售后服務(wù)概念的評(píng)論【外文翻譯】

1、<p><b>　　外文翻譯</b></p><p><b>　　原文</b></p><p>　　Review of After-Sales Service Concepts</p><p>　　Material Source:EBSCO Author: Pe

2、ter Falster</p><p>　　1. Introduction </p><p>　　After-sales service processes play an integral role in many companies. Even though these processes are not the core business of engineering compani

3、es, services are increasing in importance. As products in the global market become more and more similar, supply chain management and services are becoming key differentiators between companies. High-quality service has

4、become a necessity to retain customers for future sales. </p><p>　　Aftermarket business also represents significant revenue and growth potential for capital goods manufacturers. Against this background Accen

5、ture launched the “Aftermarket Monitor 2005” analyzing the aftermarket capabilities of 58 leading capital goods manufacturers in the Nordics: “Nordic capital goods manufacturers do not fully use their aftermarket busines

6、s as a strategically important source of revenue and profitability. Only 22 % of companies surveyed generate >30 % of their revenue in the s</p><p>　　The focus in this paper is on Middle-of-Life, i.e. the

7、 Service and Maintenance phase. Thus, the purpose of this paper is to discuss after-sales service processes and its relationships to the total life-cycle of a product in general, and business models, methodologies, servi

8、ce portfolio, performance metrics and production planning and control in particular. </p><p>　　2. Service Networks </p><p>　　Wise and Baumgartner quotes Gartner Group for founding that a buyer o

9、f a locomotive engine ends up spending 21 times its purchase value to support its use. And Allmendinger and Lombreglia suggest that any asset that costs more than 10 times its purchase value to use is clear candidate for

10、 networking. </p><p>　　Hartel & Burger state that SMEs find it difficult to maintain their own worldwide service networks at reasonable costs and argue that companies have to build service cooperation. T

11、herefore, they propose a reference model including a guideline to form inter-enterprise service collaboration, so-called service virtual enterprise. </p><p>　　A virtual enterprise can briefly be characterize

12、d as a short-term inter-enterprise cooperation where individual enterprises join core competencies in order to establish a value chain configured exactly to meet a specific customer demand. They see a service virtual ent

13、erprise consisting of three entities: 1)The service network of all potential network members, 2) the Service Virtual Enterprise (SVE) of selected member, and 3) the services as a product offered by the SVEs. The structur

14、al arrangeme</p><p>　　Architecture (VERA) and based on the GERAM architecture. </p><p>　　With focus on one-of-a-kind industry Kauer [3] defines a SVE as “a short-term form of cooperation to fulf

15、il services among legally independent one-of-a-kind producers, service companies, suppliers or sub-contractors in a service network of long-term duration”. </p><p>　　Allmendinger and Lombreglia state that it

16、 is not enough to offer services; it will have to provide smart services. To provide they must build intelligence into the products themselves. As they state: “smart services are based upon actual evidence that a machine

17、 is about to fail, that a customer's supply of consumables is about to be depleted, and so on”. As an example they mention Heidelberg’s printing machines. With machine communication over the Internet, relaying inform

18、ation about their statu</p><p>　　3 .Planning Processes and Managing Service Networks </p><p>　　In order to break a planning process into more manageable parts Franksen proposes in [19] to break

19、the planning process into two generic steps: 1) Design of a technique (re-engineering) and 2) Operation of a technique. </p><p>　　The first step is one of synthesis in which we specify a system configuration

20、 by stating its structural properties. This step describes uniquely the inter-relationships between resources and products. Design of a technique is an open-ended problem in which we establish, heuristically, a productio

21、n system in terms of its causal logic-physical and temporal relationships. The second step is one of analysis in which we investigate a specified system configuration in order to operate it most efficien</p><p

22、>　　Let’s relate these generic steps with Cohen et al. who say that given the complexity involved in managing service assets, companies should break the decision-making process into three planning periods. At the most

23、immediate level of planning (days), companies should worry about repositioning decisions such as replenishment, allocation, and transhipment of resources. At the next level (weeks or months), managers should address the

24、strategic positioning of material, human, and knowledge resources.</p><p>　　In order to monitor performance Cohen et al. further suggest two kinds of metrics to prove useful: customer-focused and internally

25、focused. Customer-focused metrics such as the waiting time for technical assistance, the waiting time for diagnosis, and the waiting time for the delivery of parts can help determine how efficiently a company creates val

26、ue for its customers. Internally focused metrics such as fill rates and parts obsolescence costs can quantify the way companies use their service ass</p><p>　　1. Identify which products to cover. Support all

