康佳物流整合项目咨询全案100m casestudy

案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor香港企业,业务遍布亚太的贸易集团

开拓市场，将名牌快速消费品分销至各零售渠道

以前销售、市场和经销融为一体

销售、市场和物流分离成两条线运行

在菲律宾代表了约25个国际性的

Principals

销售和分销遍布菲律宾所有城市和岛屿2002年晚些时候,香港MD集团在菲律宾试行了服务协议的概念和做法

HK-owned,pan-Asia,TradingConglomerateMarketerandDistributorofBrandedFMCG’stoRetailChannelsHistorically,Sales/Marketing/DistributionasingleentityS&M&LogisticsseparatedintotwoBusinessStreamsInPhilippines,representsapprox.25internationalPrincipalsSalesandDistributioncoveragetoallPhilippineCitiesandIslandsLate2002,GroupMDinHKcommissionedaServiceAgreementconceptfortrialinPhilippines项目范围和交付成果ProjectScope&DeliverableThismethodologyshould:-directlyaddressthelackofconsistent,transparent,objectiveanddefinedmeasuresbetweenthe3PLandS&MusethePhilippinesoperationasthedevelopmentandtestingcountryabletobeimplementedinasimplistic,repeatableprocessEstablishamethodologyfordocumentingandmanagingtherelationshipbetweentheServiceProvider(3PL)&itsInternalCustomer(S&M).这种方法论应该可以：-

直接解决3PL和市场/销售间缺乏连贯、透明、客观和界定清晰的衡量指标这一问题

把菲律宾作为开发和试行这一方案的国家

形成一套容易实施，并能在其他地方复制的流程在3PL供应商和企业内部客户（市场和销售）间建立了一套文件化和关系管理的方法论案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor一种促使市场/销售和物流业务部在一下方面界定相互关系的文件化的方法

(即协议).......-3PL所提供服务的范围3PL必须达到的量化的服务标准

市场/销售必须达到的前提性的流程标准-为3PL设计的具有层次结构的业绩衡量指标体系

-3PL运营的价格基础/成本驱动因素-以及3PL向市场/销售报价的价格机制定义+数据模板和物流业务部可以使用的用来量化具体情况的工作表案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor项目范围和交付成果ProjectScope&DeliverableAdocumentedmethodology(tocol)thatallowsS&Mand3PLBU’stodefinetheirrelationshipintermsof.......-theScopeofServiceprovidedbythe3PLtheQuantifiedServiceStandardstobemetbythe3PLtheprerequisiteProcessStandardsforS&M-thehierarchicalPerformanceMeasuresfor3PL-thePricingBasis/CostDriversfor3PLOperations-&thePricingMechanismfor3PLtochargeS&MProjectScope&Deliverable

Definitions+templates&worksheetsthatcouldbeusedbytheBU’sinquantifyingthespecifics案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor服务范围ScopeofServices量化的服务标准QuantifiedServiceStandards市场/销售流程标准S&MProcessStandards定价基础（成本驱动因素）PricingBasis(CostDrivers)市场/销售和品牌持有人所签合同中规定的交付成果业绩指标PerformanceMeasures定价机制PricingMechanism品牌持有人合同审核服务协议模块ServiceAgreementModules案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributorEmma,noneedtotranslatethistable案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributorEmma,noneedtotranslatethistable案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributorLOGISTICSSERVICESTANDARDS

TypeServiceDefinitionCalculationServiceStandard(Entitlement)SpecifiedbyPrincipal?S&MProcessStandardCycleTimeOrderCycleTimeTimefromOrderPlacementtoCustomerdeliveryActualdeliverydateminusOrderPlacementDate2daysNoOrdersplacedwith3PLby5pmdaily

Dock-to-StockCycleTimeAveragehoursfromtruckarrivaltoproductavailablefororderpickingTotalDock-to-Stockhours/Totalno.ofReceipts2hoursYesNotificationofplannednextdayreceiptsto3PLbefore3pmdaily

FirstPassYieldOnTimeDeliveryOrdersdeliveredontimepercustomerrequesteddeliverydateoragreedOrderCycleTimeasaboveTotalOrdersonTime/TotalOrdersDelivered95%NoOrdersplacedwith3PLby5pmdaily

OrderFillRateOrdersfilledcompletelyonfirstshipmenttoCustomerOrdersfilledcomplete/TotalOrdersDelivered90%YesInventorystock-outsnogreaterthan10%ofLineItems

InventoryAccuracyActualinventoryquantityvs.system-reportedquantity,bylineitemLineitemswithinServiceStandardRange/TotalLineItemscounted95%ofItemswithin+/-1%ofstockvalueNoN.A.Emma,noneedtotranslatethistable案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor服务范围ScopeofServices量化的服务标准QuantifiedServiceStandards市场/销售流程标准S&MProcessStandards定价基础（成本驱动因素）PricingBasis(CostDrivers)市场/销售和品牌持有人所签合同中规定的交付成果业绩指标PerformanceMeasures定价机制PricingMechanism品牌持有人合同审核服务协议模块ServiceAgreementModules结果Results!改变关系ChangetheRelationship改变重点ChangetheFocus改变业绩考核体系ChangethePerformanceMetrics

