■ Text/Shang Hongyan Ning Xuanxi
The empirical analysis of logistics in developed countries shows that only when independent third-party logistics accounts for 50% of the total logistics can modern logistics be formed. Huge demand and broad development space are the basic conditions for the third-party logistics in China. In 2003, the third-party logistics market in China has exceeded 60 billion yuan. Morgan Stanley predicts that by 20 10, the annual growth rate of the third-party logistics market in China will reach 16% to 25%. According to the survey results of IDC, 45% enterprises will choose new logistics suppliers in the next year or two, among which 75% enterprises will choose new logistics enterprises instead of the original warehousing and transportation enterprises, and 64% enterprises will outsource all integrated logistics services to new logistics enterprises. These figures reflect that the market demand for third-party logistics is considerable.
At present, the development level of third-party logistics in China is still relatively low, and the proportion of enterprises dissatisfied with third-party logistics is as high as 50%. Facing more and more logistics service providers, enterprises always have no choice; The third party logistics involves a wide range of services, and it is difficult for many logistics service providers to make an objective judgment on its overall level. Only by evaluating and analyzing the performance of the third-party logistics enterprises can we correctly judge the actual operation level of the third-party logistics enterprises, improve their operation ability, and then improve their overall efficiency. For a long time, due to the characteristics of multi-party, process complexity and diversity of logistics, there is a lack of effective standards to measure logistics performance. At present, China's logistics industry is in the development stage. The establishment of logistics system and real-time performance evaluation is of great significance to continuously improve and improve the level of logistics management and make it the "third profit source" of enterprises. Therefore, how to scientifically and comprehensively analyze and evaluate the performance of logistics enterprises has become an urgent task for logistics enterprises.
Years of practice have proved that many traditional enterprise performance evaluation methods have the following defects: they focus on the evaluation of a single enterprise or a single functional department, but do not pay attention to the measurement of the overall performance of the supply chain; Data often come from financial results, which lag behind in time and cannot reflect the dynamic operation of supply chain, leading enterprises to pay attention to short-term interests and damage long-term development potential; Emphasizing the post-event evaluation of the event results, it is impossible to evaluate and analyze the business process of the supply chain in real time, which makes it impossible for enterprises to correct the deviation of the business process in time; Only pay attention to the internal evaluation of enterprises, but not to the relationship between enterprises and external stakeholders. Therefore, with the rapid development of third-party logistics, it is increasingly important to establish a systematic performance evaluation method to evaluate third-party logistics enterprises accurately and objectively.
First, the establishment of third-party logistics enterprise performance evaluation system principles
When establishing the evaluation index system of third-party logistics enterprises, the following principles should generally be followed:
(1) Systematic principle. Third-party logistics enterprises should set corresponding indicators according to various internal and external conditions, reflect the whole picture of third-party logistics enterprises systematically and scientifically, and realize scientific evaluation of the whole enterprise.
(2) The principle of hierarchy. Indicators should be divided into evaluation levels, and the selection of indicators at each level should highlight key points and analyze key performance indicators.
(3) the principle of comparability. The economic content, time and space scope, calculation caliber and method involved in the evaluation index system should be comparable, so we should refer to the international and domestic logistics management standards of the same industry when establishing the system.
(4) the principle of universality. The evaluation index system should be widely used in the third-party logistics enterprises and remain relatively stable in the development and changes of theory and practice.
(5) the principle of economy. The evaluation system should consider the cost-effectiveness of activities and select representative indicators that can fully reflect the overall level of third-party logistics enterprises, so as to reduce workload, reduce errors, reduce costs and improve efficiency.
(6) The principle of combining quantitative and qualitative analysis. Because customer satisfaction and other aspects related to the performance of third-party logistics enterprises are difficult to quantify, the establishment of evaluation index system should not only quantify the performance of logistics management, but also use some qualitative indicators to correct the quantitative indicators.
(7) Dynamic long-term principle. Since the relationship between the principal and the logistics provider is a strategic partner after selecting the third-party logistics enterprise, the evaluation of the third-party logistics enterprise should not be limited to the current situation of the enterprise, but should consider the long-term development potential and long-term interests of the third-party logistics enterprise, which should be consistent with the development goals and strategic planning of the enterprise.
Second, the establishment of third-party logistics enterprise performance evaluation system
According to the above seven principles, the performance evaluation system established in this paper is divided into three categories, and the refined bottom indicators can be directly quantified or qualitatively evaluated conveniently.
1. functional indicators: functional indicators reflect the function realization of each value-added link of third-party logistics enterprises.
