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,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,E-Business,物流与服务,2,1,To identify how logistics affects the economy and the,profitability,of corporation.,To briefly explore how logistics has,developed,over time.,Key Logistics activities.,To understand the concept of the,systems approach,as it relates to logistics and marketing, the,total cost,concept and profitability.,Chapter Objective,2,3,To show the,central role,that customer service plays in an organizations marketing and logistics.,To define,customer service,.,To show how to establish,an effective customer service strategy,.,To,identify opportunities,for improving customer service performance.,主要参考书：物流管理,1,、,2,、,7,章,ISBN 7-5053-8737-5/F,Chapter Objective,2,3,4,1 Logistics in our life,Traditional View: Logistics in the Economy (1990, 1996),Freight Transportation$352, $455 Billion,Inventory Expense $221, $38 Billion,Administrative Expense $27, $31 Billion,Logistics Related Activity 8%, 10.5% of GNP,gross national product,国民生产总值,Source: Cass Logistics,1,4,5,1 Logistics in our life,Traditional View: Logistics in the Manufacturing Firm,Profit 4%,Logistics Cost 21%,Marketing Cost 27%,Manufacturing Cost 48%,1,5,1 Logistics in our life,物流概念的演变,第一阶段：物流概念的孕育阶段,20,世纪初至,50,年代中期：,Physical Distribution,与,Logistics,并存,.,1905,年，美国少校琼西,贝克,(,Chauncey B.Baker,),在其所著,军队和军需品运输,一书中提出的物流的概念，叫做,Logistics,（军事后勤）。他是从军事后勤的角度提出的，称,Logistics,是“与军备的移动与供应有关的战争的艺术的分支”。,1915,年，美国的阿奇,萧在他的,Some Problems In Marketing Distribution,一书首次用到物流的概念，叫做,Physical Distribution,（实物配送）。他从市场营销的角度提出的，指出“物流是与创造需求不同的一个问题”。,6,1 Logistics in our life,第二阶段：分销物流概念阶段,20,世纪,50,年代中期至,80,年代中期：,Physical Distribution,的鼎盛时期。,第二次世界大战期间，因战争的需要，美国军方调用大量的科学家从事军事后勤方面的研究，,Logistics,得到了极大地发展。,战争结束后，各国纷纷开始战后重建工作，许多军用技术也逐渐转为民用，经济的复苏带来,Physical Distribution,营销领域的极大发展。,7,第三阶段：现代物流概念阶段,20,世纪,80,年代中期至现在：,Logistics,的全面发展,1 Logistics in our life,传统的物流,供应链管理思路,现代物流管理,8,9,1,Importance of Logistics,Estimated that the grocery industry could,save $30,billion,(10% of operating cost) by using,effective logistics and supply chain strategies.,通过实施有效的物流和供应链管理策略，预计零售行业能够节约,300,亿美元,It takes a typical new car, on average,15days,to travel from the factory to the dealership. But the actual travel time is no more than,4 to 5 days,.,一个典型的新车，从工厂到特许经销处平均需要,15,天，但改进物流后，实际运输时间不超过,4,至,5,天。,1 Logistics in our life,9,10,Warehousing,Warehousing,Transportation,Transportation,Vendors/plants/ports,Transportation,Factory,Transportation,Customers,Information,flows,1 Logistics in our life,1,The Immediate Supply Chain for an Individual Firm,10,11,1,Definition of Logistics Management (,by CLM,),The process of planning, implementing and controlling the efficient, effective flow and storage of goods, services, and related information from point of origin to point of consumption for the purpose of conforming to,customer requirements,.,为了满足客户需求，对商品、服务和相关信息从产出点到消费点的,合理、有效的流动和储存,，进行规划、实施与控制的过程,.,Council of Logistics Management,物流是供应链的一部分，是指为了满足客户的需要而发生的从发生地到消费地的物质、服务和相关信息的流动过程，以及为使保管能有效、低成本地进行而从事的计划、实施和控制行为。