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UNIT ONE DISTRIBUTION PLANNING AND CONTROLDistribution Role of IntermediariesAuthor:Jim Riley Last updated Sunday 23 September, 2012There is a variety of intermediaries that may get involved before a product gets from the original

producer to the final user. These are described briefly below

RetailersRetailers operate outlets that trade directly with household customers. Retailers can be classified in

several ways:

Type of goods being sold( e.g. clothes, grocery, furniture)

Type of service (e.g. self-service, counter-service)

Size (e.g. corner shop; superstore)

Ownership (e.g. privately-owned independent; public-quoted retail group

Location (e.g. rural, city-centre, out-of-town)

Brand (e.g. nationwide retail brands; local one-shop name)

WholesalersWholesalers stock a range of products from several producers. The role of the wholesaler is to sell onto

retailers. Wholesalers usually specialise in particular products.

Distributors and dealersDistributors or dealers have a similar role to wholesalers that of taking products from producers and

selling them on. However, they often sell onto the end customer rather than a retailer. They also usually

have a much narrower product range. Distributors and dealers are often involved in providing after-sales

service.

FranchisesFranchises are independent businesses that operate a branded product (usually a service) in exchange for

a licence fee and a share of sales.

AgentsAgents sell the products and services of producers in return for a commission (a percentage of the sales

revenues)
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Functions of IntermediariesIntermediaries make it possible for a company to deliver its products to the end user without needing to own

the whole supply chain.

Retailers

Retailers sell the products to the end user. They can be small "mom and pop" stores, or huge chainssuch as Wal-Mart.

Distribution of goods takes place by means of channels, and theintermediariesare the independent

groups or organizations within thechannelthat make theproductavailable for consumption. There are four main types ofintermediary:agents, wholesalers, distributors, and retailers. A firm may have as many intermediaries in its distribution channel as it chooses. It can even have

no intermediaries at all, if it practicesdirect marketing distribution intermediaries

Independent groups or individuals that provide the channel for a company's product to reachthe end user.

Intermediaries

Intermediaries, also known asdistribution intermediaries,marketing intermediaries, or

middlemen, are an extremely crucial element of a company's product distribution channel. Withoutintermediaries, it would be close to impossible for the business to function at all. This is becauseintermediares are external groups, individuals, or businesses that make it possible for the company todeliver their products to the end user. For example, merchants are intermediaries that buy and resellproducts.There are four generally recognized broad groups of intermediaries: agents, wholesalers, distributors,and retailers.

Agents

Agents are individuals or companies that act as an extension of the manufacturing company. Theirmain job is to represent the producer to the final user in selling a product. Thus, while they do not

own the product directly, they take possession of the product in the distribution process. Agentsprimarily make their profits through fees or commissions.

Wholesalers

Unlike agents, wholesalers take title to the goods and services that they are intermediaries for. Theyare independently owned, and they own the products that they sell. Wholesalers do not work withsmall numbers of product: they buy in bulk, and store the products in their own warehouses andstorage places until it is time to resell them. Wholesalers rarely sell to the final user; rather, they sellthe products to other intermediaries such as retailers, for a higher price than they paid. Thus, they donot operate on a commission system, as agents do.

Distributors

Distributors function similarly to wholesalers in that they take ownership of the product, store it, andsell it off at a profit to retailers or other intermediaries. However, the key difference is thatdistributors ally themselves to complementary products. For example, distributors of Coca Cola willnot distribute Pepsi products, and vice versa. In this way, they can maintain a closer relationship withtheir suppliers than wholesalers do.

Retailers

Retailers come in a variety of shapes and sizes: from the corner grocery store, to large chains like WalMart and Target. Whatever their size, retailers purchase products from market intermediaries and sel

them directly to the end user for a profit (Figure 1).
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Channel Design

A firm can have any number of intermediaries in its channels. A "level zero" channel has nointermediaries at all, which is typical ofdirect marketing.A "level one" channel has asingleintermediary,usually from the manufacturer to the retailer to theconsumer.

A horizontal marketing systemis a distribution channel arrangement whereby two or moreorganizations at the same level join together formarketingpurposes to capitalize on a new opportunity. For example: a

bank and a supermarket agree to have the banks ATMs located at the supermarkets locations, two manufacturers

combining to achieve economies of scale, otherwise not possible with each acting alone, in meeting the needs and

demands of a very large retailer, or two wholesalers joining together to serve a particular region at a certain time of year.[1]

According to businessdictionary.com, Horizontal Marketing System is a merger of firms on the same level in order to

pursue marketing opportunities. The firms combine their resources such as production capabilities and distribution in

order to maximize their earnings potential.[2]

A real time example is of Apple and Starbucks announced music partnership in 2007. The purpose of this partnership was

to allow Starbucks customers to wirelessly browse, search for, preview, buy, and download music from iTunes Music

Store onto their iPod touch, iPhone, or PC or Mac running iTunes. Apples leadership in digital music together with the

unique Starbucks experience synergized a partnership to offer customers a world class digital music experience.