(1) Customer service level: out-of-stock frequency, delivery error rate, customer satisfaction, average delivery time, order processing time, on-time delivery rate, delivery flexibility, order completion stability, customer retention rate, service cost per customer, information communication level and customer satisfaction rate afterwards;
(2) Distribution function: distribution safety, distribution success control, product availability and inspection accuracy;
(3) Transportation function: transportation capacity, punctual transportation rate, transportation economy, full load rate of transportation vehicles, utilization rate of transportation capacity, transportation time, transportation accuracy, and commodity breakage rate;
(4) Inventory function: inventory capacity, inventory turnover rate, cargo receiving and dispatching capacity, inventory structure rationality, inventory accuracy and forecast accuracy;
(5) Purchasing function: delivery date, payment terms, order processing and relationship with suppliers;
(6) distribution processing's function: technological rationality, technological advancement, distribution processing degree and promoting consumption.
2. Operating indicators: The operating indicators reflect the current operating conditions of third-party logistics enterprises.
(1) Customer service level: out-of-stock frequency, delivery error rate, customer satisfaction, average delivery time, order processing time, on-time delivery rate, delivery flexibility, order completion stability, customer retention rate, service cost per customer, information communication and customer satisfaction rate afterwards;
(2) Management level: product damage rate, logistics system error correction processing time, supply plan realization rate, equipment time utilization rate, business process standardization and management personnel ratio;
(3) Enterprise strength: financial investment ability, information technology ability, advanced equipment level, influence and business scope of the same industry, market share, market growth rate and success rate of new user development;
(4) Informatization level: hardware equipment level, advanced software level, information activity subject level, information sharing rate, information utilization value rate, real-time information transmission volume, informatization investment, customer change lead time, customer change completion rate, network coverage rate, average transmission delay and transmission error rate;
(5) Cost level: unit product logistics cost, proportion of logistics cost to manufacturing cost, logistics cost control level, service cost per customer, order reflection cost and inventory unit cost;
(6) Profitability level: net asset profitability, total asset profitability and capital turnover rate.
3. Stability indicators: Stability indicators reflect the development potential of third-party logistics enterprises and affect the possibility of long-term operation and cooperation with third-party logistics enterprises.
(1) Customer service level: out-of-stock frequency, delivery error rate, customer satisfaction, average delivery time, order processing time, on-time delivery rate, delivery flexibility, order completion stability, customer retention rate, service cost per customer, information communication and customer satisfaction rate afterwards;
(2) Technical strength: the proportion of technical personnel, the proportion of technology development funds, the ability to develop and innovate, the proportion of technological transformation assets, the proportion of patent ownership, the leading degree of equipment technology, and the stability of hardware facilities;
(3) Profitability: net asset profit rate, total asset profit rate and capital turnover rate;
(4) adaptability: information system level, forecasting ability, integration, external communication, process reengineering and delayed logistics;
(5) Enterprise cohesion: the unity and enterprising spirit of the leadership, the cohesion of employees and the satisfaction of employees;
(6) Empirical indicators: industry service time, service type, cost saving ratio, personnel training and cultivation, customer stability, supplier stability, historical cooperation, benefit and risk sharing, compatibility of core competence and strategic concept;
(7) Corporate image: employee quality, business philosophy, market reputation and social responsibility.
3.. 3PL enterprise performance evaluation methods and technologies
At present, there are several methods to evaluate the performance of third-party logistics enterprises put forward by domestic scholars: the evaluation method based on efficacy coefficient method and supplemented by comprehensive analysis method; Comprehensive evaluation of the system by analytic hierarchy process; Use the comprehensive evaluation method (fuzzy theory) to evaluate the logistics performance; The fuzzy comprehensive evaluation method is used to evaluate the performance of third-party logistics enterprises. Use data envelopment analysis (DEA) to evaluate logistics performance; Using fuzzy clustering method to analyze logistics performance: using utility theory to evaluate logistics performance; The two-stage comprehensive evaluation method of logistics system (DEA/AHP) is adopted. These methods have their own advantages and disadvantages and scope of application, and should be adopted according to the specific situation of third-party logistics enterprises.
This paper analyzes the principles of establishing the performance evaluation of third-party logistics enterprises, and gives a relatively complete performance evaluation index system of third-party logistics enterprises, hoping to play a certain role in the performance evaluation research of third-party logistics enterprises.
Establishment of Customer Service Performance Evaluation System for Logistics Enterprises
Subtitle:
Author: Wuhan University of Technology … Source: Business Times Popularity: 593 Time: 2005-10-15: 51:18 Enter the forum.
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In view of the importance of customer service level to logistics enterprises, based on the principle of establishing customer service performance evaluation system, the design of customer service performance evaluation index, the determination of weight and the analysis of final results are discussed in detail, which provides a useful discussion for logistics enterprises to establish a scientific customer service performance evaluation system.
