综合思考的逆向物流成功案例索尼爱立信【外文翻译】

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外文翻译原文原文ComprehensiveThinkingDrivesReverseLogisticsSuccessatSonyEricssonMaterialSource:ReverseLogisticsMagazineAuthor:EricM.HemmingR.BuckminsterFuller,a20thcenturyinventorandfuturistoncestated,"Ofcourse,ourfailuresareaconsequenceofmanyfactors,butpossiblyoneofthemostimportantisthefactthatsocietyoperatesonthetheorythatspecializationisthekeytosuccess,notrealizingthatspecializationprecludescomprehensivethinking."SonyEricssonMobileCommunications(USA)Inc.,theNorthAmericansubsidiaryofSonyEricssonMobileCommunicationsAB,hasjumpedfromspecializationtocomprehensivethinkinginitseffortstodrivereverselogisticssuccess.SonyEricssonhaddrivenprocessspecializationthroughoperatingcentralizedSourcingandSupplyOperations,supportingglobaldemand.Thecompany’sGlobalCustomerServicesorganizationownedthereverselogisticsprocesswithinthecompany,andSalesandOperationsPlanningwaspartofSalesandMarketing.Theoperationswerescalable,drivingtowardsworld-classperformance.Globalleadership,however,hadadesiretodriveforwardadditionalimprovements.Afteracomprehensivereviewoftheexistingsupplychainwascomplete,thecompanyinitiatedapilotprogram,inNorthAmerica,tofocusonintegratingplan,source,make,deliverandreturnelementsofthebusiness.Managementfeltoutsourcedback-endoperationsmightbeconsolidatedandthatimprovementswithinforwardandreversesupplychainplanningmightberecognizedfromthistypeofeffort.Itwasalsofeltthatanexpansiveintegrationwouldincreasedataexchangebetweenfunctions.Thiswouldleadtoimprovedsupplychainvisibility,promptingadditionalsupplychainenhancements.Inlate2006,MagnusBergjoinedtheNorthAmericaRegionasVicePresidentofOperations,andasamemberofSonyEricsson’sGlobalOperationsLeadershipTeam.TheprogramwastobedeployedunderMagnus’leadership.Theintentwasfortheregiontotesttheend-to-endapproach,notonlytosupportthelocalbusiness,but alsotohelpdelivervaluebacktotheotherSonyEricssonsites.Magnusandhisteamwerechargedwithbalancingthedeploymentofthepilotandensuringthatthespecializationandscalethathadbeenestablishedthroughcentralizedglobaloperationsstayedintact.Yetatthesametimetheyhadtofacilitateatighterintegrationoflocalplan,source,make,deliver,andreturnprocesses.AnIntegratedApproachMagnuspromptlyformedaNorthAmericaOperationsLeadershipTeamcompromisedofthelocalHeadsofSalesandOperationsPlanning,Sourcing,Supply,CustomerService,andProgramManagement.Hebegantoblueprintspecificobjectivesforthenewlyformedteam:ToestablishanintegratedwayofworkingTodevelopalocaloperationscommunityTodriveworld-classsupplychainperformanceTocontributetothegreaterSonyEricssoncommunityHetargetedreverselogisticsasthefirstdirectareaofthesupplychaintodrivetowardsworld-classachievement.Thecallforaholisticperspectivetothesupplychaindidnotgounchallenged.Localprocesseswereconnectedbymaterial,information,andfinancialflows,butthesupportingfunctionshadnotoperatedunderthesametightlyintegrateddirectionlocally.Localoperationsleadershiphadtodeprogramtheirtendencytolookatthesupplychainvertically,andbegintoembracetheenvironmentthathadbeenestablishedtopromoteacomprehensivesupplychaindiscussion.Ittookanumberofweeksforeachfunctiontograspthedetailofeachprocess,howtheyaligned,ordidnotalign,withtheirspecificviewoftheoperation."AstheNorthAmericaOperationsLeadershipTeambeganworkingtogether,dialogueincreasedfromweektoweek.Acommonpointofviewwasachieved;theenvironmentwasripeforalignedforwardthinking,forwardplanningandimprovement."Bergobserves.JeremyMurchland,HeadofCustomerService,hadrecentlytakenoverresponsibilityfortheregion’spostsalessupportactivity."AsIbegantodigestthemanydetailsandvariablesassociatedwithourpostsalesoperations,itfeltlikeabedofhotcoals,"Murchlandrecalls."Fortunately,Ihadnumerousteammemberstohelp.""Ihadasourcingprofessionalonmyrighthand;asupplyprofessionaltomyleft.Directlyinfrontofmestoodaqualitymanagementexpert,alongwitha seasonedplanningresource,"hesaid.Aftersettingpostsalesservicetargetsfortheteam,Murchlandnextbeganworkingdirectlywiththeheadsofeachfunctiontodriveforwardtheanticipatedimprovementswithinthereturnsprocess.SupplyandCustomerServiceCollaborationDrivePostSaleImprovementsLocalSupplyandCustomerServiceorganizationsbegantofocusonthreecriticalareas–freight,serviceoperationsandpartscostavoidance.Integratedmanagementoftheseprocesses,andtheassociatedsupplierssupportingthem,becameapointofconcentrationforthegroups.Theybegantodiscussthepotentialforconsolidatingoutsourcedforwardandreverseserviceoperations,shippingpointsandproperlyaligninginternalresources.Asafirststep,theteamincorporatedlogisticspractices,currentlyexecutedwithintheirSupplyorganization,intothepostsalespartsfulfillmentprocess.Mirroringtheforwardprocesswithinareversesettingimprovedpartsturnaroundtimeby13%.CustomerServicealsobegantodriveforwardarevisedcapacityplanningprocessbaseduponprinciplesusedbySonyEricssonSupplyPlanningOperations.Thisprocessensuredadequatecapacitytosupportvolatilityassociatedwithinboundreturns.Turnaroundtimeonswapunitreplenishmenthasdroppedby41%overthepastquarter."Acompletelocaloperationsconsolidationbetweenforwardandreverseflowsmaynotbethebestalternativeforusinallareas,butweareatleastchallengingourselveswiththeoptions,andtakingadvantageofitwhenitdoesmakesense,"statedMurchland.CustomerServiceandSourcingFacilitate"Smart"AssetRecovery,ImprovedProcurementandCultivateanOperationsCommunityMagnus’integrationoffunctionalleadershipallowedthesourcinggrouptheopportunitytointeractwithCustomerServicemoreregularly.CustomerServicemanagementnowunderstandsthevalueofthemanycomponentsthatcomprisecompletedwirelesskitsandwhatkeyfactorscontributetocomponentcost.Smarterjudgmentsregardingassetrecoverydecisionscouldnowbemade.Theoperationfounditselfharvestingadditionalpartsfromreturnproductstorepairotherdefectivereturnproducts,avoidingexpensivesparepartsprocurement.Murchlandalsoanticipatesthatthecollaborationbetweengroupswillbringaboutimprovedlocalpurchasingagreementsforitemssuchascorrugateandother