康佳项目会以物流整合为契机实现整体运营水平的飞跃.ppt

建立模型过程中确定的方面: 6个制造基地的地理位置 各制造基地的生产周期时间分别定为3、4或5天 仓库中每平方米放置6台电视 (目前仓库总的利用率不到50%) 不确定的方面: 配送中心的地理位置 所要达到的服务水平 (满足率和交货时间) 库存水平, 周转天数和由此形成的建立配送中心的成本 运输成本 各配送中心的规模 建立模型 – 物流整合 Cat A 物流 成本 $- 15 16 14 16 9 10 8 5 当仓库数量减少时, 配送中心之间的运输成本降低而送货到客户的运输成本却增加 Manufacturing base to FG warehouse Trunking cost Delivery cost Warehousing - storage cost Warehousing - handling cost Repositioning cost (% of delivery cost) Cost of capital (@ 4.8%) Total cost 生产基地至配送中心的运输成本 送货成本 库存保有成本 库房理货成本 总成本 资金成本 货物重新调配成本 6 生产基地至成品库的运输成本 建立模型 – 物流整合 $150 $160 $170 $180 $190 $200 $210 $220 $230 $240 5 6 8 9 10 14 15 16 16 百万元 配送中心的数目 金额 0 1 2 3 4 5 天数 物流成本 服务水平 (产品上市流程) 第二阶段的 交付成果 建立模型 – 物流整合 Proprietary ? ? 2002 Thomas Group ? All Rights Reserved. * Proprietary ? ? 2002 Thomas Group ? All Rights Reserved. Key Issue: What will be considered best practices for a successful customer service strategy, and what can the enterprise do now to excel at customer service? An effective roadmap for customer excellence is based on a careful inventory (see above) of current capabilities, competitor abilities, customer expectations and the enterprise’s go-to-market strategy. Each axis looks at a critical aspect of customer convenience. For example: analytical abilities (which goes to the enterprise’s understanding of the customer’s wants and needs), personalized service (corporate memory of customer behavior and expectations), multichannel access (based on what activities the customer prefers to complete on any given channel), cross-functional service ability (billing, accounts receivable and dispatch in sync as to how to interact with each specific customer based on each one’s enterprise goals). Action Item: Enterprises should select a chief customer officer with the charter of defining and measuring the key processes that will advance customer service on a continually changing basis. Strategic Planning Assumption: Through 2005, successful enterprises will base customer service application functional