安達(dá)信安盛-物流管理ppt課件

1、物流管理ArthurAndersen3物流管理 3What is AA Doing in the Marketplace?3Trends/Hot Buttons in Wholesale Distribution3 Service Line ExamplesCustomer SatisfactionChannel Marketing3Wholesale Distribution Industry Program目 錄The WholesaleDistributionIndustryThe Classic ChannelProductServiceInformationInformation$M

2、anufacturerWholesaler-DistributorCustomerMany Forces Are Changing the ChannelManufacturerWholesaler-DistributorCustomerAlternateChannelFormatsBusiness ClimateBusiness ClimateChannel FormatsManufacturerService Providers“Door to DoorThird Party InfluencersCatalog & Technology-AidedRetailer BasedBuyer

3、InitiatedPoint of ConsumptionMerchandisingManufacturerBasedWholesaler-DistributorCustomerCustomer Market Segments Continue to Fragment Requiring Different SuppliersHighLowLowHighValue-Added Service Needs of the Customer/SupplierNeed:- Customer quality &unique product/service concernsExample:- Specia

4、lty 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-Distr

5、ibutorsCustomersIndustry/Product Life Cycle ConceptINTRODUCTIONGROWTHMATURITYDECLINEWholesaler-DistributorOtherChannelsManufacturerSupportExtension of the Life Cycle Concept: Reformation and TransformationINTRODUCTIONGROWTHMATURITYDECLINEINTRODUCTIONGROWTHMATURITYDECLINETransformationReformationRefo

6、rmation - Optimizing Core CompetenciesFocus on reducing costsFocus on providing basic servicesRetention and penetration of customersIncreased outsourcing (delivery; drop-shipments direct from suppliers)Shift to inside salesforceTransformation - Reinventing the BusinessFocus on revenue growthIncrease

7、d importance of innovative value-added servicesStrategic alliances for integrated supplyEmphasis on reinventing the business and redeploying the workforceReengineer the salesforceTrends Continuing From 1992 StudyW/Ds do not agree with their suppliers on key issuesMargins and profitability continue t

8、o be pressuredAlternate channel formats are here to stayMergers and acquisitions continue at a rapid rateW/Ds are improving productivityAttracting and retaining strong management talent remains a challengeEmerging IssuesLarge companies still growing; small/medium companies turn to buying groupsMarke

9、ting alliances emergeIntegrated supply programs flourishSome segments shift from supply “push to demand “pull inAlternate channels shake outWhat isAADoingin the Marketplace?Questions to AnswerHow are you using the FTFOC study?Hot issues/activities for clients and targetsWhat does the Industry Progra

10、m provide that is value-added/non-value added?What further support do you need from the Industry Program?F A C I N G the F O R C E Sof C H A N G EN A WDREFTransforming Your Business With Best PracticesObjectives of the StudyTo provide a compilation of critical trends for management to use in strateg

11、ic planning efforts To provide insights into how leading-edge companies are preparing to face these critical trendsThe Shift From Departmental to Process MindsetUnderstand Markets & CustomersDevelop Vision & StrategySelling & Customer ServiceObtain Materials & SuppliesMng. Inventories & DeliveriesDe

12、velop Human ResourcesSales & MarketingPurchasingWarehousingDeliveryAdministrationSales & MarketingPurchasingWarehousingDeliveryAdministrationPastPresentFuture?Best Practices MatrixQuadrant IV“ExpectedQuadrant III“ProvenQuadrant I“InnovativeQuadrant II“DifferentiatedHighLowHighLowGAPUSAGEDegree to wh

13、ich the practice is employedDegree to which the practice provides differentiated profitability or “gap over non-usersUnderstanding Markets & CustomersKey MessagesWholesaler-distributors must create and use formal methods to gain customer feedback and improve communication.Formally and continuously m

14、easure customer satisfaction. Segment markets and customers, and design or adjust business processes, based on a balance of price and value.Take advantage of inherent strengths to deliver the best value for the price.W/Ds gauge customers satisfactionAgree/Strongly Agree50%45%27%17%21%18%W/Ds Do Not

15、Communicate Well With Their CustomersW/DSCommunication is goodW/Ds understand customers expectationsCustomers Focus on Best Value and Lowest Cost Complete & Reliable Deliveries are AssumedW/DHigh ROTASToday2000Today2000Today2000Completeness & reliability of deliveries 112211Competent outside salespe

16、rson265857Best value for the price321122Competent inside salesperson436676Quality of product553333Lowest total delivered cost64751210Frequency & speed of delivery774444W/Ds need to understand their costSophisticated management information, and its use, will be key to success in futureW/Ds have infor