,中国国家标准物流术语,2 Definition of Logistics Management (,by CLM,),11,12,2 Definition of Logistics Management (,by CLM,),5 right of Logistics,Getting the,right,goods,and services needed for consumption or production, to the,right,place, at the,right,time, and in the,right,condition,at the,right,cost,.,1,12,13,1,Assortment of Logistics Activities,The function of logistics,supply logistics, retail logistics, production logistics, reverse logistics,逆向物流, waste material logistics,The nature of logistics system,social logistics, industrial logistics, business logistics,Space of logistics activities,regional logistics, international logistics,2 Definition of Logistics Management (,by CLM,),13,14,1,Factors Impacting the Development of Logistics,Military logistics developments,Transportation deregulation,Competitive pressures,Information technology,Channel power,Profit leverage,利润杠杆,3 Factors Impacting the Development of Logistics,14,15,3 Factors Impacting the Development of Logistics,现代物流与第三方物流的背景及定义,物流,最初只表现为,简单的仓储及运输的职能,。,现代物流,是指将供应链管理概念用于传统的物流作业之上，即物流不再局限于仓储和运输，而是,把运输、仓储、装卸、加工、整理、配送、信息等方面有效地结合起来，提高物流作业的整体效率，降低物流环节的成本。,到,20,世纪,90,年代中期，,第三方物流,的概念和运作模式得到了企业的普遍认同并被广泛应用。因为企业都希望把资源集中在企业的核心竞争能力上，但单靠自己的力量降低物流费用又存在很大的困难，,TPL,是在物流渠道中由相对,“,第一方,”,发货人和,“,第二方,”,收货人而言的,第三方公司以合同的形式在一定期限内，提供企业所需的全部或部分物流服务的专业物流公司。,15,3 Factors Impacting the Development of Logistics,物流系统要素目标之间的典型冲突,(1),要素,主要目标,采取的方法,可能导致的结果,可能造成对其它要素的影响,运输,C=min,（运费）,1,、批量运输,2,、集装整车运输,3,、铁路干线运输,1,、交货期集中,2,、交货批量大,3,、待运期长,4,、运输费用低,1,、在途库存增加,2,、平均库存增加,3,、末端加工费用高,4,、包装费用高,储存,C=min,（储存费）,1,、缩短进货周期,2,、降低每次进货量，增加进货次数,3,、在接近消费者的地方建仓库,4,、增加信息沟通,1,、紧急进货增加,2,、送货更加零星,3,、储存地点分散,4,、库存量降低甚至达到零库存，库存费用降低,1,、无计划配送增加,2,、配送规模更小,3,、配送规模更分散,4,、配送、装卸搬运、流通加工物流信息成本增加,包装,1,、破损最少,2,、包装成本最小,1,、物流包装材料强度高,2,、扩大内装容量,3,、按照特定商品需要确定包装材料和方式,4,、物流包装容器功能更多,1,、包装容器占用过多空间和重量,2,、包装材料费增加,3,、包装容器的回收费用增加,4,、包装容器不通用,5,、破损降低但包装费增加,1,、包装容器耗用的运输费用和仓储费增加,2,、运输车辆和仓库的利用率会下降,3,、装卸运输费用增加,16,要素,主要目标,采取的方法,可能导致的结果,可能造成对其它要素的影响,装卸,1,、降低装卸费,2,、降低搬运费,3,、加快装卸速度,1,、使用人力节约装卸搬运成本,2,、招聘民工进行装卸搬运,3,、提高装卸搬运速度，,“,抢装抢卸,”,1,、装卸搬运效率低,2,、商品破损率高,3,、不按要求堆放,4,、节省装卸搬运费用,1,、待运周期延长,2,、运输工具和仓库的利用率降低,3,、商品在途和在库损耗率增加,4,、包装费用增加,5,、重新加工增加流通加工成本,流通加工,1,、满足销售需求,2,、降低流通加工费用,1,、流通加工作业越来越多,2,、为节约加工成本，采用简陋设备,1,、在途储存和在库储存增加,2,、增加装卸环节,3,、商品重复包装,1,、商品库存费增加,2,、装卸搬运费增加,3,、商品包装费增加,物流信息,1,、简化业务,2,、提高透明度,1,、建计算机网络,2,、增加信息处理设备，如手持终端,3,、采用条形码,4,、增加信息采集点,1,、增加信息处理费,2,、方便业务运作,3,、提高客户服务,4,、信息安全性和可靠性影响到系统运作安全,（与其它要素的目标没有冲突）,3 Factors Impacting the Development of Logistics,物流系统要素目标之间的典型冲突,(2),17,18,1,3 Factors Impacting the Development of Logistics,物流系统要素目标之间的典型冲突,(3),Place/customer servicelevels,Product,Promotion,Price,Order processing and information costs,Warehousingcosts,Transportationcosts,Inventorycarrying costs,Lot quantitycosts,LOGISTICS,MARKETING,Source: Adapted from Douglas M. Lambert,The Development of an Inventory Costing Methodology: A Study of the Costs Associated with Holding Inventory,(Chicago, IL: National Council of Physical Distribution Management, 1976), p. 7.,Cost Trade-offs Required in Marketing and Logistics,营销与物流中的成本权衡,18,19,1,Relationship of Logistics Activities to Logistics Costs,物流活动与物流成本间的关系,Customer service levels,Transportation costs,Warehousing costs,Order processing/information systems costs,Lot quantity costs,Inventory carrying costs,3 Factors Impacting the Development of Logistics,物流系统要素目标之间的典型冲突,(4),19,20,1,Customer