《安德森物流管理(PPT99)(英文版)45068.pptx》由会员分享，可在线阅读，更多相关《安德森物流管理(PPT99)(英文版)45068.pptx（100页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、物流管理物流管理ArthurAndersen2 23 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3 3The WholesaleDistributionIndustry4 4The Classic ChannelProduct
2、ServiceInformationInformation$ManufacturerWholesaler-DistributorCustomer5 5Many Forces Are Changing the ChannelManufacturerWholesaler-DistributorCustomerAlternateChannelFormatsBusiness ClimateBusiness Climate6 6Channel FormatsManufactureruService Providersu“Door to Door”uThird Party InfluencersuCata
3、log&Technology-AideduRetailer BaseduBuyer InitiateduPoint of ConsumptionMerchandisinguManufacturerBasedWholesaler-DistributorCustomer7 7Customer Market Segments Continue to Fragment Requiring Different SuppliersHighLowLowHighValue-Added Service Needs of the Customer/SupplierNeed:-Customer quality&un
4、ique 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 conve
5、rterTraditionalWholesaler-DistributorsCustomers8 8Industry/Product Life Cycle ConceptINTRODUCTIONINTRODUCTIONGROWTHGROWTHMATURITYMATURITYDECLINEDECLINEWholesaler-DistributorOtherChannelsManufacturerSupport9 9Extension of the Life Cycle Concept:Reformation and TransformationINTRODUCTIONINTRODUCTIONGR
6、OWTHMATURITYDECLINEINTRODUCTIONGROWTHMATURITYDECLINETransformationReformation1010Reformation-Optimizing Core CompetenciesnFocus on reducing costsnFocus on providing basic servicesnRetention and penetration of customersnIncreased outsourcing(delivery;drop-shipments direct from suppliers)nShift to ins
7、ide salesforce1111Transformation-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 salesforce1212Trends Continuing From 1
8、992 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
9、 remains a challenge1313Emerging 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 out1414What isAADoingin the Mark
10、etplace?1515Questions 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?1616F A C I N G the F O R C E Sof C H A N G EN A WDR
11、EFTransforming Your Business With Best Practices1717Objectives 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 trends1818T
12、he 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.Inven
13、tories&DeliveriesMng.Inventories&DeliveriesDevelop Human ResourcesDevelop Human ResourcesSales&MarketingSales&MarketingPurchasingPurchasingWarehousingWarehousingDeliveryDeliveryAdministrationAdministrationSales&MarketingSales&MarketingPurchasingPurchasingWarehousingWarehousingDeliveryDeliveryAdminis
14、trationAdministrationPastPresentFuture?1919Best 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
15、 employedemployedDegree to which the practice provides differentiated Degree to which the practice provides differentiated profitability or“gap”over non-usersprofitability or“gap”over non-users2020Understanding Markets&Customers2121Key MessagesWholesaler-distributors must create and use formal metho
16、ds 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 p
17、rice.2222W/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 expectations2323Customers Fo
18、cus on Best Value and Lowest Cost Customers Focus on Best Value and Lowest Cost Customers Focus on Best Value and Lowest Cost Complete&Reliable Deliveries are AssumedComplete&Reliable Deliveries are AssumedComplete&Reliable Deliveries are AssumedW/DW/DHigh ROTAHigh ROTAS STodayToday20002000TodayToda
19、y20002000TodayToday20002000Completeness&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 salespersonCompete
20、nt 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 42424W/Ds need to understand W/Ds need to understand their cos
21、ttheir costSophisticated management Sophisticated management information,and its use,will be information,and its use,will be key to success in futurekey to success in futureW/Ds have information to W/Ds have information to decide about profitable decide about profitable customers,products,and custom
22、ers,products,and servicesservicesAgree/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 S2525Quadrant IVQuadrant IV“Expecte“Expected”d”Quadrant IIIQuadrant III“Proven“Proven”Quadrant IQuadrant I“Innovativ“Inno
23、vative e”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
24、 measures in employee related measures in employee reviewsreviewsTrack customer satisfaction Track customer satisfaction with internal operating with internal operating statisticsstatistics2626Quadrant IVQuadrant IV“Expecte“Expected”d”Quadrant IIIQuadrant III“Proven“Proven”HighHighLowLowLowLowUSAGEU
25、SAGEDegree 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 satis
26、faction 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 external sources other than customerscustomersQuadrant I“Innovative”2727Enhancing Compa
27、ny Value-AA ServicesMarket Needs AssessmentCompetitive Profiling/BenchmarkingMarket Entry StrategiesChannel EffectivenessPricing StructuresMarket and Sales Organizational StructureAdvertising EffectivenessUnderstandingMarkets&Customers2828Developing Vision&Strategy2929Key MessagesWholesaler-distribu
