Customer delivery

The standard requires suppliers to monitor performance to the customer delivery requirements with corrective actions taken as appropriate. 

So, UPS is big and UPS is global. It has over 14 million customer deliveries every day to nearly 8 million customers. Its customer contact points include 3,700 UPS stores in the United States, 1,500 global Mail Box, etc. stores, 1,000 UPS customer centers, 18,000 UPS authorized outlets, and 45,000 UPS drop boxes. UPS is focused on efficiency and productivity and recently spent over 10 billion integrating its processes and technology to make the company a real-time 24/7/365-day operation. 

Such sharing and openness also is reflected in Infosys s commitment to complete transparency in financial and operational aspects. For instance, Infosys reports its financial results to conform to the GAAP of seven different countries around the world. Infosys s director of Customer Delivery revealed another aspect of transparency We are open about our processes and knowledge. For instance, we have published a book on CMM which explains most of our practices. We are also happy to share our knowledge with customers and anyone else who asks. ... 

The supply chain. The managed and planned purchasing of raw materials, competitively costed formulae, total quality production techniques and a customer delivery service department second to none. 

Eclipse Aviation is in final Federal Aviation Administration (FAA) certification for the Eclipse 500 business-class jet. First customer deliveries are scheduled for 2006. The FSW lap... 

For instance, many e-businesses (dot-com ventures) are concerned with filling their customers orders and keeping customers deliveries up to speed. Consequently, they tend to decentralize ware-... 

Planning of continuous processes faces a similar problem structure except that the batch size is not limited by technological restrictions. Beside production planning, the planning of logistical activities needs to be involved. Since (operational) production planning typically focuses on one production site, intra-site transports (which are typically based on the pipeline mode) need to be considered but also inter-site transports or customer deliveries are of importance in daily business in some cases. 

The innovation process, from invention to customer delivery... 

Technology/IT Customer delivery Customer analysis Customer senrices... 

D Supply chain software provider "[Company] unveiled [product name], a new approach for demand-driven fulfillment that enables companies to anticipate and meet customer delivery expectations the first time, every time."... 

The complete TV set is assembled and packed in a standard customer delivery box with expanded polystyrene foam. Random samples of the packages are then subjected to the following tests. 

Quick response It refers to the capability to provide the services or products to meet a particular customer delivery requirement. Quick respond promotes speed advantages in the supply chain (Qelebi et al. 2010 Gunasekaran et al. 2004). 

In practice, customer demands are imprecise in each period of multi-time-period production distribution models, thus causing supplier production distribution complexity in meeting fluctuating demands in a multi-time period. The supply chain has to be prepared for demand unpredictability, interruption, or customer delivery delay, in which the multi-time period or infinite-horizon production distribution problem is unobtainable over the planning horizon until supply is insufficient to meet demand (Jamrus et al. 2015). 

This term refers to efforts to customize products for customer delivery as late in the production process as possible. An article by Feitzinger and Lee describes the approach used by Hewlett-Packard (HP) with much of its high-technology products. The authors point out that modular design, quick deployment of manufacturing resources, and cost-effective customization are best accomplished as close to the customer as possible. 

Figure 44.2 shows the framework in which TLC would synchronize its inventory with AG R for high and moderate movers. Its purpose was to establish a "replenishment period." In the example shown in Figure 44.2, this period is 12 weeks. Four weeks are designated the "order taking period" or OTP. The remainder of the replenishment period is represented by the lead time needed to get the order to the warehouse for delivery to the customer. The length of the replenishment period depended on the manufacturer s lead-time and transit time. For TLC to build only to inventory, this replenishment period had to be competitive in terms of lead times for customer delivery. To the extent customers demand shorter lead times, more safety stock inventory would be required. 

Customer service quality was one of the key metrics representing SCP (Reiner, 2005). Lots of studies report the direct relationship between performance expectations and customer satisfaction, for example, Voss et al. (1998). High-quality customer services that could be considered include pre-sale customer services, product support, responsiveness, customer delivery speed and delivery dependability (Vickery etal, 2003). 

Aggregation of demand from two or more sources can lead to better utilization of capacity (Gerchak and He 2002). As shown in Fig. 2.6, demand consolidation can take multiple forms that include use of distribution centers, product bundling, demand aggregation (over a wide window ), combining customer deliveries as in home-delivery, and online selling that combines customer orders. 

The last mile delivery to home or business requires the distributor to design a delivery tour of the delivery-vehicle, satisfying customers delivery-time requirements, as shown in Fig. 6.7. Vans start from the distributor s warehouse, make deliveries, and return to the warehouse. To facilitate scheduling customers are offered time slots to choose from, which are determined before customer-orders arrive. When delivery routes begin to fill up, the distributor may reduce the number of slots offered and/or change the fees associated with deliveries during each time slot. 

Should the customer accept this price, then a customer delivery date is agreed and the tender becomes the works order. 

The online grocer Peapod uses milk runs from DCs when making customer deliveries to help reduce transportation costs for small shipments to be delivered to homes. OshKosh B Gosh, a manufacturer of children s wear, has used this idea to virtually eliminate LTL shipments from its DC in Tennessee to retail stores. 

An example of the work requirements is customer delivery schedules, and the practices outlined by the company management include items such as scheduling, training, and incentives for safe work performance. The remaining two elements—labor policies and government regulation—are considered self-explanatory. 

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