DHL（中外运-敦豪）速递服务的营销模式

1、1 China Teleflex nShanghai, PRC n17 August 2002 nBy: nFrits de Vroet nDHL Internatio nal 2 Agenda Service Parts logistics as a driver of competitive advantage The service parts supply chain DHL Global Customer Logistics Vision Service capability Case Study 3 Service Parts Logistics as a driver of co

2、mpetitive advantage As we are moving from competing brands to competing 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. Ye

3、t there is another supply chain within these companies, also heavily affecting customers and business results, which is often largely being ignored: The Service Parts Supply Chain! 4 The forgotten supply chain: Service Parts Parts the search is on for new opportunities for differentiation” Competiti

4、ve advantage is sought in parts of the value chain that thus far have been overlooked or under-addressed. After sales is one of those areas: Traditionally too fragmented Poorly linked with other parts of the organisation Received little management attention However, by reengineering the service part

5、s supply chain companies can: Create competitive differentiation Improve customer retention Increase earnings from after sales support Reduced cost of after sales support Service Parts Logistics as a driver of competitive advantage 6 Cost advantage Value advantage Service logistics as driver of comp

6、etitive advantage Focus on Customer Value-Added Focus on Process Improvement Cost and Service Leader Commodity Focus on Customer Value-Added Focus on Process Improvement Cost and Service Leader Commodity Value advantage Logistics leverage Opportunities Tailored service Reliability Responsiveness Con

7、sistent customer experience Cost advantage Logistics leverage Opportunities Capacity utilisation Inventory management Schedule integration Service Parts Logistics as a driver of competitive advantage 7 Labour Material & Purchases Overheads Net receivables Inventory Cash Cost of sales Sales Net opera

8、ting profit Cost of debt Cost of equity Net working capital Fixed assets Capital employed True cost of capital Capital charge Economic value added + + + + x Logistics and economic value added P&L effect Balance sheet effect 8 Demand/Supply Characteristics Plan & execute (lean) Hedge & deploy (hold i

9、nventory) Continuous replenishment Demand characteristics PredictableUnpredictable Supply characteristics: Service level agreement Long lead-time: +3 days Short lead-time: 2-4 hours 24-48 hrs React & execute (agile) The Service Parts Supply Chain 9 The Service Parts Supply Chain Finished goods logis

10、tics versus service parts logistics FINISHED GOODS Just in Time Small number of fixed stocking locations One way traffic: Manufacturing Distribution Centre (Final) Customer SERVICE PARTS Just in Case (Very) large number of multi-echelon stocking locations Two way traffic: Manufacturing Distribution

11、Centre (Final) Customer 10 The Service Parts Supply Chain Supply Characteristic: Multi-echelon model SuppliersELC - RDCProduction Strategic parts centre Service event SuppliersELC - RDCProduction Strategic parts centre Service event Service level High service level: 2-4 hrs “Lower” service level Ser

12、vice level High service level: 2-4 hrs “Lower” service level Direct shipment Replenishment Direct delivery (24-48 hrs) Replenishment Direct delivery (24-48 hrs) Replenishment Replenish2-4 hrs Replenishment Replenish2-4 hrs Inventory costs 11 Document Courier Parcel Courier Sophistication Time 3PL 4P

13、L Logistics Services Global Logistics Solutions Supply Chain Integrator 70s 80s 90s 00s Document Courier Parcel Courier Sophistication Time 3PL 4PL Logistics Services Global Logistics Solutions Supply Chain Integrator 70s 80s 90s 00s DHL Global Customer Logistics Our Logistics Revolution 12 Design &

14、 Develop & Plan Product Make Buy Manufacture Deploy & Deliver Recognize Demand Forecast Demand Source & Procure Products Forecast Demand Store & Deploy Products Service Products Return & Dispose Products Install & Maintain Customer Install Base Focus DHL wants to be recognized as the global quality

15、leader in the management of integrated solutions for the (mission-critical) service parts logistics market DHL Global Customer Logistics Service Parts Logistics Vision 13 Brain Consultative Services Call Centre Management Consultancy Manage Partners IT Capability Customer Relationship Management Spe

16、cial reporting Brain Consultative Services Call Centre Management Consultancy Manage Partners IT Capability Customer Relationship Management Special reporting Intellectual Knowledge & IT Capability Intellectual Knowledge & IT Capability DHLDHL Build/Buy the “Brain” & Buy the “Muscle” Build/Buy the “

17、Brain” & Buy the “Muscle” Partner Physical Assets In-house Physical Assets Partner Physical Assets In-house Physical Assets Core Transportation 250 kg Heavy Weights IT Systems Repairs Warehousing Domestic Sameday NFO Airport-Airport Door-to-Airport Deferred Services Muscle Physical Services Brain Co

18、nsultative Services DHL GCL Service Parts Logistics 14 Total Quality System Total Quality System Warehouse Network (ELC/SPC) Transportation Services Logistics Call Centre State of the art IT systems Skills/ People Elements of logistics solutions 15 Same-day deliveries Customers (Field Service Engine

19、ers) End-user request Repaired items Repair Pick-Pack & delivery request SPCs DHL ELC Overnight deliveries and returns Defective items Order transmission DHL LCSC Overnight replenishments Manufacturing Centers R Order Confirmation Customer DHL WEL DHL Global Customer Logistics Services Offering 16 A

20、sia Pacific Infrastructure 17 CVGCVG MIAMIABAHBAH HKGHKG 10 ELCs 330 SPCs o Multi-tier transportation ( 3 Regional LCSCs One global Billing & IS capability JNB SIN SYD BRU SFO TYO DHL Global Logistics Logistics Global infrastructure 18 Case Study 19 Country Logistics Unit Operator Repair Center Regi

21、onal Logistics Center Case Study: Mission Critical Services for the Telecommunication industry : Defective units : Repaired units Reverse logistics flow for Telecommunication hardware 20 Case Study: Mission Critical Services for the Telecommunication industry Existing situation: nDecentralized manag

22、ement of service parts nLack of visibility of inventory nLack of visibility of order fulfillment nLack of control of repair cycle Resulting in: nHigh inventory level nRepair cycle between 40 and 120 days nNot meeting KPIs for order fulfillment and order accuracy 21 Country Logistics Unit Operator Repair Center Regional Logistics Center Our proposal : Defective units : Repaired units Co-located Integrated IT system - Centralized order handling 22 Proce