27、, some, complementary, or competing products. </p><p>　　2. Create a portfolio of service products. Position service products according to response times and prices. </p><p>　　3. Select business

28、models to support service products. Use different models for different products and life cycle stages. </p><p>　　4. Modify after-sales organizational structures. Provide visibility, incentives, and focus for

29、 services. </p><p>　　5. Design and manage an after-sales services supply chain. Decide location of resources, prioritise resource utilization, and plan for contingencies </p><p>　　6. Monitor per

30、formance continuously. Evaluate against benchmarks and customer feedback. </p><p>　　5. Business Models and Production Control </p><p>　　Various definitions of business models exist. According to

31、 Rappa [20] a business model is the method of doing business by which a company can sustain itself - that is, generate revenue. The business model spells-out how a company makes money by specifying where it is positioned

32、 in the value chain. </p><p>　　Service supply chains are described by the following characteristics: Business model seen either from the manufacture’s point of view or the customer’s point of view. </p>

33、;<p>　　A business model from the customer’s point of view is dependent on the service priority ranging from none to very high and who is the owner of the product (manufacturer or customer). The business models are

34、 then of the types: Disposal, Ad hoc, Warranty, Lease, Cost-plus, Performance-based and Power by the hour. </p><p>　　Business models seen from the manufacturer’s point of view could be of the type as describ

35、ed by Allmendinger and Lombreglia. They propose four business models, briefly summarized below: </p><p>　　1. The embedded innovator which is the most products centric of the models. </p><p>　　2

36、.The solutionist who considers the single product as the dominant gateway to a business opportunity, but the scope of high-value activities associated with the product is broader. </p><p>　　3.The aggregator

37、who connects several disparate devices within an environment to create a high-value body of data, as a single device or a single vendor of itself may not be valuable enough to create an opportunity. </p><p>

38、　　4 .The synergist who provides intelligent devices that play well with others and thereby contribute valuable data or functionality to other connected products. </p><p>　　Looking at the business opportuniti

39、es available for a company, there are two possibilities: It may be that most of the elements of the opportunity are attached directly to the product's life cycle, so the company will be able to pursue the opportunity

40、 alone. Or it may be that the opportunity lies mainly in the adjacent activities related to their product’s primary activities, so that they will have to partner with others, cf. the business models. This is left for fur

41、ther study. </p><p>　　The interplay between production control and the business model should also be considered. Choice of business model should influence the choice of control concepts depending of producti

42、on form (volume/variety), industry sector (uncer tainty/complexity), type of product structure (convergent/divergent) and market interaction strategies. </p><p>　　5.Conclusion</p><p>　　The pape

43、r has discussed concepts for after-sales service processes. The paradigm in service management today is shifting from Customer Relationship Management to Customer Managed Relationships for example by providing a customer

44、 visibility into the stock levels of various spares; the manufacturers can enable customers to manage their spares inventory better. Further aspects to be considered are described in the following. </p><p>　

45、　Many manufacturing industries have been based on a horizontal integration of the value chain controlling suppliers and distributors. Both because of huge investment and difficulty in planning and control, a shift from v

46、ertical to horizontal integration of value chains has been seen. However, with networking and new ICT tools and architectures like Service Oriented Architectures (SOA) and Business Process Management, supply chains move

47、to what has been called Virtual Vertical Integration. The imp</p><p>　　It has been common practice to consider the enterprise as being hierarchical in both structure and control. However, a distributed view

48、where organisational units communicate over intra- and internet and cooperate in both problem solving and action has evolved. A need for processes or agents to communicate directly with each other is emerging. This tende

49、ncy is seen within production. A decentralized operation system for after-sales services can be built by local ‘intelligent’ agents who perform </p><p><b>　　譯文</b></p><p><b>　　

50、售后服務(wù)概念的評(píng)論</b></p><p>　　資料來源:EBSCO 作者：Peter Falster</p><p><b>　　1、引言</b></p><p>　　售后服務(wù)系統(tǒng)在許多公司中扮演一個(gè)整合的角色。即使這些過程都不是工程公司的核心業(yè)務(wù),服務(wù)在增長才是最重要的。

51、由于產(chǎn)品在全球市場上變得越來越相似，供應(yīng)鏈管理和服務(wù)正成為公司間主要的區(qū)別。今后的銷售，優(yōu)質(zhì)的服務(wù)是保留客戶的必然要求。</p><p>　　對生產(chǎn)資料的制造商而言，售后業(yè)務(wù)同樣代表了重要的收入和增長潛力。在這樣的背景下埃森哲發(fā)動(dòng)了“2005年售后監(jiān)控”，分析得出北歐58個(gè)處于領(lǐng)先位置的生產(chǎn)資料制造者的國家其人民富裕程度:“北歐的生產(chǎn)資料制造商并沒有將充分利用售后業(yè)務(wù)作為收入和利潤的一項(xiàng)具有戰(zhàn)略意義的主要來源。在

