实用物流专业英语2

1、实 用 物 流 专 业 英 语主编 李卫平 张虹Customer ServicePart IAn Introduction to Customer ServicePart II Sample CommunicationsPart III Practical ReadingsPart IAn Introduction to Customer Service客户服务是供应商和买家之间综合的一系列活动,客户服务能提高销量,有利于更有效使用供应商的产品。客户服务涵盖了各种各样的形式,包括售后服务、比如维护、修理和更换,延长质保服务,定期邮寄信息和免费电话查询和投诉。Customer service i

2、s the integrated series of activities between a supplier and a buyer that enhances the sale and facilitates the effective use of the suppliers products. Customer service covers a wide variety of forms, including after-sale servicing, such as maintenance, repair and replacement service, extended warr

3、anties, regular mailings of information and free call telephone calls in case of enquiries and complaints. Part IAn Introduction to Customer Service产品供应链管理的目标正是为客户提供能有效满足他们需求的产品。技术层面来说,客户服务就实现客户订单的整个过程。这个过程包括在收订单，管理付款,挑选整理货物，包装货物、运输和投递委托物, 为终端用户提供售后服务，处理有可能回收的货物。An objective of a well-managed produc

4、t supply chain is indeed to supply a product to customers in such a way that effectively satisfies their need for the product. Technically, customer service is the entire process of customer order fulfillment. The process includes the receipt of the order, managing the payment, picking and packing t

5、he goods, shipping and delivering the consignment, providingafter-sale service for the end-user and handing the possible return of the goods.Part IAn Introduction to Customer Service顾客服务可以根据供应商和顾客的交易发生的地点不一样分为不同类型。可以分为交易前服务，交易中服务和交易后服务。 Customer service can be grouped according to when the transacti

6、on between a supplier and a customer takes place. These groups can be categorized into pre-transaction,transaction and post-transaction components.Part IAn Introduction to Customer Service交易前服务为了到达令人满意的服务而建立有利的环境。它提供了一份客户服务方针的书面申明，例如，货物什么时候被交付，处理退货和延期交货的程序是什么，预期计划的运送方法和通知客户的方法是什么。应急计划的建立就是为了当不可控外部事件

7、或者自然灾害影响正常服务的提供时，建立一个机构实施顾客服务政策，同时为顾客提供技术培训，产品用户手册。The pre-transaction component establishes conductive circumstances for desirable customer service. It provides a written statement of the customer service policy, such as when ordered goods will be delivered, the procedure for handling returns and b

8、ack orders, the methods of shipment and informing customers of the kind of service then may expect. Contingency plans are established for times when uncontrollable external occurrences or natural disasters influence normal service provision, creating an organizational structure to implement customer

9、 service policy, and providing technical training and product user manuals for customers.Part IAn Introduction to Customer Service交易前的另一个元素是在可能的情况下供应商是提供先进的高科技设备或者高级的经久耐用的设备,当时需要创新或改进新模型的时候要及时通知用户。这种前瞻性的沟通可以提醒用户去检查他们资金投资和可替换的项目的组成和时机。采取这样的行动的高科技产品供应商能够维护客户关系，甚至在未来增加他们的竞争优势。所有这些交易前服务潜在的巩固了买家和供应商的关系。A

10、nother element of the pre-transaction component may, in the case of suppliers of high-technology or advanced durable equipment, is to inform users as to when innovative or new improved models, will be available. Such proactive communication could alert users to the need to review the composition and

11、 timing of their capital investment and replacement programmes. Such action by suppliers of high-technology products could enable their client to maintain and even increase their competitive edge in the future. In combination all these pre-transaction aspects have the potential to enhance sound buye

12、r-supplier relations.Part IAn Introduction to Customer Service交易中服务是在直接把产品交付给顾客的过程中的行为。比如决定库存水平，选择运输服务和技术，建立订货-加工程序。这些行为,反过来,影响交货期、订货的准确性，产品运输和使用时的物理状况。The transaction component consists of the actions that directly result in the delivery of the product to the customer. Examples are determining inve

