customer & order

8/7/2019 Customer & Order

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Vidya Vikas Universal college September 14, 2010

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DECLARARION

Mr. Charlie S. Manuel

Mr. Amardeep Mishra

Mr. Shravan L. Vishwakarma 29

Mr. Raju T. Yadav

We hereby declare that under the

guidance of Ms. Jigna Shah have

completed this project on Customer service

& Order processing.

We have prepared the project keeping in

mind Elements of Logistics & Supply Chain

Management.


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Contents:-

Sr.No Topic Page No.1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

Introduction to customer service plan

Customer Commitments by Customer

group

Principles & Approach/Scope

Process & Quality Attributes

Agency-Wide Standards

Future Efforts

8 Rule for customer service

The Ten commandments of Customerservice

Ordering Processing Introduction &

Sub division.

Order Processing Chat

Business Goals & Objectives

Customer Order Cycle

Monitor Inventory as it Moves to thecustomer and back

Bibliography.

05

06

09

11

13

14

15

18

20-27

29

31

34

36

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Customer Service Plan

BACKGROUND

The National Institutes of Health (NIH), founded in 1887, is one of the world'sforemost medical research centers, and the Federal focal point for medical

research in the United States. 26 Institutes and Centers comprise the NIH, whichhas the primary research goal of acquiring new knowledge to help prevent,

detect, diagnose, and treat disease and disability from the rarest genetic disorderto the common cold. The NIH mission is to uncover new knowledge that will

lead to better health for everyone. In 1993, President William J. Clinton issuedExecutive Order 12862 challenging Federal agencies to improve customerservice. Further, Executive Order 12862 tasked agencies to survey their

customers to identify what kinds of services they really want and to gather ideas

from front-line employees on how to better deliver those services. The goal ofthis Customer Service Plan is to convey to you, the customer, a realistic,

achievable approach for improving customer service at the National Institutes ofHealth.


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Customer Commitments by Customer Group

For General Public:

1. NIH will publicize ways in which the public can request and find

information, including its web page, toll-free numbers and email contactinformation to help ensure consistency of information provided to consumers.

2. NIH will make better use of the correspondence tracking system to trackwritten inquiries more effectively and will provide accountability for timely

response to inquiries.

3. NIH will develop a system for retrieving, tracking and responding tocustomer feedback. Periodic reports will be provided to appropriate NIH staff.In web-presentations, whether it be information about grant funding or health

information, an e-mail address will be added for suggestions or comments (Howare we doing?).

4. NIH will seek advice from consumers through conferences, focus groups andadvisory committees to help reengineer its business processes and improve NIH

services for the public.

5. NIH will increase its accessibility to the public by expanding public outreachto ensure the general public is aware of NIH, knows how to access NIH'sinformation, and understands the role NIH plays in the health of our nation.

This includes making information available in Spanish and other languages to

persons who do not speak English as a primary language. It also involvesmaking information presentations available on tape so persons with disabilitiescan listen to them or run them through a Braille printer.

6. NIH will provide a web site for easy access to its health information for thepublic through MEDLINE.


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For Grantee Community:

1. NIH has provided leadership in the development of the NIH/Federal

Commons, a web-based client/server environment where NIH and the granteecommunity will conduct electronic research administration business

applications.

2. NIH has developed the searchable CRISP database, which includes

information regarding federally funded biomedical research projects conductedat universities, hospitals and other research institutions.

3. NIH will work with the grantee community industry, professiona lorganizations and agency staff to develop workshops, grassroots meetings and

training events to educate the grantee community on policies and procedures.

4. NIH will continue to move toward a paperless, electronic submission and

review of grant applications to reduce the time and burden on institutions.

For Health Professionals:

1. NIH will identify additional electronic mechanisms that could be used to

more effectively communicate NIH health messages to physicians, nurses,pharmacists, hospitals and HMOs.

2. NIH will increase its accessibility by amplifying public outreach programsand by holding workshops and symposia with health professionals and

associations.3. NIH will provide liaison services to health professional organizations in orderto facilitate communication of important agency issues and findings.

4. NIH will provide a convenient means of communication with healthprofessionals and respond to feedback received via electronic inquiries.


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Other Government Agencies:

1. NIH will expand collaborative partnerships with other Federal, state and local

agencies providing information related to health, biomedical research, newdrugs, product information and their appropriate use.

