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1、物 流 管 理ArthurAndersen 3 物 流 管 理 3 What is AA Doing in the Marketplace?3 Trends/Hot Buttons in Wholesale Distribution3 Service Line ExamplesCustomer SatisfactionChannel Marketing3 Wholesale Distribution Industry Program 目 錄 The WholesaleDistributionIndustry The Classic ChannelProductServiceInformatio

2、n Information$Manufacturer Wholesaler-Distributor Customer Many Forces Are Changing the ChannelManufacturer Wholesaler-Distributor CustomerAlternateChannelFormatsBusiness Climate Business Climate Channel FormatsManufactureru Service Providersu “Door to Door”u Third Party Influencers u Catalog drop-s

3、hipments direct from suppliers) n Shift to inside salesforce Transformation - Reinventing the Businessn Focus on revenue growthn Increased importance of innovative value-added servicesn Strategic alliances for integrated supplyn Emphasis on reinventing the business and redeploying the workforce n Re

4、engineer the salesforce What isAADoingin the Marketplace? Questions to Answer3 How are you using the FTFOC study?3 Hot issues/activities for clients and targets3 What does the Industry Program provide that is value-added/non-value added?3 What further support do you need from the Industry Program? N

5、 A WDREF ? High ROTA Market Needs Assessment Competitive Profiling/Benchmarking Market Entry Strategies Channel Effectiveness Pricing Structures Market and Sales Organizational Structure Advertising EffectivenessUnderstandingMarkets lower in 95, flat/lower in 963 Gross margin percentage continues to

6、 be flat/declining3 Operating expense control stagnant/ slightly improving3 Personnel productivity increasing3 Cash to cash cycle stable/improving slightly3 Characteristics of better performing firms:r Significant difference in operating expense to gross margin percentage - lower people and non-peop

7、le expenser Higher personnel productivity r Better asset management (less debt, better inventory techniques)r Do not have significantly higher sales growth or gross margin percentage Hot Buttons in Wholesale Distribution / Opportunities for AA3 Customer Satisfaction3 Customer /Product/Vendor Profita

8、bility Reporting3 Strategic Planning3 Benchmarking3 Performance Management3 Sales Force Effectiveness3 Manufacturer/Wholesaler-Distributor Relations3 ABC Inventory Analysis 3 Shared Services Wholesale DistributionIndustry Program -Support Materials Wholesale Distribution Support Activities CLIENTSER

9、VICE ANDSUPPORT TRAINING INFORMATION4500 Clients LEADINGEDGERESEARCHDelphi StudiesSurveys St. Charles SpeechesSeminarsPAR ReportsManagement ForesightBest Practices Knowledge Base LIAISONWITH TRADEASSOCIATIONSWORLDWIDE INDUSTRYDIRECTOR Wholesale Distribution Fees Wholesale Distribution Fees Support M

10、aterialsResearch Materials and Marketing Support3 FTFOC: Transforming Your Business With Best Practices Powerpoint Presentation Generic Articles for Local or Trade PressIndustry Information3 Credentials Binder (update coming 1/97)3 Quarterly Newsletter (“Channels”)3 Wholesale Distribution Industry T

11、eam Monthly Report3 Back Issues of Distribution Newsletter 3 Brochures (Management Foresight / Logistics 2020)3 AA On-Line3 Web site Support Materials (Contd)Proposal Support3 Client Lists3 Sample Proposals (Chicago and National)3 Presentations to Wholesaler-Distributors Customer Profitability Bench

12、marking Sales Force Effectiveness Customer Satisfaction Channel Strategies Wholesale DistributionIndustry Program -Future Initiatives Future Initiatives3 NAW Competency Centerm Activity-Based Managementm Performance Managementm Sales Force Effectivenessm Next FTFOC Study3 Enhanced Web Site3 Process

13、Benchmarking Projects3 Confidence Index/Channels Newsletter Wholesale DistributionIndustry Program -Recent Studies Facing the Forces of Change: Transforming Your Business With Best Practices (1995) Updates the previous study through the year 2000 Expanded to over 750 industry experts Conducted in as