13、ntory levels, selecting transport service and technology, and establishing order-processing procedures. These actions, in turn, affect delivery times, accuracy of order filling, physical condition of goods when delivered and product availability.Part IAn Introduction to Customer Service 交易后服务的范围是在产品

14、应用期间或者售后使用期间，其目的是为了避免消费者和使用者使用有缺陷的或功能异常的产品,它提供了产品的可重复使用组件，容器，包装的退还,例如,可退还的瓶子，可重复使用的圆筒和货盘。交易后服务需要处理索赔、投诉和退货;履行产品售后服务保证, 在保修过期后履行产品的维修协议。客户的期望是有效和高效的售后服务，这个期望对于提高产品竞争力，让顾客在品质和价格上失去信心的售后服务可能导致产品卖不出去。The post-transaction component represents the spectrum of services need to support the product during ap

15、plication or use after it has been sold; to protect consumers and users from defective or dysfunctional products; to provide for the return of reusable components, containers and packages, for example, returnable bottles, reusable cylinders and pallets; to handle claims, complaints, and returns; and

16、 to fulfil the conditions of product warranties and product maintenance agreements after a warranty has expired. Customers expectations of efficient and effective after-sale service are of great importance in making products competitive, and lack of customer confidence in the quality and price of af

17、ter-sale services may make products unsaleable.(From: JJ Vogt, WJ Pienaar, PWC de Wit, Business Logistics Management, Oxford University Press, P23)Part IAn Introduction to Customer ServiceTo implement a basic service platform, it is necessary to specify commitment level to all customers in terms of

18、availability, operational performance, and reliability. The fundamental question, “How much basic service should the system provide?” is not easy to answer.The fact is that many firms establish their basic service platforms based on two factors. The first factor is competitor or industry acceptable

19、practice. In most industries, levels are generally well known by both the suppliers and the customers throughout the industry. It is not uncommon to hear logistics and supply chain executives speak of customer service commitments in terms of “doing as well as competition” or “beating our major compe

20、titors performance.” The second factor derives from the firms overall marketing strategy. If a firm desires to differentiate from competitors based on logistics competency, then high levels of basic service are required. If the firm differentiates on price, then it likely will commit to lower levels

21、 of logistical service due to the resources required and costs related to high-level commitment.Part IAn Introduction to Customer ServiceThe fact is that even firms with a high level of basic customer service commitment generally do not take a total zero-defect approach across the board for all cust

22、omers. The common service commitment is to establish internal performance standards for each service component. These standards typically reflect prevailing industry practice in combination with careful consideration of cost and resource commitments. Typical service standards such as 97 percent fill

23、 rate or delivery within 3 days may be established and then performance would be monitored relative to these internal standards. While it is generally assumed that this strategic approach results in accommodating customers as well as or better than competitors, it does not assure that customers are,

24、 in fact, satisfied with either the overall industry performance or even the performance of an organization that performs above industry standard. In fact, there is only one way to be sure customersare satisfied ask them.(From: Donald J.Bowersox, David J.Closs, M.Bixby Cooper, Supply Chain Logistics

25、 Management, China Machine Press,P78)Part IAn Introduction to Customer ServicePart IISample CommunicationsA: Good afternoon, Mr. Cooper. Welcome to Talk Show.B: Good afternoon.A: We all heard about that customer service is very important in the supply chain. Why is it so important?B: We can see cust

26、omer service acts as the binding and unifying force for all of the logistics activities. If a firm can consistently provide its customers with the desired quality and quantity of products, where and when needed, at acceptable cost, it can gain market share advantage over its competitors. A: You mean

27、 to a certain extent service can decide the market share.Part IISample CommunicationsB: Yes, The firm might be able to sell its products at a lower cost as a result of logistics efficiencies, or provide a higher level of customer service as a result of logistics effectiveness, or both, thereby gaini