2. NIH will enhance its current web site to post relevant information,particularly on hot issues related to the research community.

3. NIH will expand the use of collaborative agreements and partnership with

other agencies to provide a team approach to solving important research issues.

4. NIH will evaluate its internal processes in order to develop and enhance staff

skills as needed to assure consistency in service and on-going communicationswith other government agencies.


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PRINCIPLES

This Customer Service Plan is based on ideas, suggestions, and feedbackreceived from our customers as well as an extensive best practices search. Itdefines our customer service standards and processes for building and

maintaining high quality services to meet those standards throughout thecountry.

The following principles drove the process for developing the plan:

Customers Know What They Want - Ratherthan sitting back and assumingthat we know what customers wanted and needed, our agency is going out and

asking. Through formal surveys, focus groups, and conversations, we are

listening to what our customers think about the types and quality of services andproducts we offer. What we learn is helping to shape the ways in which we

strive to redirect our services to ensure that we continuously improve our abilityto meet your needs.

Customer's Needs Are Paramount - Basedon feedback from our customers,NIH must respond to comments and suggestions about improving the way we

deliver products and services.

Communication Is Key to Our Success - Developingeffective tools to

maintain lines of communication with our customers will help us do our jobsbetter. By developing more effective ways to direct information to our

customers and by providing clearer paths to receive feedback, our agency willbetter address customer needs and concerns.

APPROACH/SCOPE

NIH is diligently working to address the spirit of Executive Order 12862. A

dedicated group of representatives from across the agency is convening to forman on-going Customer Service Management group to implement the customerservice program and to ensure that the agency enhances its customer focus as it

improves current services and develops new initiatives.

The agency has gathered information from customer service surveys, focusgroups with front-line staff, and conversations with key external partners, to

ensure that initiatives address issues important to our customers. This plan

presents an opportunity to share with our customers our commitment toproviding quality service.


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NIH is committed to protecting, promoting, and enhancing the health of the

American people and to improving its processes to offer high quality servicesthat are easily accessible to the public. The Customer Service Plan establishes abroad framework to address customer issues. The customer service standards

address issues our customers have told us are important to them.

The primary focus of this document is to ensure that we are continuously

listening to our customers and making certain that their needs are being met orexceeded. While the focus is on our outside customers, it does not diminish the

need to ensure that our internal NIH customer needs are also being met. It isimperative that an integrated view of all our customers' needs be pursued inorder to ensure that the needs of our entire customer populati on are met. If we

do not provide outstanding service to our internal customers, we will be unableto provide outstanding support to our external customers.

OUR CUSTOMERS

The NIH serves four primary external customer groups --the general public,

health professionals, other governmental agencies, and grantee/contractororganizations. These four broad categories encompass the populations that we

serve and work with most often. When the agency embarked on this process, wefelt it was necessary to define and limit our primary groups. As we continue

with our customer service initiatives, we may include additional customergroups.

STANDARDS

The standards described in this report represent the NIH effort to identify theneeds and concerns of our customers and to es tablish measurable processes toaddress these needs and concerns. The standards have been developed from

information gathered from surveys/focus groups, and benchmarking with otheroutstanding organizations and are based on measured performance attributes - aset of criteria that expresses customer requirements and expectations.

Performance attributes are organized into two categories.

1.Process attributes -- transaction-related characteristics represented byinternal operations, such as procedures, policies, and functions - the

primary focus is continuously improving our internal operations so wecan deliver our products and services quicker, better and cheaper; and


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2.Quality attributes -- image-related characteristics that describe thecontact between the customer and the organization. The overall standard

of quality we seek is customer service for the American people that isequal to or better than the best in business.

