安德森物流管理课件.ppt

1、物流管理物流管理ArthurAndersen3 3物流管理物流管理 3 3What is AA Doing in the Marketplace?3 3Trends/Hot Buttons in Wholesale Distribution3 3 Service Line ExamplesCustomer SatisfactionChannel Marketing3 3Wholesale Distribution Industry Program目目 录录The WholesaleDistributionIndustryThe Classic ChannelProductServiceInfo

2、rmationInformation$ManufacturerWholesaler-DistributorCustomerMany Forces Are Changing the ChannelManufacturerWholesaler-DistributorCustomerAlternateChannelFormatsBusiness ClimateBusiness ClimateChannel FormatsManufactureruService Providersu“Door to Door”uThird Party InfluencersuCatalog&Technology-Ai

3、deduRetailer BaseduBuyer InitiateduPoint of ConsumptionMerchandisinguManufacturerBasedWholesaler-DistributorCustomerCustomer Market Segments Continue to Fragment Requiring Different SuppliersHighLowLowHighValue-Added Service Needs of the Customer/SupplierNeed:-Customer quality&unique product/service

4、 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 converterTraditionalWhole

5、saler-DistributorsCustomersIndustry/Product Life Cycle ConceptWholesaler-DistributorOtherChannelsManufacturerSupportExtension of the Life Cycle Concept:Reformation and TransformationGROWTHMATURITYDECLINEINTRODUCTIONGROWTHMATURITYDECLINETransformationReformationReformation-Optimizing Core Competencie

6、snFocus on reducing costsnFocus on providing basic servicesnRetention and penetration of customersnIncreased outsourcing(delivery;drop-shipments direct from suppliers)nShift to inside salesforceTransformation-Reinventing the BusinessnFocus on revenue growthnIncreased importance of innovative value-a

7、dded servicesnStrategic alliances for integrated supplynEmphasis on reinventing the business and redeploying the workforcenReengineer the salesforceWhat isAADoingin the Marketplace?Questions to Answer3 How are you using the FTFOC study?3 Hot issues/activities for clients and targets3 What does the I

8、ndustry Program provide that is value-added/non-value added?3 What further support do you need from the Industry Program?N A WDREF?High ROTA Market Needs Assessment Competitive Profiling/Benchmarking Market Entry Strategies Channel Effectiveness Pricing Structures Market and Sales Organizational Str

9、ucture Advertising EffectivenessUnderstandingMarkets&Customers Strategic Business Planning Strategic Screen Shareholder Value Analysis Performance Management Decision Support Activity Based Management Portfolio Analysis Acquisition/Divestititure SupportDevelopingVision&Strategy Capital Sourcing Valu

10、ation Services Balance Sheet Restructuring Debt Refinancing Financial&Business Audits Contract Audit Services Business Risk Control Services Litigation ConsultingDevelopingVision&Strategy.Sales Force Effectiveness Customer Satisfaction Business Process Re-engineering Performance Management Channel S

11、trategies Information System Planning Package Software Selection Profitability Analysis Inventory Management OutsourcingSelling&CustomerServiceObtainingMaterials&SuppliesManagingInventories/MakingDeliveriesMethodsSalesMktg.Whsg.&Del.Inv.MgmtHumanResourcesExec.Mgmt.Employee training&empowerment113212

12、Reorganization/redefinitionof functions and tasks3221New/improved systems3113Improved work flows233Compensation tied toproductivity2 Organizational Learning Human Resource Consulting Workgroup/Workflow Automation Organizational Review/Redesign OutsourcingManagingHumanResourcesTrends/Hot ButtonsofWho

13、lesaleDistributionFinancial Trends in Wholesale Distribution3Sales growth near double-digits in 94;lower in 95,flat/lower in 963Gross margin percentage continues to be flat/declining3Operating expense control stagnant/slightly improving3Personnel productivity increasing3Cash to cash cycle stable/imp

14、roving slightly3Characteristics of better performing firms:rSignificant difference in operating expense to gross margin percentage-lower people and non-people expenserHigher personnel productivityrBetter asset management(less debt,better inventory techniques)rDo not have significantly higher sales g

15、rowth or gross margin percentageHot Buttons in Wholesale Distribution/Opportunities for AA3Customer Satisfaction3Customer/Product/Vendor Profitability Reporting3Strategic Planning3Benchmarking3Performance Management3Sales Force Effectiveness3Manufacturer/Wholesaler-Distributor Relations3ABC Inventor

16、y Analysis3Shared ServicesWholesale DistributionIndustry Program-Support MaterialsWholesale Distribution Support ActivitiesCLIENTSERVICE ANDSUPPORTTRAININGINFORMATION4500 ClientsLEADINGEDGERESEARCHDelphi StudiesSurveysSt.CharlesSpeechesSeminarsPAR ReportsManagement ForesightBest Practices Knowledge

