The main customers of Win Logistics

1, EXEL became the main logistics service provider of Ford.

1) Opportunities and Challenges1At the end of 1996, Ford ambitiously introduced a brand-new production system into its global production plants. Subsequently, as an integral part of the whole production system, the logistics procedure of new raw materials has become an important part that must be carefully planned and strictly implemented. After three months of market research, at the beginning of 1998, Ford chose EXEL as its main logistics partner (LLP) in southern Europe. EXEL is responsible for providing Ford with the planning and coordination of all material movements between factories in this area. EXEL became Ford's logistics information manager and established an optimized logistics network for material movement between Valencia's engine and locomotive factory and Bordeaux transmission factory.

2) Specific solutions In order to truly reflect the role of logistics partners, a brand-new logistics operation mode is established. EXEL sent a high-quality project team to establish a logistics network and system between Ford factories. Team members devote themselves to the new logistics system with their superb professional quality, enthusiasm and language communication ability. Through communication and consultation with employees of various departments and different factories in the factory, a set of supply chain management system that meets Ford standards-high quality, high efficiency and low cost is finally established. EXEL analyzes the delivery data twice a week to optimize and improve the existing logistics network. Make a daily pick-up/delivery list with similar procedures every day, check the three-dimensional utilization rate of the network, and further optimize the logistics network on the basis of practical experience. In addition, team members always coordinate the situation that the actual operation is inconsistent with the plan to ensure that the carrier and supplier maintain orderly operation. In practice, it is easy to make mistakes in extracting the physical objects from the warehouse according to the outbound order. In order to solve this problem, EXEL established a spare parts database, and accordingly established an assembly and integration guidance database among spare parts. In this way, the actual operation is carried out according to the guidance of the database, and the delivery error will not be caused by the omission or wrong delivery of a certain part.

3) Summary After a year of cooperation, EXEL has greatly saved the logistics cost for Ford. By the end of 1999, all suppliers in southern Europe hope to be included in the logistics network established by EXEL for Ford. EXEL holds weekly meetings with Ford related personnel to continuously evaluate the current logistics operation procedures. This practice is very helpful to reduce logistics costs and increase the transparency of this supply chain.

2. Ford and DaimlerChrysler enjoy logistics service resources.

1) Opportunities and Challenges Automobile manufacturers are constantly under pressure to reduce costs. Both Ford and DaimlerChrysler's customer service departments believe that the two companies can use a logistics service provider to provide spare parts distribution procedures for agents in after-sales service. In this way, the duplication of delivery routes between the two companies can be avoided.

2) Specific solutions DaimlerChrysler and EXEL negotiate whether it is possible to establish a spare parts distribution system with Ford. EXEL convened representatives of two automakers to discuss their concerns. Such as service level, cost, available delivery routes and carrier selection. 1998 65438+1October, EXEL began to build a delivery service system for1/Ford and Daimler-Chrysler agents in northern Michigan. This area in northern Michigan was chosen because there is a great demand for delivery by agents in this area. In this way, the situation that the vehicle space of each single distribution company can not be fully utilized has been changed, and the distribution routes of the two companies have been merged, which greatly improves the utilization rate of vehicle space. Ford and DaimlerChrysler agreed that their goods would be transported by DaimlerChrysler vehicles, and EXEL would be responsible for the specific operation. In addition to normal logistics operation, who is responsible for loading and other issues? In order to solve these problems, EXEL played the role of ambassador, coordinating the personnel, agents, dispatchers and drivers of the spare parts distribution center to make the whole operation process smooth.

