伊莱克斯公司项目咨询报告(英文版)(ppt 125页).ppt

ElectroluxChina NetworkStrategy Project FinalReportPresentationBeijing March10 1999 ProjectIntroductionandBackgroundCustomerSurvey SurveyApproach SurveyResults FindingsandOpportunitiesLogisticsNetwork EOQinventorymodeling LogisticsnetworkmodelingRecommendationsandnextstepsAppendices Processflow Costanalysis Contents MajorBrandsMarketSharein1999 ElectroluxObjectives Reduceworkingcapital Increaseturnover throughgreaterproductavailability Reduceoperatingcosts ElectroluxChinahascommittedtoachieveBestPracticeServiceandCost asbasisforrapidbusinessgrowth highinventorycarryingcost in storestock outs toomanywarehouses limitedinventoryandservicecontrol SOPsystemsandproceduresforinventorycontrolarenotsystematicallyinplace appliedlimitedknow howandsupportunclearresponsibilitiesandperformancecriteria Electrolux ssupplychainobjectives aretoimprovecurrentperformance todeliverrealbottomlinebenefits ElectroluxChinahasidentifiedsupplychainimprovementsasoneofitscorporateprioritiestoimprovecustomersatisfactionandcostperformance Satisfyrequirementsoftargetcustomers betterthancompetition Achievefullcontroloftheentirelogisticsprocess Limitedvisibilityandcontrol appropriateperforrmancecriterianotinplace Likelygapsinservicesatisfaction RequiredServiceLevelsandcompetitors positionarenotmeasured TheoverallobjectiveofElectroluxChinaNetworkStrategyProjectistooptimizethedistributionnetworkconfigurationintermsof Meetingcustomerservicerequirements Achievingminimumcosts and Controllingtheentireoutboundlogisticsprocess IncreasedRevenue Improvedproductavailabilityandpromisingcapabilities Scalabilitytomeetfuturebusinessrequirements Improvedresponsivenesstomarketconditions Optimizedfillratecapability Moreflexible responsivedeliveryoptions Morevalue addedservices Reducedlogisticscosts Improvedendtoendsupplychainvisibility Lowercost to serveintransportationanddistributionImprovedassetproductivity FewerstocklocationsthroughrationalizationtoachievehighernetworkproductivityReducedworkingcapital LowerLDCstocksthroughmoreflow throughs smallermorefrequentorders centralizedslowmovers betteruseofsupplierstocksetc EXPECTEDRESULTS PROJECTOBJECTIVE TheoverallobjectiveofElectroluxNetworkStrategyProjectistodeterminetheleastcostdistributionnetworkconfigurationtosatisfythespecificservicelevelrequirementsofitscurrentandfuturetargetcustomers ProjectObjectiveandScopeThescopeoftheNetworkStrategyProjectistoanswerthefollowingquestions Whatarethecustomerservicerequirementswhichimpactchanneldesign logisticprocessandinfrastructure Whatisthecurrentperformance performancemeasureandcustomersatisfaction ofElectroluxinmeetingtheserequirementsandwhatistheGAPversusthecompetitorsaswellasagainstthe BestPractice achievableinChina ShouldElectroluxprovideinventorycarryingandtransportationservicestoourclients withappropriatepriceincrease WhatotheradditionallogisticservicescanprovidecompetitiveadvantagetoElectroluxinthemarketplace ShouldElectroluxchangethestructureofitsdistributionchannelsinChina e g salestoretailers vstodistributors CanElectroluxgainbyplantdirectshipping Howmanydistributioncenters DCs shouldElectroluxhave HowmanyRDCsandLDCs WhereshouldtheDCsbelocated Whichtypes locationofcustomersandwhichbranchshouldbeservedbyeachDC Whichcustomersshouldbeserveddirectly ShouldallDCscarryallproductsorshouldtheybespecializedbyproductline ShouldElectroluxcontractforwarehousingservicesoroperateitsownDCs WhatimpactdodifferenttransportationmodeshaveonElectroluxlogisticsnetworkrequirements Whatinventorycontrolprocedures highlevel shouldElectroluxestablishinordertosatisfycustomers