The following attributes were used to develop the standards:

Process Attributes

y Consistency in policies and procedures - holding to the sameprinciples across the organization

y Convenient feedback mechanisms - feedback that are easy to useand access

y Frequent communication - including follow-up - any form ofcommunication on a regular basis, where taking action following that

communication enhances the effectiveness of that communication

yManaging resources well- careful control and use of resources,human as well as fiscal, to maximize their impact and effectiveness

y Problem solving and attempts to remove barriers- proposedsolutions or considerations to resolve something that is an obstruction orprevents progress

y Prompt handling of customer feedback- immediate or quickmanagement of customer dissatisfaction by empowering employees to fixproblems

y Flexible options- sending and receiving information using a variety ofmethods, including greater use of e-commerce solutionsy Continuous Improvement- striving to do everything quicker, better

and cheaper


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Quality Attributes

y Accessible- ability or freedom to approach, communicate with, or makeuse of

y Courteous- respect or considerationy Flexible- capability to adapt to or change requirementsy Knowledgeable- familiarity with or understanding of facts and/or

conditions

y Listens well- gives attention and/or careful consideration to what issaid

y Reliable and Trustworthy- dependable, confidence in character,abilities, and truth

y Timely- information and/or responses are provided early or on time


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AGENCY-WIDE STANDARDS

The following standards apply to all customer groups.

All NIH Customers are entitled to:

y fair, courteous and professional treatmenty information that is accurate and currenty timely responses to requestsy reasonable access to appropriate staffy two-way communicationy opportunities for collaboration and partnerships, as appropriate andy consideration of their opinions and concerns by the agency in the decision

making process

y use of plain language for all communication with the public .

In addition:

y TheGeneral Public is entitled toaccurate and timely healthinformation about research being conducted.

yHealth Professionals are entitled totimely information that will assistthem in advancing and protecting the public health.

yOther Government Agencies are entitled to: o cooperation from the NIH in maximizing efficient use of resources,

eliminating duplication of efforts and carrying out collaborativeefforts;

o technical assistance, training and guidanceyGrantee/Contractor Organizationsare entitled to:

o timely review of applications and awards;oprofessional treatment in resolving disputes;o fair application of laws, regulations and policies;o fair and consistent application reviews;o respect in the performance of duties and responsibilities; ando timely payment.


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FUTURE EFFORTS

NIH will continue to embark on a variety of initiatives to ensure that it

continues to address customer needs. The on-going Customer Service

Management group will coordinate these activities. Ensuring that quality serviceis provided is an on-going process that requires changes in the way we do

business by increasing emphasis on listening to our customers and by learning

from the best in private industry. The agency will strive to reinvent itself -- to

become more efficient and effective--and to provide the types of services the

public expects.

Over the coming months, the agency will:

y develop programs and initiatives that address customerneeds.The agency, as a whole, and the individual centers and instituteswill use the information gathered from the survey and focus groups todevelop and enhance services.

y benchmark against the best-in-the-business. The agency willdetermine what internal processes need to be improved, benchmark with

leading industries, and establish performance standards.

establish processes to improve customer feedback. Systems will beestablished to receive and address customer suggestions and feedback.


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8 Rules For Good Customer Service

Good Customer Service Made Simple

Good customer service is the lifeblood of any business. You can offer

promotions and slash prices to bring in as many new customers as you want, butunless you can get some of those customers to come back, your business wontbe profitable for long.

Good customer service is all about bringing customers back. And about sending

them away happy happy enough to pass positive feedback about your businessalong to others, who may then try the product or service you offer for

themselves and in their turn become repeat customers.

If youre a good salesperson, you can sell anything to anyone once. But it willbe your approach to customer service that determines whether or not youll ever

be able to sell that person anything else. The essence of good customer serviceis forming a relationship with customers a relationship that that individualcustomer feels that he would like to pursue.

1) Answer your phone.

Get call forwarding. Or an answering service. Hire staff if you need to. Butmake sure that someone is picking up the phone when someone calls your

business. (Notice I say someone. People who call want to talk to a liveperson, not a fake recorded robot.)

2) Dont make promises unless you WILL keep them.

Not plan to keep them. Will keep them. Reliability is one of the keys to anygood relationship, and good customer service is no exception. If you say, Your

new bedroom furniture will be delivered on Tuesday, make sure it is deliveredon Tuesday. Otherwise, dont say it. The same rule applies to clientappointments, deadlines, etc.. Think before you give any promise because

nothing annoys customers more than a broken one.


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3) Listen to your customers.

Is there anything more exasperating than telling someone what you want orwhat your problem is and then discovering that that person hasnt been paying

attention and needs to have it explained again? From a customers point ofview, I doubt it. Can the sales pitches and the product babble. Let your customer

talk and show him that you are listening by making the appropriate responses,such as suggesting how to solve the problem.

4) Deal with complaints.