17、mation to decide about profitable customers, products, and servicesAgree/Strongly Agree96%96%98%97%Better Information is Needed to Make Better Business Decisions66%54%W/DSQuadrant IV“ExpectedQuadrant III“ProvenQuadrant I“InnovativeHighLowHighUSAGEDegree to which the practice is employedTrack satisfa

18、ction using informal feedbackQuadrant II“DifferentiatedInclude customer satisfaction-related measures in employee reviewsTrack customer satisfaction with internal operating statisticsQuadrant IV“ExpectedQuadrant III“ProvenHighLowLowUSAGEDegree to which the practice is employedTrack satisfaction usin

19、g informal feedbackTrack customer satisfaction with formal market research - annual satisfaction surveys, performance relative to competitors, etc.Track customer satisfaction using external sources other than customersQuadrant I“InnovativeEnhancing Company Value - AA ServicesMarket Needs AssessmentC

20、ompetitive Profiling/BenchmarkingMarket Entry StrategiesChannel EffectivenessPricing StructuresMarket and Sales Organizational StructureAdvertising EffectivenessUnderstandingMarkets &CustomersDeveloping Vision & StrategyKey MessagesWholesaler-distributors must use formally gathered customer feedback

21、 and other external information to drive a formal strategic planning process.Use formal strategic planning to ensure consistent and reliable customer service.Make vision and strategy the CEOs primary job.Reengineer business processes to meet customer needs.Improve financial performance by simultaneo

22、usly increasing revenue and controlling cost.Wholesaler-distributors are doing strategic planning to enhance performanceAgree/Strongly Agree40%16%SW/DW/Ds and Suppliers Disagree On Degree of Planning DoneROI Strategies Reflect Both Reformation & TransformationW/DSToday2000Today2000Grow sales30302624

23、Increase gross margin21201514Decrease operating costs18182022Improve purchasing practices 17161618Improve asset turnover11121515Change capital structure3487Quadrant IV“ExpectedHighLowHighLowUSAGEDegree to which the practice is employedQuadrant III“ProvenBenchmark against competitorsQuadrant IV“Expec

24、tedQuadrant III“ProvenHighLowUSAGEDegree to which the practice is employedQuadrant II“DifferentiatedCreate a small family of measures addressing Cost, Quality and Time across organization, processes & peopleUse activity-based budgeting and costing to link costs to key drivesHave long-range strategic

25、 planBenchmark against competitorsEnhancing Company Value - AA ServicesStrategic Business PlanningStrategic ScreenShareholder Value AnalysisPerformance Management Decision SupportActivity Based ManagementPortfolio AnalysisAcquisition/Divestititure SupportDevelopingVision &StrategyEnhancing Company V

26、alue - AA ServicesCapital SourcingValuation ServicesBalance Sheet RestructuringDebt RefinancingFinancial & Business AuditsContract Audit ServicesBusiness Risk Control ServicesLitigation ConsultingDevelopingVision &StrategySelling and Customer ServiceKey MessagesWholesaler-distributors must redesign

27、their sales efforts and other processes to achieve seamless customer service.Redesign the role of the salesforce.Place customer service at center stage.Consider integrated supply arrangements as a way to “l(fā)ock in the customer.Make pricing structure less complex and more effective.The Customer Servic

28、e Framework“Consistent & Reliable Service“Management of Problems & Exceptions“Market DifferentiationReliabilityResilienceValue-AddedGoal: To enhance the role of outside sales Salesforce Continues to Shift to Inside SalesThis StudyLast Study60%40%20% 0%Today2000Today200046%54%57%43%39%61%51%49%Inside

29、 SalesOutside SalesInside Sales Is Becoming More Proactive and Less AdministrativeToday2000Today2000Order taking & processing62481510Soliciting orders from existing 12183530 customersSoliciting orders from new 5111219 customersPromoting new or other products581015Administrative11775Training5758Trave

30、l and waitingN/AN/A1613Inside SalesOutside SalesQuadrant IV“ExpectedHighLowHighLowUSAGEDegree to which the practice is employedProvide one primary contact point for each type of customerQuadrant III“ProvenResponding to Inquiries & Processing the OrderQuadrant IV“ExpectedQuadrant III“ProvenHighLowHig

31、hLowUSAGEDegree to which the practice is employedQuadrant II“DifferentiatedProvide one primary contact point for each type of customerMeasure average wait time “on hold for customers (e.g., in minutes)Integrate telephone response technology and information systemsResponding to Inquiries & Processing

