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Customer Service Supply Chain Management: Models for Achieving Customer Satisfaction, Supply Chain Performance, and Shareholder Value (FT P
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DRIVE MORE VALUE FROM YOUR SUPPLY CHAIN BY IMPROVING THE WAY YOU MANAGE CUSTOMER SERVICE
- Optimize linked interactions across your entire customer service environment
- Implement customer-centric strategies, including customer-based supply chain segmentation and lifelong customer logistics management
- Use the business-driven customer service model to align customer services management to business goals, and measure your progress
Customer Service Supply Chain Management offers expert guidance for managing your supply chain to deliver more innovative and profitable customer experiences.
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Pioneering supply chain management experts Alexandre Oliveira and Anne Gimeno provide a comprehensive overview of the topic, detailed descriptions of each high-value approach, and modern applications and best practices proven at leading companies worldwide. Complementing theoretical texts, they offer deep knowledge of how pioneering customer service management techniques are actually applied in the field.
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This book’s content will be exceptionally helpful to both practitioners and students in all areas of supply chain management, customer service, and marketing, including participants in leading certification programs.
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To build a truly customer-centric business, you must integrate, balance, and optimize four sets of relationships: product, customer, service, and process. By doing this, you empower your business to deliver the high-profit solutions your customers really want: personalized packages of products, services, support, education, and consulting.
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Customer Service Supply Chain Management offers a complete model and blueprint for achieving these goals. Global supply chain innovators Alexandre Oliveira and Anne Gimeno show how to systematically address key issues ranging from organizational structure, governance, and strategy to day-to-day tactics and operations.
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Oliveira and Gimeno help you assess where you stand now, identify gaps and priorities, and move rapidly towards greater effectiveness. They introduce realistic examples, applications, and best practices: all designed to help you translate theory into practice, and practice into profits.
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USE CUSTOMER SERVICE SUPPLY CHAIN MANAGEMENT TO:
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GROW SALES VOLUME:
- Increase market share
- Accelerate revenue cycles
- Reduce lost sales
- Support marketing and sales initiatives
IMPROVE CUSTOMER EXPERIENCE:
- Add customer value
- Optimize cost to serve
- Deliver the right service at the right cost
GROW MARGINS:
- Reduce cost of sales
- Improve asset management
- Balance service levels and cost structures
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- Sales Rank: #1784616 in Books
- Published on: 2014-07-06
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .90" w x 6.20" l, .98 pounds
- Binding: Hardcover
- 208 pages
From the Author
This book presents the Customer Service Management Model, a dynamic mechanism developed to evaluate the interactions present in the customer service environment. This model considers several interactions:* The balance between customer's service level expectation and the level of service actually hired from a given supplier* The correlation that compares the customer's expectation in relation to the level of service that is to be delivered and the perception about the actual service level* The difference between the official contracted level of service and the process performance actually delivered to the customersTo translate customer needs into a customer-centric business, it is necessary for the relationships between supplier and customer to have the maturity to promote change management and to review the balance of the following forces: product, customer, service and process. Customer-centric strategies offer the best solution based on personalized packages of products, service, support, education, and consulting.Through people it is possible to manage knowledge, triggering the virtuous cycle that creates and sustains the value-added innovative environment that leads the business to its ultimate goal: delivering value to the shareholder. The balance between operational activities and strategic influence represents an organizational challenge because it requires people diversity within a small group of people.The customer service department tends to have few thinkers and innumerable operators. To address this reality, the authors present the Customer Service Balanced Organization Model (CSBO Model), which is basically founded on two pillars: an order-management celland a compliance cell.
About the Author
Alexandre Oliveira is a founding-partner at CEBRALOG (www.cebralog.com), a supply chain consultancy and training company headquartered in Brazil since 2001. Alexandre has also been President of the Brazilian Institute of Supply Chain Professionals (I.B.S.) since 2007. He offers courses for MBA programs at Business School S�o Paulo and is a regular contributor to seminars, conferences, and congresses.
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Alexandre began his career at Procter and Gamble, where he gained executive experience in manufacturing, quality assurance, and logistics in assignment in Brazil and in Europe, but for the past 15 years, he has developed his career as consultant. Alexandre has worked as a senior consultant, trainer, and expert advisor for companies such as GE, 3M, Sony, Bayer, Pepsico, Pernod Ricard, Unilever, Avon, Adidas, John Deere, Eaton, Walmart, Motorola, and several others.
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Alexandre holds a Bachelor of Arts degree in Chemical Engineering and a Master in Finance degree from the State University of Campinas (Unicamp, Brazil) and a Master of Science (Honors) degree in Logistics and Supply Chain Management from Cranfield’s University School of Management, United Kingdom.
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Since 2001, Alexandre has actively influenced logistics thinking in several supply chain organizations. He chaired the Logistics Committee at the American Chamber of Commerce (Amcham, Brazil, 2001– 2004), chaired the Supply Chain Committee at the British Chamber of Commerce (Britcham, Brazil, 2006–2007), and he was Regional Vice-President of former Brazilian Logistics Association (2002–2003). He has lectured in MBA courses since 2004 in top regional universities such as State University of Campinas (Unicamp) and State University of S�o Paulo (USP).
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Alexandre has published in the International Journal of Physical Distribution and Logistics Management and coordinates the Operations and Supply Chain Academic group at LinkedIn, which currently has nearly 20,000 members (March 2014).
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Anne Gimeno is a founding-partner at CEBRALOG, a supply chain consultancy and training company headquartered in Brazil since 2001. Anne has also been the Managing-Director of the Brazilian Institute of Supply Chain Professionals (I.B.S.) since 2007.
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Anne began her career at Procter and Gamble, where she gained executive experience in materials planning, sales, and customer service. For the past 15 years, she has worked as a senior consultant for companies such as GE, 3M, Bayer, Pepsico, Pernod Ricard, and several others.
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Anne holds a Bachelor of Arts degree in Chemical Engineering and a Master of Science (Honors) degree in Logistics and Supply Chain Management from Cranfield University’s School of Management, United Kingdom. She served as the director of the former Brazilian Logistics Association (2002–2003).
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