飞利浦如何处理回收物流.pdf

海量免费资料尽在此 How Philips Reduced Returns From the November/December 2003 issue of Supply Chain Management Review TONY SCIARROTTA Supply Chain Management Review November 1, 2003 The answer to reducing the cost of returns does not always lie in improving your reverse logistics operations. At Philips Consumer Electronics, the returns management department has focused on how it can stop returns before they even enter the reverse supply chain. By taking preventative steps such as improving a product ’s ease of use, enforcing company policies, and revitalizing the service network, Philips has cut its returns by more than $100 million per year. In 1998, I was presented with an opportunity: head up a returns management department within Philips Consumer Electronics and help lead efforts to control a major cost driver—product returns. At that time, Philips Consumer Electronics had no returns management department, and reverse logistics was not yet part of the language of most manufacturers. But management and Ken Goins, the vice president/general manager of Philips Service Company who approached me with the opportunity, recognized that the company was facing relatively high return rates. The impact of those returns on the bottom line was significant, amounting to tens of millions of dollars in losses. Philips management was under pressure to reduce the cost of returns. They realized that the company needed to develop a core competency in returns management, whether the actual processes were handled in house or via outside partners. Management believed that it needed a department with a dedicated director and focused staff to accomplish these goals, hoping that such a department would end up paying for itself in the process. When Ken approached me, I was working in the product marketing group after a decade