Keywords: logistics index system SWOT analysis benchmarking management
Logistics is an important way to optimize the allocation of resources, improve the quality of economic operation, improve the investment environment and enhance the core competitiveness of enterprises. As the direct output of logistics enterprises, customer service level is a measure of the ability of logistics system to create time and space effects for customers. The increasingly fierce competition makes more and more logistics enterprises realize that only by providing customers with satisfactory services can they gain customer loyalty, thus gaining sustainable development ability and competitive advantage.
Design of Customer Service Performance Evaluation Index for Logistics Enterprises
fundamental principle
To design customer service performance evaluation indicators, we must first make clear the basic principles of design:
Comprehensive. Indicators should be able to comprehensively and systematically evaluate the customer service quality of logistics enterprises, and effectively supervise, control and master the whole process of customer service of logistics enterprises.
On behalf of. There are many factors that affect customer service, and the principle of representativeness requires the selection of the most critical factor, so we should pay attention to weigh these two aspects when designing indicators.
Economy. When designing indicators, cost-benefit factors should be fully considered, and the cost and benefit of obtaining indicator data must be weighed.
Operability. It mainly refers to the understandability of index items and the feasibility of relevant data. This is an important factor that must be considered when establishing the evaluation index system.
The principle of relative stability. Relative stability is conducive to the continuous improvement and development of the index system. Of course, relative stability does not exclude that the specific content of the index system has been improved according to the changes in the environment.
Basic indicators
Experts at home and abroad have done a lot of work on the index structure of customer service performance of logistics enterprises. The logistics service elements are divided into pre-transaction elements, in-transaction elements and post-transaction elements, and the performance level of logistics customer service can be comprehensively evaluated from the following three aspects:
Pre-transaction factor evaluation indicators:
Inventory availability rate. Refers to the enterprise's ability to meet customer demand in time. When the demand exceeds this index, there will be a shortage.
Target delivery time. Refers to the product delivery time planned and promised by the enterprise.
Information ability. Refers to the ability of an enterprise to meet the needs of customer consultation, tariff negotiation and training before trading.
Evaluation index of transaction factors:
Convenience of the order. Refers to the possibility of customers ordering in various ways and the convenience of each way.
Order satisfaction rate. Refers to the proportion of the number of satisfied orders to the total number of orders in a certain period.
Consistency of order cycle. Refers to the fluctuation of order cycle.
Order cycle time. Refers to the actual time from placing an order to receiving the goods and completing the payment settlement.
Correct rate of order processing. Refers to the proportion of the total number of error-free orders processed in a period of time to the total number of orders.
Order tracking. Refers to the ability to track the status of ordered goods.
Flexibility. Refers to the possibility of meeting customers' urgent delivery or delayed delivery and the ability of enterprises to cope with unexpected time.
Loss rate of goods. Refers to the proportion of the total goods damaged or lost in the operation of logistics services to the total goods.
Post-transaction factor evaluation indicators:
Timeliness of bills. Refers to the correctness and timeliness of receipts, invoices and other bills.
Rate of return or exchange rate. Refers to the ratio of the total amount of return or exchange to the total amount of delivery in a certain period of time.
Customer complaint rate. Refers to the ratio of customer complaints to the total number of services.
Customer complaint handling time. Refers to the total time for enterprises to investigate customer complaints and take remedial measures to meet customer requirements.
Determination of index weight
Although the above indicators can reflect the customer service quality of logistics enterprises from different angles, they have different importance to customers and different contributions to the customer service quality of logistics enterprises. Therefore, it is necessary to match each index with a proportional coefficient that reflects its importance, that is, the weight. This paper intends to use the judgment matrix method for analysis. Judgment matrix method is to judge by comparing the importance of experts or customers, and the specific steps are as follows:
Select a representative customer to form a sample, or organize several experts to form an evaluation team, and ask the sample or team members to compare the importance of the two indicators without communicating with each other. The model of judgment matrix is shown in table 1:
Comparatively speaking, from a horizontal perspective, that is, Amn means that Am is more important than an. If this result is true, then Amn= 1, otherwise Amn = 0；; The sum of the horizontal values corresponding to the vertical term Am plus 1 (to avoid the situation that the score is 0) is its fractional value. We unified all the data in the same table, as shown in Table 2:
Cmn stands for the score of the nth expert or customer on the M index.
Calculation of weight. The calculation formula is as follows:
( 1)
Where:-the weight of the first I indicator;
-the evaluation of indicator I by the j th expert.
Customer service performance analysis
Determination of service quality
After the establishment of the index system, the indicators that are easy to quantify should be quantified as much as possible, and the qualitative indicators that are difficult to quantify should be measured by questionnaire survey. We can combine qualitative indicators with quantitative indicators by scoring. The specific operation is as follows:
When designing the questionnaire, the customer's evaluation of quality is set to five grades: good, good, medium, poor and very poor.