3) Summarize the success of Ford and DaimlerChrysler in enjoying the logistics system. After the success of the first phase of cooperation, Ford, DaimlerChrysler and EXEL began to discuss further cooperation. The second stage plans to integrate the delivery logistics system of 50~ 100 agents. Ford has more than 5,000 agents and DaimlerChrysler has about 4,500 agents. It is estimated that about 10% of the agents can benefit from the logistics * * * enjoyment system. Some agents have benefited a lot from * * * enjoying the logistics system. As can be seen from the report of an agent, we used to receive goods twice a day, from Ford and DaimlerChrysler respectively. Whenever the goods arrive and need to be unloaded, the staff have to put the customers they are entertaining aside to unload, which often makes the customers very dissatisfied. Otherwise, temporary unloading personnel must be hired twice a day to unload the goods. This unloading procedure is enough once a day, and Ford and DaimlerChrysler can deliver the goods once. The performance of a warehouse shared by multiple vendors can be shown in Figure 6- 1. The abscissa is time, and the ordinate is product inventory. Curves A, B, C, D and E respectively represent the inventory changes of different manufacturers A, B, C, D and E under the condition of setting their own warehouses. As can be seen from the change of the curve in the figure, the utilization rate of the manufacturer's own warehouse has changed greatly. When the commodity inventory is small, a large number of spare inventory is wasted; When the commodity inventory is large, it faces the problem of insufficient inventory in the existing warehouse. The best way to solve this problem is to share warehouses with different manufacturers. As can be seen from the curves A, B, C, D and E in the figure, the peaks and valleys of product inventory of different manufacturers overlap with each other, so * * * shared warehouse can provide the utilization rate of warehouse, thus reducing the storage cost of products of different manufacturers. The horizontal line of warehouse capacity in the figure is calculated by the third-party logistics company according to the cycle of product storage characteristics of different manufacturers. Figure 6- 1 Multi-factory warehouse performance * * *

4) Further cooperation information Ford and DaimlerChrysler believe that the practice of sharing logistics systems can be further applied. Because Ford and DaimlerChrysler have many suppliers of raw materials, they can adopt the practice of * * * sharing in the supply of raw materials.

3.EXEL establishes a product integrated distribution center for Hoffman-Roche.

1) Opportunities and Challenges Hoffman-Roche is a multinational pharmaceutical company in Switzerland. Its diagnostic department produces automatic disease diagnosis instruments, which need the support of various test papers and reagents. After the sales of diagnostic instruments, Hoffman-Roche needs to provide users with test paper and reagents regularly. The transportation of test paper and reagents is very complicated. Hoffman-Roche has established nine warehouses in Europe, one in each country. The inventory of goods is difficult to manage, and there are often cases where some warehouses are full and some warehouses are out of stock. As a result, the cost of supply chain is too high and managers are at a loss.

2) The specific solution EXEL established an integrated European Distribution Center (EDC) for Hoffman-Roche in Strasbourg, replacing the original warehouses distributed in various regions to centrally manage the distribution of test papers and reagents. This enables Hoffman-Roche to focus on the research and development of its core business. The business of the European distribution center in Strasbourg is supported by a warehouse management information system, which is customized by EXEL according to the business characteristics of Hoffman-Roche. The warehouse of European distribution center is divided into different temperature control zones to ensure the special storage temperature requirements of some reagents. Most reagents are produced in Europe, and other production bases are in the United States and the Far East. Strasbourg is on the Swiss border, so the European distribution center is here. This makes the distribution center close to the main producing areas of products, which is conducive to the concentration of products. 3) Summary EXEL provides commodity distribution operation management for Hoffman-Roche, and is not responsible for specific distribution. As a result, the logistics cost is reduced by 25%, the inventory is reduced by 50%, and the operability is improved by over 99%. Supplementary information EXEL chooses an operator in each region of Europe to provide services directly to customers in that region. The distance from Strasbourg to the customer determines the different delivery time.

4.EXEL supports Hoover's home delivery business.

1) Opportunities and Challenges Hoover belongs to CANDY Group, and has production plants in Merthyr Tydfil in Wales, Cambuslang in Scotland and Bromborough in England, which produce carpets, refrigerants and dishwashers respectively. Some products need to be imported from factories in Europe, and Hoover needs to deliver these products to retailers or direct customers all over the UK quickly and economically. More than 800,000 pieces of goods need to be sent every year, of which more than 46,000 pieces need to be sent directly to customers' homes, and old machines need to be unloaded and put on new machines.

2) Specific solutions Since 1984, EXEL has continuously improved its service level to meet the changing needs of customers, and provided specialized IT systems and detailed operational procedures to solve the rising sales volume and various orders. EXEL's dedicated and efficient service for Hoover strengthened the relationship between the two companies, and finally made them work closely together to discuss the countermeasures to solve the problem. In terms of operation, EXEL has set up two new distribution centers for Hoover, using EXEL's logistics network in the UK. On the basis of continuously improving the order management and job scheduling system to improve customer service and vehicle utilization, EXEL developed the customer version of the transaction information system. This system can receive delivery orders all day, and then manage them according to postal code, arrival date and specific arrival place. Before the required delivery date, the order is entered into Paragon (a set of software that arranges the delivery route and plan of the order). Then, according to the plan, make the relevant loading list and delivery list. EXEL has set up a customer telephone consultation center, which works 24 hours a day and answers customers' questions about arrival time at any time. EXEL also provides traders with the opportunity to track the completion of customer orders throughout the logistics network. Traders can access EXEL's order management system through the Internet to inquire about the execution of orders.

