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1、3PL primer for business success and Reverse Logistics What is 3PL?More and more organizations worldwide want to develop products for global markets. At the same time , they need to source materials globally to be competitive. One of today s trends to solve this problem is outsourcing logistics or us
2、ing third-party- logistics (3PL) to manage complex distribution requirement. Outsourcing of logistics tasks and supply chain responsibilities is a dynamic model. The most interesting aspects than companies-manufacturers,retailer, wholesalers, and distributors-are turning over parts of their supply c
3、hain to firms that have their roots as commodity service providers. Firms that know ocean shipping, forwarding, warehousing, or trucking are now handling and, in some cases, managing broad domestic and international logistics activities.。3PLs, regardless of how experienced in outsourcing, face commo
4、n challenges to prime their market and keep it primed. These include: Define yourself. How do you see yourself and your company? This is an important question. It frames who you are and how you present and position yourself in the market. Are you an ocean carrier with a 3PL service option? Are you a
5、 warehouse with a 3PL service? Or are you a logistics service provider with a strong shipping, transport, warehouse or forwarding capability? There is substantial difference between these two views, a difference that affects how you position yourself and how you are perceived in the market. Doing th
6、e same or similar activities better than competitors. Management tools-such as benchmarking, partnering, reengineering and change management, for example-are means that let companies reduce costs and achieve performance improvements. They are necessary to sustaining competitiveness. But they can als
7、o be temporary achievements, as competitors work to mimic programs that work. Strategy is how you differentiate your company in the marketplace. It is what makes you unique and separates you from the competition. Positioning can reflect the customers you target, the type of service you provide or a
8、blend of customers and service. For example, a strategy can be based on all importers and providing one-stop shopping. A strategy can be sliced for importers who bring in less than 500 containers per year; this is a different segment than the broad approach of targeting all importers or even all lar
9、ge importers. Or a different strategy is focus on importers of less than 500 containers who are distributors/ wholesalers to mass merchandisers and large retailers. With the strategy, you can assemble the resources and approaches needed for the market that you have selected. Have outstanding managem
10、ent. Management is often what separates outstanding companies from the also-rans. It requires a leadership who has a sustainable vision, its processes, goals and methodology. They have an entrepreneurial mindset. These people are proactive, not reactive. These leaders see the logistics service, not
11、the freight, warehouse or other assets employed. They see the supply chain process, not the transactions. All this separates them from executive caretakers who can flip-flop with management de jour approaches, indifference or quick fixes to growth, positioning and profits. Investors realize how crit
12、ical outstanding management is to a companys success and so should the 3PL. These executives can break the company from its commodity service origins into being a value service provider. Research the market. For your marketing plan, you need to understand your market. Depending on your market positi
13、on you may be looking for general or specific information as to opportunities or issues, with the market or with you. Define the market; define your customer. Look at the market you compete in. See its composition, size, trends and needs. Use internal and external data and additional research as nee
14、ded. Find customers; who are they; who makes decisions; what decisions are made; how are they made, why are they made, what external factors exist for customers; and how are you perceived as compared to competitors. Learn if you are visible in this market. And remember, customers are both new and ex
15、isting, with changing needs. Assess your capabilities. This is a moment of truth. You must honestly assess your strengths and weaknesses, your capabilities and limitations. This applies to all parts of your company, regardless of whether corporate office, division or field locations or partners/alli
16、ances and regardless whether domestic or international. The checklist of topics includes: Look at your structure as to vertical, horizontal or matrix. It should reflect the usual organization reporting arrangement. And, more importantly, it should support the means to providing a dynamic, ongoing lo
17、gistics service with successful results. Skill sets. You want to establish yourself as a supply chain service solution provider, someone who will develop a tailored logistics program to fit the specific needs of each customer. Solution providers see the container-and more. They see pallets of produc
18、t-and more. They know it is about the process, not the container or pallet. 3PLs initially focus on investing in assets, warehouses and technology, without knowing how these fit into 3PL solutions. This approach 3PL primer for business success constructs answers without knowing the questions. Rather
19、, the successful 3PL sells, design and manages customized logistics in an international or domestic venue. The issue then becomes whether existing personnel are capable of selling logistics and supply chain solutions. A holistic sales approach is needed for 3PLs than for commodity service providers.