minimizecostandmaintaincontrol Whatarethesystemsandhumancompetenciesrequirementstoachievetheseobjectives IndevelopingtheoptimumsupplychaincapabilityforElectroluxChinaweareutilizingathree phasedapproachtodevelopingandrolling outthenewdistributionnetwork ThisprojectcoversonlyPhaseI OverallApproachtowardsNetworkOptimization BuildLogisticsModel Task5 AssessAlternatives Task6 ConductReviewSessions Task7 PresentResults Recommen dations Implemen tationActionPlans Task8 ConductVisioningSessions Task1a InitiateDataCollection ReviewCurrentOperations Task2 Under standServiceRequire ments Task3 InitiateDetailedProjectPlanning Task1 Task4 Full ScaleImplementationRollout PhaseI PhaseII PhaseIII DistributionNetworkProcessDesign DistributionNetworkStrategyDevelopment CUSTOMERSURVEY NETWORKOPTIMIZATION ProjectApproach 1 InitiateDetailedProjectPlanning 1 aConductVisioningSessions 2 ReviewCurrentOperations 2a Understandcurrentnetworksetup 2b Reviewcurrentnetworklogisticsstrategy 2c Reviewcurrentcustomerservicestrategy 3 UnderstandServiceRequirements customerinterviewsandanalysis 3a Createcustomersegmentationframeworks 5 IdentifyAlternatives 5a Performdemandaggregationanalysis 6 AssessAlternatives 7 ConductReviewSessions 8 PresentPreliminaryResults Recommendations KeyActivitiesbyWeek assuming10weeks 1 2 3 4 5 6 7 8 9 10 3h AnalyzecustomerrequirementsandassessElectroluxGAP 3k AnalyzeCosttoServeandStrategicAttractiveness 3l DevelopRecommendedNewServiceOfferings 3m AssessLogisticsWarehouseNetwkStrategyImplications 4 InitiateDataCollection CollectCurrentWarehouseNetworkData a FacilityOperatingCosts b TransportationCosts c InventoryCosts d Demandvolumes 3b InterviewCustomersinLocation1 3c InterviewCustomersinLocation2 3d InterviewCustomersinLocation3 3e InterviewCustomersinLocation4 3f InterviewCustomersinLocation5 3g InterviewCustomersinLocation6 5b Selectionof5 8 bestoptions ProjectWorkplan ProjectIntroductionandBackgroundCustomerSurvey SurveyApproach SurveyResults FindingsandOpportunitiesLogisticsNetwork EOQinventorymodeling LogisticsnetworkmodelingRecommendationsandnextstepsAppendices Processflow Costanalysis Contents ThesampleforthecustomersurveytargetedarepresentationofElectrolux scurrentoperationsinChina anditscurrentandfuturemarket CustomerSamplingMethodology HistoricalSales MarketGrowth Trends CurrentLogisticsOperation Wherewerethehighestdemandareas Wherearethecustomerslocated whichhassignificantcontributiontoElectroluxrevenue Whatarethecurrentcustomertypes Wherearethekeyaccountcustomers Whatisthecurrentsalesregions Wherewouldbethepotentialhighgrowthareasforrefrigerators Whatwillbetheemergingchannelforwhitegoods Whataretheservicerequirementsfromtheemergingchannelplayers Whatisthecurrentlogisticservicepattern withregardtotheLDCs distributionandthecustomerswhicharebeingserved Theprojectteamfocusedonobtainingasmuchcustomerdatathroughdirectinterviews Acustomersurveywasfaxedouttobroadengeographiccoverage CustomerSurveyApproach FaxOutSurvey FocusedonseveralAC ElectroluxchosenlocationsBeijing Tianjin Shanghai Guangzhou Changsha Chengdu Shenyang ShenzhenCustomerTypesDistributors Provinciallevel citylevelRetailers Departmentstore homeappliancestore chainstoreKeyAccounts Internationalchainstores BroadgeographiccoveragetoincludeareaswheredirectinterviewscouldnotbeconductedStillaimedtoachieverepresentativesamplingofdistributorsandretailers DirectInterviews Intotal 81customersurveyquestionnaireswerecollectedrepresentingabroadcrosssectionofElectroluxcustomers CustomerSurveyBreakdown Distributors Retailers KeyAccounts ProvincialLevel 7 28 InternationalChainStore CityLevel 12 13 3 