dhl（中外运-敦豪速递服务的营销模式.ppt

《dhl（中外运-敦豪速递服务的营销模式.ppt》由会员分享，可在线阅读，更多相关《dhl（中外运-敦豪速递服务的营销模式.ppt（24页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、DHL（中外运（中外运-敦豪）敦豪）速递服务的营销模式速递服务的营销模式2AgendaService Parts logistics as a driver of competitive advantageThe service parts supply chainDHL Global Customer LogisticsVisionService capabilityCase Study3Service Parts Logistics as a driver of competitive advantageAs we are moving from competing brands to c

2、ompeting 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 another supply chain within these companies, also heav

3、ily 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 EventReturnsRepairReturnsRepairService Parts Logistics as a driver of

4、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 thus far have been overlooked or under-addressed.After sales

5、 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 Improve customer retentionIncrease earnings from after sa

6、les 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 ProcessImprovementCost and ServiceLeaderCommodityFocus on CustomerValue-Add

7、edFocus on ProcessImprovementCost and ServiceLeaderCommodityValue advantageLogistics leverage OpportunitiesTailored service Reliability Responsiveness Consistent customer experienceCost advantageLogistics leverage Opportunities Capacity utilisation Inventory management Schedule integrationService Pa

8、rts Logistics as a driver of competitive advantage7LabourMaterial &PurchasesOverheadsNetreceivablesInventoryCashCost ofsalesSalesNetoperatingprofitCost ofdebtCost ofequityNet workingcapitalFixedassetsCapitalemployedTrue costof capitalCapitalchargeEconomicvalueadded+xLogistics and economic value adde

9、dP&L effectBalance sheet effect8Demand/Supply CharacteristicsPlan & execute(lean)Hedge &deploy (hold inventory)Continuous replenishmentDemand characteristicsPredictableUnpredictableSupplycharacteristics:Service levelagreementLonglead-time:+3 daysShortlead-time:2-4 hours24-48 hrsReact & execute(agile

10、)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:ManufacturingDistribution Centre(Final) CustomerSERVICE PARTS Just in Case (Very) large number of mul

11、ti-echelon stocking locations Two way traffic:ManufacturingDistribution Centre(Final) Customer10The Service Parts Supply ChainSupply Characteristic: Multi-echelon modelSuppliersELC - RDCProductionStrategic partscentreServiceeventSuppliersELC - RDCProductionStrategic partscentreServiceeventService le

12、velHighservice 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)ReplenishmentReplenish2-4 hrsReplenishmentReplenish2-4 hrsInventory costs11DocumentCourierParcelCou

13、rierSophisticationTime3PL4PLLogisticsServicesGlobalLogisticsSolutionsSupplyChainIntegrator70s 80s 90s 00sDocumentCourierParcelCourierSophisticationTime3PL4PLLogisticsServicesGlobalLogisticsSolutionsSupplyChainIntegrator70s 80s 90s 00sDHL Global Customer LogisticsOur Logistics Revolution12Design & De

14、velop& PlanProductMakeBuyManufactureDeploy& DeliverRecognizeDemandForecastDemandSource& ProcureProductsForecastDemandStore &DeployProductsServiceProductsReturn & DisposeProductsInstall &MaintainCustomerInstallBaseFocusDHL wants to be recognized as the global quality leader in the management of integ

15、rated solutions for the (mission-critical) service parts logistics marketDHL Global Customer LogisticsService Parts Logistics Vision13Brain ConsultativeServicesCall Centre ManagementConsultancyManage PartnersIT CapabilityCustomer Relationship ManagementSpecial reportingBrain ConsultativeServicesCall

16、 Centre ManagementConsultancyManage PartnersIT CapabilityCustomer Relationship ManagementSpecial reportingIntellectual Knowledge & IT CapabilityIntellectual Knowledge & IT CapabilityDHLDHLBuild/Buy the “Brain” &Buy the “Muscle”Build/Buy the “Brain” &Buy the “Muscle”Partner Physical AssetsIn-house Ph

17、ysical AssetsPartner Physical AssetsIn-house Physical AssetsCore Transportation250 kgHeavy WeightsIT SystemsRepairsWarehousingDomesticSameday NFOAirport-AirportDoor-to-AirportDeferred ServicesMuscle Physical ServicesBrain Consultative ServicesDHL GCL Service Parts Logistics14Total Quality SystemTota

18、l Quality SystemWarehouseNetwork(ELC/SPC)TransportationServicesLogistics CallCentreState of the artIT systemsSkills/PeopleElements of logistics solutions15Same-daydeliveriesCustomers (Field Service Engineers)End-userrequest Repaired itemsRepairPick-Pack &delivery requestSPCsDHL ELCOvernightdeliverie

19、s andreturnsDefective itemsOrdertransmissionDHL LCSCOvernight replenishmentsManufacturingCentersROrderConfirmationCustomerDHL WELDHL Global Customer LogisticsServices Offering16Asia Pacific Infrastructure17 CVGCVGMIAMIABAHBAHHKGHKG 10 ELCs 330 SPCso Multi-tier transportation( 3 Regional LCSCs One gl

20、obal Billing & IS capabilityJNBSINSYDBRUSFOTYODHL Global Logistics Logistics Global infrastructure18Case Study19CountryLogisticsUnit OperatorRepairCenterRegionalLogisticsCenterCase Study: Mission Critical Services for the Telecommunication industry : Defective units : Repaired unitsReverse logistics

21、 flow for Telecommunication hardware20Case Study: Mission Critical Services for the Telecommunication industryExisting situation:nDecentralized management of service partsnLack of visibility of inventorynLack of visibility of order fulfillmentnLack of control of repair cycleResulting in:nHigh invent

22、ory levelnRepair cycle between 40 and 120 daysnNot meeting KPIs for order fulfillment and order accuracy21CountryLogisticsUnit OperatorRepairCenterRegionalLogisticsCenterOur proposal : Defective units : Repaired unitsCo-locatedIntegrated IT system - Centralized order handling22Process FlowSame-dayde

23、liveriesOperatorsEnd-userrequest Repaired itemsRepairCentresPick-Pack &delivery requestLLCsELC/RLC(Consolidated)Deliveries andReturnsDefective itemsOrdertransmissionDHL LCSC(Consolidated) ReplenishmentManufacturingCentresOrderConfirmationPrinciplesSolution centre23Regional Logistics SolutionnCentral

24、 RMA and order management through Call Centre and Customer Service functionnRegional inventory visibility through integrated IT systemnCentralised Supply Chain Planning and Supply Chain Execution capabilitynLogistics Consultancy support and regional/country program management Measure and control lead time Improve supply chain performance Lower inventory levels Lower cost24THANK YOUFrits de Vroetfvroetsin-