案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor香港企業(yè),業(yè)務(wù)遍布亞太的貿(mào)易集團(tuán)

開(kāi)拓市場(chǎng)，將名牌快速消費(fèi)品分銷(xiāo)至各零售渠道

以前銷(xiāo)售、市場(chǎng)和經(jīng)銷(xiāo)融為一體

銷(xiāo)售、市場(chǎng)和物流分離成兩條線(xiàn)運(yùn)行

在菲律賓代表了約25個(gè)國(guó)際性的

Principals

銷(xiāo)售和分銷(xiāo)遍布菲律賓所有城市和島嶼2002年晚些時(shí)候,香港MD集團(tuán)在菲律賓試行了服務(wù)協(xié)議的概念和做法

HK-owned,pan-Asia,TradingConglomerateMarketerandDistributorofBrandedFMCG’stoRetailChannelsHistorically,Sales/Marketing/DistributionasingleentityS&M&LogisticsseparatedintotwoBusinessStreamsInPhilippines,representsapprox.25internationalPrincipalsSalesandDistributioncoveragetoallPhilippineCitiesandIslandsLate2002,GroupMDinHKcommissionedaServiceAgreementconceptfortrialinPhilippines項(xiàng)目范圍和交付成果ProjectScope&DeliverableThismethodologyshould:-directlyaddressthelackofconsistent,transparent,objectiveanddefinedmeasuresbetweenthe3PLandS&MusethePhilippinesoperationasthedevelopmentandtestingcountryabletobeimplementedinasimplistic,repeatableprocessEstablishamethodologyfordocumentingandmanagingtherelationshipbetweentheServiceProvider(3PL)&itsInternalCustomer(S&M).這種方法論應(yīng)該可以：-

直接解決3PL和市場(chǎng)/銷(xiāo)售間缺乏連貫、透明、客觀和界定清晰的衡量指標(biāo)這一問(wèn)題

把菲律賓作為開(kāi)發(fā)和試行這一方案的國(guó)家

形成一套容易實(shí)施，并能在其他地方復(fù)制的流程在3PL供應(yīng)商和企業(yè)內(nèi)部客戶(hù)（市場(chǎng)和銷(xiāo)售）間建立了一套文件化和關(guān)系管理的方法論案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor一種促使市場(chǎng)/銷(xiāo)售和物流業(yè)務(wù)部在一下方面界定相互關(guān)系的文件化的方法

(即協(xié)議).......-3PL所提供服務(wù)的范圍3PL必須達(dá)到的量化的服務(wù)標(biāo)準(zhǔn)

市場(chǎng)/銷(xiāo)售必須達(dá)到的前提性的流程標(biāo)準(zhǔn)-為3PL設(shè)計(jì)的具有層次結(jié)構(gòu)的業(yè)績(jī)衡量指標(biāo)體系

-3PL運(yùn)營(yíng)的價(jià)格基礎(chǔ)/成本驅(qū)動(dòng)因素-以及3PL向市場(chǎng)/銷(xiāo)售報(bào)價(jià)的價(jià)格機(jī)制定義+數(shù)據(jù)模板和物流業(yè)務(wù)部可以使用的用來(lái)量化具體情況的工作表案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor項(xiàng)目范圍和交付成果ProjectScope&DeliverableAdocumentedmethodology(tocol)thatallowsS&Mand3PLBU’stodefinetheirrelationshipintermsof.......-theScopeofServiceprovidedbythe3PLtheQuantifiedServiceStandardstobemetbythe3PLtheprerequisiteProcessStandardsforS&M-thehierarchicalPerformanceMeasuresfor3PL-thePricingBasis/CostDriversfor3PLOperations-&thePricingMechanismfor3PLtochargeS&MProjectScope&Deliverable