DepartmentStore HomeAppliance MultipleFormat 10 ChainStore 7 Total 81 SubTotal 19 59 3 SuperMarket 1 CustomerSurveyBreakdown Regions NC EC GZ West Central CS NE Interviewed Survey 2 12 1 9 5 7 4 4 10 7 6 0 6 8 Total 41 40 Total 6 22 8 15 5 13 12 81 andalsoElectrolux smarkets Changsha Beijing Shenyang Shanghai Chengdu Guangzhou Qingdao Suzhou Tianjin Dalian Kunming NC NE Central EC GZ w CS ProjectIntroductionandBackgroundCustomerSurvey SurveyApproach SurveyResults FindingsandOpportunitiesLogisticsNetwork EOQinventorymodeling LogisticsnetworkmodelingRecommendationsandnextstepsAppendices Processflow Costanalysis Contents 8 AreyoubeingservedbyElectroluxdirectly Yes NoAllresponseswereinthe Yes category Question8 Whywerenon ElectroluxCustomersnotcoveredbythesurvey Duetonewsurveyregulationswhichwererecentlyreleased Dec 1999 bytheStateStatisticalBureau SSB acompanymustobtainpermissionandapprovalforallmarketsurveysconducted thisapprovalcoverssurveyscope approachandalsoareviewandapprovalofthesurveyresultsbytheSSBbeforetheyarereleasedclients Theobstaclesputinplacebytheregulations e g applyingforpermission havingasurveyreviewedandapproved etc couldhaveaddedseveralweekstotheprojectcommencementdateandadditionaltimebeforetheresultscanbereleased Atthisstage wearenotawareofanycompanieswhichhavesoughtandgainedapproval includingGallup ThekeyproblemisthatthesurveyreformshavingonlyrecentlybeenimplementedandthelocalbranchesoftheSSBarestillestablishingtheadministrativesystemtodealwithit Therefore themost practical approachforconductingtheprojectsurveygiventhecurrentenvironmentalconstraintswastocoveronlyourexistingcustomerssinceitwasunlikelythattheywouldreportthesurveytotheSSB ElectroluxCustomer 9 Salesrevenuegrowthinthenext1 2years 60 Response 33 30 19 3 12 Question9 CommentsThemajorityofrespondentswerepositiveintheirsalesoutlookbothfortheirsalesoverall rangingfromrefrigeratorstogeneralhomeappliances aswellasspecificallyforElectroluxproducts Typically growthinsalesofElectroluxproductsresponsesrangedinthe10to30 band Guangzhou WesternChina EasternChina NorthEasternandtheNorthChinaregionswereanticipatedtoexperiencethegreatestsalesgrowthinthenexttwoyears ChangshaandtheCentralregionsareanticipatedtohave AndcustomerswhoisthenewentryintothemarketexpecthighergrowthratethantheothersNote Datalimitationsinceresponsesweretailoredbasedonthepositionofthepersoninterviewed i e ageneralmanagerofadistributorwouldhaveabroaderviewofsalesgrowthtothatofasalesmanageronlyinvolvedinthesalesofElectroluxproducts SalesRevenueGrowth 10 Whatarethekeybrandsofrefrigeratorinyourcurrentbusinessandwhatistheproportionofthesebrandsalesrepresentinyourtotalrefrigeratorsales Whoselldirectly Whosuppliesyoudirectly Question10 RefrigeratorSales Comments8outofthe26customerswhodistributeElectroluxrefrigeratorsonlysellElectroluxproducts Over90 ofthecustomerspurchasedirectlyfromElectroluxandarealsodirectlyservedbyElectroluxForeignplayers suchasCarrefour ItoYokado keeplowinventorylevels typicallylessthan5days Incontrast theaverageinventorylevelforlocalplayersvariesfrom7to30days CustomersinCSandNEholdinghigherinventorylevelthanotherregionsElectroluxhaslowerinventorylevelthanthecompetitorsatitsretailershop buthashigherinventorylevelatitsdistributorsites LegendD DistributorR Retailer 11 Pleasespecifytheamountoftherefrigeratorsalesin1999 Question11 CommentsWholesaleRetailAverageVolume19994 752units 4 640unitsMarketShare 28 24 RefrigeratorSales Note Theseresultsareonlyforhighlevelreference 1 Except8outof19distributorswhoarepurelydoingdistributionsalesand36 ofretailerswhoonlyhaveretailsales