ABB涡轮增压系统售后服务供应链的规划与运营
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摘要
为了在现今竞争如此激烈的市场中取胜,售后服务逐渐成为企业提高竞争力的有力武器,以及企业高回报收入的主要来源。换句话说,服务供应链逐渐成为企业具有战略意义的运营环节。
AMR咨询公司早在1999年的一份研究报告显示,尽管售后服务对企业营业收入的贡献仅占24%,但对企业毛利的贡献率却占到45%。售后市场的吸引力显而易见,但大部分公司现在还把售后服务看成是一件不得已而为之的事情。造成这些现象的主要原因是,无论在哪个行业,提供售后服务都要比制造产品更加复杂;而且,由于产品维修需求难以预料、时有时无,售后网络运作的市场环境往往波动较大、很难预测。售后服务管理的困难让各大公司望而生畏,只有那些有效提供服务的公司才能够从中获利。
然而,作为企业,必须意识到,售后服务是企业对客户履行的承诺,即在规定时间内对客户的要求做出响应。而对售后服务的这种界定,就要求企业:
一,企业在履行售后服务的承诺时,必须像对待它们所设计、定价、生产和交付的产品一样,形成服务的增值。
二,企业必须设计一系列服务型产品。因为不同的客户即便拥有相同的产品,也可能产生不同的服务需求。
三,企业应规划一个与生产供应链截然不同的售后服务供应链,并通过信息管理系统和资源网络向客户提供确保质量和速度服务。
客户支持阶段是产品生命周期中所占时间最长的阶段,对公司而言,售后服务是持续性最长的收入来源,并且所需投资也相对较少。例如,在汽车行业,一半的OEM利润都来自于售后市场的运营。Aberdeen Group的标杆调查《战略性服务管理最佳实践》显示:除了汽车行业以外,在其它工业、服务型的企业中,售后服务大概占企业总收入的10-40%。本文所探讨的ABB涡轮增压系统,其售后服务更是贡献了整个系统利润的80%以上。因此,售后市场将是任何企业无法忽视的。
In the markets nowadays full of strong competition, after sales service more and more, become the powerful arm of the companies as well as the most important resource of profit. It means the supply chain on service is strategic in operation management of the company. A report from AMR early issued in 1999 indicates, although the revenue in service business is only at about 24%, it contributes 45% of the margin. It is attractive! But many companies still consider it a hard job and ignore the great potential of it. Why? The reason is that it is too difficult to manage the service business. Only those companies who can provide the effective service can earn profit from it.
That's true. No matter in which kind of industries, to provide service business is much more complex than producing certain products. Further more, the requirements of the service is stochastic and hard to be forecasted. The market itself often varies a lot. While, as management, we must be aware that after sales service is the promise company making to customers, which means response to customers within certain time. This definition inspires three important aspects:
a. When the company is carrying on their promise, it shall treat the after sales service as they do in products design, producing, pricing and delivery to customers.
b. Companies shall design a series of products in service. Although the different customers have the same products, they may have different requirements in service.
c. The company shall design a certain supply chain in after sales service which distinguishes from the producing supply chain. And it provides the service to customers through its information system and net of resources.
The period with customers' support is the longest term during the whole period of the products' life-cycle. To the companies, the after sales service business is the longest and continuous resource of income with the comparatively low investment. For an instance, in automotive market, half the OEM profit comes from the after sales. In accordance with the survey of Aberdeen Group, in other types of industries, besides the automotive industry, the revenue of after sales service occupies from 10% to 40% of the total income of the company. In ABB Turbo system, after sales service contributes more than 80% profit of the BU. Thus, we see that no one can really ignore the potential of the after sales market.
AMR咨询公司早在1999年的一份研究报告显示,尽管售后服务对企业营业收入的贡献仅占24%,但对企业毛利的贡献率却占到45%。售后市场的吸引力显而易见,但大部分公司现在还把售后服务看成是一件不得已而为之的事情。造成这些现象的主要原因是,无论在哪个行业,提供售后服务都要比制造产品更加复杂;而且,由于产品维修需求难以预料、时有时无,售后网络运作的市场环境往往波动较大、很难预测。售后服务管理的困难让各大公司望而生畏,只有那些有效提供服务的公司才能够从中获利。
然而,作为企业,必须意识到,售后服务是企业对客户履行的承诺,即在规定时间内对客户的要求做出响应。而对售后服务的这种界定,就要求企业:
一,企业在履行售后服务的承诺时,必须像对待它们所设计、定价、生产和交付的产品一样,形成服务的增值。
二,企业必须设计一系列服务型产品。因为不同的客户即便拥有相同的产品,也可能产生不同的服务需求。
三,企业应规划一个与生产供应链截然不同的售后服务供应链,并通过信息管理系统和资源网络向客户提供确保质量和速度服务。
客户支持阶段是产品生命周期中所占时间最长的阶段,对公司而言,售后服务是持续性最长的收入来源,并且所需投资也相对较少。例如,在汽车行业,一半的OEM利润都来自于售后市场的运营。Aberdeen Group的标杆调查《战略性服务管理最佳实践》显示:除了汽车行业以外,在其它工业、服务型的企业中,售后服务大概占企业总收入的10-40%。本文所探讨的ABB涡轮增压系统,其售后服务更是贡献了整个系统利润的80%以上。因此,售后市场将是任何企业无法忽视的。
In the markets nowadays full of strong competition, after sales service more and more, become the powerful arm of the companies as well as the most important resource of profit. It means the supply chain on service is strategic in operation management of the company. A report from AMR early issued in 1999 indicates, although the revenue in service business is only at about 24%, it contributes 45% of the margin. It is attractive! But many companies still consider it a hard job and ignore the great potential of it. Why? The reason is that it is too difficult to manage the service business. Only those companies who can provide the effective service can earn profit from it.