Definitions+templates&worksheetsthatcouldbeusedbytheBU’sinquantifyingthespecifics案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor服務(wù)范圍ScopeofServices量化的服務(wù)標(biāo)準(zhǔn)QuantifiedServiceStandards市場(chǎng)/銷(xiāo)售流程標(biāo)準(zhǔn)S&MProcessStandards定價(jià)基礎(chǔ)（成本驅(qū)動(dòng)因素）PricingBasis(CostDrivers)市場(chǎng)/銷(xiāo)售和品牌持有人所簽合同中規(guī)定的交付成果業(yè)績(jī)指標(biāo)PerformanceMeasures定價(jià)機(jī)制PricingMechanism品牌持有人合同審核服務(wù)協(xié)議模塊ServiceAgreementModules案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributorEmma,noneedtotranslatethistable案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributorEmma,noneedtotranslatethistable案例研究（2）－菲律賓經(jīng)銷(xiāo)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）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor服務(wù)范圍ScopeofServices量化的服務(wù)標(biāo)準(zhǔn)QuantifiedServiceStandards市場(chǎng)/銷(xiāo)售流程標(biāo)準(zhǔn)S&MProcessStandards定價(jià)基礎(chǔ)（成本驅(qū)動(dòng)因素）PricingBasis(CostDrivers)市場(chǎng)/銷(xiāo)售和品牌持有人所簽合同中規(guī)定的交付成果業(yè)績(jī)指標(biāo)PerformanceMeasures定價(jià)機(jī)制PricingMechanism品牌持有人合同審核服務(wù)協(xié)議模塊ServiceAgreementModules結(jié)果Results!改變關(guān)系ChangetheRelationship改變重點(diǎn)ChangetheFocus改變業(yè)績(jī)考核體系ChangethePerformanceMetrics

改變文化ChangetheCultures在銷(xiāo)售和物流之間，物流和3PL之間BetweenSales&Logistics,andLogistics&3PL雙贏MutualBenefit,Win/Win共同的責(zé)任JointAccountability伙伴和良好的表現(xiàn)Partnering&Performing市場(chǎng)/銷(xiāo)售和3PL，一種合作關(guān)系….S&M&3PL,APartnershipthatDelivers…….案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor效率

降低成本

費(fèi)用結(jié)構(gòu)部分滿(mǎn)足訂單PartiallyFilledOrders欠貨單CreditMemos取回退貨ReturnPick-ups每周的波動(dòng)WeeklySkewing等等，等等Etcetc.島嶼之間Inter-Island

品牌持有人給予的返款RecoveriesfromPrincipals完全正確，但還缺少什么……??Allabsolutelycorrect…..butwhat’smissing??當(dāng)前注重的方面案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor改變重點(diǎn)ChangetheFocusToalsohaveaPreoccupationwith…

Revenues…

Sales………andGrowth!改變重點(diǎn)ChangetheFocus案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor也必須注重…

傭金…

銷(xiāo)售額………

和

增長(zhǎng)!所以必須有…..一套同時(shí)衡量雙方業(yè)績(jī)的指標(biāo)體系，并且將重點(diǎn)集中在….但銷(xiāo)售必須帶來(lái)利潤(rùn)并不斷增長(zhǎng)成本

(運(yùn)送銷(xiāo)售價(jià)值這些產(chǎn)品的成本),以及….服務(wù)價(jià)值

(響應(yīng)速度和質(zhì)量)改變業(yè)績(jī)衡量指標(biāo)體系ChangethePerformanceMetrics案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributorthustheneedisfor….asetofmutual

PerformanceMetricsthatfocusonboththe….ButSales$’shavetobebothProfitable&Growing….Cost(ofdeliveringtheSales$),andthe….ServiceValue(responsivenessandquality)數(shù)量Volumes業(yè)務(wù)交易、活動(dòng)Transactions/Activities實(shí)現(xiàn)的銷(xiāo)售SALES$DELIVERED影響力很大的成本驅(qū)動(dòng)因素HIGHIMPACTCOSTDRIVERS共同的“結(jié)果”指標(biāo)Mutual“Results”Measure“將成本驅(qū)動(dòng)因素和結(jié)果相聯(lián)系”“LinkingCostDriverstoResults”