17、BaseLIAISONWITH TRADEASSOCIATIONSWORLDWIDE INDUSTRYDIRECTORWholesale Distribution FeesWholesale Distribution FeesSupport MaterialsResearch Materials and Marketing Support3 FTFOC:Transforming Your Business With Best Practices Powerpoint Presentation Generic Articles for Local or Trade PressIndustry I

18、nformation3 Credentials Binder(update coming 1/97)3 Quarterly Newsletter(“Channels”)3 Wholesale Distribution Industry Team Monthly Report3 Back Issues of Distribution Newsletter3 Brochures(Management Foresight/Logistics 2020)3 AA On-Line3 Web siteSupport Materials(Contd)Proposal Support3 Client List

19、s3 Sample Proposals(Chicago and National)3 Presentations to Wholesaler-Distributors Customer Profitability Benchmarking Sales Force Effectiveness Customer Satisfaction Channel StrategiesWholesale DistributionIndustry Program-Future InitiativesFuture Initiatives3 NAW Competency Centerm Activity-Based

20、 Managementm Performance Managementm Sales Force Effectivenessm Next FTFOC Study3 Enhanced Web Site3 Process Benchmarking Projects3 Confidence Index/Channels NewsletterWholesale DistributionIndustry Program-Recent StudiesFacing the Forces of Change:Transforming Your Business With Best Practices(1995

21、)Updates the previous study through the year 2000 Expanded to over 750 industry experts Conducted in association with the NAW and DREF Describes the current and pending environmentDistribution Industry Delphi Studies Facing the Forces of Change 2000:New Realities in Wholesale Distribution(1993)Over

22、1,000 industry experts Update of 1993 study Best PracticesFacing the Forces of Change:Beyond Future Trends in Wholesale Distribution(1987)Addresses four areas:Market Forces,Technology Forces,Financial Forces,and Organization Forces Gathered the expectations of over 650 industry experts Correctly con

23、cluded that through the mid-1990s the industry would undergo aggressive restructuringThe Technology Maze(1991)Assesses technology applications and spending as well as barriers to success Concentrates on the effective use of the current technology Distribution Industry Delphi Studies(Contd)Other Indu

24、stry StudiesrDistribution 2000:The Changing Landscape of Wine and Spirits Wholesale Distribution(1994)-Done in conjunction with the Wine and Spirits Wholesalers of America(WSWA),this study highlights the top issues facing wine and spirits wholesalers today and in the future.rDistribution 2000:Trends

25、 in Candy&Tobacco Wholesale Distribution(1993)-Done in conjunction with the American Wholesale Marketers Association(AWMA),this study highlights the trends facing the candy and tobacco wholesale distribution segment to the year 2000.rWholesale Food Distribution:Today and Tomorrow(1993)-Done in conju

26、nction with the National Wholesaler Grocers Association(NAWGA)and Andersen Consulting,this study focuses on the background and current role of the grocery wholesaler,key issues facing the channel and potential responses and roles for food wholesalers in the future.Other Industry Studies(Contd)rThe S

27、teel Service Center Industry in 1995:Turning Trends Into Results(1991)-Done in conjunction with the Steel Service Center Institute(SSCI),this study identifies trends and issues facing steel service centers through 1995.rStockless Materials Management:How it Fits Into the Healthcare Cost Puzzle(1990)

28、-Done in conjunction with the Health Industry Distributors Association(HIDA),this study focuses on improving materials management practices through stockless programs in the Healthcare industry.Wholesale DistributionIndustry Program-Management ForesightManagement ForesightOur Mission.To perform lead

29、ing-edge research in the wholesale distribution industry to further our image as the premier provider of professional services to the wholesale distribution industry.To support the efforts of the firms Wholesale Distribution Industry Program by assisting in wholesale distribution-related practice de

30、velopment initiatives,proposals,and engagements for other offices within the firm.To support the firm in survey-based engagements outside the wholesale distribution industry.To support the Chicago office Business Consulting engagements within the wholesale distribution industry.As an integral part o

31、f Arthur Andersens Wholesale Distribution Program,Management Foresight has built an admirable following over the past 20 years among more than 3,000 firms and trade associations.A unit of Arthur Andersen since 1991,its financial and industry surveys have enabled business owners to evaluate their own

32、 performance relative to the industry.Management Foresight gains from Arthur Andersens breadth of experience,its leading-edge research,and its relentless attention to client needs.Some of the products/services Management Foresight provides to its clients include:Management Foresight4Financial survey

33、s(PAR)for almost 30 wholesale distribution trade associations4Monthly Statistical Reports4Delphi Studies4Compensation Studies4Best Practices for Wholesale DistributionLiaisons With Trade AssociationsFollowing is a partial list of the trade associations for which Arthur Andersen/Management Foresight

