飛利浦怎樣處理回收物流（英文）(doc 21頁)

飛利浦怎樣處理回收物流（英文）內容提要：
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.
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When Ken approached me, I was working in the product marketing group after a decade in sales with regional and national accounts. My background was new for the returns management role. Normally, the credit, finance, or service groups within most companies handle returns. But Ken understood that returns really are "reverse sales," and they are often caused by product-marketing decisions.
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Clearly, changes needed to be made. Philips first needed to analyze its returns numbers to understand their size and total cost to the company. We also had to understand the consumer and retailer environment in order to make improvements. This involved researching consumers' reasons for returning products—particularly those without defects. Finally a paradigm shift was needed in many areas. That is, we needed to take proactive steps, both internally and in cooperation with our retail partners and service providers, to address the root causes of returns.

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