康佳物流整合项目咨询全案100m1.3pl overview

3PLDefinition1stparty=Manufacturer/distributor2ndparty=Customers3rdparty=LogisticsCompany(3pl)Canincludealloranyoneofthefollowing-Forwarding&Customsclearance-Inwardsandoutwardstransport-Contractwarehousing-Valueaddingservices多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement3PL定义第一方物流=制造商/经销商第二方物流=客户第三方物流=物流公司(3PL)也包括如下所有或任一种：-运输及清关服务-输入输出-协议仓储-其他增值服务什么是3PL?Whatis3PL?高High低Low高High能力/利益Capability/Benefits低Low散件组装Sub-Assembly物料投递上线Sequencing与客户接触CustomerInterface运输和清关Forwarding运输Transport临时租借仓库OverflowStorage战略影响StrategicImpact合作经营JointOperatingModel多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement3PL环境－市场发达程度比较3PLEnvironment-Marketlag1410862401998BainSecurities

2003Exel基准：英国Benchmark:UK北美落后8年N.America-8Yrs北美落后5年N.America-5Yrs澳大利亚落后5年Australia-5Yrs澳大利亚落后1.5年Australia-1.5Yrs

亚洲落后5年Asia-5Yrs

亚洲落后15年Asia-15Yrs多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement为什么很多企业都外包

Whycompaniesoutsource战略上Strategic非核心业务Noncore收购Acquisition供应链改变SupplyChainChange财务上Financial释放资产AssetRelease降低成本CostReduction整合Consolidation服务上Service服务问题ServiceIssues方案集锦SolutionSet灵活性Flexibility行业关系IndustrialRelationship多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement3PL收费模式

3PLChargingModels收费方式ChargeMethod成本＋利润以活动为基础佣金获取股份Cost+MarginActivityBasedCommissionGainShare开发/封闭Open/Closed开发封闭封闭开发/封闭OpenClosedClosedOpen/Closed风险Risk低低－中高高LowLow-MedHighHigh多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement3PLMythstoDispelCompetitorgoodsshouldnotbeinsameoperationOutsourcingdecisionsarebasedpurelyoncostOutsourcingLogisticsprocessesmeansabdicationofliabilityKickyourlogisticsprovideraroundandgainfromitBidding/TenderingprocessesarealwayspositiveTheclientisalwaysrightThe3PLisalwaysright多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement关于3PL的误区竞争对手的产品不能由同一承运人运输外包决策仅依据价格高低外部物流流程意味着可以不负责任玩转你的物流服务商伺机获取好处

物流服务投标人都具善意客户总是对的

3PL总是对的TheFactsFlexibilityandstrategicalignmentareessentialelementsintheoutsourcingdecisionStrategicaccountmanagementpaysdividendsOrganisationsthattreatthe3PLasanintegralpartofthesupplychainenjoythemostsuccessValueisaddedthroughknowledgeandexpertiseLogisticscostsarenottheonlycoststoconsiderWe’reinthistogetherValuestemsfromshared/specializedknowledge多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement真相灵活性和双方战略保持一致是外包决策的重要因素对3PL的战略性管理会使你的收获比预期的更大把3PL看作供应链不可分割一部分的公司最易成功价值是通过专业知识和技能增值的物流成本不是唯一要考虑的成本我们同甘共苦价值由分享的/分共的知识产生3PL失败的理由由投标开始(courting)不了解或满足期望(不懂我)不增值(不是给予和取得)缺少3‘C’s-投入-沟通-合作Defactorelationshipnotamarriage三年之痒(什么是下一步)没有矫正策略(咨询失败)拒绝改变(haulinthesolicitors)多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement3PLReasonsforFailureStartswiththetender(courting)Expectationsnotunderstoodormet(doesnotunderstandme)Notaddingvalue(notgiveandtake)Lackofthethree‘C’s-Commitments-Communication-CooperationDefactorelationshipnotamarriage3yritch(what’snext)Rectificationstrategiesnotinplace(counselinghasfailed)Refusaltochange(haulinthesolicitors)三年之痒TheThreeYearItch开始合作Startup加强合作Enhancement稳定状态SteadyState多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement满意指数WhatKonkashouldexpectfromaBest-in-Class3PLManagementofavariablelogisticsinfrastructurethatisflexibleandmeetsthechanginganddynamiclogisticsrequirementsofKonkaandourcustomersAssistKonkatoachievethefollowingbest-in-classmeasurableperformancetargets:CustomerDeliveryPerformance CleanOrders(pick/pack/ship)InventoryAccuracySupply-chainCycleTimesCostperformance多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement康佳应该期望从一流的3PL那里得到什么管理一系列灵活并符合康佳与客户变化和活跃的物流需求的物流基础设施帮助康佳达到下列一流的并可测量的绩效现目标:客户发货表现