20、 Commodity sales personnel often deal with the customer perspective of the need to manage costs. Yet the customer has additional accountabilities. 3PL sales personnel need to address the customers supply chain accountability scope. The accountability scope is 90% of the customer attention span as co
21、mpared to the 10-25% that freight or warehousing cost is. 3PLs must focus on the 90%, not the 10-25%, to gain business. Firms need training to facilitate these skills. Staffing is often built with existing personnel who have sales and operations experience with the commodity service parent company.
22、3PLs, not surprisingly, find that even with training, and with continuous performance monitoring afterward, less than 10% of the sales force can make the mindset change to sell logistics. As a result, they may employ non-shipping people to do logistics selling. They draw on outside firms with people
23、 who have real world supply chain knowledge and experience to sell and assist with designing and managing integrated logistics programs. Other. There are other points to recognize as to process design capability, people, technology, budget, sales targets and advertising. The overseas network, where
24、applicable for international 3PLs, is a key factor. Conclusion. The ongoing challenge for 3PLs is to successfully design, sell and manage a logistics solution with easily monitored metrics and accountability. Consider the high rate of outsourcing failures. Causes ranging from a rush to procure busin
25、ess and not understanding the process and requirements to some 3PLs converting back into a commodity service. This conversion defeats the very purpose of the 3PL. Outsource service providers seek competitive advantage; they know that preserving competitive advantage is an ongoing challenge. At a com
26、pany that does not operate reverse logistics any item that has been returned from a customer may be received into the warehouse and stored until it is examined by the quality department or scrapped, this could be hours days or months. Not only does this scenario use precious warehouse space, but it
27、fails to address the potential benefits of repairing items for customers or refurbishing returns for potential resale. Both of these options can turn the loss due to the cost of disposal into a profit for your company as well as improving customer satisfaction. The value added processes that are per
28、formed on customer returns, as well as the whole returns process, have been described by the term “Reverse Logistics”. This process covers the method by which items are returned from the customer and the processing of the returns by servicing and returning to the customer, putting the material back
29、into stock or refurbishing the items for resale. process has now become an important part of the processing that takes place in the warehouse. Helping The Customer When a customer receives an item from your company that are unhappy with and then has to return the item, their satisfaction with your c
