Durchbruchs-Innovationen S4R
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Durchbruchs-Innovationen S4R
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Durchbruchs-Innovationen S4R
- 1. Speed4Results Durchbruchs-Innovationen und Wettbewerbsvorteile für Produktions-, Projekt- und Handels-Unternehmen
Hinweis der Redaktion
- Dieser Einstieg ist geeignet für CEO / Fokus of Power / Vertriebs-/Marketing-Leitung Dieser Einstieg ist nicht geeignet für Fokus of Receptivity Dieser Einstieg ist nicht geeignet für Fokus of Dissatisfaction, wenn es sich um einen Leiter einer operativen, leistungserbringenden Einheit handelt. Rudi: Laut Huthwaite: CLEs ( C L evel E xecutive)value diagnosis more than hearing about products or services. Lower level managers are more interested in the products and services and how they work. CLEs delegate the task of ‘vetting’ (checking) the proposed solutions to lower level ‘experts’. This pesentation seems to be addressed more to the CLEs. Now, how do we get it in front of them??
- Um welche Wettbewerbsvorteile es sich handeln soll, wie diese aufgebaut, zu Geld gemacht und aufrecht erhalten werden, hängt von der Art des Unternehmens ab: Projektgeschäft oder MtO oder MtS oder CGD oder ###
- Die Erfahrung zeigt: es ist möglich:
- Die Erfahrung zeigt: es ist möglich, … = = = = = = = = = = = = = = = = = = = = = Notizen aus Chat mit Rudi: Reliable due performance If the industry supplies normally in 3 weeks then the ability to do the same reliably is already an advantage. Being able to supply in 1/2 and 1/4 the time can, from time to time be extremely valuable for the client The number of orders desired in 1/2 or 1/4 the time may be only a small %age of the total demand. Howbere if the industry finds out hat the supplier can do this, and 5% of the industry always has the need - then the supplier can take over the hi-speed business with huge pemiums (justified premiums) Reliability can reach nearly 100% in MTO environments Lead-times are equal t competition OR, when need 1/2 r even 1/4 the normal industry lead time
- = = = = = = = = = Welche Schäden? If an article is not available when needed, then the client must wait for replenishment - and miss an orer himself. The damage of issed orders (and even lost clients) can be huge. In MTS environments the client has a combination of shortages and surpluses - in retail surplus mean discounts either end of season or in factory outlets - expensive for margins (also means stores must have high margins to compensate for discounted sales (and write-offs)). Shortages are often not even realized - since we had a great prodct it sold out - a sellout is celebrated - nobody remembers to count the missed sales. Surpluses also can block full price sales. In order to sell the unpopular items the stores place them prominently near the front and ‚hie‘ the popular items in the back. Sales continue to be slow and sales of the ‚hidden‘ popular items slow down. Welche Nachteile? Was heißt Verfügbarkeit? Availability means the article is there waiting for the customer when he comes in to buy it. The solution dynamically adjusts stock levels to almost current demand
- Die Erfahrung zeigt: es ist möglich,
- Handelsunternehmen haben oft zu hohe Bestände von bestimmten Artikeln während andere Artikel ausverkauft sind. Einerseits ist Kapital unnütz gebunden. Andererseits gehen (kurzfristig) Umsätze und (langfristig) Kunden verloren. Shops suffer from shortages and surpluses at the same time. Frequently the supply chain has plenty somewhere, but not where the consumer wants to buy. A product that is a sellout is celebrated rather than recognising we will miss sales until a replenishment arrives - if it arrives at all. Surpluses must be discounted and promoted which tends to block sales of full price popular products. Sales per shelf meter (SPSM) suffer because of both surpluses and shorteges. Shortages distort SPSM measures. If there is nothing to sell, a product has a ZERO SPSM!
- Experience tells us it is possible to, Increase availability in shops to nearly 100% Well over 99,5% are always there in the quantities clients require.. Some shops have shown that huge gains in sales are possible if availability is guaranteed. Customers learn where availability is good and visit those shops preferentially. Customers don‘t leave a shop to look for their desired article elsewhere - sales are not lost. Benefits for shops and suppliers surpass any added cost for availability by a huge margin. Die Erfahrung zeigt: es ist möglich, die Verfügbarkeit auf nahe 100% zu erhöhen Weit über 99,5% der Artikel sind immer verfügbar – bei gleichzeitiger Verringerung der Bestände um 50%. durch sehr hohe Verfügbarkeit deutlich mehr zu verkaufen Kurzfristig: es gehen keine Umsätze in Folge von ausverkauften Artikeln verloren Mittel- bis Langfristig: es werden Kunden gewonnen, weil sie wissen, dass immer alles vorhanden ist
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