DHL中外運(yùn)-敦豪速遞服務(wù)的營銷模式(共24頁).ppt

1、1China Teleflex 2002nShanghai, PRCn17 August 2002nBy:nFrits de VroetnDHL International2AgendaService Parts logistics as a driver of competitive advantageThe service parts supply chainDHL Global Customer LogisticsVisionService capabilityCase Study3Service Parts Logistics as a driver of competitive ad

2、vantageAs we are moving from competing brands to competing supply chains, logistics has become one of the key drivers of competitive advantage.Some companies have recognised this, however they have been focusing on the supply chain driving the production and sales of finished goods.Yet there is anot

3、her supply chain within these companies, also heavily affecting customers and business results, which is often largely being ignored: The Service Parts Supply Chain!4The forgotten supply chain: Service PartsParts & MaterialsEngineersService EventParts & MaterialsEngineersService EventReturns

4、RepairReturnsRepairService Parts Logistics as a driver of competitive advantage5The Service Parts Supply Chain“Traditional bases of competitive advantage no longer suffice; the search is on for new opportunities for differentiation” Competitive advantage is sought in parts of the value chain that th

5、us far have been overlooked or under-addressed.After sales is one of those areas:Traditionally too fragmentedPoorly linked with other parts of the organisationReceived little management attentionHowever, by reengineering the service parts supply chain companies can:Create competitive differentiation

6、 Improve customer retentionIncrease earnings from after sales supportReduced cost of after sales supportService Parts Logistics as a driver of competitive advantage6Cost advantageValue advantageService logistics as driver of competitive advantageFocus on CustomerValue-AddedFocus on ProcessImprovemen

7、tCost and ServiceLeaderCommodityFocus on CustomerValue-AddedFocus on ProcessImprovementCost and ServiceLeaderCommodityValue advantageLogistics leverage OpportunitiesTailored service Reliability Responsiveness Consistent customer experienceCost advantageLogistics leverage Opportunities Capacity utili

8、sation Inventory management Schedule integrationService Parts Logistics as a driver of competitive advantage7LabourMaterial &PurchasesOverheadsNetreceivablesInventoryCashCost ofsalesSalesNetoperatingprofitCost ofdebtCost ofequityNet workingcapitalFixedassetsCapitalemployedTrue costof capitalCapi

9、talchargeEconomicvalueadded+xLogistics and economic value addedP&L effectBalance sheet effect8Demand/Supply CharacteristicsPlan & execute(lean)Hedge &deploy (hold inventory)Continuous replenishmentDemand characteristicsPredictableUnpredictableSupplycharacteristics:Service levelagreementL

10、onglead-time:+3 daysShortlead-time:2-4 hours24-48 hrsReact & execute(agile)The Service Parts Supply Chain9The Service Parts Supply ChainFinished goods logistics versus service parts logisticsFINISHED GOODSJust in TimeSmall number of fixed stocking locationsOne way traffic:ManufacturingDistributi

11、on Centre(Final) CustomerSERVICE PARTS Just in Case (Very) large number of multi-echelon stocking locations Two way traffic:ManufacturingDistribution Centre(Final) Customer10The Service Parts Supply ChainSupply Characteristic: Multi-echelon modelSuppliersELC - RDCProductionStrategic partscentreServi

12、ceeventSuppliersELC - RDCProductionStrategic partscentreServiceeventService levelHighservice level:2-4 hrs“Lower”service levelService levelHighservice level:2-4 hrs“Lower”service levelDirect shipmentReplenishmentDirect delivery (24-48 hrs)ReplenishmentDirect delivery (24-48 hrs)ReplenishmentReplenis

13、h2-4 hrsReplenishmentReplenish2-4 hrsInventory costs11DocumentCourierParcelCourierSophisticationTime3PL4PLLogisticsServicesGlobalLogisticsSolutionsSupplyChainIntegrator70s 80s 90s 00sDocumentCourierParcelCourierSophisticationTime3PL4PLLogisticsServicesGlobalLogisticsSolutionsSupplyChainIntegrator70s

14、 80s 90s 00sDHL Global Customer LogisticsOur Logistics Revolution12Design & Develop& PlanProductMakeBuyManufactureDeploy& DeliverRecognizeDemandForecastDemandSource& ProcureProductsForecastDemandStore &DeployProductsServiceProductsReturn & DisposeProductsInstall &Maintain

15、CustomerInstallBaseFocusDHL wants to be recognized as the global quality leader in the management of integrated solutions for the (mission-critical) service parts logistics marketDHL Global Customer LogisticsService Parts Logistics Vision13Brain ConsultativeServicesCall Centre ManagementConsultancyM

16、anage PartnersIT CapabilityCustomer Relationship ManagementSpecial reportingBrain ConsultativeServicesCall Centre ManagementConsultancyManage PartnersIT CapabilityCustomer Relationship ManagementSpecial reportingIntellectual Knowledge & IT CapabilityIntellectual Knowledge & IT CapabilityDHLD

17、HLBuild/Buy the “Brain” &Buy the “Muscle”Build/Buy the “Brain” &Buy the “Muscle”Partner Physical AssetsIn-house Physical AssetsPartner Physical AssetsIn-house Physical AssetsCore Transportation250 kgHeavy WeightsIT SystemsRepairsWarehousingDomesticSameday NFOAirport-AirportDoor-to-AirportDef

18、erred ServicesMuscle Physical ServicesBrain Consultative ServicesDHL GCL Service Parts Logistics14Total Quality SystemTotal Quality SystemWarehouseNetwork(ELC/SPC)TransportationServicesLogistics CallCentreState of the artIT systemsSkills/PeopleElements of logistics solutions15Same-daydeliveriesCusto

19、mers (Field Service Engineers)End-userrequest Repaired itemsRepairPick-Pack &delivery requestSPCsDHL ELCOvernightdeliveries andreturnsDefective itemsOrdertransmissionDHL LCSCOvernight replenishmentsManufacturingCentersROrderConfirmationCustomerDHL WELDHL Global Customer LogisticsServices Offerin

20、g16Asia Pacific Infrastructure17 CVGCVGMIAMIABAHBAHHKGHKG 10 ELCs 330 SPCso Multi-tier transportation( 3 Regional LCSCs One global Billing & IS capabilityJNBSINSYDBRUSFOTYODHL Global Logistics Logistics Global infrastructure18Case Study19CountryLogisticsUnit OperatorRepairCenterRegionalLogistics

21、CenterCase Study: Mission Critical Services for the Telecommunication industry : Defective units : Repaired unitsReverse logistics flow for Telecommunication hardware20Case Study: Mission Critical Services for the Telecommunication industryExisting situation:nDecentralized management of service part

22、snLack of visibility of inventorynLack of visibility of order fulfillmentnLack of control of repair cycleResulting in:nHigh inventory levelnRepair cycle between 40 and 120 daysnNot meeting KPIs for order fulfillment and order accuracy21CountryLogisticsUnit OperatorRepairCenterRegionalLogisticsCenterOur proposal : Defective units : Repaired unitsCo-locatedIntegrated IT system - Centraliz