3) Summary EXEL adopts advanced information management system to provide Hoover and his customers with quick response delivery solutions. With the support of information system and logistics network, a large number of various orders can be solved in the shortest time. The most important thing is to set up a customer telephone inquiry center to confirm the delivery situation with customers, which greatly improves the accuracy and timeliness of home delivery business.

5. Total product control of 5.EXEL and Nissan

1) Opportunities and Challenges Nissan Sunderland is one of the most prolific automobile manufacturers in Europe, producing not only Micra and Primera, but also Almera. Because many parts and components must be imported from Japan, when receiving sea containers from Japan, they must be unpacked in the factory. After increasing the output of the new car -ALMERA, it means that new venues must be added to cope with the increased arrival volume and the complexity of different spare parts for the three models. EXEL customized a set of plans for Nissan to meet the production plan.

2) The specific solution EXEL has set up a warehouse of 160000 square feet at a distance of/0.5 km from Nissan Factory as a place for unpacking, unloading and storage. In a typical week, the EXEL team unloaded more than 80 containers, supplied 3,000 different production lines, and provided more than 250 on-time deliveries to the receiving points on the production lines near the factory. The most advanced warehouse management technology and design interface are connected with Nissan's mainframe, and EXEL's real-time system adopts radio data terminal in all workflow-to ensure high visibility of inventory and timely transmission of specific information related to receiving and loading. Order processing is fast and flexible. Electronic interface orders can be loaded and delivered within 3 hours, and the production line can receive goods within 1 ~ 4. Some urgent orders can be delivered within 10 minutes after receiving the notice. According to its production line, spare parts have different stacking, arrangement and areas in the warehouse. In order to reduce delivery errors, all spare parts are subject to bar code management.

3) Summary In the face of changing customer needs, EXEL's flexible just-in-time solution ensures high-level customer service, and also contributes to improving production efficiency and saving costs in Nissan Sunderland factory.

6. exel and Owen Scorning

1) opportunities and challenges 1998, Owens corning, one of the largest manufacturers of building materials and composite materials in the world, invited EXEL to manage the goods distribution center and daily distribution. Owens corning plans to store thermal insulation materials in one place-near the thermal insulation material production plant in Newark, Ohio. With the participation of EXEL, the original 400,000-square-foot cargo distribution center has been expanded to 65,438+0,000,000-square-foot distribution center, becoming the only integrated thermal insulation material distribution center in China. The successful construction of EXEL insulation distribution center has deepened the cooperation with Owens Corning. 1999 Owens corning plans to change the warehouse operation of Jackson Tenn factory. This factory produces waterproof fiber materials for roofs and wallboard. EXEL was selected as the third-party logistics service provider of Owens Corning for its excellent early service, and was responsible for managing the 200,000-square-foot warehouse near the factory. Crucially, Owens Corning asked the third-party logistics service provider to take over all its logistics services within 30 days.

2) Facing the challenge, EXEL immediately began to implement the first step of logistics planning-export project management. EXEL had participated in the whole process before the sales contract was signed. In addition to controlling the delivery and arrival time, Exel is also involved in guiding the maximum marginal cost, return on investment and expected income. For warehouse management, EXEL pays attention to every link of warehouse operation, including safety and human resources. First, EXEL studied the original inventory management information system with the information system manager. Thanks to EXEL's experience in SAP enterprise resource planning management information system, Owens Corning's professional operators quickly mastered the relevant specific operation methods. Arranging the right staff for the warehouse is another challenge faced by EXEL. It is difficult to recruit suitable employees in Jackson. So EXEL raises wages to attract talents. In addition, EXEL and HR manager * * * worked out the job responsibilities of each position, making the division of responsibilities and treatment of each position as reasonable as possible. After that, EXEL began to conduct formal vocational training for employees. Owens corning did not inform its customers of the change of the third-party logistics service provider because it was full of confidence in EXEL's service. On the first day of business handover, more than 40 trucks were loaded with goods, and there was no problem. After the successful handover of business, EXEL has set a series of main work indicators for Tenn Factory and developed an advanced warehouse positioning and tracking system to improve the throughput and inventory accuracy of the warehouse. Under the premise of not increasing personnel, within three months, the receiving and dispatching volume of the warehouse increased by 30%. The cargo tracking system introduced by EXEL enables Tenn factory to package the shipped goods in reusable plastic packaging, which saves the packaging cost and improves the delivery efficiency. Owens Corning and EXEL are also constantly trying to improve their cooperative relationship. In the first year of cooperation with EXEL, Owens Corning changed the fixed cost accounting with third-party logistics service providers into an algorithm of logistics cost plus profit. The two companies have adopted a unified logistics cost accounting mechanism and set up a reward and punishment system according to service quality, which is very conducive to reducing logistics costs and improving service level.