發(fā)票的數(shù)量

QtyofInvoices

發(fā)貨的數(shù)量

QtyofDeliveries

送貨的次數(shù)

QtyofTrips

裝運(yùn)的箱數(shù)

QtyofCasesShipped

庫(kù)存數(shù)量

InventoryQuantity

投入的勞力

ManHoursWorked

品項(xiàng)的數(shù)量

No.ofSku’s

區(qū)域銷(xiāo)售和GMA銷(xiāo)售

RegionalSalesv.GMASales效率低下Inefficiencies

退貨數(shù)量

QtyofReturns

不按時(shí)送貨的數(shù)量

QtyDeliveriesOut-of-Schedule

每周開(kāi)票波動(dòng)

WeeklyInvoiceSkewing具體針對(duì)這個(gè)服務(wù)協(xié)議SpecifictothisISA案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor改變業(yè)績(jī)衡量指標(biāo)體系ChangethePerformanceMetrics但如何顯示以下這兩者之間的聯(lián)系呢…“影響力很大”的成本驅(qū)動(dòng)因素,

和結(jié)果??案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor改變業(yè)績(jī)衡量指標(biāo)體系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結(jié)果Results

B

E

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

B

E3.7NDJFMAMJJASONDJw/oDPC驅(qū)動(dòng)因素Drivers

B

E0306090120150NJMMJSNJ0CYCLETIMEAIPWeeksINVENTORY%OFSALES

E0.05.010.015.020.025.030.0NJMMJSNJ%

B100859095ON-TIMEDELIVERYBENJMMJSNJ%

B100150200250300350400NJMMJSNJDaysE機(jī)艙圖－將驅(qū)動(dòng)因素和結(jié)果相聯(lián)系CockpitChart–LinkingDriverstoResults僅供參考!!ExampleOnly!!案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor改變業(yè)績(jī)衡量指標(biāo)體系ChangethePerformanceMetricsKPI圖表KPIChart第0層成本

驅(qū)動(dòng)因素和結(jié)果Level0CostDrivers&Results存貨數(shù)量SKU的數(shù)量InventoryQty.(cases/plts)No.ofSku’s送貨次數(shù)Qty.ofDeliveries訂單截止周內(nèi)開(kāi)票%InvoicesraisedinCut-offWeek“結(jié)果”“Results”“驅(qū)動(dòng)因素”“Drivers”QtyofReturns/CM’s$valueofReturns/CM’s總提貨箱數(shù)TotalCasespicked凈運(yùn)送銷(xiāo)售額NetSales$DeliveredSalesGrowthYear-on-YearDistributionProductivity$SalesvalueperDelivery;%DeliverieswithReturns/RUD’s倉(cāng)庫(kù)效率Casespickedperman-hour;$SalesvalueperPickList總勞動(dòng)力-小時(shí)TotalMan-hours不按時(shí)送貨百分比%DeliveriesOut-of-Schedule%SalesdeliveredtoRD’s發(fā)票的數(shù)量Qty.ofInvoicesInventoryDaysofSales案例研究（2）－菲律賓經(jīng)銷(xiāo)商CaseStudy2–PhilippinesDistributor改變業(yè)績(jī)衡量指標(biāo)體系ChangethePerformanceMetrics改變業(yè)績(jī)衡量指標(biāo)體系完全準(zhǔn)時(shí)交貨率%InvoicesDeliveredInFull&OnTime(DIFOT)預(yù)測(cè)準(zhǔn)確率ForecastAccuracy回執(zhí)周期CTofPOD’s投訴處理周期CTofClaimsprocess%LineItemsO.O.S.庫(kù)存準(zhǔn)確率InventoryA