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Timetable for the automatic order processing

Author: Mag Eric Kaltman, Senior Consultant TEMA

Operational excellence in the administrative process is now more than ever the "sine qua non - Condition of competitive businesses. The order processing interface to the Customer will therefore gain in importance as the product is only an hour late, we can not afford anymore. Put another way: with a 100% fill rate to attract customers!

are key processes for order fulfillment on the one hand a functioning Demand & Supply Chain Management to operational sales plan (if you promise things you can not keep, or your delivery times are not competitive, the best order processing will fail), on the other hand, a well-structured, stable and fast order processing (order to cash process). What are the conditions required to be a load on the Customer Service Center automatically handle standard order, displays the current posting. Anticipation should be noted: The conditions are primarily in the organizational field. Both the functionality you need (Note: The author refers to his experience with SAP R / 3) and the technology to integrate systems in times of SOA, EAI and Web . Services no longer an issue

As guidance for the process flow we use the TEMA reference business process model

The basic problem: An automatic order processing required in the system stored decision rules, not a single standard for all customer functions, either in the specification of the transport processing, etc., and certainly not in pricing. In addition, order changes - often at the last minute - a common "show stopper" for efficiency in processing.

condition 1 is an appropriate customer segmentation, in turn, their input refers to the result from the Generic Supply Conditions Customer Service Levels. These include not only things such as Incoterms, payment terms etc. but also process-related parameters such as internal / external lead times, "rush order" - time limits, change fees, minimum order sizes, number of batches per delivery, etc. that are designed for each customer segment differently are. A "strategic customer" will be treated differently, therefore, as a buyer or opportunity. a distributor, a group-sales company in turn different external and a distribution chain. For example, for strategic customer can reserve a "iron stock" order for this to always have product available for the casual buyer, this would, of course the capital is binding (and product storage costs!) nonsense. Another example: If you are able to demonstrate change orders for non-strategic customers with a change fee, you will not only reduce the number of changes, but "save" and the resulting legal costs.

Condition 2 is complete and accurate master data management, taking into account all necessary for a plan-driven material requirements planning position parameters on material and customer.

assumption 3 is the definition of customer-related credit limits that are considered within the framework of the automatic credit check on order volumes and accounts receivable.

assumption 4 is a functioning, the customer service levels considered dynamic availability check on all stages (with the underlying piece of material, routings, etc .) Non - availability of the product that the dispatching is done in the (customer-border) production plan and schedule of availability for the customer according to its segment. Quality selection (such as for batch production in the chemical industry) and booking procedures (safety stock, booking in balance with demand planning, etc.) are an integral part.

The "Available to promise" - Check is relevant for success even at the customer's request, since we assume that statements must be answered about the availability over the phone customer service center in the request.

condition 5: Definition of rules for automated price determination independent of manual intervention by key account managers or business management! In addition to the consideration of customer segment customized discount scales are needed, etc and maintain.

condition 6: Selection of a Vorzugsfrächters per freight route (road / rail / sea / air) and any region. Contractually binding and service levels correlating with the Customers Service Level Agreements enable the definition and the deposit of price tables (eg service level. Delivery time, distance, weight, etc.) for automatic identification and cargo freight price order.

condition 7: Defining the outsourcing strategy (such as FIFO, partial pallets first, ...) and if automated handling equipment in use: integration of the ERP system with the warehousing and handling equipment for the automatic generation of outsourcing contracts and confirmation of the amount used.

condition 8: Definition of sharing rules and limits of tolerance for intervention-free order processing. Clarify all order details have to order dispatch by the service desk.

can Undoubtedly, in the details still have as many conditions and is not bearing produces direct bearing pavers or loose product is not the same packaged product is, etc. Primarily this is about the efficiency potential of a customer segmentation for their consistent application to the pricing and the effect of Customer Service levels to reduce the number of job changes and procedural burden on non - profitable customers.

Conclusion: The internal order processing can be automated so far, that he - in the standard case of available product - its limits only in the actual removal, the product and can be settled so quickly. At the same time the number of "standard contracts" will increase dramatically

With complete order entry is automatically triggered the credit check and availability check and approved the contract in the positive case. The pricing is (already in tenders) automates the delivery date (= customer request date) is in the availability check, then accepted if it is due to the internal and external (freighters) lead times and complied with the relevant customer service levels can be. The release generates an order confirmation via email to the user and automatically creates the delivery, which in turn generates a function of aging times, etc. of the camp at the appropriate time a "removal order" to the warehouse. The same applies to the creation of a purchase order to the freight carriers. According to the outsourcing strategy is to pitch managed warehouses destocked good / parking space identified by the warehouse management system and outsourced goods. With the use of automated materials handling equipment is to acknowledge the outsourcing of goods output set automatically in the delivery, initiated the printing of shipping documents and the goods issue, which in turn generates the invoice. Using the same automated Mahnvorschlags you monitor the payment. By applying the procedure with your credit Vertragsfrächter You can also eliminate the cost of the audit of freight bills.

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secure profits, potential to expand - a review of successful methods of crisis management

Why a review of crisis management methods?