service,Demand forecasting/ planning,Inventory management,Logistics communications,Material handling,Order processing,Packaging,Parts & service support,Plant & warehouse site selection,Procurement,Return goods handling,Reverse logistics,Traffic & transportation,Warehousing & storage,4 Key Logistics Activities,20,21,1,Future Challenges in Logistics,Strategic planning and participation,Total quality management (TQM),Just-in-time (JIT),Quick response (QR),Efficient consumer response (ECR),Logistics as a competitive weapon,Accounting for logistics costs,4 Key Logistics Activities,21,22,1,Future Challenges in Logistics (Continued),Logistics as a boundary-spanning activity,跨边界活动,Global logistics,Increasing skill requirements,Logistics information systems,Outsourcing, partnering, and strategic alliances,Technology,Green marketing,4 Key Logistics Activities,22,23,Service,23,24,A logistics manager said “If not considering customer, logistics operation would be very easy, but your living would be a little hard,”,.,Customer service represents the,output of the logistics system,.,Customer service differentiation can provide an organization with a,distinct advantage,over the competition.,Customer service is,an integral,整体所必需的,part of the design and operation of all logistics system,.,2,5 Service Observations,24,25,5 Service Observations,PLANNING,ORGANIZING,CONTROLLING,Transport Strategy,Transport fundamentals,Transport decisions,Customer,service goals,The product,Logistics service,Ord,. proc. & info. sys.,Inventory Strategy,Forecasting,Inventory decisions,Purchasing and supply,scheduling decisions,Storage fundamentals,Storage decisions,Location Strategy,Location decisions,The network planning process,PLANNING,ORGANIZING,CONTROLLING,Transport Strategy,Transport fundamentals,Transport decisions,Customer,service goals,The product,Logistics service,Ord,. proc. & info. sys.,Inventory Strategy,Forecasting,Inventory decisions,Purchasing and supply,scheduling decisions,Storage fundamentals,Storage decisions,Location Strategy,Location decisions,The network planning process,2,Central Role that Customer Service Plays,25,26,5 Service Observations,12% Damaged,goods,31%,Product or quality,mistakes,7%,Other,6%,Frequently cut,items,44%,Late delivery,2,Common Customer Service Complaints,26,27,Customer service,is the measure of how well logistics is performing in providing,time and place,utility for a product or service.,Customer service,is a process for providing significant value-added benefits to the supply chain in a,cost-effective,way.,6 Customer Service Defined,2,27,28,6 Customer Service Defined,The,“,Perfect Order,”,Defined,Complete Orders Delivered To Customers Requested Date And Time In Perfect Condition, Including All Documentation.,.