Apple benefits from this partnership with higher iTunes sales because Starbucks has a lot of loyal customers that take the

time to visit, relax and enjoy the unique Starbucks experience. When Apple first introduced its iTunes music store, it

hoped to sell one million songs in six months, but to its surprise, Apple sold over one million songs within the first six days

of its iTunes music store opening. With such loyal online music consumers, Starbucks benefits from higher sales,

increase in market share, and stronger customer loyalty. This example demonstrates how two companies can join forces

to follow a new market opportunity. This opportunity allowed Starbucks and Apple to both gain something of greater, than

otherwise would be possible if they somehow attempted this strategy independently.[3]

Vertical Marketing Systems

Corporate

common ownership at different channel levels

Contractual

contractual agreement among channel members

Administered

leadership assumed by dominant members
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vertical market system (VMS)

Formally or informally coordinateddistribution channel where

itsindependentmembers work together toachieve greaterefficiency andeconomies of scale,and to

eliminatechannel-conflict arising out of disparateindividualobjectives.Threecommontypes of VMS

are: (1)Administered:coordination betweenproduction anddistribution firms is achieved by the sizeandinfluence of thedominant firm,without aformalagreement orownership.(2) Contractual:

independent production and distribution firms formally agree

tointegrate theirresources.Franchising is an example of this type. (3) Corporate: production firm

owns aretail chain (forward integration)or a retailchain owns a production firm (backward

integration).

Channel Conflict in Brief

Multichannel systems are a way of life for manufacturers today. Whether you are managing a mix of direct and indirectchannels or a spectrum of high-support to low-support resellers, the reality is that channel conflict will be an ongoing issuein your marketplace. As the number of internet sites (potentially including your own) that offer your product for saleproliferates, this multi-channel structure becomes more complex and the channel conflict potential more pervasive.

A limited amount of channel conflict is healthy. It indicates that you have adequate market coverage. However, once thebalance between coverage and conflict is lost, destructive channel conflict can quickly undermine your channel strategy,market position and product line profitability.

Conflict can show up in the market in a variety of ways. A point of confusion for many manufacturers is whether problemsare truly symptoms of destructive channel conflict or other marketing or channel strategy issues. When faced withpotential indicators of destructive conflict, you should audit your market position to identify the true cause and then quicklyact to address it.
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Channel conflict is managed by a combination of economics and controls. Economic solutions compensate channels fairlyfor functions performed and help direct channels away from actions that create destructive conflict. Controls put structurearound a channel strategy to limit the potential for undue destructive conflict.

What is Channel Conflict?

Channel conflict can be defined as any scenario where two different channels compete for the same sale with the samebrand. Conflict can take the form of a direct sales force competing with an independent distributor, two different types ofcompeting distributors, two like distributors competing for the same sale, or all of the above.

A few facts about achieving an appropriate balance between coverage and conflict:

Lack of any channel conflict in a marketing strategy usually indicates gaps in market coverage

Conflict cannot be eliminated. The goal of marketing management must be to optimize market coverage andmanage a healthy level of channel conflict so that it does not become destructive

Market share erosion and declining street prices are evidence that channel conflict is becoming destructive.Channels are responding to excessive competition by de-emphasizing the brand or by giving away too much inorder to keep an account

Every manufacturer will likely face destructive channel conflict at some point. As markets evolve and mature,many manufacturers will be required to add new, lower-cost channels in order to cover all major marketsegments. Often, destructive conflict arises because changes in the manufacturer's go to market strategy lags themarket changes associated with market evolution.

Recognizing Destructive Channel Conflict

Channel "noise" regarding conflict always exists. (In fact, a lack of channel noise is often an early indicator of coveragegaps in the manufacturer's channel strategy.) However, it does not mean that your company is experiencing destructivechannel conflict just because different internal factions or channel members are complaining about lack of manufacturercommitment or are uncomfortable with competition for some sales.

Increasing levels of noise or evidence of declining channel support for your product line would be indicators to payattention to. It is a tough call, however, since destructive conflict tends to creep into a channel system over time.

External Indic ators of Destructiv e Channel Confl ict

Border Wars

These occur when multiple members of the channel network compete for the same sale in the same account. A limitednumber of border wars should be expected and are, in fact, one indication that you have good market coverage. A softmarket creates the environment for increased border wars as channels get more aggressive to deliver revenue. Generallychannels will begin to react to channel conflict when incidence of border wars exceeds 10% to 20% of that channel's totalbusiness with a manufacturer's products.