30、ompany would have decreased. If your company then has a poor returns process whereby there are hurdles in retuning the item such as paying for shipping, or restrictive freight carriers, delays in issuing a refund, etc., your could lose the customers business in the future. The first step of a best p
31、ractice implementing a reverse logistics solution, would be to supply the customer with a return label, when the item is shipped, that includes the customers order number in barcode form so that you can inform the customer as to when the item is received in the warehouse. The receipt could also trig
32、ger a replacement or credit memo to be processed. Communication is crucial in keeping the customer happy. Warehouse Operations Customer returns can arrive at the warehouse without prior knowledge or authorization. This can cause capacity issues with warehouse resources as warehouse managers try to p
33、lan their resources based on the inbound and outbound deliveries in the system. When returns arrive they can take a long time to process as information has to be found about the item and this wastes resources. By having a package with a barcode label, the warehouse does not have to spend any time in
34、vestigating the details on the return. The item can then be placed in a location specifically for returns processing. Refund, Restock, Refurbish When the returned item is inspected, the quality department can determine whether the item is suitable for a customer refund. By inspecting the item the qu
35、ality inspector can identify whether the item is covered by the returns policy, if not then a refund should not be processed. Many companies automatically refund the customer despite a different item being returned. If the quality department inspect the item and find it to be sub-standard, then a re
36、placement or refund can be issued to the customer. However, if the quality department finds that the item can be repaired and resold this can create revenue for the company. Items should not be scrapped just because they are returned. Many items are returned because the packaging is damaged and thes
37、e items can be repackaged and placed back into stock. Cosmetic imperfection on an item may not be able to be corrected, but the item still could be sold as a second and generate revenue. Recycling A facet of the reverse logistics process is that companies should offer end of life recycling for items
38、 they sell. When a customer purchases an appliance such as a washing machine and it reaches the end of its service life, the customer will often not know how to deal with that item. Your company should review how it deals with this type of situation. Many items that are sold contain toxic components
39、, such as heavy metals and as consumers become more environmentally knowledgeable. They are more concerned about the effects of dumping items on landfills and companies are beginning to offer a recycling program where consumers can send items back when their service life has ended. A benefit of this