No one likes hearing complaints, and many of us have dev eloped a reflex shrug,

saying, You cant please all the people all the time. Maybe not, but if you

give the complaint your attention, you may be able to please this one person this

one time - and position your business to reap the benefits of good custom erservice.

5) Be helpful - even if theres no immediate profit in it.

The other day I popped into a local watch shop because I had lost the small

piece that clips the pieces of my watch band together. When I explained the

problem, the proprietor said that he thought he might have one lying around. Hefound it, attached it to my watch band and charged me nothing! Where do you

think Ill go when I need a new watch band or even a new watch? And how

many people do you think Ive told this story to?

6) Train your staff (if you have any) to be ALWAYS helpful,

courteous, and knowledgeable.

Do it yourself or hire someone to train them. Talk to them about good customer

service and what it is (and isnt) regularly. Most importantly, give everymember of your staff enough information and power to make those small

customer-pleasing decisions, so he never has to say, I dont know, but so -and-

so will be back at...


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7) Take the extra step.

For instance, if someone walks into your store and asks you to help them find

something, dont just say, Its in Aisle 3. Lead the customer to the item.Better yet, wait and see if he has questions about it, or further needs. Whatever

the extra step may be, if you want to provide good customer service, take it.They may not say so to you, but people notice when people make an extra effortand will tell other people.

8) Throw in something extra.

Whether its a coupon for a future discount, additional information on how to

use the product, or a genuine smile, people love to get more than they thoughtthey were getting. And dont think that a gesture has to be large to be effective.

The local art framer that we use attaches a package of picture hangers to everypicture he frames. A small thing, but so appreciated.

If you apply these eight simple rules consistently, your business will becomeknown for its good customer service. And the best part? The irony of good

customer service is that over time it will bring in more new customers thanpromotions and price slashing ever did!


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The Ten Commandments of Customer Service

1.Know who is boss. You are in business to service customer needs, and youcan only do that if you know what it is your customers want. When you trulylisten to your customers, they let you know what they want and how you can

provide good service. Never forget that the customer pays our salary andmakes your job possible.

2.Be a good listener. Take the time to identify customer needs by askingquestions and concentrating on what the customer is really saying. Listen totheir words, tone of voice, body language, and most importantly, how they

feel. Beware of making assumptions - thinking you intuitively know what

the customer wants. Do you know what three things are most important toyour customer?

Effective listening and undivided attention are particularly important on the

show floor where there is a great danger of preoccupation - looking around tosee to whom else we could be selling to.

3.Identify and anticipate needs. Customers don't buy products or services.They buy good feelings and solutions to problems. Most customer needs are

emotional rather than logical. The more you know your customers, the better


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you become at anticipating their needs. Communicate regularly so that you

are aware of problems or upcoming needs.4.Make customers feel important and appreciated. Treat them as individuals.

Always use their name and find ways to compliment them, but be sincere.

People value sincerity. It creates good feeling and trust. Think about ways to

generate good feelings about doing business with you. Customers are verysensitive and know whether or not you really care about them. T hank them

every time you get a chance.5.Help customers understand your systems. Your organization may have the

world's best systems for getting things done, but if customers don'tunderstand them, they can get confused, impatient and angry. Take time to

explain how your systems work and how they simplify transactions.Appreciate the power of "Yes". Always look for ways to help yourcustomers. When they have a request (as long as it is reasonable) tell them

that you can do it. Figure out how afterwards. Look for ways to make doing

business with you easy. Always do what you say you are going to do.6.Know how to apologize. When something goes wrong, apologize. It's easy

and customers like it. The customer may not always be right, but the

customer must always win. Deal with problems immediately and letcustomers know what you have done. Make it simple for customers to

complain. Value their complaints. As much as we dislike it, it gives us an

opportunity to improve. Even if customers are having a bad day, go out o fyour way to make them feel comfortable.

7.Give more than expected. Since the future of all companies lies in keepingcustomers happy, think of ways to elevate yourself above the competition.

