chapter 4: logistics customer service skip: determining optimum service levels (pp. 97-100) skip:...
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Chapter 4: Logistics Customer Service
Skip: Determining Optimum Service Levels (pp. 97-100)
Skip: Service as a Loss Function (pp. 100-101)
• Definition and Measurement.
• Fundamental Tradeoff– Sales-Service and Cost-Service relationships.
• Service as a Constraint.
• Contingencies.
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Customer Service
• Customer service is the result of logistics activities.
– Create and foster customer loyalty through good service.
• Hard to define & hard to measure comprehensively.
– Includes:
• Pre-transaction customer information about delivery options, return policy, warranty, billing information.
• Post-transaction support after the sale, installation, repair, returns, recall.
• Employee training affects all areas of customer service.
• Not all customers should have same level of service.
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Customer Service Measures
• Availability– % of demand filled from stock– Example: 95% availability means 5% of demand is
backordered.
• Order Cycle Time– Time between placing and receiving an order.– Includes:
• Order transmittal (consider role of e-commerce).• Order processing (document prep., credit check, etc.).• Order assembly (may need to produce if out-of-stock).• Delivery.
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Customer Service Measures
• Availability and Order Cycle Time address time a customer waits.
• Customers point of view:– When will I receive it?– Is it correct?
• Want on-time delivery and high quality.– Delivery reliability often more important than speed.– Correct, undamaged order expected.
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Fundamental Question
• What level of service should be offered?
• Hard to answer!
• Consider tradeoffs.
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Fundamental Tradeoff
• High level of customer service creates:– Higher sales and revenues.– Higher costs.
• Lower level of customer service creates:– Lower costs.– Lower sales and lost customers.– Examples:
• 5% decrease in service level = 24% drop in purchases.• 6 times more expensive to develop new customers than
keep old customers.
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Sales-Service Relationship
• Increasing service increases cost and revenue.
$
Customer Service Level
Revenue
Cost
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Sales-Service Relationship
• Want to maximize Profit = Revenue - Cost.
$
Customer Service Level
Profit
Revenue
Cost
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Sales-Service Relationship
• Optimum service level = Maximum Profit
$
Optimum Customer Service Level
Profit
Revenue
Cost
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Determining Optimum Service Level
• Optimum service level = Maximum profit.– Not maximum sales.
• Cost as a function of service can be estimated.– Cost of better transportation and storage is known.
• Sales (revenues) as a function of service is very hard to determine.– Can vary service levels and measure sales - Dangerous!
– Easy to survey customers, but may not be reliable.
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Service as a Constraint
• Select several alternative logistics systems with different levels of service.– Evaluate cost of corresponding transportation and
storage options.
• Ask “Will expected increase in revenues will exceed estimated costs?”– Easier than “What is best level of service to offer?”
• See Table 4-3 p. 102
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Service as a Constraint
Alternative Logistics Cost Service Level*
Water transport $5,000,000/yr 80%Low inventory
Rail transport. $7,000,000/yr 85%Medium inventory
Truck + air transport. $11,0000,000/yr 95%High inventory
* % of customers receiving 1 day service
Will revenues from increase in service offset added costs?
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Contingencies
• Breakdown/Natural Disaster:– War, riots, attack, bankruptcy, etc.– Fire, flood, earthquake, hurricane, etc.
• Strikes:– By employees, suppliers, affiliated workers.– Examples: UPS strike 1997, trucking strike 1994.
• Product Recall:– Recall from customers and from logistics pipeline.– Find, collect, and repair or replace.
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Contingencies
• Prepare for:
– Loss of product or service capability.
– Loss of data (computers).
– Loss of communications.
– Loss of transportation.
• Goal: Keep customer satisfied