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23 Nisan 2015 Perşembe

MÜŞTERİ İLİŞKİLERİ YÖNETİMİ DÜN / BUGÜN / YARIN

Giriş

Konumuz: Müşteri İlişkileri Yönetimi – Nedir? Neden Önemli?
Müşteri İlişkileri Yönetimi (CRM) ile ne kastedildiği, neden önemli olduğu, uygulanması sırasında yapılabilecekler?
Ne anlıyoruz? (Beyin fırtınası)


Gündem

Müşteri İlişkileri Yönetimini Zorunlu Kılan Gelişmeler

Müşteri İlişkileri Yönetimi Nedir, Firma Değerini Nasıl Etkiler

Operasyonel Sonuçları Nelerdir? 

Getirileri Nasıl Ölçülür? 


Kelime Hazinesi


CRM – Customer Relationship Management
  – MÜŞTERİ İLİŞKİLERİ YÖNETİMİ
ERP – Enterprise Resource Planning
  – KURUMSAL KAYNAK PLANLAMA
SCM – Supply Chain Management
  – TEDARİK ZİNCİRİ YÖNETİMİ
C-Commerce – Collaborative Commerce
  – İŞBİRLİKTELİĞİNE DAYALI TİCARET
E-Business – Electronic Business
  – ELEKTRONİK TİCARET
Value Chain – Value Added Business 
  – DEĞER ZİNCİRİ, DEĞER KATMAYA DAYALI
                İŞ YAPIŞ



Genel Bakış

CRM iş stratejileri, taktikler, süreçler, beceriler ve teknolojinin kesiştiği noktada yükseliyor. Bir iş disiplini, anlayış ve yaklaşım biçimi.
Temeli, Müşteri
Odaklılık.
Tüm iş süreçleri,
kuralları, ürün 
yapılanmaları
hedef müşterinin
etrafında şekilleniyor


İş Açısından Zorlayan Durumu Özetleyelim

CRM İş Açısından Tetikleyiciler

CRM İş Açısından Tetikleyiciler
Müşterinin Kendisine Özel Talepleri 
Pazarın Globalleşmesi 
Ürünlerin Çok Hızla Tüketilmesi 
Kar Marjı Baskıları 
Kanalların Çeşitlenmesi
Firmanın Pazara Hızlı Tepki Verme Zorunluluğu 
E-Ticaret Fırsatları / Zorunluluğu 
Etkileşim Noktaları Özelinde Rekabet 
Zamanlamaya Dayalı Rekabet
Dış Kaynak Kullanım İlişkileri. 

Ölçmeyi Zorlayan Temel Tetikleyiciler

İşin yer aldığı pazara ilişkin objektif değerlendirmeler ve eğilimlerin izlenmesi
Pazarın belirsizliğine karşın alternatif stratejik ve taktik planlar yapma zorunluluğu
Başarılı ve düşük riskli girişimler için ölçme, değerlendirme, planlama çalışmaları (iş, insan, teknoloji, süreç gözetilerek).











6 Haziran 2014 Cuma

Benchmarking Warehouse Performance

Benchmarking Warehouse Performance: Going to the Next Level


Georgia Tech's iDEAs project has demonstrated the feasibility of a web-based tool for benchmarking warehouse performance, using a system-based assessment method called data envelopment analysis (DEA).  Your participation in using the first generation iDEAs tool, along with more than 150 other warehouses, was critical in that demonstration.

Now we are ready to take the iDEAs concept to the next level, by using it to identify specific opportunities for improvement.  We need your help again, and of course, you'll receive a report for your warehouse that details the opportunities we're able to identify.

The first generation iDEAs tool only determined the overall system efficiency score for a warehouse, compared to all other warehouses, or compared to warehouses with similar order types (broken case, full case, pallet, or mixed).  The second generation iDEAs tool will examine the specific business requirements, warehousing methods, and technologies used, and identify those warehouse attributes that correlate with high (or low) system efficiency.  Of course, to accomplish this more detailed analysis will require some additional information.

The second generation iDEAs tool will continue to focus on warehouse operational performance, rather than financial performance.  There are only a few questions which address budgets, and they ask only for percentage information.

As always, your data will be treated as confidential and proprietary, and only the research team at Georgia Tech will have access to it.