32、 the OrderQuadrant IV“ExpectedHighLowHighLowUSAGEDegree to which the practice is employedQuadrant III“ProvenOffer customers easily-understood,easy-to-use, flexible yet standardized ways to submit claimsProvide customers with a singlecontact empowered to resolve theclaimAfter-Sales ServiceQuadrant IV

33、“ExpectedQuadrant III“ProvenHighLowUSAGEDegree to which the practice is employedOffer customers easily-understood,easy-to-use, flexible yet standardizedways to submit claimsProvide customers with a singlecontact empowered to resolve the claimQuadrant II“DifferentiatedImplement complaint satisfaction

34、 surveys to assess the customers level of satisfaction with the complaint resolution processAfter-Sales ServiceObtaining Materials & SuppliesKey MessagesWholesaler-distributors must identify their “strategic suppliers and treat them as customers.Understand supplier needs and wants are fragmenting.De

35、velop formal methods for determining supplier expectations.Quantitatively prove to suppliers the value added by wholesaler-distributorsFormally evaluate vendors to determine the most effective and productive partners.Promotional Spending Will Shift to Performance Criteria ProgramsW/DSToday2000Today2

36、000Incentives based on dollars spent55454936on purchase Incentives based on volume (units) 22192721of purchasePerformance criteria programs20321937Other3456Better Communication Is Needed to Strengthen Relationships Between W/Ds and Suppliers95%88%23%54%60%41%62%60%21%31%Relationship between manufact

37、urers and W/Ds need to be strengthenedMost manufacturers have a strong sense of loyalty to W/Ds that represent themManufacturers view W/Ds participation in the marketing channel as a “necessary evilPartnerships with suppliers dont exist todayCommunication between W/Ds and suppliers is quite goodW/DS

38、Agree/Strongly AgreeWholesaler-Distributors Value-added is Being QuestionedMost manufacturers feel they need distributors assistance and value-added services to perform marketing functions necessary to sell their productsDistributors are doing a good job performing marketing functions for manufactur

39、ersManufacturers have been relying less on W/Ds to perform marketing functions over the past 5 years Agree/Strongly Agree73%80%SW/D45%7%47%68%The cost and value of the marketing functions W/Ds perform are not clearly understood by manufacturersManufacturers generally feel distributors gross margins

40、on their products are more than adequateBy year 2000, W/Ds will play a larger role than today performing marketing functions for manufacturersAgree/Strongly Agree91%71%SW/D92%75%79%58%Suppliers Dont Understand Channel Cost StructureQuadrant IV“ExpectedQuadrant III“ProvenHighLowUSAGE% of Companies in

41、 the industry that use the practiceIntegrate purchasing, A/P, & receiving systemsQuadrant II“DifferentiatedHave a formal system in place to analyze manufacturer performanceQuantify purchase transaction costsManaging Inventories & Making DeliveriesKey MessagesWholesaler-distributors must make logisti

42、cs a core competency or outsource it.Move from inventory control (“How many do I have?) to inventory management (“How many should I have?).Use technology and other methods to improve processes within the warehouse.Either make logistics a core competency or consider outsourcing it.Match customer feed

43、back with internal service level information collected in this process.Quadrant IV“ExpectedQuadrant III“ProvenHighLowLowUSAGE% of Companies in the industry that use the practiceQuadrant I“InnovativeMeasure GMROI/Turn & Earn on individual SKUsEnhancing Company Value - AA ServicesSales Force Effective

44、nessCustomer SatisfactionBusiness Process Re-engineeringPerformance ManagementChannel StrategiesInformation System PlanningPackage Software SelectionProfitability AnalysisInventory ManagementOutsourcingSelling &CustomerServiceObtainingMaterials &SuppliesManagingInventories/MakingDeliveriesManaging H

45、uman ResourcesKey MessagesWholesaler-distributors must actively manage the human resource process rather than merely letting it happen.Empower and train employees.Plan for management succession.Review and reward employees based on customer satisfaction.Employee Training and Empowerment are Critical

46、to Improving Productivity; Reorganization is also RequiredMethodsSalesMktg.Whsg. &Del.Inv.MgmtHumanResourcesExec.Mgmt.Employee training &empowerment113212Reorganization/redefinitionof functions and tasks3221New/improved systems3113Improved work flows233Compensation tied toproductivity2Increases in T