Consider the following: y What can you give customers that they cannot get elsewhere?y What can you do to follow-up and thank people even when they don't

buy?y What can you give customers that is totally unexpected?Get regular feedback. Encourage and welcome suggestions about howyou could improve. There are several ways in which you can find out whatcustomers think and feel about your services.

y Listen carefully to what they say.y Check back regularly to see how things are going.y Provide a method that invites constructive criticism, comments andsuggestions.Treat employees well. Employees are your internal customers and need aregular dose of appreciation. Thank them and find ways to let them knowhow important they are. Treat your employees with respect and chances are

they will have a higher regard for customers. Appreciation stems from thetop. Treating customers and employees well is equally important.


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Ordering Processing

I. Introduction

Third Party Logistics (3PL) is the development of modern logistics industry abrand new form oflogistics theory and practice is becoming the focus of

attention. Experienced a short period of ten years of development, the worlds

third-party logistics market has clearly demonstrated the potential of large,

progressive and high growth characteristics. Third-party logistics companies to

introduce advanced information processing technology will not only improve

the logistics enterprise of the degree of automation and information sharing,

improve efficiency, lower costs, more important is to fundamentally change thestrategic development of logistics enterprises effectively promote the logistics

enterprises collaboration between departments to improve the logistics business

and customer information-sharing.

From the third party logistics service company in China with research results,

53% of businesses were satisfied with third-party logistics services, 47% were

dissatisfied, while the main reason for dissatisfaction is the slow operation and

logistics information is not timely , inaccurate, followed by operating the high

error rate, operating costs are high. Thus, our third party logistics logistics

operation of much-needed improvements, especially in its logistics information

capabilities. China Storage Association, the national logistics supply and

demand on the results of several surveys also show that the quality of logistics

information to become operational after the third -party logistics companies are

not satisfied with the current one of the main. From the third survey, we can see

that the demand for the introduction of third -party logistics companies, 67% of

the production enterprises and 54% of the commercial enterprises are satisfied

with a third party logistics services, 23% of manufacturing enterprises and 7 %

of commercial enterprises are not satisfied with third-party logistics services.

Not satisfied with the reasons, first because the work is slow and logistics


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information is not timely, inaccurate, followed by the operation of high error

rate, operating costs are high. To the fifth survey is still the high operating costs

and logistics information is not accurate and the top two, as shown in Table 1.

Can be seen from the production companies and commercial enterprises

concerned about third-party logistics services is the cost and operation of the

first quality and includes logistics information, including the operation of the

capability.

The current competition for third-party logistics companies around the

possession of information resources and, hence the establishment of efficient

and appropriate management information system is the challenge, an effectivemeans to strengthen its own. How to establish reasonable and effective third

party logistics management information system in front of us has become very

urgent task.


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2, from the perspective of third party supply chain logistics management

information system of recycling

Supply chain management mainly through the supply chain, feed -forward

information flow and feedback of logistics, information flow, of suppliers,

manufacturers, distributors, and so the end-user fused to the include order, sales,

inventory management, transportation , warehousing, customer service,

integrating the various aspects of management, so that each node in the supply

chain to share the functions of the integrated enterprise to form a hol istic

management model. It requires the enterprise supply chain information flow,

logistics and cash flow, value-added flow, traffic Yiji collaborative partnerships

to design, planning and control of suppliers, manufacturers, distributors until the

end user to connect into a whole reached on the mutual logistics business

processes seamlessly, from the perspective of system optimization to achieve an

integrated supply chain management control of, and to deliver value according

to the value.


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In the middle of the third party supply chain logistics enterprises should play a

bridging function of its logistics, its logistics operation in the implementation of

information technology on the basis of operation should be established with the

supply chain can lower the node Jinxing Shujujiaohu and transmission of data

platform, by information technology and information systems support, and

supply chain partners and downstream customers to share the logistics of supply

and demand information in a timely manner, thereby integrating all of its supply

chain logistics resources.

From the implementation point of view of supply chain management, third party

logistics enterprises should form a network of the logistics management

information Xitong, to strengthen the whole supply chain logistics part of the

information Jiao Liu, with suppliers and logistics partners, vendors and

outside the Society, between the downstream customers supply chain of

information processing and sharing, and logistics through the cr eation of Web-

based trading system to simplify the logistics logistics orders transaction-driven

process, so as to effectively realize the integration of its logistics business

collaboration.

3, the supply chain point of view of operation of third-party logistics

business

Information system analysis and planning in, we need to understand in detail the

actual processes third-party logistics, and related links Meige specific analysis

in order to develop the actual situation for third -party logistics enterprise

management information system.