3) Summarizing the cooperation between EXEL and Owens Corning makes:

(1) Increase the throughput of the warehouse from 855,000 pounds per day to 1,1/6000 pounds per day.

(2) The inventory accuracy is improved from 90% to 98.5%.

(3) Customer satisfaction has been improved, from 2-3 complaints per week to less than 1 complaint per month, or even no complaints.

(4) The ability, stability and work efficiency of employees have been improved, and the number of employees has only increased by 20% when the warehouse throughput has increased by 30%. As a result, the operating cost per pound of goods decreased by 8.8%.

(5) Improve safety productivity by implementing various safety rules and regulations and weekly safety meetings.

7.EXEL and P & amp； G

1) Opportunities and Challenges P & amp； G's Commercial Products Group (CPG) distributes products in the northeastern United States through its Kentucky Regional Distribution Center (RDC) in Florence. In the past, there were many cases of delayed delivery and damaged goods, so we were faced with the problems of speeding up delivery time and improving customer service quality.

2) The specific solution is for P&; G. By using EXEL software, the existing warehousing management and transportation strategies are analyzed in detail, and a new integrated warehousing and transportation management scheme is proposed to reduce delivery time and improve customer service level. EXEL and p & amp； G design uses EXEL's warehouse in Pennsylvania as P & amp； Cross-storage of G products can reduce unnecessary operations of products, improve transportation management and maximize the use of existing resources. Products are shipped directly from the Kentucky Regional Distribution Center (RDC) to Cross Warehouse in Pennsylvania. Carpool with other product manufacturers from the cross warehouse in Pennsylvania and transport it to similar destinations in the northeastern United States. This operation process not only reduces the number of operations of the goods, but also ensures that the goods are completed by experienced warehouse operators in each process. In addition, the goods are delivered directly to customers, which shortens the transportation time and reduces the transportation cost by sharing transportation resources with other manufacturers who have delivery needs in this area. If you are in P &；; G, Kentucky Regional Distribution Center (RDC) and Pennsylvania Cross Warehouse do not have fast and efficient data information transmission. This solution will be to build a tower on the beach.

3) Taki Regional Distribution Center (RDC) receives data from P&; Receive customer orders. Orders that need to be shipped across warehouses in Pennsylvania every day are summarized into a report, and the delivery operator analyzes the delivery summary, so that the operator can carpool the delivery routes of different manufacturers before the invoice is sent across warehouses in Pennsylvania. Every day, the delivery/delivery details should be sent back to P & amp； G, in order to track and analyze the delivery situation. Procter & gamble company. G evaluate each carrier through the carrier report card submitted by EXEL.

4) Summarize EXEL's rich experience in carpooling (LTL), which makes P &；; G benefited a lot. EXEL is in charge of P & amp； All delivery services in the northeastern United States. In addition to reducing transportation costs, the use of cross warehouses has the following advantages.

(1) The average delivery time is reduced by 1 day.

(2) The timely delivery rate increased by 10%.

(3) The damage rate of goods is reduced by 8%

(4) By organically combining advanced information technology with professional transportation and warehousing management, EXEL can realize integrated warehousing and transportation management, improve the overall efficiency of the supply chain and reduce costs.

8.EXEL and medical institutions in London have spent more than two years in research and analysis, comparing hospitals with supply chains in retail and automobile industries. The results show that the hospital's supply chain service level is low, the facilities are poor and the IT system is poor. In order to solve these problems, EXEL put forward the concept of "support center" and set up a brand-new distribution center in London as a strong support between medical institutions and manufacturers.

1) opportunities and challenges the supply chain management of hospitals depends entirely on medical staff, ordering and maintaining the minimum inventory. Warehouses and receiving/shipping sites take up a lot of space, and receiving/shipping more than 50 times a day often causes serious confusion. Lack of trained staff and low warehouse management level often lead to repeated orders, excessive inventory and expired products. In addition, the coordination of supply chain is also very problematic. Five independent teams are responsible for receiving/delivering goods, and many precious time of medical staff is wasted on receiving/delivering goods or warehouse management. The most serious thing is that it is difficult to control and forecast the inventory level due to the lack of effective management information system. So it is impossible to make a long-term strategic procurement plan.