1. lacking in many companies during the crisis period and take into account the resources, all impact on the overall organization and all relevant parts according to enlisting their support. That will catch up to be an important task to ensure the stability and sustainability of the changes.
The
2. suitable for a crisis-management methods can successfully management of ongoing improvements / changes can be used.

why - did review

crisis management three levels

1. reaction: ensuring survival, liquidity will
2. Action: implement successful business make
3. creation: building success factors and potential for success, requirements for new achievements provide

An action plan crisis management encompasses the entire spectrum of ad hoc measures to optimize to strategic risk management. In the deep crises of point 1 outgoing pressure but time and again caused a tunnel vision to "Save", some fatal consequences.

As with any successful project also requires a good crisis management of a comprehensive status checks as the basis for the measures.

Status Check is aimed at the above levels, liquidity, results, strategy. Starting point for the measures, the entire interaction chain of the company

Step 1: Check status
Step 2: Need for action identified as a basis for action

Step 3: Definition of "measures - Mixes" by: Relevance

• Income • Short-term feasibility (resources)
• ; sustainability
• The need for risk avoidance

with the results of a two-dimensional action planning

Step 4: Implementation as overall and in several sub-projects and monitoring

the full set of slides with examples of measures, I would be pleased to send interested parties (h.fuchs @ tema.at).

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Service Level Management as a strategic tool

Author: Mag Eric Kaltman, Senior Consultant TEMA
Under the dogma "Entrepreneurial Security in Action" is a major focus of the management task in the application of an efficient methodology for implementation and ongoing management of strategic objectives at the operational level. In the posts on SRPI has already been discussed in detail on how strategically relevant performance indicators and identified as part of process optimization by using reference models can be improved. Today it is the efficiency of the SRPIs as service levels of internal (corporate) or outsourced services.

is what the strategic relevance of service level management:

• service levels define the need-based design of services
• service levels are a tool for cost control (lower service level = lower costs)
• SRPI-correlating service levels provide a direct implementation of strategic objectives relevant
• service levels (vs. cost) support strategic "make or buy decisions
• The settlement model of services (which is included in the standard price, which is individual charged against it) affected the "consumption"

Which services and what organizational environment is service level management is an appropriate method

The focus of SLM is naturally in the environment of corporate Services (ie Central Purchasing, IT, Finance or Human Resources as a corporate service for several group companies) and as an indispensable element in the outsourcing of services. The idea may lie close to refer to their service levels and costs, for performance optimization of the performance of individual regions or departments, the authors argue, however, that is sufficient in such cases is usually the collection and benchmarking of individual SRPIs.

conditions and procedure for implementation:

The most important - and by many underestimated - a challenge for the implementation of service management is the definition of the service structure and the exact description of the content in these "products" included activities and related assets for service delivery. Suppose IT offers its service catalog is a product "standard workstation" at:

• What hardware is provided renewed after how many years?
• Which software licenses and annual maintenance fees for this are included? If
• contain the associated Directory Server / File & Print servers and their support in the price?
• Which assets for software distribution and call management are included?
• What services are included in the standard price (eg help desk) which services are charged separately (eg IMACs - Install - Move - Add - Change) are

main design feature for us to structure the services have their market conformity, for it is a prerequisite for performance and price benchmarks in the industry as well as in the non-profit organizations (such as credits for funding bodies). The second design feature is the correlation with the SRPIs to ensure that these are projected correctly in a service. Here the experience of the respective division manager or consultant are required.

The process model in the figure provides an overview of the overall model:

Let's try an example representation of possible SRPIs for Central Purchasing: Adopted

they have in the company's strategic aims for purchasing the improve the economy of scale and reduction of lead times in the order process defined as targets, crowd as SRPIs almost on

• The increase in purchase volume per active supplier (according to material groups)
• The reduction in the number of active suppliers
• The ratio (in%) of the active purchasing volume of master agreements
• etc.

An increase in the volume of orders per order in contrast, could be counter-productive, because inducing the also increase the storage capacity and capital commitment.
Similar examples can be, for example. define for the improvement of delivery reliability, product quality or delivery time (ie typical SLs for purchasing) with ease. In addition to the action in the model as "operational SLs" defined indicators - mainly in our example the price of purchased materials and services - are the SRPIs a perfect service level based on the implementation of strategic objectives. Some service levels result also makes sense only if they are made in combination with others. Operational procurement costs as a percentage of purchase volume (the SL can be a good indication if there is no costing is implemented) are only meaningful when there is the same price as the amount of development information.

change management, SLA evaluation rules, Pönalevereinbarungen, escalation procedures etc., are essential components of the service level agreements. They regulate the procedures for any changes in requirements as well as the actions and consequences in the event of an error (broken down into levels of urgency).

the internal transfer model, the necessary external service prices are added to the internal activities (at least one "management shares" remains even with outsourced services companies) and charged on relevant quantitative indicators, via internal activity allocation on the performance relating cost centers and orders. A settlement of internal activity allocation is always preferable to a levy approach, because the former quantity-based PPP support and the pay in the absence of different distribution key for plan / actual does not allow meaningful analysis of plan-actual value deviation.