locallysourcedmaterialsusedinthereturnsprocess.AninformalmentoringpartnershipbetweenSourcingandCustomerServiceshasalsocommenced.Ithasprovidedemployeestheopportunitytointeractone-on-onewiththeleadershipofthealternatefunction.ThishasopeneduptheopportunityforlocalSourcingandCustomerServicemanagementtogroomup-and-comingemployeesdeemedtohavethepotentialtomoveupintoleadershiproles,orroleswithinthealternatefunction.Therehavebeenahandfulofcareer-coachinginteractions,whichhaveprovidedemployeeswithinreverselogisticsadditionalinsightintotheSourcingelementsofthebusiness.Ithasalsohelpedindividualslearntheorganization'sstructure,cultureandprocesses,andhasbeguntoestablishthe"operations"communityanticipated.IntegratedForwardandReversePlanningDrivesImprovedProductAvailabilityandSavingsTheincreasedaffiliationbetweenforwardandreversematerialplanningalsodroveimmediateimprovementinswapstockavailability.TheregionhadexperiencedswapstockshortagesduetoalackofintegratedplanningbetweenSalesandOperationsPlanningandpostsalesdemandplanning.EnsuringtimelyCustomerServiceinputintotheplanningprocessalsodroveanincreaseinproductavailabilityandalsodroveaminimizationofexcessandobsolescence.Bothforwardandreverseplanningteamshaveidentifiedthedemandandvalueforproductsandcomponentsastheyareinthechannel.Theyanalyzethestructureofreturnedproductstomakeplanningdecisionsaboutgoodspriortotheirultimatereturn.Thisisallowingthemtopre-schedulespecificrepairandassetrecoveryworkeffectively.ProcessStandardizationDrivesInternalAlignmentAsthelocalOperationsLeadershipTeamcontinuedtoassemble,itwasdiscoveredthatissueswerebeingdriventoresolution,butthroughdifferentmeans.Therewasaclearopportunitytodriveimprovementthroughintegratedapproachestochangemanagementandclosedloopcorrectiveactionacrossfunctions.CustomerServicestooktheleadinworkingwithOperationalDevelopmentpersonnel,withinProgramManagement,topresstheseimprovementsforward.Specificationsforstandardchangemanagementandclosedloopcorrectiveactiontoolsweredeveloped.Internalscorecardspreviouslyusedwithinthepostsalesoperationsweredeployedforuseacrossalllocalsupplychainfunctions."Standardizedwaysofworkinghaveimprovedoursupplychainflexibilityand responsivenesstowardsourcustomers,"statedBerg."Weareabletocarryoutrapidchange,andhavebuiltintriggersthatallowustoensureissuesarecloselooped,"headds.MurchlandalsoworkedwithProgramManagementtomappostsalesprocessestodeterminetheoptimalorganizationalstructureforthedepartment.Thisresultedintheabilityfortheorganizationtore-alignitsresources,freeingupqualifiedtalentthatcouldbeallocatedtoadditionalpilotsplannedwithintheoperation.WithaleanoptimizedorganizationMurchlandpushedforwarddisciplineattheindividualpostsalesprocesslevel.CustomerServicesmappedallcorereverselogisticsprocesses,assigneddirectownershiptothem,andimplementedkeyperformancemeasurementstomonitorthem.ProgramManagementthenincorporatedreverselogisticsprocessauditsintothelocalinternalauditprogramtovalidateprocessimprovementsquarteroverquarter."Processmaturityhasallowedustomovefromfirefightingtosolutionbuilding.Wehavefoundourselvesinaleadpositionwithourcustomers.We’veevenseenourcustomersadoptsomeofourwaysofworking.Whilethisissomethingthatisabithardtoquantify,Iamconfidentthevalueweareprovidingisanelementinourvaluemixthatisdrivingupourorders,"Murchlandrelays.ResultsInitialresultshavebeenimpressive.Inadditiontothe13%improvementonthesparepartsfulfillmentrate,andthe41%decreaseinturnaroundtimeonwarrantyexchangematerial,Murchlandandteamhavedrivendownthewarrantycostperunitby30%overthepastyear,withintheintegratedstructure.Tocapitoff,theimproveddataexchangeacrossplan,source,make,deliver,andreturnfunctionshasprovidedvisibilitytokeysupplychaindatathathasallowedtheteamtodrivedownthescraprateby19%."Iexpectwewillseeimprovementakintothesereverselogisticsenhancementswithinourplan,source,makeanddeliveryprocesses,"statedBerg."Theotherfunctionshavelearnedagreatdealfromreturnsdataalready.Asreturnsprocessescontinuetomature,theexchangeofinformationbetweenCustomerServiceandtheotherdisciplineswillpermitimprovementwithinforwardsupplyanddirectlywithinourproducts."OutlookInitslastearningsannouncement,SonyEricssonglobalshipmentsinthepastquarter(Q12007)reached21.8million,a63%increasecomparedtothesame periodlastyear,generatingsignificantyear-on-yearmarketsharegainsandcontinuingthemomentumof2006.SonyEricssonalsoannouncedanumberofattractivenewproductsduringthequarter,includingtwonewCyber-shot™phones,fiveadditionalWalkman®modelsacrossavarietyofpricepointstofurtherstrengthenitsuniquemusicoffering,anditsfirstHSDPAhandsetaimedprimarilyattheNorthAmericanmarket.InMarch,SonyEricssonsignedlicensinganddevelopmentserviceagreementsconcerningentry-levelGSM,GPRSandEDGEmobilephoneswithSagemCommunication(SAFRANGroup).Throughthisco-operation,SonyEricssonwillstrengthenitspositionintheentry-levelareaofthemarket.SonyEricssonforecaststhe2007globalhandsetmarketwillbeabove1.1billionunits.NajmiJarwala,PresidentofSonyEricsson(USA)Inc.said,"SonyEricssonissettingthestandardforinnovation,andwecontinuetocreatemobiledevicesthatleadindesign,qualityandareeasytouse.""That’swhatmakestheinitialresultsofthispilotsoencouraging–notonlydoesitenableustodeliverqualityproductstoourcustomers,butmoreimportantlywecandeliverabetterserviceexperience."EricHemming,HeadofProgramManagementatSonyEricssonMobileCommunications(USA)Inc.hasover11yearsofSupplyChainexperience.PriortojoiningSonyEricssonin2005,EricworkedforModuslink,asDirectorofBusinessManagement,leadingend-to-endglobalsupplychainmanagementsolutionsfortechnology-basedclientsacrossCommunications,Computer,Software,andStorageDeviceindustries.译文综合思考的逆向物流成功案例索尼爱立信资料来源:逆向物流杂志作者：EricM.HemmingR.BuckminsterFuller,一个20世纪的发明家和未来学家曾说：“ 我们的失败固然是很多因素造成的，但可能最重要的一点是人们只认识到专业化是成功的关键这一理论支持的社会运转，却忽视了专业化妨碍了全面思考。索尼爱立信移动通信（美国）公司，北美索尼爱立信移动通信公司的子公司，通过其自身的努力，已经成功的摆脱专业化的桎梏，运用全面思考创造了逆向物流的成功案例。索尼爱立信通过经营集中采购和供应业务，使其流程专业化，以此来满足全球需求。该公司的全球客户服务机构拥有公司内部的逆向物流流程，销售和运营计划是销售和营销的一部分。该业务是可扩张的，且具有世界级水准。然而，该公司全球领导层却希望推动更多的改进。在完成对现有的供应链进行全面的审查后，该公司发起了一项试验计划，在北美，专注于整合计划，原料，制造，交付和退货的业务。管理层认为外包后端操作可能得到巩固，在不断地改善中，逆向供应链计划可能会从这一类型的尝试中被认可。也有人认为，全面的整合会提高各职能部门间的数据交流。这将提高供应链的可视性，促使更多的供应链改进。在2006年年底，MagnusBerg成为索尼爱立信北美地区运营副总裁，并成为全球业务领导团队的成员。该方案在Magnus的领导下部署。这么做的目的是在该地区测试端至端的方法，不仅支持本地企业，还为索尼爱立信的其他网站提供有价值的信息。Magnus和他的团队负责平衡试点部署，确保专业化和规模在经历集中的全球活动洗礼后保持完整。