清洁订单(提取/包装/运输)库存准确率供应链周期时间成本控制能力WhatKonkashouldexpectfromaBest-in-Class3PLManagelogisticsforKonkaatareducedcostthroughimprovedprocesses,efficiencies,andintegrationofsupplychaintechnologyAbilitytotransitionemployeesandassociatedresponsibilitiesseamlesslytotheirorganizationwithoutimpacttooperationsandcustomers多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement通过改善流程、提高效率和整合供应链技术为康佳在低成本水平上管理物流业务平稳调动员工和他们担负的责任而不影响日常运营和对客户关系造成变化的能力康佳应该期望从一流的3PL那里得到什么灵活并注重合作关系对当前运作有深刻的了解专注于结果–不是中间环节3PL和

康佳公司都有合作的意愿设立现实和可实现的服务标准现实的时间安排和目标成功的关键因素多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagementFlexible&committedtopartnershipDetailedunderstandingofexistingoperationsFocusones--notinternaloperations3PLANDKonkawillingnesstopartnerRealistic,AchievableServiceStandardsRealistictimelines&objectivesCriticalSuccessFactorsExecution&TrustOpenCommunicationwith3PLsClearmessageofKonkaobjectivesEstablishtrustEstablished“rulesofengagement”&EscalationprocessManagementoversightMonthlyoperationalreviewsQuarterlybusinessreviewsJointSteeringCommitteeCriticalSuccessFactors多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement执行与信任和3PL开诚布公地讨论康佳方面清晰的目标建立互信确定合作方式和争议解决办法管理监管月度运行回顾、审核季度业务审核联席会议成功的关键因素Successfullogisticsoutsourcingtendstofollowarigorous3-stepapproach1.Determineoutsourcingneeds2.SelecttherightLSP3.Manage,motivateandgatherfeedbackobjectivesDevelopoverallshipperlogisticsstrategyDetermineifinsourcevs.outsourceismoreappropriate？SelecttheLSPthatbestfitstheoutsourcingneedsEnsurethattheselectedproviderwilldeliverservicerequiredmethodsAssesslogisticsopportunitieswithinoverallbusinessobjectiveUnderstandpotentialimpactoncustomers&otherpartnersDefineoutsourcingneeds,objectivesandrequirementsProfilesupplierbaseDefineLSPselectioncriterionConductobjectiveselectionandnegotiationInitiatepilottestConductbaseliningTrackbothfinancialandoperationalmeasurementsSetupincentive/motivationprogramsInitiatefeedbackmechanismTrends/BestpracticesMovingtowardsmorecomprehensiveandintegratedserviceofferingsSelectingtherightLSPwiththecapability,resources,expertise,etc.tocontactwillbevitalContractsproceduresandpersonnelshouldbeinplacebeforeimplementationIncentivesshouldincludegain-sharingwithLSPs成功将物流外包须严格遵循3步法1.确定外包需求2.选择合适的物流服务提供商3.管理、激励、收集反馈目标制定整体物流战略内部实施抑或外包？选择最能满足外包需求的物流服务提供商确保所选择的提供商所提供的服务达到要求方式在整体业务目标框架下对物流机会进行评估了解对客户和其他合作伙伴所产生的潜在影响界定外包需求、目标和要求收集服务提供商的基本信息界定物流服务提供商的挑选原则客观选择及协商谈判启动试点确定基础状况对财务和运营指标进行跟踪评测制定激励方案启动反馈机制趋势/最佳实务趋向于提供更全面的整合物流服务选择合适的物流服务提供商（能力、资源、专长）进行接洽至关重要在开始实施前，合同、程序及人事都须已经到位激励方案应包括与物流服务商利益共享TheoutsourcingobjectivesandselectioncriterionfortherightLSPshouldfirstbedeterminedFinancialLogisticalOperationalDefiningObjectivesWherecansavingsbegenerated?Howsooncantheyberealized?Whatwillbeswitchingcostsbe?Shouldtheassets(warehouses,vehicles,etc.)bekeptoroutsourced?Woulditbeeasiertodealwithonesinglepointofcontactthanwithmultipleproviders?Whataretheinformationtechnologyrequirements?Howwillbedecisionimpactcustomerservice？Aretheremanagerswhocanimplementandmanagetheoutsourcedfunctions?Whataretheoperationalrisks?Aretheyacceptable?Isthetimingforoutsourcingright?WilltheemployeesworkwellwiththeLSP?BackgroundandHistoryResourcesandCapabilityPricingOthersDefiningSelectionCriterionFinancialstabilityStrategicdirectionBusinessexperienceReputationwithotherclientsManagementdepthandstrengthPhysicalfacilitiesandequipmentOperations-physicaloperations,commitmenttobestpractices,housekeeping,attentiontodetail,HRpractices,etcInformationtechnologyTransactioncostExceptionalcostTotalcostQualityinitiativesGrowthpotentialChemistryandcompatibilityThesetofselectioncriteriaandrelativeimportanceofeachcriterionvaryanddependontheshipper’scurrentsituationanditsoverallstrategicandoperationalgoals首先应确定外包的目标