The following form displays the data requirements for iDEAs v2.0.  Where we have data values from your original data, we've provided them.  Please make any changes that are appropriate, for example to update the data to the most recent year.


You can either e- mail the completed data form or you can print the document and mail it to the following address.

E- mail address: ideas@isye.gatech.edu

Address:
Leon F. McGinnis, Ph.D., P.E.
School of Industrial and Systems Engineering
Atlanta, GA 30332-0205


Name:                                    «First_Name» «Last_Name»
Company:                              «firmname» Address:
Phone number:
Preferred e-mail address:

Please make any appropriate corrections to the provided data, and insert the missing new data items.


The data presented here provides information for 1 year period ending               Textbox here

A) Input (resource) metrics


Labor
Labor is measured as annual labor hours including both direct and indirect labor to perform necessary operations of receiving, moving, storing, retrieving, order picking and shipping. Some indirect labor, such as management, planning and equipment maintenance are included. However, indirect supporting personnel, such as security, cleaning staff, office assistants, accounting, human resource, customer service, and the labor assigned to the value-adding
activities, should not be counted. In annual basis, we assume that one  head count is quuivalent to
2000 labor hours

Q1: What are the annual direct labor hours?                                 

 Textbox here «laborhour» Q2: What are the annual indirect hours?                                     Textbox here «indirectlabor»



Space
Space is the area (measured in square feet or square meters) dedicated to the warehouse operations of receiving, put away, storing, retrieving, order picking, packing and shipping. Area
for supporting activities, such as office, rest room, cafeteria or break room, is  not included. For multi-story buildings, total square footage should be reported, rather than building footprint. However, multi-story buildings will be an attribute captured to reflect the operating environment.

Q3: What is the space used for the warehouse (sq. ft.)?              Textbox here«squarefootage» Circle one:             (sq. ft.)   (sq. m.)

Equipment investment
Equipment is an important resource.  Rather than attempting to capture actual cost, or book value, iDEAS captures an equipment inventory, and then applies a standard cost to determine an equipment investment that is normalized across all warehouses.

Q4: What is the total equipment inventory? (Please fill out Table 1 at the end of the questionnaire for this question.)

Inventory
In the inventory records, usually the quantity for some sku is tracked in item, i.e., the way it is stored or picked. For example, pallet, case, carton or each. Although a pallet contains many cases or pieces, the way we count here is the unit used in the inventory tracking system. Throughout this document we will refer to units or items, this is a general term and refers to the unit of measure used by your inventory tracking system.  We will reserve the word each or pieces to mean an individual unit of an item.  Several pieces can be placed in a single case or carton and several cartons or cases can be placed on a single pallet.
Q5: Total number of replenishment per year (total for all skus).
Q6: Total number of items  shipped per year,please include units (over all skus)                      
Q7: Average daily on hand inventory, include units (total over all skus)
Q8: Average daily on hand inventory, in dollars (total over all skus), if available
Q9: Inventory turnover per year in dollars, if available

B) Output metrics
Customer orders specify the details of customer demand which a warehouse needs to fulfill. A customer order generally includes product types (sku) and the quantity for each product type. Number of lines is the number of different product types in an order, and quantity is the number of physical items requested depending on variant modes, e.g. pallet, case, or each (piece). Pallet line is the product that is picked and shipped by pallets, and number of pallet items is the real total physical quantity that is picked and shipped by pallet. Similarly, full case and broken case lines are different product types picked and shipped in full cases and broken cases, respectively. Full case and broken case items is the total quantity picked and shipped in full case and broken case, respectively.

Example
Following is the content for a shipped order.

Sku#                            Qty
10021                          2 (pallet)
10032                          1 (pallet)
10032                          20 (case)
20011                          15 (case)
30244                          1 (case)
30244                          30 (each)
30755                          25 (each)

In this list, we have 2 pallet lines, 3 pallet items, 3 full case lines, 36 full case items, 2 broken case lines and 55 broken case items.



Q1: Total annual broken case lines shipped: total number of lines picked in broken case
and shipped.                                                                                                              «brokencase»

Q2: Total broken case items shipped per year: total number of items picked in broken case and shipped.


Q3: Total annual full case lines shipped: total number of lines picked in full case and

shipped

      «fullcase»


Q4: Total full case items shipped per year: total number of items picked in full case and shipped.