52、被調(diào)查的服務(wù)和其他行業(yè)的公司中，只有22%的公司，產(chǎn)生>30%的收入；在過去3年，36%擁有豐富經(jīng)驗(yàn)的公司，在售后服務(wù)業(yè)務(wù)上取得>10%的增長”。AMR研究報(bào)告顯示，2005年服務(wù)代表25%的收入并貢獻(xiàn)了45%的利潤。</p><p>　　本文的焦點(diǎn)在于生命周期的中期，即提供服務(wù)和維修的階段。因此，本文的目的是，討論一般情況下產(chǎn)品的售后服務(wù)系統(tǒng)與整個(gè)生命周期的關(guān)系，和商業(yè)模式、方法、服務(wù)的組合，性能指

53、標(biāo)，特別是生產(chǎn)的計(jì)劃和控制。</p><p><b>　　2、服務(wù)網(wǎng)絡(luò)</b></p><p>　　Wise 和 Baumgartner 援引Gartner 集團(tuán)的例子，一個(gè)機(jī)車引擎的買主最終要花費(fèi)相當(dāng)于引擎原價(jià)２１倍的價(jià)格來支持引擎的運(yùn)作。Allmendinger 和Lombreglia 認(rèn)為任何需要花費(fèi)買價(jià)十倍以上的資金來支持運(yùn)作的生產(chǎn)資料都是值得考慮的服務(wù)網(wǎng)絡(luò)代

54、替品。</p><p>　　Hartel&Burger 指出SMEs很難以合理的花銷維持全球服務(wù)網(wǎng)絡(luò)，并以此推論出這一觀點(diǎn)：公司要建立自己的服務(wù)體系。因此他們提出了一個(gè)參考模型，包括一個(gè)企業(yè)內(nèi)部服務(wù)合作的指導(dǎo)方針，也就是所謂的虛擬服務(wù)企業(yè)。</p><p>　　一個(gè)虛擬企業(yè)可以簡單地被歸類為短期企業(yè)內(nèi)部合作，在此體系中，各個(gè)獨(dú)立的企業(yè)加入到核心企業(yè)，從而建立一個(gè)高效的鏈條以滿足客戶

55、的具體需求。一個(gè)虛擬服務(wù)企業(yè)包含以下三個(gè)實(shí)體：1）囊括所有潛在網(wǎng)絡(luò)成員的服務(wù)網(wǎng)絡(luò)2）經(jīng)過選擇的成員組成的服務(wù)虛擬企業(yè)3）服務(wù)虛擬企業(yè)提供的服務(wù)產(chǎn)品?；贕ERAM模型我們已經(jīng)在虛擬企業(yè)參考模型中建立的這些部分的框架性結(jié)構(gòu)。</p><p>　　以獨(dú)一無二的工業(yè)為重點(diǎn)， Kauer為 SVＥ下了定義，也就是通過短期的合作形式，在一個(gè)服務(wù)網(wǎng)絡(luò)中實(shí)現(xiàn)法律上獨(dú)一無二的生產(chǎn)商，服務(wù)提供商，供應(yīng)商或者分包商之間的長期合作。&

56、lt;/p><p>　　Allmendinger和Lombreglia指出，這些不足以提供服務(wù)，需要提供的是智能服務(wù)。他們說：智能服務(wù)是基于切實(shí)的證據(jù)的，比如一架機(jī)器將要出故障，客戶提供的耗材將被逐漸耗盡，等等。他們還拿Heidelberg的打印機(jī)舉例。通過網(wǎng)絡(luò)上的機(jī)器交流，在各家打印店和Heidelberg地區(qū)及全球技術(shù)支持專家之間傳遞關(guān)于打印機(jī)狀態(tài)的信息，公司有能力和遠(yuǎn)見來優(yōu)化各家打印店的打印機(jī)工作表現(xiàn)。關(guān)鍵詞是

57、實(shí)現(xiàn)聯(lián)網(wǎng)和將產(chǎn)品聯(lián)網(wǎng)。聯(lián)網(wǎng)后的產(chǎn)品可以實(shí)現(xiàn)以下功能：狀態(tài)、診斷、升級(jí)、控制和自動(dòng)化、設(shè)置文件和行為追蹤、補(bǔ)給和交易、區(qū)域定位和后勤。</p><p>　　3．規(guī)劃過程和管理服務(wù)網(wǎng)絡(luò)</p><p>　　為了將規(guī)劃過程細(xì)化為幾個(gè)更易管理的部分，F(xiàn)ranksen 提議將規(guī)劃過程細(xì)分為兩個(gè)基本步驟：1）技術(shù)設(shè)計(jì)2）技術(shù)應(yīng)用</p><p>　　第一步是合成，即通過明確結(jié)構(gòu)

