Reverse Logistics - Logistics Quarterly

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Understanding Global Logistics Service ‘Gaps’ logistics services to meet these needs across borders. An example of this tailoring can be found in the industrial chemical How well do you perform relative to competitors? Your firm’s logistics service offerings How well do you meet customer supply chain service industry.One specific group of chemical buyers values timeliness and (Your ‘competative needs? security compliance above all else, gap’) (Your ‘service gap’) these buyers may be located in the U.S., Germany, and France, and as a group care little about ordering procedures, order discrepancy han- Your industry’s ‘standard’ on each Customers’ importance level on each dling, or cross-currency financial terms.Another group of buyers of the LSQ dimension LSQ dimension same products will only buy from those suppliers offering automatic Customer expectations are often driven by their understanding of the replenishment and long term financing, along with a specific account standard set by the industry at large representative with the supplier to handle any unforeseen problems. These buyers may be located in the These are: Venezuelan oil fields, in Indonesia, and Hong Kong. Clearly, 1. Order Condition: Lack of damage to orders. these cross-national buyer segments are satisfied by differ- 2. Product Quality: How well products work after they are ent logistics service bundles, yet firms standardizing their received. logistics services are not meeting specific needs which 3. Order Discrepancy Handling: How well the firm handles keep customers, or, just as detrimental to the supplier’s bot- problems in orders after they arrive. tom line, are wasting key resources by offering services not 4.Timeliness:Whether orders arrive at the customer location important to key segments in multiple markets.Thus, global when promised. logistics managers need to answer to critical questions: 5. Order Accuracy: How closely shipments match the cus- What factors account for differences in business customers’ tomer’s order upon arrival. satisfaction for these services across national borders? 6. Security Compliance: How well products flow through And, how do these differences reflect distinct segments in security constraints, such as CSI and C-TPAT in the United the global services market? By consistently contacting your States. customers,managers can ‘benchmark’ their progress in providing logistics services that meet global segment demands. Understanding Global Customer Segments for Logistics Services Generally, supply chain and logistics managers design their logistics efforts to meet transportation and regulation requirements in different markets,standardizing their services as much as possible to be operationally efficient. While this is fine,customers are often lost by not meeting their specific service bundle requirements. The good news is that groups of customers often have identical or similar values for logistics services, and thus our services can be standardized for these segments to enhance value.Typically,business buyers’ values are not defined by the market they are in, but rather by needs influenced by competitors, capacities, and customers.Thus,groups of buyers in different countries often have more in common with one another than with other consumers in the same country.As a result, we should tailor 28 LQ winter 2003/2004 Getting Acquainted with Your Global Logistics Customers Determining which service bundles are important to specific customer groups means questioning your customers (and potential customers) on a routine basis. Many goldstandard providers of global logistics services do this annually. Each customer group will have three important perceptions: what service dimensions they value, how well your firm provides those functions, and how well your industry competitors provide these same services. The figure above shows how critical gaps are identified.First,we question customers on how important specific order placement and order receipt activities are to their businesses (these represent their valued service bundles).This is important not only for identifying where we must perform,but also acts as a cost LogisticsQuarterly.com
Focus on Supply Chain Management Laurier School of Business and Economics “Laurier's Supply Chain Management program provides our employees with a dynamic learning portal to both the theoretical and practical Mark Lidkea (right) applications of and John Ferguson, VP Sales & Marketing, supply chain PBB Global Logistics management and assists us with our continued success. I highly recommend it.” Mark Lidkea, VP Customs Operations “The Essentials of Supply Chain Management program provided an excellent introduction to the full gamut of challenges related to managing and optimizing a supply chain. The dedication and professionalism of The Laurier Institute really helped to ensure its overall success.” Robert Bowerman, Program Director Descartes Systems For further information visit: www.wlu.ca/laurierinstitute E-mail: scmexec@wlu.ca Phone: (519) 884-0710 ext. 6903 Toll free: 1-888-MGMTDEV (1-888-646-8338) Laurier offers a very innovative, integrated and industry-respected range of supply chain management educational opportunities. In looking to the future, Laurier’s School of Business & Economics will meet the demands of this fastpaced and emerging industry. Executive Program: Essentials of Supply Chain Management As partners in learning, The Laurier Institute and Supply Chain & Logistics Canada are working together to provide you with the supply chain management skills and knowledge you need to succeed. This program is presented by leading industry professionals and faculty from Laurier’s renowned School of Business & Economics. Program Dates: March 7 – 12, November 7 – 12, 2004. Centre of Supply Chain Management Hub for SCM research, community resources for SCM issues, case study development. SCM Concentration A range of courses available at the undergraduate and MBA level. Live Classroom Experience Students learn from strong SCM curriculum provided by outstanding faculty. Do something remarkable 4282-SBE LI CTL ad / October 2003
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Page 6 and 7: One America, One Vision Changing co
Page 9 and 10: JIM ELLIS B.Sc., P.Log., FCAM, CM i
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