34、routinely performs speeches,seminars or surveys:American Machine Tool Distributors Association American Veterinary Distributors Association American Wholesale Marketers Association Barber and Beauty Supply Institute Concrete Reinforcing Steel Institute Industrial Distribution Association National As

35、sociation of Aluminum Distributors National Association of Electrical Distributors National Association of Wholesaler-Distributors National Business Forms Association National Electronics Distributors Association National Locksmith Suppliers Association National Paper Trade Association National Scho

36、ol Supply and Equipment Association National Welding Supply Association National Wholesale Druggists Association Northamerican Heating,Refrigeration and Air Conditioning Wholesalers Outdoor Power Equipment Distributors Association Power Transmission Distributors Association Steel Service Center Inst

37、itute Wallcoverings Association Wine&Spirits Wholesalers of AmericaPractice Support ActivitiesProposal/Engagement Support-Centralized source for wholesale distribution industry information:Industry Trends Performance Statistics Best PracticesOffice Seminar Support-Presentations on industry program r

38、esearch.Specific expertise in strategic planning or quantitatively-based consulting engagements.Current/RecentIndustryProjects -NAWBenchmarkingProjectProcess to BenchmarkPurchasing/Inventory Management3 Chosen for the following reasons:p Importance to a distributors businessp Data should be relative

39、ly easily accessible WHOLESALE DISTRIBUTIONProcess Classification Scheme:W/D Operating Process5A.1 Plan for and acquire necessary resources or inputs*5A.1.1 Acquire capital goods*5A.1.2 Hire employees*5A.1.3 Obtain materials and supplies*5A.1.4 Obtain appropriate technology5A.2 Convert resources or

40、inputs into products*5A.2.1 Develop and adjust production process(for existing process)*5A.2.2 Schedule production*5A.2.3 Move materials and resources*5A.2.4 Make product*5A.2.5 Package and store the product*5A.2.6 Stage the product for delivery5A.Manufacture or Convert Products5B.1 Make delivery*5B

41、.1.1 Arrange product shipment*5B.1.2 Deliver products to customers*5B.1.3 Install(if specified)5B.2 Manage delivery process*5B.2.1 Document and monitor order status*5B.2.2 Manage inventories*5B.2.3 Assure quality*5B.2.4 Schedule and perform maintenance*5B.2.5 Monitor environmental constraints5B.Deli

42、ver Product6.1 Plan for and acquire necessary resources*6.1.1 Hire employees*6.1.2 Obtain materials and supplies*6.1.3 Obtain appropriate technology*6.1.4 Acquire capital goods6.2 Develop human resource skills*6.2.1 Define skill requirements*6.2.2 Identify and implement training*6.2.3 Monitor and ma

43、nage skill development6.3 Deliver service to the customer*6.3.1 Confirm specific service requirements for individual customers*6.3.2 Identify and schedule resources to meet service requirements*6.3.3 Provide the service to specific customers6.4 Ensure quality of service6.Deliver Services7.1 Bill the

44、 customer*7.1.1 Develop,deliver,and maintain customer billing*7.1.2 Invoice the customer*7.1.3 Respond to billing inquiries7.2 Provide after-sales service*7.2.1 Provide post sales service*7.2.2 Handle warranties and claims7.3 Respond to customer inquiries*7.3.1 Respond to information requests*7.3.2

45、Manage customer complaints7.Invoice and Service Customers5A.1.3 Obtain Materials and SuppliesIndustries Represented in Project3 Electrical3 Hardware3 Industrial3 Metals3 MRO Supplies3 Wine/SpiritsPurchasing/Inventory ManagementProcess WorkplanThe following identifies the five major steps that were p

46、erformed by the companies in the NAW benchmarking project:rGoals and objectives of the company for the process/areas associated with the processrDocumentation on how employees associated with the process are compensated and performance monitoredrProcess mapping of the processrDevelopment of time est

47、imates for employees involved in the processrData collection questionnaireInboundShipmentsFilling an Order/DeliveryForecastingBuyingInventoryControlProcess to Determine“Best Practices”Inventory Management3 Recognize need to buy3 Complete purchase requisition information3 Confirm with suppliers&enter

48、 system3 Reconcile purchase order&invoiceReassessmentObtain,Understand andAnalyze BestPracticesAdapt andIncorporateBest PracticesRecalibrate and ImproveDetermineWhat toBenchmarkUnderstandYour OwnProcessAnalyze CurrentAnd Future PerformanceGaps Customize Process Classification Scheme to the Industry

49、Identify core processes that are critical to the Industry(i.e.process customer orders)Formulate common definitions of terms(i.e.,fill rate,errors,lead time,etc.)Conduct training on how to process map Review process maps that are developed by pilot companies for completeness Provide on-site facilitat

50、ion and analysis of each pilot companys process maps Review all process maps from pilot companies to ensure consistency.Arrive at quantitative and qualitative best practices and link to best performance Conduct survey of companies to gather quantitative and qualitative data on the customers order pr