therestareallcarryonmultiplerolesinbothdistributionandretailsales 2 Thedistributionsalesisquitelowbecausesurveyincludesanumberofnewdistributors andthesalesnumberisalsoskewedbyretailerswhohaveweakdistributionsales 3 Theretailsalesnumberisskewedbyacoupleofretailerswhoseretailsalesisevenhigherthanmostofdistributorssalesduringayear 4 Themarketshareofretailerslookshighersincethedataisskewedbysomedominantlocalretailchainsanddominantretailersincountylevelcities 12 Doyouexperiencethesalesfluctuationindifferentmonths Yes thefluctuationisasfollows No Peakmonthsare Sales units month Normalmonthsare Sales units month Lowmonthsare Sales units month Question12 SurveyResults Comments 92 ofrespondentsconfirmedtheseasonalnatureoftheirsalesTheperiodjustpriortoChineseNewYearandthesummermonthsarethetwopeakseasonswithsalesvolumesaround80 higherthantransitionalperiods The2 3monthsafterChineseNewYearandNovemberarethelowseasonmonthswithaveragesalesvolume26 lowerthantransitionalperiods May OctoberandDecemberarethetransitionalmonthfromnormalseasontopeakseason Peakseasons AverageSales Units month Months Transitionalperiod s Lowseasons January pre ChineseNewYear JunetoSeptember May October December FebruarytoApril postNewYear November 849 472 351 Season SalesFluctuation Ordering Ordering TableA OrderingServiceImportanceandCustomerSatisfaction Ordering TableA AbilitytoRespondtoUrgentOrders and ProductAvailability rankedthemostimportantfactorsfromthesurveyThoughaboveaverage thecustomersatisfactionratetowardsElectrolux sabilitytorespondtourgentordersscoredrelativelythelowestamongallthefactors Customersfrommostoftheregions suchasCarrefourBeijing GuangzhouDepartmentStorecomplainedthatthereisnodifferentiationinresponselevelsbetweenthenormalordersandurgentordersTheoverallcustomersatisfactoryratetowardsElectrolux sorderingservicelevelisparticularlylowintheGuangdongregionMostoftheretailersshowedlackofunderstandingforminimumorderquantityandorderfrequencyastheyarepresentlyorderingbasedondemandandpaymentcredit andregardminimumorderquantityaslessimportantinaffectingtheirbusinessrevenues Severalcustomersindicated 1 asdesiredminimumordersize OrderingServiceImportanceandCustomerSatisfaction Ordering Comments OrderingService Best OrderingService CompetitorFeedbackfromSurveys Ordering Competitor 1 MinimumOrderSizeBestWorstElectrolux4 2 EC Haier33 2 W Siemens3 2 W Xinfei2Best Overall Electroluxdoeshavethemostanswersforbest buttheresponseswerequitespreadoutgeographically ElectroluxappearstobeslightlystrongerinEasternChina whileSiemensappearstobeslightlystrongerinWesternChina Worst HaierclearlyhasthemostmentionsanditappearstobeweakestintheWest Data Dataisscatteredacrossanswers Minimumordersizeis1 butitisverymuchdependentonwhothecustomeris Similarlyfortheworse2 OrderFrequencyBestWorstHaier22Electrolux2Best Worse ScatteredresultsacrossseveralplayerswithnoclearindicationofbestplayersSlimleadsbyHaierandElectroluxbothrated2mentionsinthebestcategory Interestingnote isthatHaier sresponsesinECratesitasthebestbyonedistributorwhileitistheworsebytheretailerData Nospecifics 3 AbilitytorespondtoUrgentOrdersBestWorstElectrolux3Haier42 2 EC Samsung32Xinfei2Rongsheng2Best Haierhasthemostmentionswith4 whicharespreadthroughoutChina Electroluxnexthas3mentionsbutallfocusedonEC 2retailers 1distributor Samsungalsoappearsmoderatelybetterwith3mentionsoverall 2beinginEC Worse MostoftheworsecasementionswerefairlydistributedwiththeexceptionofHaierwhichhad2mentionsinEC 4 ProductAvailabilityBestWorstElectrolux2Haier3 2 SC 7 4 EC Xinfei2 2 EC Siemens4 2 CS Rongsheng2Best ModeratefeedbackwithbestforElectrolux HaierandXinfei