58、特性來確定系統(tǒng)配置。這一步驟描述的是產(chǎn)品和資源之間的獨(dú)特關(guān)系。技術(shù)設(shè)計(jì)是一個(gè)開放的啟發(fā)性的問題，我們根據(jù)臨時(shí)的邏輯物理關(guān)系以及時(shí)間關(guān)系來建立一個(gè)產(chǎn)品體系。第二步是分析，我們研究一個(gè)指定的系統(tǒng)配置，從而使這一體系實(shí)現(xiàn)更加經(jīng)濟(jì)高效的運(yùn)作。這一分析方法與經(jīng)濟(jì)理論及生產(chǎn)計(jì)劃中的時(shí)間范圍概念相一致。技術(shù)應(yīng)用是一個(gè)短期現(xiàn)象，僅僅能夠加強(qiáng)或者減弱個(gè)別服務(wù)，如原材料的購買。技術(shù)設(shè)計(jì)是一個(gè)長期現(xiàn)象，通過較為耗時(shí)的系統(tǒng)配置的置換來改變生產(chǎn)方法的結(jié)構(gòu)。因此，

59、所有的資源和技術(shù)因素都成了可變量。</p><p>　　讓我們將這幾個(gè)基本步驟和Cohen等人相聯(lián)系，他們說，鑒于管理服務(wù)資產(chǎn)的復(fù)雜性，公司應(yīng)該將決策過程分解為三個(gè)規(guī)劃層次。最直接的規(guī)劃層次（幾天），公司應(yīng)該擔(dān)心的如何做重新安置的決定，比如資源的補(bǔ)給，配置和轉(zhuǎn)載。稍進(jìn)一步的規(guī)劃層次中（幾個(gè)禮拜或幾個(gè)月），管理人員應(yīng)該處理材料、人員和知識(shí)的戰(zhàn)略性配置問題。更進(jìn)一步的規(guī)劃層次中（幾年），公司必須做出關(guān)于服務(wù)戰(zhàn)略的決定

60、。Cohen等人提出的前兩個(gè)層次，和我們提出的長期規(guī)劃相一致。</p><p>　　為了監(jiān)控績效，Cohen進(jìn)一步提出了兩種衡量方式來證明其有效性：一是以客戶為中心，二是體系內(nèi)部為中心。以客戶為中心的衡量方式，比如技術(shù)支持的等待時(shí)間，等待診斷的時(shí)間，零部件交付的等待時(shí)間，這些都能夠用來斷定一個(gè)公司為其客戶創(chuàng)造價(jià)值的效率。以內(nèi)部為中心的衡量方式，比如供應(yīng)比例和零部件折舊成本，都能夠量化公司使用服務(wù)資產(chǎn)使用率。在一個(gè)

61、更為普遍的機(jī)構(gòu)背景下，Cohen 等人提出了服務(wù)資產(chǎn)管理的6個(gè)步驟。</p><p>　　確定服務(wù)應(yīng)該覆蓋的產(chǎn)品范圍。支持全部，部分，相互補(bǔ)充的或者相互競爭的產(chǎn)品。</p><p>　　創(chuàng)建一個(gè)服務(wù)產(chǎn)品組合。根據(jù)回復(fù)時(shí)間和價(jià)格來配置服務(wù)產(chǎn)品。</p><p>　　選擇經(jīng)營模式來支持服務(wù)產(chǎn)品。根據(jù)不同的產(chǎn)品和生命周期使用不同的模型。</p><p&

62、gt;　　修改售后服務(wù)的組織結(jié)構(gòu)。提供能見度、動(dòng)機(jī)和服務(wù)的核心。</p><p>　　設(shè)計(jì)和管理售后服務(wù)鏈。決定資源的位置，設(shè)定資源使用的重要性，計(jì)劃應(yīng)急預(yù)案。</p><p>　　持續(xù)監(jiān)控績效。根據(jù)基準(zhǔn)和客戶回饋衡量績效。</p><p>　　4． 經(jīng)營模式和生產(chǎn)控制</p><p>　　關(guān)于經(jīng)營模式的定義有很多。Rappa將經(jīng)營模式定義為