Basic third-party logistics supply chain processes as: customer acceptance of

third party logistics distribution request, to review the order, classification,

treatment, and arrangements for goods to and from libraries unde r orders to


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draw up distribution plans, seek the goods according to customer demand

accurate and timely service suppliers from the market demand side (Figure 1).

Specific third-party logistics processes include the following aspects.


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1. Order Processing

Order processing is the beginning of the distribution center operations, is also

the starting point of data information systems. And efficient order processing is

the key to the success of information systems, order service throughout every

aspect of the logistics supply chain. Logistics center is only valid in the

customer service received a request to continue the distribution, transportation.

Received orders to implement the main through the Internet can also be by

phone, fax and other means, but in this case, the need to manually input order

information.

2. Authentication

A reliable system should be receiving an order to verify the identity of the

customer only after the passage to whom the authentication service, or need

further contact with customers, allow customers to modify or Register.

Customers through distribution centers in the registration server, you must

provide some useful information such as company contact telephone number,

company location and so on.

3. Information Classification Management

Because different sources of customers, it should distinguish between different

types of service, while the need for timely response to customer requests, but

also on the distribution of goods, quantity, type, mode of transport, etc. were

classified and sorted.

4. Inventory Management

Inventory management is mainly the status of the entire stock merchandise

tracking surveys and the overall management, including storage management, a

database management, inventory counts. First, the warehouse m anagement of


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goods entering the warehouse to collect information (such as registration,

classification), to prepare for future delivery; Second, the library management is

the coordinated combination of processing to achieve picking, receiving orders

and distribution request, the request to order the release of goods, and record

distribution of relevant information; third, stock warehouse inventory is

available to manage the status of goods. To keep them in meeting delivery

requirements.

5. Distribution, transport processing

Distribution system is a system of specific customer orders processed sector in

order processing and inventory processing, transport processing between a

processing system. System according to the order requirements, combined with

stock picking conditions or contact procured treatment, and treatment results of

the corresponding category, or delivery to the demand side. Distribution,

transport processing is a complex system to process, because the third -party

logistics companies are facing customers in different areas, logistics centers

must have the real-time status of each distribution point, then decision -making

system to analyze and judge for the formulation of a reliable and economical

distribution plan, the appropriate distribution point or integrated with other

supply chain enterprise resources to complete.

6. Financial settlement

Third-party logistics and financial settlement of the same manner as other

transactions, are generally set up a special account through the bank, with

delivery receipts, by network or other means, the money designated to

Zhongxin . Be noted that this settlement is built on both sides based on integrity.


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7. Decision Analysis

Decision analysis is intended to allow enterprises to lower costs and better

delivery to complete the task. Decision analysis usually involves making the site

distribution, inventory decisions, scheduling, selection of foreign co -partners,

customers and management.

8. Management

Business management is the management of staff through various means to

achieve efficient management of distribution centers, and to develop appropriate

business decisions. According to various information and reports, including

statistical data distribution, customer service response to the report on the

distribution, number and duration of delivery of goods report, the failure rate of

distribution of goods, warehouse inventory, equipment breakdowns and

maintenance reports, equipment, cost analysis, human resource analysis,

decision-making.


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Order processi chat.


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Opportunity Flowchart Description

This opportunity flowchart shows the steps involved in processing an order.When things go right, the steps in the left column are taken. When things gowrong, the steps in the right column are taken.

Opportunity flowcharts show the steps in a process and also show whether each

step adds value to a product or only adds cost. Value -added steps are shown inthe left column. These are the steps taken when everything goes right. Cost -added steps are shown in the right column. These steps only occur when thing s

go wrong. If there are no problems, then only the steps in the left column aretaken.

Opportunity flowcharts allow you to see where a process can be improved.

They highlight the opportunities for improvement. Opportunity charts separate

those essential steps for making a product from those that are included only tocheck for or fix problems.

You can first draw a detailed flowchart of a process and then separate the stepsinto value-added or cost-added-only. Ask yourself, "Would this step be needed

if the process worked perfectly?"

By looking at an opportunity flowchart you can quickly see how much work iscaused by things going wrong. Opportunity flowcharts allow you to see where a

process can be improved.