That's true. No matter in which kind of industries, to provide service business is much more complex than producing certain products. Further more, the requirements of the service is stochastic and hard to be forecasted. The market itself often varies a lot. While, as management, we must be aware that after sales service is the promise company making to customers, which means response to customers within certain time. This definition inspires three important aspects:
a. When the company is carrying on their promise, it shall treat the after sales service as they do in products design, producing, pricing and delivery to customers.
b. Companies shall design a series of products in service. Although the different customers have the same products, they may have different requirements in service.
c. The company shall design a certain supply chain in after sales service which distinguishes from the producing supply chain. And it provides the service to customers through its information system and net of resources.
The period with customers' support is the longest term during the whole period of the products' life-cycle. To the companies, the after sales service business is the longest and continuous resource of income with the comparatively low investment. For an instance, in automotive market, half the OEM profit comes from the after sales. In accordance with the survey of Aberdeen Group, in other types of industries, besides the automotive industry, the revenue of after sales service occupies from 10% to 40% of the total income of the company. In ABB Turbo system, after sales service contributes more than 80% profit of the BU. Thus, we see that no one can really ignore the potential of the after sales market.
引文
[1]莫里斯·科恩(MomsA.Cohen),纳伦德拉.阿格拉瓦尔(NarendraAgrawal),维普尔.阿格拉瓦尔(Vipul Agrawal).决胜售后服务市场[J].哈佛商业评论,2006.10.
[2]彭俊松.汽车行业售后配件管理系统--在配件供应链中挖掘价值和利润[M].北京:电子工业出版社,2007.2.
[3]Richard B.Chase,Nicholas J.Aquilano,F.Robert Jacobs.Operations Management for Competitive Advantage(9~(th) Edition)[M].任建标等译,《运营管理》.北京:机械工业出版社,003 1
[4]Diebold,F.X.Elements of Forecasting[M].Cincinnati,Ohio:South-Western College Publishing,1998.
[5]Hanke,J.E.and A.G.Reitsch.Business Forecasting[R].Upper Saddle River,N.J.:Prentice Hall,1998.
[6]Makridakis,S;S.C.Wheelwright;and R.J.Hyndamn.Forecasting:Methods for Management[M].New York:John Wiley & Sons.1998.
[7]De Lurgio,S.Forecasting Principles and Applications[M].New York:Irwin/McGraw-Hill,1998.
[8]春日井博.需求预测入门[M].北京:机械工业出版社,1985.6.
[9]詹姆斯A.菲茨西蒙斯,莫娜J.菲茨西蒙斯.服务管理:运营、战略和信息技术(第2版)[M].北京:机械工业出版社,2000..
[10]柳键.基于时变需求的供应链库存决策研究[M].合肥:中国科学技术大学出版社,2005.11.
[11]赵刚.物流运筹[M].成都:四川人民出版社,2002.9.
[12]王柏林 周筱莲.零售企业物流模式研究[J].物流管理,2001,9-11.
[13]Kenneth C.Laudon,Jane P.Laudon.Management Information System:Managing the Digital Firm(8th Edition)[M].北京:清华大学出版社,2005.9.
[2]彭俊松.汽车行业售后配件管理系统--在配件供应链中挖掘价值和利润[M].北京:电子工业出版社,2007.2.
[3]Richard B.Chase,Nicholas J.Aquilano,F.Robert Jacobs.Operations Management for Competitive Advantage(9~(th) Edition)[M].任建标等译,《运营管理》.北京:机械工业出版社,003 1
[4]Diebold,F.X.Elements of Forecasting[M].Cincinnati,Ohio:South-Western College Publishing,1998.
[5]Hanke,J.E.and A.G.Reitsch.Business Forecasting[R].Upper Saddle River,N.J.:Prentice Hall,1998.
[6]Makridakis,S;S.C.Wheelwright;and R.J.Hyndamn.Forecasting:Methods for Management[M].New York:John Wiley & Sons.1998.
[7]De Lurgio,S.Forecasting Principles and Applications[M].New York:Irwin/McGraw-Hill,1998.
[8]春日井博.需求预测入门[M].北京:机械工业出版社,1985.6.
[9]詹姆斯A.菲茨西蒙斯,莫娜J.菲茨西蒙斯.服务管理:运营、战略和信息技术(第2版)[M].北京:机械工业出版社,2000..
[10]柳键.基于时变需求的供应链库存决策研究[M].合肥:中国科学技术大学出版社,2005.11.
[11]赵刚.物流运筹[M].成都:四川人民出版社,2002.9.
[12]王柏林 周筱莲.零售企业物流模式研究[J].物流管理,2001,9-11.
[13]Kenneth C.Laudon,Jane P.Laudon.Management Information System:Managing the Digital Firm(8th Edition)[M].北京:清华大学出版社,2005.9.