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97 x.97=.73,28,29,6 Customer Service Defined,What is Customer Satisfaction?,SAT = F (Expectations, perceived performance),Perceived Performance - Expectations = 0, Satisfaction,“,Meet or Exceed Customer Expectations”,29,30,7 Establish a Customer Service Strategy,Pretransaction,：,Written statement of policy,Customer receives policy statement,Organization structure,System flexibility,Management services,Transaction,：,Stockout level,Order information,Elements of order cycle,Expedite shipment,Transship,System accuracy,Order convenience,Product substitute,Posttransaction,：,Installation, warranty, alterations, repairs, parts,Product tracing,Customer clams, complaints, returns,Temporary replacement of products,Customer Service,2,Elements of Customer Service P26,30,31,7 Establish a Customer Service Strategy,Service policy must be based on customer requirements.,One popular method is to benchmark competitors customer service level.,2,31,32,7,Establishing Customer Service Strategy,Establishing Customer Service Strategy,Determining customer service levels based on customer reaction to stockouts at the retail level.,Cost/revenue trade-offs.,ABC analysis of customer service,.,Customer service audits.,2,32,33,Profit maximization,Revenue,Logistics costs,Improved logistics customer service,0,0,Costs or sales,7,Establishing Customer Service Strategy,2,Generalized Cost-Revenue Tradeoffs,33,34,List of Relevant Customer Service Elements,Billing Procedure,Average Delivery Times,Rush Service,Return Policy,Order Status Information,Accuracy in Filling Orders,Action on Complaints,Expedite Emergency Orders,Remote Order Transmission (computer-to-computer),Palletize and Utilize Loads or Handling Efficiency,Delivery Time Variability,Completeness of Order(% of Order shipped),8 Setting Service Levels,2,34,35,Fill Rate,(% of orders shipped complete),Efficient Order Entry Procedures,Speed and Accuracy in Billing,Handling of Claims,Availability of Inventory Status,Lead-times (length of),Freight Pickup Allowances for Distributors Wishing to Pickup Freight at the Manufacturers (backhaul policy),Distributors Choice of Carrier Selected,8 Setting Service Levels,2,35,36,8 Setting Service Levels,Importance And Performance Evaluations For Selected Customer Service Attributes,Performance Evaluation,Relative,Performance,-0.36*,* Performance evaluations of A and B are significantly different at p 0.05.,1,2,3,4,5,6,7,8,9,Importance,Company A,Company B,No.,Attribute,Accuracy in filling orders,Ability to expedite emergency orders in a,fast, responsive manner,Action on complaints (e.g., order servicing,shipping, product, etc.),Accuracy of supplier in forecasting and,committing to shipping date for,custom-made products,Completeness rate (percentage of order,eventually shipped),Rapid adjustment of billing and shipping,errors,Availability of blanket orders,Frequency of deliveries (supplier,consolidates multiple/split shipments,into one larger, less frequent shipment),Order processing personnel located in your,market area,Computer-to-computer order entry,6.42,6.25,6.07,5.92,5.69,5.34,4.55,4.29,3.58,2.30,5.54,4.98,4.82,4.53,5.29,4.64,5.03,5.07,5.33,4.07,5.65,5.23,5.18,4.73,5.27,4.90,4.15,5.03,5.21,3.53,-0.8,-0.25,-0.20,+0.02,-0.24,+0.04,+0.12,10,+0.54*,+0.88*,* Performance evaluations of A and B are significantly different at p 0.01.,36,37,8 Setting Service Levels,Measuring and Controlling Customer Service Performance,Establish quantitative standards of performance for each service element.,Measure actual performance for each service element.,Analyze variance between actual service provided