Pallet items /lines shipped
This includes all order picks in pallets, but not the items picked as broken case or full case and subsequently palletized.

Q5: To tal number of pallets picked as pallets and shipped per year.

Q6: Total annual pallet lines shipped.                                                                       «palletline»

Q7: Total annual orders shipped: not the customer orders received, but the orders completed and shipped. Include the partial orders shipped but count them only once for a given customer order.

C) Attributes                                                                        «totalorder» Q5: Industry classification-Please select the NAICS code from Table 2 appropriate for your
company ;  use the most specific code provided, if there is a 2-digit and a 3-digit (or more)
code that applies.

Q6: What is the total number of active skus  for which there was shipping activity?                   

Q7: What percent of the active skus represent 80% of units shipped?                                      

Q8: What percent of the active skus represent 80% of average inventory cube?                    

SKU turnover
A potentially important factor in explaining warehouse performance is the "volatility" of the
product mix.  This metric captures that volatility.

Q9: What fraction of skus changes from year to year?
(skus dropped last year+skus added last year)/ (beginning total skus last year)                         

Pick seasonality
Seasonality is another factor that may be important in explaining warehouse performance. The seasonality attribute is defined as (volume in the peak month / volume in the low month), where volume is based on items.

Q10: What is the average pick seasonality in your warehouse?

Pick variability

The pick variability is different from seasonality; this attribute indicates the day to day change in picking activity.  "Swing" is the absolute value of day to day percentage change based on items. For example, if the items shipped on day one is 10,000 items and the next day is 8,000 items, the volume on the second is down by 20% and the swing for these two days is calculated as:
|(8000 – 10000)/ 10000| = 20%.
If day one shipped 10,000 items and days two shipped 12,000, similarly, the volume is up by
20% and the swing is calculated as:
|(12000 – 10000)/ 10000|=20%
i.e., it is the same value of "swing".

Q11: What is the average overall pick variability in your peak month?                                    
in your low month?                                      

Planning horizon
The amount of time available to plan for order picking may be important in explaining warehouse performance.

Q12: What is the overall average planning horizon ?
Less than one day                  One to three days                More than three days    

Value -adding activity
Value-adding activities could cause the operations to differ significantly between similar warehouses. As a result, it is not an input/output metric, but an attribute to reflect the difference in operational requirements.

Q13: Are there value -adding activities in your warehouse? 

 Yes                 No    

Response time
Response time is defined as the time between the customer order being received and the order being shipped.

Q14: What is the overall average response time for your warehouse ?
24 hours or less                   24-48 hours    
48-72 hours                          More than 72 hours    



This should go to the next page
Rush orders
"Rush" orders are defined as orders that require exceptional processing.  By definition, rush orders are disruptive to warehouse operations, but may be used as a business decision to improve customer service.

Q15: What percent of all orders are rush orders (%)?

Q16: What percent of all lines shipped are rush orders (%)?

 Q17: Is your ware house a multi-story building?
Yes                   No    



Q18: How many suppliers do you have?

Q19: What is the average weight per order shipped? (use one)                   

    (kg)                      (lbs)                   

Q20: What is the average cube per order shipped? (use one)                    
(cu. m.)                      (cu. ft.)                  

D) Practices


Q1: Do you use a warehouse management software package?                        
 Yes          No       If so, which vendor?                                                                                                                      

Q2: Do you perform compliant shipping (i.e., providing shipper and customer
specific labeling?                                                                                                  
 Yes           No    

Indicate type(s)?                                                                                                                         

Q3: What is your average storage space utilization (%)?
Average number of slots occupied
Average storage capacity used

Q4: Do you use velocity-based slotting (i.e., assigning items to storage locations based on
the frequency of their retrieval)?                                                                      

   Yes           No    

For what fraction of putaway transactions (%)? For what fraction of storage slots?

Q5: Do you use task interleaving for putaway, relocate, and retrieval/picking?

Yes       No     

Fo r what fraction of storage/retrieval transactions (%)?

Q6: Do you use pick-to-light?                                                                             

  Yes           No     
For what fraction of lines picked (%)?                       

Q7: Do you use RF dispatching?
Yes     
No    
For what fractions of lines picked (%)?


Q8: Do you use bar-code location verification?
Yes     

No    
For what fraction of storage/retrieval locations (%)?