14、sociation with the NAW and DREF Describes the current and pending environmentDistribution Industry Delphi Studies Facing the Forces of Change 2000: New Realities in Wholesale Distribution (1993) Over 1,000 industry experts Update of 1993 study Best Practices Facing the Forces of Change: Beyond Futur

15、e Trends in Wholesale Distribution (1987) Addresses four areas: Market Forces, Technology Forces, Financial Forces, and Organization Forces Gathered the expectations of over 650 industry experts Correctly concluded that through the mid-1990s the industry would undergo aggressive restructuringThe Tec

16、hnology Maze (1991) Assesses technology applications and spending as well as barriers to success Concentrates on the effective use of the current technology Distribution Industry Delphi Studies (Contd) Other Industry Studiesr Distribution 2000: The Changing Landscape of Wine and Spirits Wholesale Di

17、stribution (1994) - Done in conjunction with the Wine and Spirits Wholesalers of America (WSWA), this study highlights the top issues facing wine and spirits wholesalers today and in the future.r Distribution 2000: Trends in Candy & Tobacco Wholesale Distribution (1993) - Done in conjunction with th

18、e American Wholesale Marketers Association (AWMA), this study highlights the trends facing the candy and tobacco wholesale distribution segment to the year 2000.r Wholesale Food Distribution: Today and Tomorrow (1993) - Done in conjunction with the National Wholesaler Grocers Association (NAWGA) and

19、 Andersen Consulting, this study focuses on the background and current role of the grocery wholesaler, key issues facing the channel and potential responses and roles for food wholesalers in the future. Other Industry Studies (Contd)r The Steel Service Center Industry in 1995: Turning Trends Into Re

20、sults (1991) - Done in conjunction with the Steel Service Center Institute (SSCI), this study identifies trends and issues facing steel service centers through 1995.r Stockless Materials Management: How it Fits Into the Healthcare Cost Puzzle (1990) - Done in conjunction with the Health Industry Dis

21、tributors Association (HIDA), this study focuses on improving materials management practices through stockless programs in the Healthcare industry. Wholesale DistributionIndustry Program -Management Foresight Management ForesightOur Mission . . . To perform leading-edge research in the wholesale dis

22、tribution industry to further our image as the premier provider of professional services to the wholesale distribution industry. To support the efforts of the firms Wholesale Distribution Industry Program by assisting in wholesale distribution-related practice development initiatives, proposals, and

23、 engagements for other offices within the firm. To support the firm in survey-based engagements outside the wholesale distribution industry. To support the Chicago office Business Consulting engagements within the wholesale distribution industry. As an integral part of Arthur Andersens Wholesale Dis

24、tribution Program, Management Foresight has built an admirable following over the past 20 years among more than 3,000 firms and trade associations. A unit of Arthur Andersen since 1991, its financial and industry surveys have enabled business owners to evaluate their own performance relative to the

25、industry. Management Foresight gains from Arthur Andersens breadth of experience, its leading-edge research, and its relentless attention to client needs.Some of the products/services Management Foresight provides to its clients include:Management Foresight4 Financial surveys (PAR) for almost 30 who

26、lesale distribution trade associations4 Monthly Statistical Reports 4 Delphi Studies4 Compensation Studies4 Best Practices for Wholesale Distribution Liaisons With Trade AssociationsFollowing is a partial list of the trade associations for which Arthur Andersen/Management Foresight routinely perform

27、s speeches, seminars or surveys: American Machine Tool Distributors Association American Veterinary Distributors Association American Wholesale Marketers Association Barber and Beauty Supply Institute Concrete Reinforcing Steel Institute Industrial Distribution Association National Association of Al

28、uminum Distributors National Association of Electrical Distributors National Association of Wholesaler-Distributors National Business Forms Association National Electronics Distributors Association National Locksmith Suppliers Association National Paper Trade Association National School Supply and E

29、quipment Association National Welding Supply Association National Wholesale Druggists Association Northamerican Heating, Refrigeration and Air Conditioning Wholesalers Outdoor Power Equipment Distributors Association Power Transmission Distributors Association Steel Service Center Institute Wallcove

