安德森物流管理(编辑修改稿)

安德森物流管理(编辑修改稿)内容摘要：

olve the claim Quadrant II “Differentiated” •Implement plaint satisfaction surveys to assess the customer’s level of satisfaction with the plaint resolution process AfterSales Service 45 Obtaining Materials amp。 Supplies 46 Key Messages Wholesalerdistributors must identify their “strategic suppliers” and treat them as customers.  Understand supplier needs and wants are fragmenting.  Develop formal methods for determining supplier expectations.  Quantitatively prove to suppliers the value added by wholesalerdistributors  Formally evaluate vendors to determine the most effective and productive partners. 47 Promotional Spending Will Shift to Performance Criteria Programs W/D S Today 20xx Today 20xx Incentives based on dollars spent 55 45 49 36 on purchase Incentives based on volume (units) 22 19 27 21 of purchase Performance criteria programs 20 32 19 37 Other 3 4 5 6 48 Better Communication Is Needed to Strengthen Relationships Between W/Ds and Suppliers 95% 88% 23% 54% 60% 41% 62% 60% 21% 31% Relationship between manufacturers and W/Ds need to be strengthened Most manufacturers have a strong sense of loyalty to W/Ds that represent them Manufacturers view W/Ds participation in the marketing channel as a “necessary evil” Partnerships with suppliers don‟t exist today Communication between W/Ds and suppliers is quite good W/D S Agree/Strongly Agree 49 WholesalerDistributors’ Valueadded is Being Questioned Most manufacturers feel they need distributors‟ assistance and valueadded services to perform marketing functions necessary to sell their products Distributors are doing a good job performing marketing functions for manufacturers Manufacturers have been relying less on W/Ds to perform marketing functions over the past 5 years Agree/Strongly Agree 73% 80% S W/D 45% 7% 47% 68% 50 The cost and value of the marketing functions W/Ds perform are not clearly understood by manufacturers Manufacturers generally feel distributors‟ gross margins on their products are more than adequate By year 20xx, W/Ds will play a larger role than today performing marketing functions for manufacturers Agree/Strongly Agree 91% 71% S W/D 92% 75% 79% 58% Suppliers Don’t Understand Channel Cost Structure 51 Quadrant IV “Expected” Quadrant III “Proven” High Low USAGE % of Companies in the industry that use the practice • Integrate purchasing, A/P, amp。 receiving systems Quadrant II “Differentiated” • Have a formal system in place to analyze manufacturer performance • Quantify purchase transaction costs 52 Managing Inventories amp。 Making Deliveries 53 Key Messages Wholesalerdistributors must make logistics a core petency 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 petency or consider outsourcing it.  Match customer feedback with internal service level information collected in this process. 54 Quadrant IV “Expected” Quadrant III “Proven” High Low Low USAGE % of Companies in the industry that use the practice Quadrant I “Innovative” •Measure GMROI/Turn amp。 Earn on individual SKU’s 55 Enhancing Company Value AA Services • Sales Force Effectiveness • Customer Satisfaction • Business Process Reengineering • Performance Management • Channel Strategies • Information System Planning • Package Software Selection • Profitability Analysis • Inventory Management • Outsourcing Selling amp。 Customer Service Obtaining Materials amp。 Supplies Managing Inventories/ Making Deliveries 56 Managing Human Resources 57 Key Messages Wholesalerdistributors 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. 58 Employee Training and Empowerment are Critical to Improving Productivity。 Reanization is also Required Methods Sales Mktg. Whsg. amp。 Del. Inv. Mgmt Human Resources Exec. Mgmt. Employee training amp。 empowerment 1 1 3 2 1 2 Reanization/redefinition of functions and tasks 3 2 2 1 New/improved systems 3 1 1 3 Improved work flows 2 3 3 Compensation tied to productivity 2 59 Increases in Training Expenditures Expected W/D Today 20xx Today 20xx Total training costs % % % % HIGH ROTA 60 High ROTA Firms Benefit from Training W/D HIGH ROTA $ Gross Margin$/FTE Compensation$/FTE $ $ $ Contribution Margin$/FTE $ $ 61 Quadrant IV “Expected” Quadrant III “Proven” Quadrant I “Innovative” High Low High Low GAP USAGE Quadrant II “Differentiated” % of Companies in the industry that use the practice •Incorporate customer satisfaction ponent in the performance review and incentive system •Formally measure pany’s annual employee turnover rate •Develop and maintain strong, strategic relationships with external and internal recruitment sources 62 Enhancing Company Value AA Services • Organizational Learning • Human Resource Consulting • Workgroup/Workflow Automation • Organizational Review/Redesign • Outsourcing Managing Human Resources 63 Trends/Hot Buttons of Wholesale Distribution 64 Financial Trends in Wholesale Distribution 3 Sales growth near doubledigits in „94。 lower in „95, flat/lower in „96 3 Gross margin percentage continues to be flat/declining 3 Operating expense control stagnant/ slightly improving 3 Personnel productivity increasing 3 Cash to cash cycle s。