsways to submit claimsProvide customers with a singleProvide customers with a singlecontact empowered to resolve thecontact empowered to resolve theclaimclaimAfter-Sales ServiceAfter-Sales Service4343Quadrant IVQuadrant IV“Expected”“Expected”Quadrant IIIQuadrant III“Proven“Proven”HighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployed Offer customers easily-understood,Offer customers easily-understood,easy-to-use,flexible yet standardizedeasy-to-use,flexible yet standardizedways to submit claimsways to submit claims Provide customers with a singleProvide customers with a singlecontact empowered to resolve the claimcontact empowered to resolve the claimQuadrant II“Differentiated”Implement complaint satisfaction Implement complaint satisfaction surveys to assess the customers surveys to assess the customers level of satisfaction with the level of satisfaction with the complaint resolution processcomplaint resolution processAfter-Sales ServiceAfter-Sales Service4444Obtaining Materials&Supplies4545Key MessagesWholesaler-distributors must identify their“strategic suppliers”and treat them as customers.n nUnderstand supplier needs and wants are fragmenting.Understand supplier needs and wants are fragmenting.n nDevelop formal methods for determining supplier Develop formal methods for determining supplier expectations.expectations.n nQuantitatively prove to suppliers the value added by Quantitatively prove to suppliers the value added by wholesaler-distributorswholesaler-distributorsn nFormally evaluate vendors to determine the most Formally evaluate vendors to determine the most effective and productive partnerseffective and productive partners.4646Promotional Spending Will Shift to Performance Criteria ProgramsW/DSTodayToday20002000TodayToday 20002000Incentives based on dollars spentIncentives based on dollars spent5555454549493636on purchase on purchase Incentives based on volume(units)Incentives based on volume(units)2222191927272121of purchaseof purchasePerformance criteria programsPerformance criteria programs2020323219193737OtherOther3 34 45 56 64747Better Communication Is Needed to Strengthen Better Communication Is Needed to Strengthen Relationships Between W/Ds and SuppliersRelationships Between W/Ds and Suppliers95%95%88%88%23%23%54%54%60%60%41%41%62%62%60%60%21%21%31%31%Relationship between manufacturers and Relationship between manufacturers and W/Ds need to be strengthenedW/Ds need to be strengthenedMost manufacturers have a strong sense Most manufacturers have a strong sense of loyalty to W/Ds that represent themof loyalty to W/Ds that represent themManufacturers view W/Ds participation Manufacturers view W/Ds participation in the marketing channel as a“necessary in the marketing channel as a“necessary evil”evil”Partnerships with suppliers dont exist Partnerships with suppliers dont exist todaytodayCommunication between W/Ds and Communication between W/Ds and suppliers is quite goodsuppliers is quite goodW/DW/DS SAgree/Strongly AgreeAgree/Strongly Agree4848Wholesaler-Distributors Value-added is Being Wholesaler-Distributors Value-added is Being QuestionedQuestionedMost manufacturers feel they need Most manufacturers feel they need distributors assistance and value-added distributors assistance and value-added services to perform marketing functions services to perform marketing functions necessary to sell their productsnecessary to sell their productsDistributors are doing a good job Distributors are doing a good job performing marketing functions for performing marketing functions for manufacturersmanufacturersManufacturers have been relying less on Manufacturers have been relying less on W/Ds to perform marketing functions W/Ds to perform marketing functions over the past 5 years over the past 5 years Agree/Strongly AgreeAgree/Strongly Agree73%73%80%80%S SW/DW/D45%45%7%7%47%47%68%68%4949The cost and value of the marketing The cost and value of the marketing functions W/Ds perform are not functions W/Ds perform are not clearly understood by manufacturersclearly understood by manufacturersManufacturers generally feel Manufacturers generally feel distributors gross margins on their distributors gross margins on their products are more than adequateproducts are more than adequateBy year 2000,W/Ds will play a larger By year 2000,W/Ds will play a larger role than today performing marketing role than today performing marketing functions for manufacturersfunctions for manufacturersAgree/Strongly AgreeAgree/Strongly Agree91%91%71%71%S SW/DW/D92%92%75%75%79%79%58%58%Suppliers Dont Understand Channel Cost StructureSuppliers Dont Understand Channel Cost Structure5050Quadrant IVQuadrant IV“Expected”“Expected”Quadrant IIIQuadrant III“Proven“Proven”HighHighLowLowUSAGEUSAGE%of%of Companies in Companies in the industry the industry that use the that use the practicepractice Integrate purchasing,A/P,&Integrate purchasing,A/P,&receiving systemsreceiving systemsQuadrant II“Differentiated”Have a formal system in place to Have a formal system in place to analyze manufacturer performanceanalyze manufacturer performanceQuantify purchase transaction Quantify purchase transaction costscosts5151Managing Inventories&Making Deliveries5252Key MessagesWholesaler-distributors must make logistics a core competency or outsource it.n nMove from inventory control(“How many do I have?”)Move from inventory control(“How many do I have?”)to inventory management(“How many should I have?”).to inventory management(“How many should I have?”).n nUse technology and other methods to improve processes Use technology and other methods to improve processes within the warehouse.within the warehouse.n nEither make logistics a core competency or consider Either make logistics a core competency or consider outsourcing it.outsourcing it.n nMatch customer feedback with internal service level Match customer fee