Customer service ratio

Customer service ratio In a make-to-stock company, the percentage of items or dollars shipped on schedule. In a make-to-order company, the percentage of items or dollars shipped on time. Synonymous terms include Jill rate and customer service level. 

The ability of systems to provide the service categories in Tables 2, 3, and 4 can be assessed at any given time as a ratio of the number of customers with the service after an earthquake to the number of customers having the service before the earthquake. An assessment can be performed in relation to a hazard evaluation or an actual event for each service category in Tables 2, 3, or 4. As exemplified in Fig. la-c, the number of customer services restored over time can be monitored to track and evaluate overall system serviceability for each category. 

Biocatalysts Ltd. is an independent company that since 1980 has been devoted to the manufacture and sales enzymes. Since it is not part of a larger chemical, food ingredients or pharmaceutical company, instead of producing large volumes of commodity enzymes, it produces enzymes tailored to customer needs. Their services include working together with customers to industrialize their processes or to produce specific required enzymes. Usually, these customer sectors do not require single enzyme entities, but enzyme complexes where the ratios of each of the components are crucial to the efficacy of the whole enzyme-biocatalyst product and to the customer s process. Fermentation requirements for the manufacture of enzyme products are sub-contracted out. 

The cost of the service time charged to the contract varies considerably, depending on the size and nature of the water treatment vendor and the country in which the work takes place. And so it is common for water treatment companies to issue internal instructions to their representatives governing the amount of routine service time that may be spent on a customer s site as a ratio of the cooling water account value. 

This classification of standards is closely related to the following third characteristic suggested by Oliver (1993), who contends that service quality does not require experience with service or service provider. Customer satisfaction, on the other hand, is an experiential construct. Customer satisfaction can only be evaluated by actually experiencing the service encounter (Anderson and Fornell 1994 lacobucci et al. 1994). Anderson and Fornell (1994) suggest that in general, customer satisfaction is influenced by price, whereas service quality is viewed as independent from price. Price or costs incurred are often modeled using value value is thus operationalized as the ratio of perceived quality relative to price (cf. Zeithaml 1988). 

The ratio of potential customers within the 10 partners is estimated on the basis of the penetration of the service in the geographic area (rp). 

Several land-based power plants with fast reactors evaluated as having a potential of being deployed in a relatively near-term, are listed in Table 7 above. These plants are sized for towns of several tens of thousands to a hundred thousand. If successful, they could be offered for purchase with customer operation, but with arrangements for fuel cycle and waste services made by the vendor under commercial contract at the time of sale. Fuel leasing may also be an option, as the conversion ratio of a fast reactor core could be made high. 

Harmonization of internal objectives with superior the supply chain initiatives utilization and strategic conform ratio of minimizing costs and maximizing flexibility High performance level (degrees of service and quality) for the end customer... 

It was this commercial market that made the filling operation at Port Hope necessary. To serve private-sector customers, Eldorado had to offer them radium in a form that they could use. The filling lab prepared radium for its primary medical market by packing it in needles, moulds, or tubes in precise quantities. Gradually Errington developed an extensive line of other radium products to serve a wide variety of customer needs. One example was radium-beryllium sources for well-lo ng in the oil business. Companies servicing the mining sector used this technique to determine if there were oil reserves in the vicinity of a dry drill hole. Radium combined with beryllium in the proper ratio produces millions of neutrons a second. This neutron source could be lowered down... 

Supply chain and operations professionals have numerous opportunities to affect the valuation of organizations. Earlier chapters have discussed value. Supply chain and operations create value for customers by delivering quality products, providing excellent and timely service while keeping costs manageable. Managing each of these areas increases the financial value of a company. Remember that valuation ratios indicate market value of the company. This chapter will examine valuation more closely and explain why valuation is important, how investors and buyers value companies, and how supply chain and operations managers affect a company s valuation. 

A simple serviceability metric that can be applied to all infrastructure systems is to compare capacity or supply to customer demand as a simple ratio. Another type of metric is to determine whether an infrastructure system is able to provide service at some threshold condition, e.g., potable water at sufficient pressure and quality or electric power at sufficient voltage. Table 2 lists some examples ot metrics that may be used to measure serviceability tor different infrastructure systems, although this list is not exhaustive. 

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