Partner Opportunities

As the supply network of EMS/ODM extends to include other partners,component manufacturers and third party distributors, it is critical to co -ordinate

fulfillment processes across multiple parties and have real time visibility toreact quickly to any problems. To maintain cus tomer service, the EMS must

provide customers with continuous and up to date information, while still

minimizing internal and external distribution and warehouse costs. Frequently,the EMS is required to monitor and replenish customer inventory and guarant eeavailability of parts at the Brand Owner location. Fulfillment controls the actual

fulfillment of customer replenishment orders based on the manufacturing

program and according to the criteria established in the contract with the BrandOwner. Fulfillment orders frequently involve similar processes as sales orderprocessing in terms of logistics and configuration, however pricing and the

actual sale was established through the contracting process.


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Business Goals & Objectives1.Improving Customer Service: Increase multi-channel delivery of

services Reduce late orders.

2.Improving Regulatory Compliance: Reduce risks of fines andpenalties.

3.Managing Fixed Assets & Resources: Improve physicalinventory process.

4.Reducing Operating Costs & Increasing Efficiency: Lowerlogistics costs.

Business Processes

Sales (fulfilment) Order Processing

This business process makes it possible for you to deliver a specific product

configuration and quantity, or to provide a service at a specific time. During

sales, fulfilment order processing, a fulfilment organization accepts the orderand is responsible for fulfilling the contract.

Interactive Configuration

This process enables you as a sales employee or customer to configure aproduct in line with your requirements.

Responsive Replenishment

You can use this business process to plan responsive replenishmentbased on the results of the Responsive Demand Planning process.

Responsive Replenishment Planning plans the optimal shipments tocustomer locations. During this process the netting take place, transportloads are created, and finally the orders are created. Promotion and

baseline demands can be planned independently.

Fulfillment Order Analysis

You can use this business process to analyze sales quotations and sales orders.This enables you to monitor the sales transactions that have taken place in your

organization at a detailed level.


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Safety Stock Planning

Safety stock is the quantity of additional stock procured and/or held tosatisfy unexpectedly high fluctuation in demand. Safety Stock Planning

Planning allows you to meet a target service level while creating a

minimum necessary amount of safety stock throughout your entiresupply chain for all intermediate and finished products at their respective

locations.

Warehousing and Storage

Warehousing and Storage includes multiple processes throughout thewarehouse from the time materials enter the warehouse via GoodsReceipt until they exit the warehouse with a Post Goods Issue.

Specifically covered in this process you will find the management of

inventory including putaway strategies and replenishment. Possiblevariants include task and resource management and Radio Frequence(RF) support. Optional steps include support for production supply,Value Added Services and Yard Management.

Outbound Processing

Outbound with WM: Outbound processing comprises the preparation of goods

to be delivered from a warehouse to a receiving location. Outbound processingwithin the scope of warehouse management typically comprises activitie s like

the notification of goods to be supplied from a warehouse to a customer forwhich the outbound delivery serves as the reference document, picking,packing, physical goods issue in warehouse, loading, goods issue and goods

issue posting to IM, advising advanced shipping notifications to businesspartners and, obtaining a proof-of-delivery from the receiving business partner.

Outbound without WM: Outbound processing without WM comprises thepreparation of goods to be delivered from a warehouse to a rec eiving location.

The warehouse is managed on a storage location level using Lean WM.

Supply Chain Monitoring and Control

Supply Chain Performance Management (SCPM) enables you to define,select, and monitor key performance indicators (KPIs), giving you anintegrated, comprehensive view of performance across the supply chain.SCPM with mySAP SCM includes a large number of predefined KPIsbased on the Supply Chain Operations Reference model (SCOR) covering


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all supply chain activities including source, plan, m ake, deliver, andreturn.

Physical Inventory

Physical Inventory is a process that all companies with their own stocksor special stocks in their warehouse eventually face. There are severaldifferent kinds of physical inventory that can be managed, for example:periodic inventory, continuous inventory, cycle counting or inventorysampling.

Freight Costing

A shipment can have costs which represent the charges of the

Transportation Service Provider (TSP, carrier), possible handling

charges, surcharges such as fuel, and other accessorial or direct

transportation costs. The Shipment Cost Document enables the

calculation of the shipment costs for any given shipment.