28、ng a competitive edge in the market. A: Then what is effectiveness in logistics?B: Effectiveness is a measure of how successful the supply of a product is as experienced by users and consumers, such as how well service conforms to their expectations or how well goods satisfy their needs. A: What is

29、good customer service?Part IISample CommunicationsB: Optimal customer service involves well-managed logistics in order to provide the necessary level of customer satisfaction through effectiveness at the lowest possible total cost through efficiency in order to contribute maximally towards the firms

30、 welfare.A: Then how could we get to customer satisfaction?B: Customer satisfaction occurs when the firms manufacturing, marketing and logistics effort is successful, thus adding sufficient value or creating enough utility to prevent the customer from procuring the product in an alternative way. Eac

31、h activity of a firms logistics system can affect whether a customer receives the right product and information at the designated place and time in the required condition and quantity at an acceptable cost/price. sPart IISample CommunicationsA: How could a firm ensure good customer service?B: The ke

32、y challenge is how to outperform competitors service effectiveness in an efficient manner. If specific goods are not available where and when required for manufacturing, it may cause a production shut-down entailing cost wastage, possible lost sales and the potential loss of substantial business. Th

33、e more severely a service malfunction reacts negatively upon a customers performance, the higher the priority that needs to be placed on error-free logistics customer service performance.A: Thanks for sharing your idea with us. Thanks for your interview, Mr. Cooper.(From: JJ Vogt, WJ Pienaar, PWC de

34、 Wit, Business Logistics Management, Oxford University Press, P25)Part IISample Communications1. Why is customer service important in supply chain?Customer service acts as the binding and unifying force for all of the logistics activities. If a firm can consistently provide its customers with the de

35、sired quality and quantity of products, where and when needed, at acceptable cost, it can gain market share advantage over its competitors. Part IISample Communications2. How does customer service decide the market share?The firm might be able to sell its products at a lower cost as a result of logi

36、stics efficiencies, or provide a higher level of customer service as a result of logistics effectiveness, or both, thereby gaining a competitive edge in the market.Part IISample Communications3. What is good customer service?Optimal customer service involves well-managed logistics in order to provid

37、e the necessary level of customer satisfaction through effectiveness at the lowest possible total cost through efficiency in order to contribute maximally towards the firms welfare.Part IISample Communications4. What is effectiveness in logistics?Effectiveness is a measure of how successful the supp

38、ly of a product is as experienced by users and consumers, such as how well service conforms to their expectations or how well goods satisfy their needs.Part IISample Communications5. How could a firm get to customer satisfaction?Customer satisfaction occurs when the firms manufacturing, marketing an

39、d logistics effort is successful, thus adding sufficient value or creating enough utility to prevent the customer from procuring the product in an alternative way. Each activity of a firms logistics system can affect whether a customer receives the right product and information at the designated pla

40、ce and time in the required condition and quantity at an acceptable cost/price. Part IISample Communications6. How could a firm get customer service effective?The key challenge is how to outperform competitors service effectiveness in an efficient manner. If specific goods are not available where an

41、d when required for manufacturing, it may cause a production shut-down entailing cost wastage, possible lost sales and the potential loss of substantial business. The more severely a service malfunction reacts negatively upon a customers performance, the higher the priority that needs to be placed o

42、n error-free logistics customer service performance.Part IISample CommunicationsA: Good afternoon, Professor Lee. I have some questions about customer service. May I ask you some questions?B: Yes, go ahead.A: You told us in the class that customer service is very important in logistics management. H

43、ow could we improve customer service?B: A firm could improve customer service through controlling service performance. There are three aspects to measure customer service performance. They are availability, operational performance and service quality.A: Could you explain them separately?Part IISampl