63、經(jīng)營方法，通過此方法一個(gè)公司得以維生，也就是產(chǎn)生利潤。經(jīng)營模式明確了一個(gè)公司在價(jià)值鏈中的位置，從而解釋該公司如何贏得利潤。</p><p>　　我們根據(jù)以下特征分類描述服務(wù)供應(yīng)鏈：從生產(chǎn)商角度定義經(jīng)營模式和從客戶角度定義經(jīng)營模式。</p><p>　　從客戶角度來看，經(jīng)營模式是根據(jù)服務(wù)重要性和產(chǎn)品所有者（生產(chǎn)商或者客戶）來定義的。經(jīng)營模式主要分為以下幾類：使用，臨時(shí)使用，租賃，成本外收費(fèi)，

64、根據(jù)績效收費(fèi)和按使用小時(shí)數(shù)支付租金等。</p><p>　　從生產(chǎn)商角度看，經(jīng)營模式與Allmendinger 和Lombreglia所界定的相同。他們提出了四種經(jīng)營模式，簡述為以下四類：</p><p>　　內(nèi)在創(chuàng)新者：以產(chǎn)品為核心。</p><p>　　問題解決者：認(rèn)為產(chǎn)品是通向商業(yè)機(jī)會(huì)的一個(gè)主要渠道，但是與產(chǎn)品向聯(lián)系的具有高價(jià)值的活動(dòng)的范圍更廣。</p&

65、gt;<p>　　聚合者：在同一個(gè)環(huán)境中將不同的設(shè)備聯(lián)結(jié)起來，創(chuàng)造高價(jià)值的數(shù)據(jù)群。否則，單獨(dú)的一個(gè)設(shè)備或者一個(gè)獨(dú)立的賣主無法創(chuàng)造機(jī)會(huì)。</p><p>　　協(xié)作劑：提供能與其他設(shè)施協(xié)同工作的智能設(shè)備，從而提供有價(jià)值的數(shù)據(jù)或者為其他相關(guān)產(chǎn)品提供服務(wù)。</p><p>　　一個(gè)公司的面臨的機(jī)遇，有兩種可能性：1.機(jī)遇的很大程度上與產(chǎn)品的生命周期直接相關(guān)，這樣公司就能獨(dú)立地追求這一

66、機(jī)遇。2.機(jī)遇很大程度上與產(chǎn)品的主要功能相關(guān)，因此公司需要同合作者一起實(shí)現(xiàn)經(jīng)營模式。這是將來的研究課題。</p><p>　　我們需要考慮生產(chǎn)控制和經(jīng)營模式之間的關(guān)系。經(jīng)營模式的選擇需要影響控制這一概念的選擇。需要考慮的因素有生產(chǎn)方式（產(chǎn)量/種類）、工業(yè)領(lǐng)域（不確定性/復(fù)雜性）、產(chǎn)品結(jié)構(gòu)的類型（合成型/分散型）以及市場互動(dòng)戰(zhàn)略。</p><p><b>　　結(jié)論</b>

67、;</p><p>　　本文討論了售后服務(wù)過程中的一些概念。服務(wù)管理的范例正在從客戶關(guān)系關(guān)系轉(zhuǎn)化成管理下的客戶關(guān)系，比如使客戶了解各類產(chǎn)品備用品的儲(chǔ)量；生產(chǎn)商能夠使客戶更好地管理備用品。需要進(jìn)一步考慮的因素包括以下幾個(gè)方面：</p><p>　　很多制造業(yè)的基礎(chǔ)是控制供應(yīng)商和分銷商的價(jià)值鏈的橫向整合。由于投資數(shù)額巨大以及規(guī)劃和控制過程中的困難，價(jià)值鏈已經(jīng)由縱向整合轉(zhuǎn)為橫向整合。然而，隨著聯(lián)

68、網(wǎng)，新的ICT工具的以及服務(wù)指向性建構(gòu)（SOA）和經(jīng)營管理模式的出現(xiàn)，供應(yīng)鏈向所謂的虛擬縱向整合轉(zhuǎn)化。在未來我們需要考慮售后服務(wù)的這一轉(zhuǎn)變所帶來的影響。SOA為將應(yīng)用和軟件密切結(jié)合提供了框架和建構(gòu)，從而提供了一個(gè)比傳統(tǒng)建構(gòu)體系更為靈活的資源整合體系，預(yù)期將實(shí)現(xiàn)售后服務(wù)供應(yīng)鏈有效的管理。</p><p>　　將企業(yè)在內(nèi)在結(jié)構(gòu)和控制過程中都進(jìn)行分層管理在現(xiàn)在看來尤為普遍。然而，關(guān)于結(jié)構(gòu)內(nèi)各部門是如何利用內(nèi)部網(wǎng)和互聯(lián)網(wǎng)