Q9: Do you use a sortation conveyor or other automated sortation?              

 Yes           No      

 Q10: Do you perform cross-docking?                                                                 

 Yes           No    

Q11: Maintenance intensity: What fraction of your operating budget is maintenance expense (percentage of warehousing operation budget, not including support services or value adding services)?

Q12: Supervision intensity: What fra ction of your operating budget is supervision and management (percentage, similar to Q11)?

Q13: Labor turnover: What is your annual labor turnover for full time employees? Turnover is defined as:

(Headcount attrition + new hires)/ (beginning headcount)

Q14: What percent of all labor hours reported in part A, Q1 are temporary?                         

END


Thank you for your time and participation.
Table 1.  Equipment Inventory
Vehicles
Quantity
Pallet Trucks

Walkie Stackers

Sit-down counterbalance

Stand-up Counterbalance

Straddle Trucks

Straddle Reach Trucks

Side- loader Trucks

Turret Trucks

Hybrid Trucks

PalletASRS Machines

Rail- guided Order Pickers

Wire- guided Order Pickers

AGVs

Manual Cart

Single Pallet Jack

Double Pallet Jack

Man-abroad Pallet Jack

Slip Sheeter

Tugger

Other (please itemize)



Storage

Person-abroad ASRS Aisles

Horizontal Carousels

Vertical Carousels

Miniload ASRS Aisles

A-Frame Dispensers

Other (please itemize)



Conveyor

Non-powered Roller (total ft.)

Powered Roller (total ft.)

Powered Belt (total ft.)

Skate Wheel (total ft.)

Tow Line (total ft.)

Pallet Conveyor (total ft.)

Extensible  (# of units)

Tilt -Tray Sorter (# chutes)

Other (please itemize)
















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Table 2 NAICS lists to be used


11
Agriculture, Forestry, Fishing and Hunting
21
Mining
22
Utility
23
Construction
311
Food Manufacturing
312
Beverage and Tobacco Product Manufacturing
313
Textile Mills
314
Textile Product Mills
315
Appeal Manufacturing
316
Leather and Allied Product Manufacturing
321
Wood Product Manufacturing
322
Paper Manufacturing
323
Printing and Related Support Activities
324
Petroleum and Coal Products Manufacturing
325
Chemical Manufacturing
326
Plastics and Rubber Products Manufacturing
327
Nonmetallic Mineral Product Manufacturing
331
Primary M etal Manufacturing
332
Fabricated Metal Product Manufacturing
333
Machinery Manufacturing
334
Computer and Electronic Product Manufacturing
335
Electronic Equipment, Appliance, and Component Manufacturing
336
Transportation Equipment Manufacturing
337
Furniture and Related Product Manufacturing
339
Miscellaneous Manufacturing
31
Manufacturing (other)
42
Wholesale Trade
423
Merchant Wholesalers, Durable Goods
424
Merchant Wholesalers, Nondurable Goods
425
Wholesale Electronic Markets and Agents and Brokers
441
Motor Vehicle and Parts Dealers
442
Furniture and Home Furnishings Stores
443
Electronics and Appliance Stores
444
Building Material and Garden Equipment and Supplies Dealers
445
Food and Beverage Stores
446
Health and Personal Care St ores
447
Gasoline Stations
448
Clothing and Clothing Accessories Stores
451
Sporting Goods, Hobby, Book, and Music Stores
452
General Merchandise Stores
453
Miscellaneous Store Retailers
454
Nonstore Retailer
44
Retail Trade (other)
488
Support Act ivities for Transportation
491
Postal Service


9



492
Couriers and Messengers
493
Warehousing and Storage
49311
General Warehousing and Storage (3PL)
48
Transportation and Warehousing (other)
511
Publishing Industries (except Internet)
515
Broadcasting (except Internet)
517
Telecommunications
519
Other Information Services
52
Finance and Insurance
531
Real Estate
532
Rental and Leasing Services
53
Real Estate and Rental and Leasing (other)
54
Professional, Scientific, and technical Services
55
M anagement of Companies and Enterprises
56
Administrative and Support and Waste management and Remediation Services
61
Educational Services
62
Health Care and Social Assistance
71
Arts, Entertainment, and Recreation
72
Accommodation and Food Services
811
Repair and Maintenance
812
Personal and Laundry Services
928
National Security and International Affairs







































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