Billing

You use this business process in order to create customer invoices in SAPCRM. Here, one or more than one billing due list item is copied into a billing

document. You can either create the billing document with reference to thedelivery, or to the sales order. It is also possible to create billing documents withreference to contracts. You make the necessary setting in Customizing. The

following describes delivery-related billing. Also see associated process,outgoing royalties settlement.


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Customer Order CycleThe customer order cycle occurs at the customer/retailer interface and includes

all processes directly involved in receiving and filling the customers order.Typically, the customer initiates this cycle at a retailer site and the cycl eprimarily involves filling customer demand. The retailers interaction with thecustomer starts when the customer arrives or contact is initiated and ends whenthe customer receives the order. The processes involved in the customer order

cycle include: Customer arrival

Customer order entry

Customer order fulfillment Customer order receiving


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Customer Arrival. The term customer arrival refers to the customersarrival at the location

where he or she has access to his or her choices and makes a decision regardinga purchase. The starting point for any supply chain is the arrival of a customer.

Customer arrival can occur when

The customer walks into a supermarket to make a purchase The customer calls a mail order telemarketing center

The customer uses the Web or an electronic link to a mail order firmFrom the supply chain perspective, the key flow in this process is the

customers arrival.The goal is to facilitate the contact between t he customer and the appropriateproduct so that the customers arrival turns into a customer order. At a

supermarket, facilitating a customer order may involve managing customerflows and product displays. At a telemarketing center, it may mean ensuring

that customers do not have to wait on hold for too long. It may also mean

having systems in place so that sales representatives can answer customerqueries in a way that turns calls into orders. At a Web site, a key stem may besearch capabilities with tools such as personalization that allow customers to

quickly locate and view products that may interest them.

The objective of the customer arrival process is to maximize the conversion ofcustomer arrivals to customer orders.

Customer Order Entry. The term customer order entry refers tocustomers informing the

retailer what products they want to purchase and the retailer allocating productsto customers. At a supermarket, order entry may take the form of customers

loading all items that they intend to purchas e onto their carts. At a mail order

firms telemarketing center or Web site, order entry may involve customersinforming the retailer of the items and quantities they selected. The objective ofthe customer order entry process is to ensure that the order entry is quick,

accurate, and communicated to all other supply chain processes that are affectedby it.

Customer Order Fulfillment.During the process, the customersorder is filled and sent to

the customer. At a supermarket, the customer performs this process. At a mailorder firm this

process generally includes picking the order from inventory, packaging it, andshipping it to the customer. All inventories will need to be updated, which may

result in the initiation of the


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replenishment cycle. In general , customer order fulfillment takes place from

retailer inventory. In a build-to-order scenario, however, order fulfillment takesplace directly from the manufacturers production line. The objective of thecustomer order fulfillment process is to get the correct orders to customers by

the promised due dates at the lowest possible cost.

Customer Order Receiving. During this process, the customerreceives the order and takesownership. Records of this receipt may be updated and payment completed. At

a supermarket, receiving occurs at the checkout counter. For a mail order firm,receiving occurs when the product is delivered to the customer.

Monitor Inventory as It Moves to the

CustomerAnd Back

Order Lifecycle Management unites three powerful modules to put you in

control of the entire order management process.

yDistributed Order ManagementKeep your supply andcustomer demand in profitable balance. A global view of inventory at

the supplier, in transit or at the warehousecombines with cross-channelorder reporting to enable you to deliver what your customers want, when

they want it. Satisfy demand using the full supply pipeline by divertingin-flight inventory to where it's needed most: directly to customers,

directly to stores, or to the appropriate distribution center based on real -time inventory positions. Manage inventory across channel s by creating

virtual divisions in the Distributed Order Management layer, alleviatingcross-channel inventory complexity from distribution center operators.

yReverse Logistics ManagementMake returns efficient,accurate and easy. Capture customer information, track return reasons,

and automatically select the optimal mode of transportation to makereturns a source of valuable customer and quality information. Auto matevendor rules and streamline return-to-vendor credit process. Improvevendor buyback, reduce cycle time and improve open -to-buy.

y Store/CustomerGatewayLet customers and stores place, trackand confirm their orders on line, giving you proof of receipt,opportunities for feedbackand happier customers.


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Bibliography

WWW.Google.com

WWW.Managementparadise.com

WWW.Wikipida.com

customer & order

Documents