飛利浦如何處理回收物流(英文版)(doc 21頁)

飛利浦如何處理回收物流內容摘要：
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.
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 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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