及选择合适的物流服务提供商的标准财务物流操作确定目标成本的节约源于何处？何时能够实现成本的节约？（内/外包）转换成本为多少？资产（仓库、运输工具等）应自留还是外包？与单一服务提供商打交道是否比与多个提供商打交道要容易？信息技术(IT)方面有何要求？该决策对客户服务有何影响？是否有能够实施和管理外包职能的经理人？操作风险有多高？在可接受范围内吗？外包的时机是否合适？员工与物流服务提供商之间能否协作顺利？历史/背景资源/能力定价其他确定选择原则财务稳定性战略发展方向业务经验名声、口碑管理深度及力度有形设施及设备运营——实物运作、遵循最佳实务、内部管理、关注细节、人力资源政策等信息技术(IT)交易成本异常成本总成本质量成长潜力默契程度及相容性物流服务提供商的挑选原则及各项原则的重要性依托运人的当前处境及其整体战略和运营目标的不同而有所不同OnceaLSPisselected,apilotprogrammaybeneededtoevaluatethefit?Fine-tunetheproposedoutsourcingplan,andassesstheselectedLSPperformanceObjectivesTotestplannedoutsourcingprograminarealenvironmentToinstillthecultureofoutsourcingthroughasmallscalerolloutoftheprogramTorefinetheoutsourcingplanwithpracticalexperienceTomanageandmitigaterisksoftheingfullscalelaunchoftheprogramTolaythegroundworkforbaseliningandtrackingStep1:DefinePerimeterStep2:Launch&MonitoringStep3:QuantificationofBenefitsStep4:ReviewLessonsLearnedKeyactivitiesKeydecisionsDeterminemetricstobetrackedselectareas/productstobetestedDesignpilottrackingscorecarddesignprocessoftrackingimplementationSmallscalebaseliningtoquantifybenefitsDemonstrateimpacttostaffforculturechangeDiscusswithLSPsonwaystoimproveAssessandmitigaterisksRefinethefullscaleoutsourcingprogramanddecideonLSPretention一旦选择了物流服务提供商，可能需要通过一个试点项目测试“匹配”程度，完善该外包计划，同时对所选择的物流服务提供商的绩效进行评估目标

在真实环境下对外包方案进行测试通过小规模的推行该方案逐渐培养外包文化通过实践经验完善外包方案管理和减轻即将实施的整体外包方案的风险为基础状况的确立和跟踪设定基础第一步：确定标准第二步：实施并监控第三步：成果的量化第4步：总结经验教训主要活动主要决策

确定需进行跟踪的指标选择需要测试的地区/产品

设计试点跟踪记分卡设计跟踪流程实施

小规模基础状况的确定以对成果进行量化将其影响公之于众从而倡导文化变革

与物流服务提供商讨论改进的方法评估并减轻风险进一步完善整体外包方案并对物流服务提供商的保留/更换做出决策Well-runcorporationsusuallyhaveclearlydefinedperformancemeasurementsinplacetoupholdtheservicequalityofLSPsTrendsSuccessfulcompaniesincludeperformancestandardsandrequirementstoreportonsoundmeasuresintheircontractswithLSPsandmonitorcompliancetothesestandardsregularlyManyareleveragingLSPinformationandcommunicationstechnologytocapturebetterperformancemetricsandprovideimprovedcustomerservice经营有道的公司通常都有清晰界定的绩效考评指标

从而能够保证物流服务提供商维持较高的服务水平趋势

成功的企业将绩效标准及要求对主要指标进行汇报的制度列入与物流服务提供商签订的合约之中，并定期检查这些标准是否得以遵循许多企业也利用物流服务提供商的信息技术和沟通渠道以获取更佳的绩效指标，并为客户提供更好的服务多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement应通过持续的反馈流程以确保物流服务提供商的服务水平与最高行业标准持平1.基线制定2.跟踪3.对物流服务提供商的服务进行评估4.将评估结果反馈至物流服务提供商5.重新制定基线AcontinuousfeedbackprocessshouldbeusedtomaintainLSPsservicelevelonparwiththehighestindustrystandardsEstablishBaseline2.Tracking3.EvaluateserviceofLSP4.ChannelresultsbacktoLSP5.RefineBaselines多媒体物流业务部——3PL管理MMDLogisticsB.U.–3PLManagement

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Design/DevelopmentFPY(D)On-TimeDelivery(R)0102030405060708090100Jul-96Aug-96Sep-96Oct-96Nov-96Dec-96Jan-97Feb-97Mar-97Apr-97May-97Jun-97%(KeyDeliverablescompleted/KeyDeldue)0102030405060708090100Aug-96Sep-96Oct-96Nov-96De