30、rings Association Wine & Spirits Wholesalers of America Practice Support ActivitiesProposal/Engagement Support - Centralized source for wholesale distribution industry information: Industry Trends Performance Statistics Best PracticesOffice Seminar Support - Presentations on industry program researc

31、h.Specific expertise in strategic planning or quantitatively-based consulting engagements. Current / RecentIndustryProjects -NAWBenchmarkingProject Process to BenchmarkPurchasing/Inventory Management3 Chosen for the following reasons:p Importance to a distributors businessp Data should be relatively

32、 easily accessible WHOLESALE DISTRIBUTIONProcess Classification Scheme: W/D Operating Process 5A.1 Plan for and acquire necessary resources or inputs*5A.1.1 Acquire capital goods*5A.1.2 Hire employees*5A.1.3 Obtain materials and supplies*5A.1.4 Obtain appropriate technology5A.2 Convert resources or

33、inputs into products*5A.2.1 Develop and adjust production process (for existing process)*5A.2.2 Schedule production*5A.2.3 Move materials and resources*5A.2.4 Make product*5A.2.5 Package and store the product*5A.2.6 Stage the product for delivery5A. Manufacture or Convert Products 5B.1 Make delivery

34、*5B.1.1 Arrange product shipment*5B.1.2 Deliver products to customers*5B.1.3 Install (if specified)5B.2 Manage delivery process*5B.2.1 Document and monitor order status*5B.2.2 Manage inventories*5B.2.3 Assure quality*5B.2.4 Schedule and perform maintenance*5B.2.5 Monitor environmental constraints5B.

35、 Deliver Product 6.1 Plan for and acquire necessary resources*6.1.1 Hire employees*6.1.2 Obtain materials and supplies*6.1.3 Obtain appropriate technology*6.1.4 Acquire capital goods6.2 Develop human resource skills*6.2.1 Define skill requirements*6.2.2 Identify and implement training*6.2.3 Monitor

36、and manage skill development6.3 Deliver service to the customer*6.3.1 Confirm specific service requirements for individual customers*6.3.2 Identify and schedule resources to meet service requirements *6.3.3 Provide the service to specific customers6.4 Ensure quality of service 6. Deliver Services 7.

37、1 Bill the customer*7.1.1 Develop, deliver, and maintain customer billing*7.1.2 Invoice the customer*7.1.3 Respond to billing inquiries7.2 Provide after-sales service*7.2.1 Provide post sales service*7.2.2 Handle warranties and claims7.3 Respond to customer inquiries*7.3.1 Respond to information req

38、uests*7.3.2 Manage customer complaints7. Invoice and Service Customers5A.1.3 Obtain Materials an Suppl es Industries Represented in Project3 Electrical3 Hardware3 Industrial3 Metals3 MRO Supplies3 Wine/Spirits Purchasing/Inventory ManagementProcess WorkplanThe following identifies the five major ste

39、ps that were performed by the companies in the NAW benchmarking project:r Goals and objectives of the company for the process/areas associated with the processr Documentation on how employees associated with the process are compensated and performance monitoredr Process mapping of the process r Deve

40、lopment of time estimates for employees involved in the processr Data collection questionnaire InboundShipments Filling an Order/DeliveryForecasting Buying InventoryControlProcess to Determine“Best Practices”Inventory Management3 Recognize need to buy3 Complete purchase requisition information3 Conf

41、irm with suppliers & enter system3 Reconcile purchase order & invoice Reassessment Obtain,Understand andAnalyze BestPractices Adapt andIncorporateBest PracticesRecalibrate and ImproveDetermineWhat toBenchmark UnderstandYour OwnProcess Analyze CurrentAnd Future PerformanceGaps Customize Process Class

42、ification Scheme to the Industry Identify core processes that are critical to the Industry (i.e. process customer orders) Formulate common definitions of terms (i.e., fill rate, errors, lead time, etc.) Conduct training on how to process map Review process maps that are developed by pilot companies

43、for completeness Provide on-site facilitation and analysis of each pilot companys process maps Review all process maps from pilot companies to ensure consistency. Arrive at quantitative and qualitative best practices and link to best performance Conduct survey of companies to gather quantitative and