28、tors must use formally gathered Wholesaler-distributors must use formally gathered customer feedback and other external information to customer feedback and other external information to drive a formal strategic planning process.drive a formal strategic planning process.n nUse formal strategic plann
29、ing to ensure consistent Use formal strategic planning to ensure consistent and reliable customer service.and 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 Reengineer business
30、 processes to meet customer needs.needs.n nImprove financial performance by simultaneously Improve financial performance by simultaneously increasing revenue and controlling cost.increasing revenue and controlling cost.3030Wholesaler-distributors are doing strategic planning to enhance performanceAg
31、ree/Strongly AgreeAgree/Strongly Agree4040%16%16%S SW/DW/DW/Ds and Suppliers Disagree On Degree of W/Ds and Suppliers Disagree On Degree of Planning DonePlanning Done3131ROI Strategies Reflect Both Reformation ROI Strategies Reflect Both Reformation&Transformation&TransformationW/DSTodayToday 200020
32、00 TodayToday 20002000Grow salesGrow sales3030303026262424Increase gross marginIncrease gross margin2121202015151414Decrease operating costsDecrease operating costs1818181820202222Improve purchasing practices Improve purchasing practices 1717161616161818Improve asset turnoverImprove asset turnover11
33、11121215151515Change capital structureChange capital structure3 34 48 87 73232Quadrant IVQuadrant IV“Expecte“Expected”d”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedQuadrant III“Proven”Benchmark against competitorsBenchmark aga
34、inst competitors3333Quadrant IVQuadrant IV“Expecte“Expected”d”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
35、addressing Cost,Quality and addressing Cost,Quality and Time across organization,Time across organization,processes&peopleprocesses&people 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 strategi
36、c planHave long-range strategic plan Benchmark against competitorsBenchmark against competitors3434Enhancing Company Value-AA ServicesStrategic Business PlanningStrategic ScreenShareholder Value AnalysisPerformance Management Decision SupportActivity Based ManagementPortfolio AnalysisAcquisition/Div
37、estititure SupportDevelopingVision&Strategy3535Enhancing Company Value-AA ServicesCapital SourcingValuation ServicesBalance Sheet RestructuringDebt RefinancingFinancial&Business AuditsContract Audit ServicesBusiness Risk Control ServicesLitigation ConsultingDevelopingVision&Strategy3636Selling and C
38、ustomer Service3737Key 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 i
39、n”the customer.n nMake pricing structure less complex and more effective.3838The Customer Service FrameworkThe Customer Service Framework“Consistent&“Consistent&Reliable Service”Reliable Service”“Management of“Management of Problems&Exceptions”Problems&Exceptions”“Market Differentiation”“Market Diff
40、erentiation”ReliabilityResilienceValue-AddedValue-AddedGoal:To enhance the role of outside sales 3939Salesforce 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
41、%57%57%43%43%39%39%61%61%51%51%49%49%Inside SalesInside SalesOutside SalesOutside Sales4040Inside Sales Is Becoming More Proactive Inside Sales Is Becoming More Proactive and Less Administrativeand Less AdministrativeTodayToday 20002000TodayToday 20002000Order taking&processingOrder taking&processin
42、g6262484815151010Soliciting 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 810101515AdministrativeAdmi
43、nistrative11117 77 75 5TrainingTraining5 57 75 58 8Travel and waitingTravel and waitingN/AN/AN/AN/A16161313Inside SalesInside SalesOutside SalesOutside Sales4141Quadrant IVQuadrant IV“Expecte“Expected”d”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practic
44、e is employedemployedProvide one primary contact Provide one primary contact point for each type of customerpoint for each type of customerQuadrant III“Proven”Responding to Inquiries&Processing the OrderResponding to Inquiries&Processing the Order4242Quadrant IVQuadrant IV“Expecte“Expected”d”Quadran
45、t IIIQuadrant III“Proven“Proven”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedQuadrant II“Differentiated”Provide one primary contact Provide one primary contact point for each type of customerpoint for each type of customerMeasu
46、re 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 OrderRespond
47、ing to Inquiries&Processing the Order4343Quadrant IVQuadrant IV“Expecte“Expected”d”HighHighLowLowHighHighLowLowUSAGEUSAGEDegree to Degree to which the which the practice is practice is employedemployedQuadrant III“Proven”Offer customers easily-Offer customers easily-understood,understood,easy-to-use
48、,flexible yet easy-to-use,flexible yet standardized ways to submit standardized ways to submit claimsclaimsProvide customers with a singleProvide customers with a singlecontact empowered to resolve thecontact empowered to resolve theclaimclaimAfter-Sales After-Sales ServiceService4444Quadrant IVQuad
49、rant IV“Expecte“Expected”d”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
50、 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 Implement complaint satisfaction surveys to assess the sati