同时他们还要促使地方计划，采购，制造，交付和退货过程更紧密结合。综合方法Magnus迅速形成了北美业务领导团队，使销售和运营规划，采购，供应，客户服务和程序管理的当地负责人也受到了影响。他开始为新成立的团队规划蓝图的具体目标：要建立一个综合的工作方式要发展以社区为主的本地业务推动世界级的供应链绩效促进索尼爱立信大团队的的发展他作为第一目标的供应链领域直接驱动逆向物流取得世界级成就。从整体的角度对供应链的要求并非没有争议。本地进程被材料，信息，资金流动连接起来，但在本地配套功能没有紧密整合在同一方向运行。本地的领导层不得不放弃原有的想法，如供应链垂直等，并开始拥护民政事务总署，以促进全面的供应链的讨论环境。了解每个功能，把握每个过程，运用这一操作的独特视角判断是否一致，这需要数周时间。“ 由于北美业务领导团队开始合作，每周的对话都提升了，取得了共同的观点；一致的环境造成了超前思维，前瞻性规划和改善时机已经成熟。”Berg指出。JeremyMurchland,客户服务主管，他最近接管了该地区的售后支持活动的责任。“当我开始消化很多细节和我们的的售后业务相关的变量，它感觉就像一个热煤床。”Murchland回忆说，“还好，我有许多团队长远给我提供帮助。”“我对我着手采购专业很有信心，我的面前还有一格经验丰富的策划资源的质量管理专家。”他说。在为整个售后团队设置完服务对象后，Murchland下一步开始与各功能部门的领导直接合作在返回过程中推动改善。供应及客户服务协作售后改进本地供应和客户服务机构开始集中在三个关键领域——物流，服务业务和零部件的成本方面。综合这些过程，一级想伏案的供应商的支持，管理成为了群体的集中点。他们开始讨论者巩固外包服务的潜力和逆向操作及航运点，妥善调整内部资源。作为第一步，该小组成立物流的做法，目前他们在供应组织内执行，到售后本分的实现过程。镜像内设置提出改进的部分逆转过长中转身13%的时间。客户服务也开始推动一项基于索尼爱立信供应规划业务所使用的原则的提升领悟能力的规划程序。这个过程保证有足够的能力来支持与入境回报有关的波动性。交换单位补充周转时间比原来下降了41%。“一个完整的本地业务之间的正向和反向流动合并在所有领域对我们来说未必是最佳的选择，但我们至少具有挑战性的选择自己，并在它行的通时利用它的优势。”Murchland说。客服服务和采购促进“智能”资产追回，改进采购和培养社区行动。Magnus的功能整合使采购领导小组与客户互动机会更加频繁。客户服务现在明白了构成完成无限套件和哪些关键因素造成的原件成本的许多组成部分的价值。更智能的判断有关资产追回的决定现在可以被制定。索尼爱立信公司发现自己收获得回报产品附加部分修复其他缺陷的回报产品，避免昂贵的采购零配件。Murchland还预计，群体之间的合作将带来有关起皱和其他在回收过程中使用的本地原材料的本地采购协议的提升。 一个非正式的指导才后和客户服务的伙伴关系也已开始。它提供了员工与领导进行互动的机会。这开辟了本地采购和客户服务管理机构培养有进取心的员工进入领导或者让其在备用领导岗位上崭露头角的机会。曾有一个职业教练的相互作用，它通过逆向物流提供给员工对企业的额外的洞察能力。它也帮助个人了解组织的结构。文化和工艺，并已开始建立“行动”这回预期。综合规划和反向驱动器提高了产品的可用性和储蓄。正反向物料计划之间的附属机构的不断增加也迅速提升了存货交换的能力。该地区经历了存货短缺，这是由于销售，运营规划和售后之间缺乏综合规划。确保及时的客户服务纳入规划进程的投入也带动了产品供应的增加，也带动了过剩和过时的最下化。正向和反向策划队伍已经确定了对产品和零部件的需求和价值，因为他们他们在这一领域。他们分析了退回的产品的结构，以确定他们最终的退货规划决策。这让他们预先制定时间表和具体有效的进行修复工作。工艺标准化推动内部契合。由于当地业务领导小组继续集会，人们发现，问题正在被解决，但是途径有所不同。有一个明显的机会，通过综合办法改善变更管理和闭环跨职能的纠正措施来获得提升。客户服务于业务发展了认识工作的领导，在项目管理，按这些改进前行。标准的变更管理和闭环纠正行动工具被开发出来。以前用在内部的记分卡被用在所有本地供应链功能的使用部署销售业务。“工作标准化的方式改善我们的供应链的灵活性和客户的响应能力，”Berg说，“我们可以进行快速的变化，并有内置的触发器，使我们能够确保接近循环问题，”他补充道。Murchland还与项目管理部门合作，详细规划邮购业务，以确定最佳的部的组织结构。这导致了该组织重新调整其资源的能力，从而释放了合格人才，可分配成为公司内额外的领导人员。在一个精干优化组织的帮助下，Murchland在个别邮购业务过程水平上推行纪律。客户服务映射的所有核心逆向物流流程，直接拥有分配给他们，并实施关键绩效测量，监视他们。程序管理，然后纳入本地内部审计计划，一验证过季逆向物流过程的改进过程审计。“流程的成熟度也使我们能够从救火过渡到建立解决方案。我们发现我们处在引领我们的顾客的位置上。我们甚至还看到我们的客户采用我们的我们的工作的一些方法。尽管这些东西是有点难以量化，我深信我们所提供的价值是一个组合元素，我们的价值是推动我们的订单，”Murchland回答说。结果 初步结果已经令人印象深刻。除了对备件完成率13%的改善，从而减少了41%左右的保修交换材料的时间，Murchland和团队使每单位的保修费用比去年下降了30%，在集成结构下。为了超过它，计划、原料、制造、传递和回收方面的信息交换的加强，提高了供应链关键数据的可视性，这使得团队压低了19%的废品率。“我预计我们将看到在我们的计划，来源，制作和交付流程的改进类似于这些逆向物流的增强，”Berg说，“其他功能也从返回数据获益良多。同时，客户之间的服务与其他学科的信息交流将允许在改进我们的产品在未来的供应。”展望去年在其公布的的收益中，索尼爱立信全球出货量在过去的一个季度（2007年第一季度）达到2180万，比去年同期增加63%，产量显著的按年的市场份额和2006年的势头继续。索尼爱立信还宣布在本季度有吸引力的新产品，其中包括两个新的Cyber-shot?手机，另外五个跨越不同的价位的随身听，以进一步加强其独特的音乐产品型号，它的第一批HSDPA手机主要针对北美市场。今年三月，索尼爱立信就入门级GSM，GPRS和EDGE移动电话和与萨基姆通信公司（赛峰集团）签署了授权和开发服务协议。通过这次合作，索尼爱立信将加强其在市场的入门级领域的地位。索尼爱立信预测2007年全球手机市场将超过11亿部。NajmiJarwala，索尼爱立信（美国）公司主席宣布：“索尼爱立信正制定创新标准，我们不断创造，导致在设计，品质和易于使用的移动设备。”“那就是为什么这项试验的初步结果如此令人鼓舞——它不仅使我们能够提供高质量的产品给我们的客户，更重要的是我们可以提供更好的服务体验。”EricHemming,索尼爱立信移动通信公司（美国）公司项目管理负责人已有超过11年的供应链经验。在2005年加盟索尼爱立信前，EricHemming为Moduslink公司工作，作为工商管理总监，领导端至端全球供应链管理，为通信，计算机，软件和存储设备行业以技术为基础的委托人寻找解决方案。