To create the methodology and research of supply chain management innovation in motor after sales-Hotai Motor

• Main Authors: Ming-Shean Huang, 黃明顯
• Other Authors: Shong-Iee Ivan
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/58060089796850227687

碩士 === 東吳大學 === 企業管理學系 === 93 === Historically, logistics tend to be regarded as a dangerous, dirty and heavy-workload activity, which is also called as ‘3K industry’ terms from Kiken, Kitanai and Kitusi in Japanese. Under this image, it is not easy to be respected and paid attention to the context by top management, even worse to be catageorized into “Most Unimportant Department”. Untill recently, however, growing expectation on service and product from consumer motivate company to rethink their logistics strategy except the marketing strategy; at the meanwhile, they found logistics is playing a critical role to contribute on customer statisfaction and more than that it can be the source of value and profit. Thus, the functions of logistics service turn to be variable and complex. As a result, 3K is given a new definition – that is, Key to market, Key to differential and Key to collaboration. The purpose of this artical is to find out how innovative logistics strategy can be beneficial to company’s value and customer’s satisfication based on the insight of service marketing by reviewing the traditional definition of logistics. The research method is referred to the view point of W. Chan Kim and Renee A. Maubogne in terms of how to improve, redesign inter-company’s strategy matrix in order to build up new niche market through innovative approach. As one of their contribution, the so-called “Value Innovation Action Tank - VIAT” is about making competition irrelevant by creating uncontested market space. By explaing value curve, Value Innovation advocate enterprise break the value/cost trade-off by pursuing low cost and differentiation simultaneously; also define the key success factor for certain industry and mode of competition. Through reading archives and practical case – especially for Toyota’s DNA and Toyota way, I expect to clarify the synergy of innovation on business performance and its customer by studying the collaborative and integrated mode of logistics in order to verify the value of logistics innovation. I take after-sales service market of automobile industry as the case analysis and disassemble it into several points: 1. An overall study of after-sales service market as of automobile industry – the segment of OEM parts and service parts. 2. The role of service parts logistics for after sales market and customer service – financial constribution from “Ground benefit” 3. The tendency of functions of supply chain in automobile industry – procurement management, delivery management, process integration and IT, etc. All of them is to represent as a collaborative strategy. 4. A connection between service marketing and service parts logistics – it is to explain the discrepancy between positive and passive approach on service parts income, and verify further on the relationship between service parts logistics and sales by discussing the mode of service parts demand. Innovative strategy on service parts logistics in Hotai Motor Co (short as HMC) is the context of this article. Three main approaches are shown as following: 1. VMI and spoke-mode supply system: When they reflected their service performance and capability of logistics supply, HMC found it necessary to redefine their indicator in accordance with customer’s view. Therefore, the performance of service parts supply is indicated as 3 kinds of indicators. (1) Real-time parts service rate: It is summarized by lines of parts. It can identify the availability of parts when they are demanded. (2) Repair Order Fill Rate: It is summarized by each Repair order to identify the capability to supply within promised time. (3) Perfect Repair Order Fill Rate: It can identify the capability to supply immediately based on repair order. 2. PIAS (Parts Informaiton Value-Added System) – A integrated system to connect service job and logistics supply in horizontial mode, and link upstream and downstream information in vertical mode by developing collaborative process and system deployment among supply chain partners. (1) Change job relationship in service workshops: Providing visible and timely information for people who need it can break the barrier of functional job dispatch. (2) Adopt “On-time and Jidoka inventory management” approach: Link parts supply information among supplier, HMC and dealership. (3) Web EPC (Electronic Parts Catalogue): Providing not only parts information also inventory, ETA etc. by linking supplier’s inter-process and information. (4) Adopt process analysis to Toyota 7 service procedures: From making a reservation, reception, filling in repair order, job dispatch, examination, delivery explanation and service follow-up, figure out the improvement points by developing As-Is and To-Be mode for each procedure. 3. Door-to-Door: HMC provide Door-to-Door service for urgent case without claim for extra freight to customer by cooperating with DHL. Serveral concerns such as freight cost, inventory carrying cost, service rate, Lead time of back order and speed are totally evaluated relatively. For overall, all above mentioned approaches are not indenpent at all. They are strongly tied with each other. In other words, they form a strategy matrix, and they are necessary to be developed on path. IT tech and process improvement is also the key to reach the target successfully. Therefore, a good consideration to decide when IT should be involved with is one of the essential parts. Furthermore, aligning with strategy planning, a derivative mode of new business comes out in the case of HMC. It turned to be a reference basis and was proposed to form a new business unit by using BSC’s methodlogy. At that time, the content and opportunity has been characterized by logistics service provider, logistics IT provider and logistics consulting. In the end of this article, all approaches will be reflected and concluded into the spirit of Toyota Way to emphasis the importance of continuous Kaizen/improvement. Moreover, I also point out one remaining concern as for “Car-Life care cycle development”, which is to build up a brand new service experience for customers by linking pre-serivce, in-service and post service and using CRM and KM technology under the basis of e-Global Supply Chain Management.