HaierappearsslightlystrongerforproductavailabilityinSCwhileXinfeiisstrongerinEC Worst Haierappearstohavetheworseproblemswithproductavailability particularlyinEC Siemensalsoappearstohavesomeproblems focusingonCS Data Onlyseveralpiecesofdatagivenforbest rangesfrom70to100 13 Whatisyoucurrentordertransmissionmode Fax Telephone Email Other Ordering Question13 OrderTransmissionMode SurveyResult Comments Manycustomershaveapreferenceforutilizing interactive i e telephoneorfacetoface orderingmodessothattheycangetaclearideaofproductavailabilityCurrently norespondentsusee mailtoplaceorders PresumablythisisbecauseofthelowlevelofITinfrastructureinChinaandthatvendorshavenotdevelopedthistypeofservice CustomersinGuangzhouregionaremoreopentoadoptingnewtechnologiesthanthoseintheNorthChinaandCentralareas Customersandsalesstaffindicatedproblemswithcurrentorderprocessingrelatedtotheheavilymanualworkprocessinvolved multiplehand offs betweenElectroluxlogisticsandsalesdepts andproblemswithoutdatedinventoryinformationonproductavailabilityinLDC 14 WhatistheorderfulfillmentperformanceofElectrolux Orderfulfillrate 88 Backorderrate 8 Orderunfulfilledrate 4 SurveyResults Comments Theaverageorderfillrateis88 therateofbackorderis8 andtheunfulfilledrateis4 CSregionhasthehighestorderfulfillrateat92 enhancedbyitscloseproximitytothemanufacturingbase SincetheLDCsinNEregionusuallyhavelargeinventoryanduseLDCstoservealmostallthecustomers theorderfulfillrateisalsoveryhigh TheorderfulfillrateinGZregion Guangdong Fujian Guangxi ranksthelowestat73 duetothelackofeffectiveandefficientcommunicationonbothlocalinventorylevelandinventorylevelinRDC Orderfulfillmentperformanceisrelativelybetterinbigcities AlmostalltheresponsesfromShanghaisaidthefulfillrateis100 Keyaccounts suchasCarrefourexperiencedhigherrateofbackordersduringtheweekendwhenElectroluxhasnopersontakecareoflogisticsservice andtheyusuallykeeplowerinventorylevel SalesManagersinbothGuangzhouandShenzhenwereconcernedaboutthelackofavailableandtimelyinventoryinformationintheRDC sincetheycouldonlyreceivetheinformationonamonthlybasis OrderFulfillment Ordering Question14 ElectroluxStockouts Frequency Ordering Question15 15 HowoftendoyouexperiencestockoutofElectroluxproducts frequencyandthenumberofunits SurveyResult Comments Respondentsindicatedthatmoststockoutsoccurduringpromotionalperiodsandnewproductlaunch Outof16responseswhoregisteredstockout 3aredistributors 9areretailers and4aremultipleretailformatsGenerallyspeaking customersexperiencedstockoutrangingfromoncetomorethan10times respectively Andtheunitsforeachstockoutrangedfrom1to200eachtime ThestockouthappensmoreofteninGZregionswhosebusinessisstillininfancy alsothesmallcitieswithoutLDCsTianLiFei adistributorinShenzhen experiencedstockoutpriortotheChineseNewYear 2000periodwiththeproductshortageestimatedaround200units NumberoftimesrespondentsexperiencedstockoutofElectroluxproducts Note limitedresponse16companiesregisteredstockouts ElectroluxStockouts ValueLoss Ordering Question16 16 Whatistheestimatedvaluelossforstockout in oftotalvolumesold 0 1 4 4 1 6 6 1 8 8 1 10 10 Response 60 17 8 4 10 SurveyResult Comments Ahighproportionofcustomerswhoindicatedsaleslossduetostockoutsasover10 werefromtheGZregion especiallyforthecustomersinGuangdongandFujianwhichexperiencedseverestock outsduringthelastyear AsconfirmedbybothcustomersandElectroluxsalesmanagers someofthereasonsforstock outsarehighdemand lowinventoryandlackoftimelyinformationoninventoryandproductavailability OrderingPerformance AbilitytoRespondtoUrgentOrders and ProductAvailability wereidentifiedasthemostimportantfactorsfromthesurvey whichElectroluxperformed