Customer service global management

The logistic function runs the supply chain in terms of customer service objectives under the best economic conditions. This is an exercise calling on planning, coordination and management capabilities. It requires also educative and mediation abilities so as to get all internal and external players singing from the same hymn sheet despite conflicts of interest. This approach is global... 

The case study presented in this section, has been released in the petroleum field. This apphcation involves a decision problem faced during the definition of a global management plan for the TOTAL TUNISIA company which is certified in qualify, security and environment management systems. Due to the lack of space we will only consider three objectives (0 Gain market share by providing superior all-round service to the customer, O2 Minimize the environmental waste and O3 Increase safety staff) and two risks R A major fire and explosion on tanker truck carrying hydrocarbon and R2 A fire in container). 

I Reverse logistics application provider [List of six companies] and other leading global companies turn to [Company] to reduce cost, increase revenue, and secure customer loyalty through our proven service parts management supply chain solutions. Sample results include 53% reduction in inventory 67% reduction in cycle time 60% decrease in forecast error 40% increase in revenue 30% decrease in transportation cost... 

Customer engagement. This issue takes a holistic view of sales and customer relationships. Customer relationships management and business analytics techniques are used to provide customized customer services on a global scale. From the supply chain perspective, it changes cost optimization focus to customer service focus implying not only high fill rates and responsiveness but also social responsibility, supply chain transparency, and environmental consciousness (Carter and Rogers 2008 Danese and Romano 2013). 

Senior Global Customer Service Manager Gerald Coppin... 

Wadkwa, S. Kanda, A Bhoon, K.S. Bibbushan (2006) Impact of supply chain collaboration on customer service level and working capital. In Global Journal of Flexible Systems Management, 7(1/2), 27-35. 

Sustainable material management has to pursue both economic and ecological objectives in order to succeed in global competition. Material flows have to be optimised in quantitative and qualitative terms so that the services in question can be rendered with maximum efficiency and minimal emissions. Moreover, business companies are generally aware of the fact that only those companies will survive that continuously improve their performance while enhancing customer orientation and, above all, avoiding excessive resource consumption. 

The diversity of products, organizations, culture, and social and political frameworks focusing on a product-specific absolute quantity seemed to make it virtually impossible to achieve a uniform and globally accepted definition of Quality. However, in the 1970s, the term Quality was normed for the first time as a term in the concept of quality management (European Organization for Quality Control 1972). In the 80s the ISO 9000-Standard was established and defined quality based on former definitions like the compliance of requirements to test nominal and actual conditions of a product. After revisions the norm ISO 9000 2000 came up with a definition, which was adopted by the CIRP Dictionary of Production Engineering 2004, that defined quality as the totality of properties and characteristics of an entity that bear on its ability to satisfy stated and implied needs. The present definition set by the ISO 9000 2005 states that quality represents the level in which a set of inherent product characteristics meets the customers demands. This definition includes, but is not limited to, physical products or immaterial services and addresses processes and systems as well (Eig. 1). 

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