40、 for your company is that the recycling of items can lead to a small revenue stream, especially in recycling certain metals. Although this may not be a major source of revenue it may offset the cost of disposing of toxic items, and the customer goodwill would be significant.第三方物流与逆向物流什么是第三方物流？愈来愈多的世
41、界国际组织想要建立全球的产品市场，与此同时，他们在竞争中需要全球的资源来源。现今解决这一问题的是物流外包业务和运用第三方物流，运用这两个方式来为这项目标服务、贡献。 物流外包和供应链的责任是一个动态的模型,令人最感兴趣的方面是，企业，制造商，零售商，批发商和分销商，都谈到了其部分的供应链，其根源都在于商品服务的供应商。公司都知道远洋运输，转运，仓储，货运，在处理这些时， 在某些情况下，要管理广泛的国内和国际的物流活动。第三方物流，不论如何有经历的物流外包业务，都面临共同的挑战，最主要的是市场，和保证市场的占有率,并保存最佳时期状态 。这些措施包括： 自我定位，你如何看待你和你的公司关系的？这是
42、一个重要问题。这针对于 你是谁，以及如何确定自己目前在市场上的地位。你是不是一个海运承运人与第三方物流服务的选择？你是否适合一个仓库，以及第三方物流服务？或者你是 否是具有强烈航运、运输、仓库或转发能力的物流服务供应商？这两种观点在实质上有很大的差异，这将影响到如何为自己定位和你看待市场的看法 。 制定战略 ，混乱的业务有时在业务疗效和战略之间，做业务疗效相同或类似的活动要优于竞争对手。在重组和变革管理工具中，例如使企业降低成本，并实现业绩的改善。在维持竞争力时这是必要的。但是，他们也可以是暂时的成就， 还可以在工作中模仿竞争对手的工作程序。 战略就是你如何区分你的公司在市场上的目标份额。具体
43、的战略可以使你 在竞争中保持独特和在竞争环境中脱颖而出。定位可以反映你的目标客户服务类型，或你所提供的混合客户服务。例如，战略可以基于所有进口商提供一站式购物。战略可以为进口商带来不少于500 张的订单，这是与所有的出口商甚至更大出口的广泛的目标是不同的。不同的策略是专注于大卖场或 型零售商和每年订单不少于500张的进口商的，利用这一战略，你就可以组装资源和你所选择市场所需的运营方法。 有出色的管理，管理往往是优秀的公司的出色之处。它需要在管理过程中拥有可持续目标和方法眼光的领导，他们有企业家的心态。还有这些人是主动的，而不是被动。这些领导人看重的是物流服务水平，而不是仓库或其他资产的使用 费
44、用。他们认为，供应链的进程不只是交易的过程，它们的每一个环节都实行分开执行管理，这一过程不在乎业绩的增长和利润。投资者认识到关键的优秀的管理是一个公司也应该是第三方物流的成功之处。这些措施能够打破该公司传统的服务方式，成为一个有价值的服务供应商。 研究市场，为了制定 你的营销计划，你需要了解你的市场。根据你的市场地位，你可以寻找一般或特定的信息或问题的机会， 考察市场积极的与你所考察的市场进行沟通，确定市场，并且定义你的客户。了解你所竞争的市场，了解他的组成、 规模、 趋势和需求。使用内部和外部的数据和进一步的研究需要的资源。寻找客户，看看他们是谁，谁作出的决定，作出什么决定，他们是如何做出决
45、定的，为什么他们作出这样的决定， 存在影响客户的外部因素是什么，与竞争对手相比你的能力如何，了解你是否可以进驻这个市场， 同时请记住，随着需求的不断变化，客户都是新的和现有的 。 评估你的能力， 这是一个关键时刻，你必须诚实地评估你的长处和短处，你的能力和局限性。这适用于你公司的所有部分（不论是公司办公室、分部或外地地点或合作伙伴/联盟和无论国内或国际 ）清单议题包括： 组织、了解你的结构是纵向、横向的还是矩阵的。它应反映正常组织报告的安排。同时，更重要的是，它应该支持提供了一个动态的、持续的物流服务与提供成功结果的手段 。 技能组合，你要成为是自己建立供应链服务解决方案的提供商，即是制定一项
46、专门的物流项目，以适应每一个客户的具体需要。解决供应商方案、了解集装箱、 容器的情况等等。他们了解托盘的产品和其他的更多的托盘，他们知道这是对 有关过程的了解，而不是对集装箱或托盘。 3PL首先着眼于资产投资、仓库和技术，不知道如何适应第三方物流解决方案，不知道如何确立自己的构造方案。相反，成功的第三方物流公司，设计和个性化的物流管理在国际或国内的地位。这个问题就成为现有人员是否有销售物流及供应链解决方案 的能力 。 整体销售的办法是需要3PL超过商品服务供应商。商品销售人员经常处理顾客需要管理成本的前景问题。然而，客户有更多的责任。第三方物流的销售人员需要解决客户的供应链问责制范围。问责范围
47、90的客户注意力相对集中在 10-25的运费或仓储费用上。为了获得的业务，3PL必须集中于90，而不是10-25 。 为了促进这些技能，公司需要培训，工作人员常常与现有的有销售和运营经验的人员和商品服务的母公司建立联系。3PL，这一现象并不奇怪，因为他发现即使在训练过程中，并在连续执行的情况监测之后，也只有不10的销售人员，他们的心态可以改变成为以物流的性质进行销售。因此，他们可以聘请非航运人民做物流销售，他们利用外部公司（具有真正的全球供应链的知识和经验）的人 来销售，并协助设计和管理的综合物流方案。 还有其他方面的因素要去考虑，如工艺设计能力、人才、技术、预算、销售目标和广告等。对国际3P
48、L合用的海外联络网络，是一个关键因素。 目前3PL的挑战是成功设计、销售和管理物流解决方案，轻松地监测指标和问责制，考虑率高的问题，外包失败。原因是急于采购业务，不理解其过程，又急于转换到一个商品的服务，这个转换失败的根本原因是第三方物流。外包服务供应商寻求竞争优势，他们知道保持竞争优势，是一项持续的挑战。 在一家公司工作不逆向物流已返回从客户可接收到仓库和存储，直到它由质检部门检验或报废的任何项目，这可能是小时，天或数月。这种情况不仅不使用宝贵的仓库空间，但它未能解决的项目，为客户修理或翻新的潜在转售回报的潜在好处。 这两个选项可以打开处置成本为您的公司，以及提高客户满意度的利润损失。的附加
49、值，对客户的回报，以及整个过程返回执行过程，已通过“逆向物流”一词描述。这个过程包括哪些项目是从客户和回报处理服务和返回给客户，把库存材料或翻新转售的项目返回的方法。回返进程现已成为处理的地方，在仓库的一个重要组成部分。 帮助客户 当顾客收到贵公司的项目不满，然后有返回的项目，他们与贵公司的满意度会有所下降。如果您的公司低回报有一个过程，即有重新调整的项目，如支付运费，或限制货运车辆，延误签发退款等障碍，你可能会在未来失去客户的业务。 首先实施逆向物流解决方案实践的最好的第一步，将成为以提供第一返回标签，当该项目被运回，包括客户的条码形式的订单数量，使你可以告知以客户的客户时，在仓库项目。收据还可能引发更换或贷项通知单进行处理。沟通是保持客户满意的关键。仓库操作 客户退货到达仓库无先验知识或授权。这可能会导致仓库经理尝试规划自己的资源，根据系