Study of Chongqing-Sinkiang-Europe International Railway Logistics Process Based on Supply Chain Management

2014 ◽  
Vol 513-517 ◽  
pp. 4016-4019
Author(s):  
Wen Hui Xia ◽  
Jin Geng
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Service Management ◽  
Demand Management ◽  
Information Management System ◽  
Customer Relationship ◽  
Collaborative Management ◽  
Key Points ◽  
Customer Service Management ◽  
Logistics Process

Based on the supply chain managements theory and method of Customer Relationship Management, Customer Service Management and Demand Management to study Chongqing-Sinkiang-Europe International Railway logistics process, put forward the countermeasures of one center and three key points, thus base on Chongqing and organize source of goods from the National,improve logistics operational connection efficiency, play a role in collaborative management by IT information management system.

Logistics and supply chain management: The importance of integration for business processes

2017 ◽  
Vol 5 (4) ◽  
pp. 73 ◽  
Author(s):  
Izwan Azmi ◽  
Norlida Abdul Hamid ◽  
Md Nasarudin Md Hussin ◽  
Nik Ibtishamiah Ibrahim
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Service Management ◽  
Business Processes ◽  
Demand Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Chain Management ◽  
Customer Service Management

This conceptual paper outlines the importance of integration in supply chain management (SCM) by linking the functions of logistics as it applies in strategic business process. Often, business processes are developed at the strategic level but are never identified precisely in logistics or in SCM. Strategic business processes like Customer Relationship Management (CRM), Supplier Relationship Management (SRM), Customer Service Management (CSM) and Demand Management are not directly linked to logistics or SCM. This paper identifies the literature that expressed the importance of integration and how business processes can be relevant in the execution of key logistics activities in the supply chain context.

The Customer Service Management Process

2003 ◽  
Vol 14 (2) ◽  
pp. 15-31 ◽  
Author(s):  
Yemisi A. Bolumole ◽  
A. Michael Knemeyer ◽  
Douglas M. Lambert
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Service Management ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Management Process ◽  
Real Time System ◽  
Chain Management ◽  
Customer Service Management

Customer service management is the supply chain management process that represents the firm's face to the customer. The process is the key point of contact for administering product and service agreements (PSAs) developed by customer teams as part of the customer relationship management process. The goal is to provide a single source of customer information, such as product availability, shipping dates and order status. Customer service management requires a real‐time system to respond to customer inquiries and facilitate order placement. In this paper, we describe the customer service management process in detail to demonstrate how it can be implemented and managed. To do this, we detail the activities of each strategic and operational sub‐process; evaluate the interfaces with the business functions, the other seven supply chain management processes; and describe examples of successful implementation.

scholarly journals The Role of Halalan-Toyyiban Supply Chain Practices As Significant Predictors towards Excellent Customer Service Management

2020 ◽  
Vol 6 (1) ◽  
pp. 1
Author(s):  
Anizah Zainuddin ◽  
Sarah Irdina Ridzwan ◽  
Sarah Batrisyia Ridzwan
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Service Management ◽  
Sampling Technique ◽  
Point Of View ◽  
Customer Service Management ◽  
Service Expectations ◽  
System Requirements ◽  
The Relationship

This study examines the role of Halalan-Toyyiban supply chain practices (HTSCP) in the context of service management. Investigation was done to see how retail customers react to the role of HTSCP; that later influence their overall grocery experience. Halalan Toyyiban is a process associated with religious belief and as such it would be difficult to control and guarantee. From the consumer point of view, the process is difficult to evaluate and verify even after consuming the product. Therefore, consumers have to largely rely on the retailer on the reliable information to guide their purchase. In the traditional context of supermarket retailing, excellent customer service management could be interpreted as just meeting the expectations of the supermarket customers, not any sort of exceeding or falling short of their expectations. It is only recently that several of the supermarkets try to achieve competitive advantage by taking the responses of their customers beyond the level of just service satisfaction. These supermarket retailers are now towards exceeding their service expectations. This study attempts to fill this gap by examining the relationship between the roles of HTSCP as significant predictors towards excellent customer service management. Structured questionnaires were distributed to 489 supermarket customers using purposive sampling technique in the urban area. The instruments used for data collection for all variables in the study include halal inputs, halal processes, controls for halal, halal outputs and excellent customer service management were adapted from Halalan- Toyyiban Assurance Pipeline (Management System Requirements for Retailing) of Department of Standards Malaysia as well as from various studies using a five-point Likert scale. The results suggest that all determinants of HTSCP had a good relationship with excellent customer service management. This study identifies additional management efforts that can be implemented in enhancing good retail supermarket practice.

scholarly journals CONTEMPORARY MANAGEMENT OF BUSINESS PROCESSES WITHIN THE SUPPLY CHAIN OF FASHION INDUSTRY

2020 ◽  
pp. 36-39
Author(s):  
Andrea Dobrosavljević ◽  
Snežana Urošević
Keyword(s):  
Supply Chain ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Business Processes ◽  
Demand Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Fashion Industry ◽  
The Impact

Business processes are present in all types of organizations, regardless of the size or industry within which the organization operates. Successful business process management (BPM) is an indicator of the level of process maturity of the organization. Within the supply chain, it is possible to observe the presence of business processes of a collaborative nature, as BPM relies on the principles of partnership, development, and exchange of information through links that exist within this chain between all actors [1]. Within this paper, BPM in the relations with suppliers and consumers within the supply chain of organizations operating in the fashion industry is considered. Lambert [2] lists eight macro processes that take place in the supply chain, between suppliers, manufacturers, distributors, retailers and end consumers, as follows: customer relationship management, supplier relationship management, demand management, order execution, fl ow management production, product development and commercialization and return management. Within this paper, a research is presented which analyzes the segments of managing collaborative business processes within the supply chain of the fashion industry, based on the responses of 508 managers and employees in the fashion industry in the Republic of Serbia. The needs for the development of certain segments in accordance with the needs of modern business process management have been explored.Scientifi c novelty. The research part of this paper relies on the application of Friedman's test which enables the analysis of the current state of BPM in relations with suppliers and consumers within the supply chain of the fashion industry, expressed through workers' responses with a ranking of their preferences. This paper contributes to the creation of a knowledge base within the research in the fi eld of the impact of BPM on improvements in the supply chain, on the basis of which it is possible to conduct further research and upgrade knowledge.Practical value. The fi ndings derived from the results of research of this type contribute to the development of the business from various aspects. The benefi ts can be refl ected not only through the strengthening of the competitive position but also through the sustainability of business on the basis of adequate application of BPM practices in all business segments. Accordingly, in addition to the scientifi c novelty, which is refl ected in the results of the rese arch work, there is a practical novelty, which is refl ected in the guidelines for the development of modern BPM within the supply chain of the fashion industry.

A multi-perspective knowledge-based system for customer service management

2003 ◽  
Vol 24 (4) ◽  
pp. 457-470 ◽  
Author(s):  
C.F. Cheung ◽  
W.B. Lee ◽  
W.M. Wang ◽  
K.F. Chu ◽  
S. To
Keyword(s):  
Customer Service ◽  
Service Management ◽  
Knowledge Based System ◽  
Knowledge Based ◽  
Customer Service Management

5. The New Public Management goes global

2016 ◽  
Author(s):  
Stella Z. Theodoulou ◽  
Ravi K. Roy
Keyword(s):  
Customer Service ◽  
Public Management ◽  
Service Management ◽  
New Public Management ◽  
Cost Savings ◽  
Management By Objectives ◽  
Accountability Standards ◽  
New Public ◽  
Global Age ◽  
Customer Service Management

The so-called ‘golden age’ of the Keynesian State was turbulently interrupted by a series of economic shocks in the 1970s. Traditional administrative hierarchies were regarded as too inflexible to adapt to the dynamic political and economic forces unleashed in the global age. Emphasizing private sector values such as timeliness, responsiveness, and cost savings, a new kind of managerialism—New Public Management (NPM)—began to take root in some of the world’s leading public bureaucracies. ‘The New Public Management goes global’ explains that, today, the NPM’s emphasis on customer service, management by objectives, and quantitative-based performance and accountability standards is evident at all levels of governance. But is there an alternative?

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