47、raining Expenditures ExpectedW/DToday2000Today2000Total training costs1.4%2.5%2.3%3.5%HIGHROTAHigh ROTA Firms Benefit from TrainingW/DHIGHROTA$37.8Gross Margin$/FTECompensation$/FTE$38.4$62.8$72.0Contribution Margin$/FTE$25.0$33.6Quadrant IV“ExpectedQuadrant III“ProvenQuadrant I“InnovativeHighLowHig

48、hLowGAPUSAGEQuadrant II“Differentiated% of Companies in the industry that use the practiceIncorporate customer satisfaction component in the performance review and incentive systemFormally measure companys annual employee turnover rateDevelop and maintain strong, strategic relationships with externa

49、l and internal recruitment sourcesEnhancing Company Value - AA ServicesOrganizational LearningHuman Resource ConsultingWorkgroup/Workflow AutomationOrganizational Review/RedesignOutsourcingManagingHumanResourcesTrends/Hot ButtonsofWholesaleDistributionFinancial Trends in Wholesale DistributionSales

50、growth near double-digits in 94; lower in 95, flat/lower in 96Gross margin percentage continues to be flat/decliningOperating expense control stagnant/ slightly improvingPersonnel productivity increasingCash to cash cycle stable/improving slightlyCharacteristics of better performing firms:Significan

51、t difference in operating expense to gross margin percentage - lower people and non-people expenseHigher personnel productivityBetter asset management (less debt, better inventory techniques)Do not have significantly higher sales growth or gross margin percentageHot Buttons in Wholesale Distribution

52、 / Opportunities for AACustomer SatisfactionCustomer /Product/Vendor Profitability ReportingStrategic PlanningBenchmarkingPerformance ManagementSales Force EffectivenessManufacturer/Wholesaler-Distributor RelationsABC Inventory AnalysisShared ServicesWholesale DistributionIndustry Program Support Ma

53、terialsWholesale Distribution Support ActivitiesCLIENTSERVICE ANDSUPPORTTRAININGINFORMATION4500 ClientsLEADINGEDGERESEARCHDelphi StudiesSurveysSt. CharlesSpeechesSeminarsPAR ReportsManagement ForesightBest Practices Knowledge BaseLIAISONWITH TRADEASSOCIATIONSWORLDWIDE INDUSTRYDIRECTORWholesale Distr

54、ibution FeesFY 96FY 95GrowthABA96,09093,2903.0%Tax42,41,8390.7%BC17,07812,63135.2%EFC 6,906 4,92940.1%Total162,211147,7609.8%Cons.761,733675,982 21.3% 21.9%Wholesale Distribution FeesFY 96FY 95GrowthUS 63,26257,8359.4%Americas (non-US) 8,434 9,110(7.4%)Europe/Asia 72,83563,24815.2%Pac/Aus 17,68017,5

55、670.6%Total162,211147,760Support MaterialsResearch Materials and Marketing SupportFTFOC: Transforming Your Business With Best Practices PresentationGeneric Articles for Local or Trade PressIndustry InformationCredentials Binder (update coming 1/97)Quarterly Newsletter (“Channels)Wholesale Distributi

56、on Industry Team Monthly ReportBack Issues of Distribution NewsletterBrochures (Management Foresight / Logistics 2020)AA On-LineWeb siteSupport Materials (Contd)Proposal SupportClient ListsSample Proposals (Chicago and National)Presentations to Wholesaler-DistributorsCustomer ProfitabilityBenchmarki

57、ngSales Force EffectivenessCustomer SatisfactionChannel StrategiesWholesale DistributionIndustry Program Future InitiativesFuture InitiativesNAW Competency CenterActivity-Based ManagementPerformance ManagementSales Force EffectivenessNext FTFOC StudyEnhanced Web SiteProcess Benchmarking ProjectsConf

58、idence Index/Channels NewsletterWholesale DistributionIndustry Program Recent StudiesFacing the Forces of Change: Transforming Your Business With Best Practices (1995)Updates the previous study through the year 2000Expanded to over 750 industry expertsConducted in association with the NAW and DREFDe

59、scribes the current and pending environmentDistribution Industry Delphi Studies Facing the Forces of Change 2000: New Realities in Wholesale Distribution (1993)Over 1,000 industry expertsUpdate of 1993 studyBest PracticesFacing the Forces of Change: Beyond Future Trends in Wholesale Distribution (19

60、87)Addresses four areas: Market Forces, Technology Forces, Financial Forces, and Organization ForcesGathered the expectations of over 650 industry expertsCorrectly concluded that through the mid-1990s the industry would undergo aggressive restructuringThe Technology Maze (1991)Assesses technology ap