2) The specific solution EXEL establishes a brand-new commodity distribution channel and recreates the supply chain of medical institutions and manufacturers. The support center has established an inventory management and tracking system, which makes the warehouse inventory of medical institutions and hospitals highly transparent. The use of barcode ensures the accuracy of goods demand generation and goods tracking from the support center to the hospital warehouse. Hospital departments make electronic lists of drugs and medical equipment, and the purchasing and product consulting team of medical institutions is responsible for product selection, supplier selection and price negotiation. From 65438 to 0998, Central middlesex Hospital (CMH) first benefited from the new concept of "support center", and CMH signed a seven-year supply chain management contract with EXEL. EXEL has implemented a series of measures, including IT system construction and employee retraining. After the implementation of the project, CMH reduced the cost and improved the service efficiency and quality. EXEL's hospital support team developed an ordering demand method based on inventory level, including about 8,000 bar codes and more than 3,000 different products. After the support center collects the order from the hospital, it issues the purchase order to the manufacturer. After receiving the goods, send the goods to the hospital in the order of each hospital. This practice not only reduces the cost and time of ordering food, but also enables medical staff to focus on the core business of the hospital.

3) Summarizing the application of the concept of "support center" has greatly improved the quality of supply chain management in medical institutions. The time spent by medical staff in the supply chain is reduced, saving the cost of procurement, transportation and storage. With the application of management information system, the medical staff in the hospital have benefited a lot from product selection, dosage prediction, procurement contract signing and so on. Figure 6-2 can vividly illustrate that EXEL's "support center" plays an important and concise role in connecting manufacturers and hospitals in medical institutions. In the figure, A, B, C, D, E and F respectively represent manufacturers of products supplied by Chinese medicine hospitals in medical institutions, and A, B, C, D, E and F respectively represent hospitals in medical institutions. Figure 6-2( 1) shows the product supply chain relationship between manufacturers and hospitals before EXEL established the support center; Figure 6-2(2) shows the product supply chain relationship between various manufacturers and hospitals after EXEL intervened and established the support center. Obviously, the support center established by EXEL simplifies the product supply chain relationship between manufacturers and hospitals.

9.EXEL supports Argos' sustainable home delivery service.

Hold on. 1) Opportunities and Challenges 1990, EXEL has been a strong support of Argos since it started its direct selling service. Cooperation has made great progress in the first decade. With the booming Argos business, EXEL continues to show its strength. Mainly in the following aspects. 1990 Argos produced 6 kinds of products, and 1000 kinds of products were developed from 1999, which required 23,000 home deliveries every week. Despite the rapid growth of service demand, EXEL has always maintained a high degree of customer satisfaction. In order to cooperate with the business development of Argos, EXEL changed its management procedures accordingly and moved the warehouse twice in six years. Despite the continuous growth of business volume and the relocation of warehouses twice in six years, customer satisfaction has remained above 97%. On the basis of improving customer satisfaction, we constantly seek ways to reduce costs and improve work efficiency.

2) Specific solutions In the process of cooperation with Argos, the EXEL supply chain design team has been maintaining close cooperation with the specific operators of Argos. EXEL built 13 warehouses for Argos all over the UK, each with 385,000 square feet and 60,000 pallets in it. After entering the new millennium, 200 batches of goods are sent from the warehouse every day and delivered directly to every customer in the country. This efficient and advanced door-to-door service is mainly attributed to:

(1) In-depth and continuous operation and customer service training;

(2) High-quality and well-trained operators;

(3) Advanced sales forecasting and analysis tools can ensure that logistics resources can meet business needs;

(4) EXEL's advanced management methods and rich practical experience ensure high production efficiency in any huge and complicated operation. 3) Summary Since 1990, EXEL has demonstrated its various capabilities. From the operation of adapting to the continuous growth of product sales to the operation management of home delivery in the UK. EXEL is committed to continuous improvement of operations. Do everything possible to reduce the loading time of goods in the warehouse and introduce a set of vehicle distribution planning methods, which can reduce the amount of vehicles used by 20% compared with usual. EXEL's service enables Argos direct users to enjoy more advantageous services than other suppliers.