44、 qualitative data on the customers order process Create report of best practices Create and distribute a customized confidential PAR-like report for each company to compare and contrast to all companies Conduct group session to:(1) explain what the data means(2) identify performance gaps, and(3) bra

45、instorm possible solutions Prioritize changes needed to implement best practices. Perform cost/benefit analysis if required Assist in implementing the best practices Create ongoing monitoring system with proper performance measures Framework for Benchmarking THIS PROJECT COVERED THESE FOUR STEPS Pro

46、ject Deliverables3 Each participating company received a custom report that shows their individual performance measures and how they compare to the other participants 3 The “Best Practices” for the process were presented to the group3 The Deliverable for DREF was a White Paper describing the project

47、 Benefits of the Project3 Learn benchmarking process and steps in a short timeframe3 Exchange ideas with other companies on this process3 Enable internal benchmarking at other locations to occur3 Allow participants to understand their own process better and to collect appropriate performance measure

48、s BackgroundonIndustry Program -NAW ExecutiveCompensation Study NAW Large Company Executive Compensation Survey Conducted every two years. 1995 survey covered 10 top executive positions Companies over $100 million in sales. All aspects of executive compensation were probed. Results available only to

49、 the participants. BackgroundonIndustry Program -Cross-IndustryCompensation Study Cross-Industry Compensation Study3 Comprehensive study that obtained payroll information and covered all areas of the wholesaler-distributors business:Executive Delivery AdministrationSales PurchasingWarehouse MIS3 Add

50、itional information was gathered on sales force characteristics and types of benefits offered.3 Total of over 150 participants, representing 22,000 employees and $23.9 billion in sales.3 Several trade associations participated in the project, including NWDA (drug), NWSA (welding supply), and PTDA (p

51、ower transmissions).3 Final deliverable is an industry report that showed results by MSA code.3 Report is available internally for $50 and externally for $250. BackgroundonIndustry Program -GlobalBest Practices PMT Wholesale Distribution PerformanceMeasurement Tool3 One of several PMTs included in G

52、BP Knowledge Base.3 Allows to enter clients/targets financial and operating figures and benchmark performance against several wholesale distribution industry segments:Electrical Paper Grocery Electronic-MROIndustrial Food Service Electronic-OEM Plumbing Supply 3 Also has the ability to create custom

53、 benchmark groups.3 Valuable not only in the proposal process, but in adding value to current clients, creating opportunities to sell additional work. GLOBAL BEST PRACTICES WHOLESALE DISTRIBUTION PERFORMANCE MEASUREMENT TOOL PARTICIPANT QUESTIONNAIRE Date: 11/23/94Instructions To compare yourself to

54、 the benchmarking peer groups, the data you submit on this surveymust represent the performance of your entire company, not any one branch and must beconverted into US dollars if you use another currency. Please provide all information. If the box is gray or shaded, it means that either the line ite

55、mswill be automatically calculated or verified against another line item when entered electronically. Section 2: Financial DataIf your firm is on LIFO, report LIFO information. If your firm is not on LIFO, report non-LIFOinformation. ASSETS 1994* 1993 1992 19911. Cash $175,000 $200,000 $184,0002. Ma

56、rketable Securities $15,000 $10,000 $6,000 3. Receivables, Trade, and Net $2,700,000 $2,600,000 $2,694,0004. Notes Receivable and Other Current Assets $150,000 $170,000 $150,000 5. Inventory (see Worksheet E, should equal line 22 below) $4,000,000 $4,100,000 $4,290,0006. TOTAL CURRENT ASSETS (add li

57、nes 1 through 5 $7,040,000 $7,080,000 $7,324,0007. Fixed Assets and Net Accumulated Depreciation $850,000 $800,000 $700,000 8. All Other Noncurrent Assets $150,000 $120,000 $118,0009. TOTAL NONCURRENT ASSETS (add lines 7 and 8 above) $1,000,000 $920,000 $818,00010. TOTAL ASSETS (add lines 6 and 9, should equal line 17 below) $8,040,000 $8,000,000 $8,142,000 Sample Questionnaire Page