（物流管理）看看飞利浦如何处理回收物流.pdf

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（物流管理）看看飞利浦如何处理回收物流.pdf

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（物流管理）看看飞利浦如何处理回收物流 HowPhilipsReducedReturns FromtheNovember/December2003issueofSupplyChainManagementReview TONYSCIARROTTASupplyChainManagementReviewNovember1,2003 Theanswertoreducingthecostofreturnsdoesnotalwayslieinimprovingyour reverselogisticsoperations.AtPhilipsConsumerElectronics,thereturns managementdepartmenthasfocusedonhowitcanstopreturnsbeforetheyeven enterthereversesupplychain.Bytakingpreventativestepssuchasimproving aproduct’seaseofuse,enforcingcompanypolicies,andrevitalizingthe servicenetwork,Philipshascutitsreturnsbymorethan$100millionperyear. In1998,Iwaspresentedwithanopportunity:headupareturnsmanagement departmentwithinPhilipsConsumerElectronicsandhelpleadeffortstocontrol amajorcostdriver—productreturns.Atthattime,PhilipsConsumerElectronics hadnoreturnsmanagementdepartment,andreverselogisticswasnotyetpartof thelanguageofmostmanufacturers. ButmanagementandKenGoins,thevicepresident/generalmanagerofPhilips ServiceCompanywhoapproachedmewiththeopportunity,recognizedthatthe companywasfacingrelativelyhighreturnrates.Theimpactofthosereturnson thebottomlinewassignificant,amountingtotensofmillionsofdollarsin losses.Philipsmanagementwasunderpressuretoreducethecostofreturns. Theyrealizedthatthecompanyneededtodevelopacorecompetencyinreturns management,whethertheactualprocesseswerehandledinhouseorviaoutside partners.Managementbelievedthatitneededadepartmentwithadedicated directorandfocusedstafftoaccomplishthesegoals,hopingthatsucha departmentwouldenduppayingforitselfintheprocess. WhenKenapproachedme,Iwasworkingintheproductmarketinggroupaftera decadeinsaleswithregionalandnationalaccounts.Mybackgroundwasnewfor thereturnsmanagementrole.Normally,thecredit,finance,orservicegroups withinmostcompanieshandlereturns.ButKenunderstoodthatreturnsreally arereversesales,andtheyareoftencausedbyproduct-marketingdecisions. Aswebegantostudythesituation,wediscoveredareturnsenvironmentthat wasoutofcontrol.Ingener