改变文化ChangetheCultures在销售和物流之间，物流和3PL之间BetweenSales&Logistics,andLogistics&3PL双赢MutualBenefit,Win/Win共同的责任JointAccountability伙伴和良好的表现Partnering&Performing市场/销售和3PL，一种合作关系….S&M&3PL,APartnershipthatDelivers…….案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor效率

降低成本

费用结构部分满足订单PartiallyFilledOrders欠货单CreditMemos取回退货ReturnPick-ups每周的波动WeeklySkewing等等，等等Etcetc.岛屿之间Inter-Island

品牌持有人给予的返款RecoveriesfromPrincipals完全正确，但还缺少什么……??Allabsolutelycorrect…..butwhat’smissing??当前注重的方面案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor改变重点ChangetheFocusToalsohaveaPreoccupationwith…

Revenues…

Sales………andGrowth!改变重点ChangetheFocus案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor也必须注重…

佣金…

销售额………

和

增长!所以必须有…..一套同时衡量双方业绩的指标体系，并且将重点集中在….但销售必须带来利润并不断增长成本

(运送销售价值这些产品的成本),以及….服务价值

(响应速度和质量)改变业绩衡量指标体系ChangethePerformanceMetrics案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributorthustheneedisfor….asetofmutual

PerformanceMetricsthatfocusonboththe….ButSales$’shavetobebothProfitable&Growing….Cost(ofdeliveringtheSales$),andthe….ServiceValue(responsivenessandquality)数量Volumes业务交易、活动Transactions/Activities实现的销售SALES$DELIVERED影响力很大的成本驱动因素HIGHIMPACTCOSTDRIVERS共同的“结果”指标Mutual“Results”Measure“将成本驱动因素和结果相联系”“LinkingCostDriverstoResults”

发票的数量

QtyofInvoices

发货的数量

QtyofDeliveries

送货的次数

QtyofTrips

装运的箱数

QtyofCasesShipped

库存数量

InventoryQuantity

投入的劳力

ManHoursWorked

品项的数量

No.ofSku’s

区域销售和GMA销售

RegionalSalesv.GMASales效率低下Inefficiencies

退货数量

QtyofReturns

不按时送货的数量

QtyDeliveriesOut-of-Schedule

每周开票波动

WeeklyInvoiceSkewing具体针对这个服务协议SpecifictothisISA案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor改变业绩衡量指标体系ChangethePerformanceMetrics但如何显示以下这两者之间的联系呢…“影响力很大”的成本驱动因素,

和结果??案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor改变业绩衡量指标体系ChangethePerformanceMetricsButhowtoshowthelinkagebetween…the“HighImpact”CostDrivers,andtheResults??

E

B0.05.010.015.020.0NJMMJSNJw/oDPC#employees#(000)ANNUALIZEDSALES($M)NUMBEREMPLOYEES(000)140.0160.0180.0200.0220.0ODFAJAOD1.01.41.5$$annualizedOPPROFIT%OFSALESA/R%OFSALES

B

E10.012.014.016.018.0NJMMJSNJ结果Results

B

E

B01020304050NJMMJSNJM/M%D/D306090120AIPSM/MandD/DFPYPRODUCTIVITYINDEX*D/DCYCLETIMEM/MCYCLETIME

B

E3.7NDJFMAMJJASONDJw/oDPC驱动因素Drivers

B

E0306090120150NJMMJSNJ0CYCLETIMEAIPWeeksINVENTORY%OFSALES

E0.05.010.015.020.025.030.0NJMMJSNJ%

B100859095ON-TIMEDELIVERYBENJMMJSNJ%

B100150200250300350400NJMMJSNJDaysE机舱图－将驱动因素和结果相联系CockpitChart–LinkingDriverstoResults仅供参考!!ExampleOnly!!案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor改变业绩衡量指标体系ChangethePerformanceMetricsKPI图表KPIChart第0层成本

驱动因素和结果Level0CostDrivers&Results存货数量SKU的数量InventoryQty.(cases/plts)No.ofSku’s送货次数Qty.ofDeliveries订单截止周内开票%InvoicesraisedinCut-offWeek“结果”“Results”“驱动因素”“Drivers”QtyofReturns/CM’s$valueofReturns/CM’s总提货箱数TotalCasespicked净运送销售额NetSales$DeliveredSalesGrowthYear-on-YearDistributionProductivity$SalesvalueperDelivery;%DeliverieswithReturns/RUD’s仓库效率Casespickedperman-hour;$SalesvalueperPickList总劳动力-小时TotalMan-hours不按时送货百分比%DeliveriesOut-of-Schedule%SalesdeliveredtoRD’s发票的数量Qty.ofInvoicesInventoryDaysofSales案例研究（2）－菲律宾经销商CaseStudy2–PhilippinesDistributor改变业绩衡量指标体系ChangethePerformanceMetrics改变业绩衡量指标体系完全准时交货率%InvoicesDeliveredInFull&OnTime(DIFOT)预测准确率ForecastAccuracy回执周期CTofPOD’s投诉处理周期CTofClaimsprocess%LineItemsO.O.S.库存准确率InventoryA