Different grades give different scores, namely: 1.0, 0.8, 0.6, 0.4, 0.
The quantitative results of quantitative indicators are also linked to scores and converted into corresponding scores.
In order to meet the needs of the next evaluation, competitors or industry leaders must be considered when designing the questionnaire of qualitative indicators.
The calculation of total service quality generally adopts the weighted average method, and the formula is as follows:
(2)
In which: y-the total score of customer service quality;
Xi-the score of the i-th evaluation index.
For qualitative indicators, Xi is the average of a score, and its value can be obtained by dividing the total score of the I-th indicator by the number of questionnaires.
Evaluation and analysis of service performance
Service performance evaluation is not an end in itself, but the fundamental purpose is to understand the current service situation, clarify its own strengths and weaknesses, see opportunities and threats clearly, and guide the further development and improvement of customer service strategies. We put customer service of logistics enterprises in a strategic and important position. Therefore, when analyzing the customer service performance of logistics enterprises, we introduce the SWOT strategic matrix analysis method, and combine it with the contemporary popular benchmarking management thought to further strengthen the purpose and guidance of the analysis.
The SWOT analysis method of applying SWOT matrix to customer service performance analysis, that is, strength, weakness, opportunity and threat analysis, is a combination analysis of external environment analysis and internal factors analysis of enterprises. SWOT matrix is used for customer service performance evaluation (importance/performance matrix) as shown in figure 1:
The vertical axis from high (top) to low (bottom) represents importance, and the horizontal axis from low (left) to high (right) represents performance. 1 area has the characteristics of high importance and low performance, and the characteristics of this area need to be improved most. Area 2 has the characteristics of high importance and high performance, and it is necessary to maintain the characteristics in this area. Region 3 has the characteristics of low importance and low performance, and it is necessary to maintain the characteristics in this region. Area 4 has the characteristics of low importance and high performance, and the characteristics of this area need detailed analysis.
The idea of benchmarking management is to take those leading enterprises as benchmarks, evaluate and compare the actual situation of their products, services and management measures with these benchmarks, analyze the reasons why the performance of these benchmarking enterprises has reached excellent level, and choose the best improvement strategy on this basis. The basic composition of benchmarking includes two factors, namely, best practice and measurement standard. The so-called best practice refers to the leading enterprises in the industry and the most effective measures and methods they implement in management. These enterprises should have similar characteristics with their own enterprises and be called benchmarking enterprises. The so-called measurement standard refers to a set of evaluation index system and corresponding data that can truly and objectively reflect the performance of management.
The comprehensive application of SWOT matrix and benchmarking integrates the idea of benchmarking into the importance/performance matrix. The method is to add the performance indicators of the corresponding benchmark enterprises to the importance/performance matrix. In order to reflect the gap between enterprises and advanced enterprises in customer service more intuitively and clearly, the method of quantifying the gap is adopted. The specific method is: take the industry average as the benchmark unit, compare the difference between the calculated performance values of enterprises and benchmark enterprises and the industry average, and get the value to replace the previous performance values. Pay attention to the nuances of different index calculation methods when calculating. For example, the sooner the bill is aging, the better, and the lower the customer complaint rate, the better. Using this method, it is easy to show the gap with the industry average and benchmark enterprises in the form of coordinate axis to managers. Take the four indicators after the transaction as an example:
The node from top to bottom represents the customer complaint rate, customer complaint handling time, bill aging and return or exchange rate, the solid line represents the enterprise performance, the dotted line represents the benchmark enterprise performance, and the solid line in the middle represents the industry average level. As can be seen from Figure 2 of this matrix, this enterprise exceeds the industry average in terms of customer complaint rate and timeliness of bills, but there is still a certain gap from the benchmark enterprises, and it needs to continue to work hard; What enterprises need to invest a lot of resources to improve as soon as possible is the customer complaint handling time, which is not only lower than the level of benchmark enterprises, but also lower than the industry average. This is a bottleneck for enterprises, and on the other hand, it proves that there is still much room for improvement in their services. Due to low customer attention and low return or exchange rate, it has little contribution to service quality. Enterprises don't need to invest too much resources for this, but they still need to improve step by step.
References:
1. Li Wanqiu. Operation and management of logistics center. Beijing Tsinghua University Publishing House 2003.
2. Zhao Lindu. Supply chain and logistics management. Beijing: Machinery Industry Press, 2003.
3. Wang Fanghua. Marketing management. Beijing Machinery Industry Press 2002
4. Miao Jingyi. Application of SWOT analysis in customer satisfaction research, Shanxi Statistics [J], 2003
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