and standard.,Take corrective action as needed to bring actual performance into line.,37,38,8 Setting Service Levels,Improving Customer Service Performance,Thoroughly researching customer needs;,Setting service levels that make realistic trade-offs between revenues and expenses;,Making use of the latest technology in order processing systems;,Measuring and evaluating the performance of individual logistics activities.,2,38,39,小结,39,40,4 System Approach,Customer,Customer,Customer,Customer,Customer,Customer,Supplier,Supplier,Supplier,Distribution,center,Distribution,center,Manufacturing,site,Carrier,Carrier,Carrier,Carrier,Carrier,Carrier,40,41,4 System Approach,分销中心,(,欧洲代理商,),总机装配,(,通用打印机,),（,FAT,）,印刷电路板组装与测试（,PCAT,）,集成电路制造,消费者,供应商,消费者,消费者,分销中心,(,亚洲代理商,),美洲经销商,欧洲经销商,亚洲经销商,打印机箱制造,供应商,供应商,供应商,在温哥华完成,示例：,HP,打印机的供应链系统,41,42,1,5 Relationship,of Logistics to Marketing and Production,Customersatisfaction,Suppliers,Intermediate customers,Final customers,Integratedeffort,Product,Price,Promotion,Place (distribution),Companyprofit,Maximize long-term profitability,Lowest total costs given an acceptable level of customer service,Marketing / LogisticsManagement Concept,42,43,steelmaking,Hot,rolling,refining,blast furnace,ironmaking,steelmaking,Finishing line,Continuous,casting,Slab,Reheat furnace,Cold,rolling,5 Relationship,of Logistics,to Marketing and Production,43,44,5 Relationship,of Logistics to Marketing and Production,PRODUCTION/,OPERATIONS,Sample activities:,Quality control,Detailed production,scheduling,Equipment,maint,.,Capacity planning,Work measurement,&,standards,LOGISTICS,Sample,activities:,Transport,Inventory,Order,processing,Materials,handling,Interface,activities:,Product,scheduling,Plant,location,Purchasing,MARKETING,Sample,activities:,Promotion,Market,research,Product,mix,Sales force,management,Interface,activities:,Customer,service,standards,Pricing,Packaging,Retail,location,Production-,logistics,interface,Marketing-,logistics,interface,Internal Supply Chain,1,44,45,9 Customer Service Defined,？,A Generic Profile of Expectations,1. Reliability2. Responsiveness3. Competence4. Access5. Courtesy6. Communication7. Credibility8. Security9. Tangibles10. Knowing the customer,45,46,7,Establishing Customer Service Strategy,Relationship Between Customer Service and Inventory Investment,46,47,8 Setting Service Levels,Key:,1. Order preparation and transmittal 1 days,2. Order received and entered into system 1 day,3. Order processed 1 day,4. Order picking/production and packing 1 days,5. Transit time 3 days,6. Warehouse receiving and placing into storage,1 day,Total order cycle time 8 days,1. Customerplaces order,6. Orderdelivered tocustomer,5. Ordershipped tocustomer,2. Orderreceived,3. Orderprocessed,4. Order pickedand packed,Total Order Cycle: A Customers Perspective,47,48,8 Setting Service Levels,Warehouse,withdrawal,Inventory,file,Production,schedule,Check,credit,Inventory,available,Ship,customer,order,Customer,delivery,Order,transmittal,Customer,order,Enter,customer,order,Invoice,Back,order,Production,Transportation,scheduling,Shipping,documentation,Process,order,The Path of a Customers Order,48,
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