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Chain Customer
Service
Logistics is no longer the last frontier of cost
reduction, its the new frontier of demand
generation.
4-1
CONTROLLING
Customer
service goals
The product
Logistics
Logisticsservice
service
Ord. proc. & info. sys.
Transport Strategy
Transport fundamentals
Transport decisions
ORGANIZING
Inventory Strategy
Forecasting
Inventory decisions
Purchasing and supply
scheduling decisions
Storage fundamentals
Storage decisions
PLANNING
Customer Service
in Planning Triangle
Location Strategy
Location decisions
The network planning process
4-2
Price
Product quality
Service
Price
Product
Promotion
Physical Distribution
Customer
service here
Pretransaction
elements
Written statement
of policy
Statement in hands
of customer
Organizational
structure
System flexibility
Technical services
Transaction
elements
Stockout level
Ability to back
order
Elements of order
cycle
Time
Transship
System accuracy
Order conveniences
Product substitution
Posttransaction
elements
Installation, warranty
alterations, repairs,
parts
Product tracking
Customer claims,
complaints
Product packaging
Temporary
replacement of
product during repairs
4-4
12% Damaged
goods
7%
Other
6%
Frequently cut
items
44%
Late delivery
4-5
2%
Refused to
support
promotion
16%
Discontinued
items
18%
Stopped all
purchases
with supplier
9%
Refused to
purchase new
items
CR (2004) Prentice Hall, Inc.
26%
Called in
salesman or
manager
4-6
On-time delivery
Order fill rate
Product condition
Accurate documentation
4-7
4-8
Customer
order
transmittal
CUSTOMER
Retail outlet
WAREHOUSE
Order processing
and assembly
Transmittal of
backorder
items
Order
delivery
Express
order
delivery
FACTORY
Order processing,
assembly from stock,
or production if no
stock
4-10
Service Observations
The dominant customer service elements
are logistical in nature
4-12
Modeling a Sales-Service
Relationship
A mathematical expression of the level of service
- Two-points method
- Before-after experiments
- Game playing
- Buyer surveys
Remember
Revenue in
ROLA
4-13
Sales-Service Relationship by
the Two-Points Method
Sales
Approximation by
two-points method
0
0
Sales
Threshold
Diminishing returns
Decline
Sales-Service Relationship
Range of
transition
Range of
transition
0
0
4-15
4-16
Costs or sales
Profit
maximization
Logistics
costs
4-17
zU
zL
1.125-1.08
1.17 -1.125
1.23 -1.17
1.28 -1.23
1.34 -1.28
1.41 -1.34
1.48 -1.41
1.55 -1.48
1.65 -1.55
1.75 -1.65
1.88 -1.75
2.05 -1.88
2.33 -2.05
=
=
=
=
=
=
=
=
=
=
=
=
=
z
0.045
0.045
0.05
0.05
0.06
0.07
0.07
0.07
0.10
0.10
0.13
0.17
0.28
10
Change in
safety
stock cost, C
300
$/year
250
200
150
100
50
0
87-86 88-87 89-88 90-89 91-90 92-91 93-92 94-93 95-94 96-95 97-96 98-97 99-98
Optimizing on Service
Performance Variability
Setting service variability according to Taguchi
Cost penalty, L
L = loss in $
k = a constant to be determined
y = value of the service variable
m = the target value of the service variable
Service penalty only if outside
this rangeTraditional
Missing target causes
increasing penalty
Taguchi
Target
Service variable, m
11
Optimizing on Service
Performance Variability (Contd)
Setting the allowable deviation from the target service level m is
to optimize the sum of penalty cost for not meeting the service
target and the cost of producing the service.
TC = service penalty cost + service delivery cost
If the service delivery cost is of the general form DC = A B(y-m),
then find the optimum allowed deviation from the service target.
2
TC = k ( y m ) + A B( y m )
dTC
= 2k ( y m ) + 0 B = 0
d ( y m)
B
Marginal delivery cost =
y m =
marginal penalty cost
2k
Find k
L = k ( y m)
3 = k( 10 0 )
3
k = 2 = 0.03
10
and y if m is taken as 0
2
y 0 =
Cost penalty, $
40
30
Delivery service, min
0.15
= 2.5 minutes
2(0.03)
No more than 2.5 minutes should be allowed from the 30minute delivery target to minimize cost.
4-24
12
Service Contingencies
System Breakdown Actions
Insure the risk
Plan for alternate supply sources
Arrange alternate transportation
Shift demand
Build quick response to demand shifts
Set inventories for disruptions
Product Recall Actions
Establish a task force committee
Trace the product
Design a reverse logistics channel
4-26
13