44、e CommunicationsB: No problem. Availability entails providing inventory to consistently meet customers material or product requirements. It is based on three performance measures: stock out frequency, fill rate and orders shipped complete.A:How about operational performance?B: The most pertinent det

45、erminants of operational logistics service performance are suitability, accessibility, goods security, transaction time, reliability and flexibility.A: Then how about service quality?Part IISample CommunicationsB: Reliability of service is a more comprehensive concept which is concerned with the pun

46、ctuality and time variability in service offered. And the key to superior service quality is accurate measurement of availability and operational performance. If you want to know more about customer service, I suggest you read some books, and I will give you a reference book list.A: Thank you very m

47、uch, Professor.(From: JJ Vogt, WJ Pienaar, PWC de Wit, Business Logistics Management, Oxford University Press, P26)Part IISample Communications1. Oral Practice:2. Team work:Practice the above dialogue with your partner until you can learn the lines by heart.Make up a dialogue according to the follow

48、ing situation and practice it with your partner.Situation: Mr. Brown is a sales manager in a logistics company. Now he is discussing how to improve customer service with his colleague, Miss Mary.Part IISample CommunicationsSeveral grocers are attempting to offer convenience to customers by offering

49、electronic order placement and home delivery. This simple concept is quite complex toimplement effectively.The most import factor influencing consumer-direct channel adoption and customer loyalty is the ability to consistently pick and deliver perfect orders. However, it is complex and expensive to

50、structure a low-cost logistics system to provide these desired service levels.Consumer-direct logistics focuses on fulfilling demand at the household level through consistent delivery of perfect orders as it ensures a continuous supply of product at the lowest possible cost. A dedicated fulfillment

51、center is preferred for greater picking accuracy, order customization, fill rates, and operational flexibility, but produces significantly higher operating margins than a traditional grocery store model.Part IISample CommunicationsProduct fulfillment is the highest direct cost of processing an order

52、, due to the goal of a consistent perfect order. This process typically includes household-level customization in high-impact perishable and prepared meat categories that mandate different temperature controls and date-management practices. For example, some consumers prefer green bananas to yellow

53、bananas or rare roast beef sliced thin to the standard sliced product. Given an average 60-item order and a 99 percent picking accuracy at the individual item level, only 55 percent of all orders would be perfectly filled. The operators challenge is to incorporate household-level specification in a

54、high-volume, scalable operating environmentwhere customers are ordering electronically.Part IISample CommunicationsDelivery capabilities involve the physical logistics of moving products directly to the customers home. Most providers unitize products from across three temperatures zones into a secur

55、e container and load it into a multitemperature vehicle to maintain proper temperatures across the home-delivery chill chain.Unique characteristics of the grocery business (e.g. number of items per order, customer preferences within a given SKU, temperature maintenance requirements for different pro

56、ducts) emphasize the difficulty of designing a logistics system to deliver perfect orders to each customer every time.(From: Donald J.Bowersox, David J.Closs, M.Bixby Cooper, Supply Chain Logistics Management, China Machine Press,P78)Part IISample CommunicationsPart IIIPractical ReadingsThe notion o

57、f value-added service is a significant development in the evolution of good customer relations. By definition, value-added services refer to unique or specific activities that firms can jointly develop to enhance their efficiency and effectiveness. Value-added services help foster customer success.

58、Because they tend to be customer-specific, it is difficult to generalize all possible value-added services.When a firm becomes committed to value-added solutions for major customers, it rapidly becomes involved in customized or tailored logistics. It is doing unique things to enable specific custome

59、rs to achieve their objectives. IBMs ability to produce and deliver customized personal computers and networks to individual customers is one example of adding value to a rather standard product. In a logistical context, firms can provide unique product packages, create customized unit loads, place

60、prices on products, offer unique information services， provide vendor-managed inventory service, make special shipping arrangements, and so forth, to enhance customer success.Part IIIPractical ReadingsIn reality, some of the value-added services that buyers and sellers agree to involve are integrate