Emotion

A necessary component of good channel management strategy is controlling the degree of emotion from the channel.However, as emotion builds, the channels will begin to react by reducing support of the product line or by switching out

that line wherever possible. Emotion will often cause the channel to de-emphasize a brand even when it is not in the bestinterest of the channel. We have found that channels often have this discretion to control brand choice in as much as 40%of salesthey typically don't choose to exercise this discretion.

Customer Satisfaction

Conflict can erode customer satisfaction for two reasons:

Customers will start to experience redundant buying costs when forced to deal with multiple channels offeringessentially the same solutions in sales situations

Competing channels focus on easy ways to win the sale in a conflict situation (such as dropping price) and beginto ignore less evident customer buying requirements


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Channel Conflict Solutions

Channel conflict is an integral part of your channel strategy, so you must examine your market position and channelstrategy before attempting to manage it. Taking a closer look at the problem often reveals that the perceived channelconflict issue masks a larger channel strategy issue. So prior to executing solutions to address channel conflict, themanufacturer is encouraged to examine all elements of its overall channel strategy, including pricing, end usersegmentation, channel support programs, company policies, etc. Have you created a conflict situation through the designor implementation of these other components of channel strategy?

Destructive channel conflict is managed through economics and structural controls. Economics motivate the channels to

avoid conflict. Structural controls lay the ground rules within which conflict is managed. With each tactic, communicationbefore conflict arises is critical.

The right economic solution is dictated by the type of conflict being faced, the manufacturer's market and channel position,and the company's strategic goals. Economic approaches include;

Dual compensationapplied when conflict exists between direct and indirect channels. The goal is to move theindirect channel from a position of potential adversary for the direct sales force to one of "partner" for the directsales force

Activity based compensation or discountused to manage cross-channel conflict or conflict between channels ofdiffering cost structures and capabilities. Activity based discounts are applied by paying a channel a specificdiscount if it performs a measurable task or function. These discounts allow the "high-cost" channel to competeagainst "low-cost" channels for those customers who value the high support

Shared coststhe key difference between this concept and functional discounts is that functional discountscompensate the channel for incremental tasks via a discount on product sold, while shared costs pay directly forthe task

Compensation for market shareusually applied to direct versus indirect conflict, the direct sales rep iscompensated based on total market share in a territory. The goals of the sales rep are based on direct andindirect volume, thus motivating the direct rep to "partner" with indirect channels to maximize territory volume

Structural controls are only as effective as their enforcement. There is no value unless you are willing to clearly spell outthe controls at the outset of the channel agreement and enforce the stated penalties to all channel members. Thestructural controls are typically applied to:

Accountsyou specify "named" or "house" accounts where indirect channels can expect to compete with yourdirect channels. Named accounts are usually specified based on end-user sourcing capabilities, channel ability to

meet end-user buying requirements, and volume and strategic value Productschannels can qualify for franchising by product line/category across your company's offering. Product

qualification is usually based on end-user product support needs, channel support capabilities, "fit" or positioningof the product category in the channel's overall business, and strategic considerations

Geographyas a manufacturer, you can specify those geographies/account types in which you will provide salessupport to the channel. These geographies are usually defined by granting the channel a primary area ofresponsibility

The successful marketer combines the elements of economic and control-related solutions that best address conflictchallenges framing them in an understanding of market position, channel position, and strategic goals.

Is Channel Conflict a Strategic Issue in Your Business Today?

Take a moment to consider the following questions:

1. Have you recently seen your market move through a "transition" point (e.g., from introduction to growth, fromgrowth to maturity)?

2. Have you made any recent changes to your channel strategy (e.g., adding channel members, adding new typesof channels)?

3. Have requests from the direct sales force or channels for special prices increased significantly?4. Have gross margins eroded significantly in any customer or channel segments?5. Have you seen a decrease in dollar revenue per direct sales rep and/or dollar revenue per channel location?6. Have you experienced significant loss of market share or declines in customer satisfaction in any customer

segments?7. Have you experienced a decrease in your number of channels as a result of channels dropping your line?


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If you answered yes to two or fewer questions, conflict is not a strategic issue for you today. If you answered yes to threeor four questions, conflict could be impacting your business. Take this opportunity to "audit" your market position andenact strategies to manage destructive conflict. If you answered yes to five or more questions, conflict might beundermining your channel strategy and must be managed now.

Unit 2. DISTRIBUTION SYSTEM

Physical Distribution decision areas

Locating Warehouses

Number of warehouses

Types of warehouses

Materials Handling Equipments

Mode of Transportation

Routing

Size of shipments

Inventory Levels

protective Packaging

Broadly, all the above mentioned areas can be grouped into four categories:

1. Order Processing

2. Inventory Control System

3. Warehousing

4. Transportation

Order Processing

It includes the activities of receiving, recording, filling and assembling the orders for shipment.

An order cycle is the period between the time of the placement of an order by the customer to the time of the

arrival of the goods at his destination.

The cycle is made up of the transmission of the order, document processing in the department and

shipment of the goods.


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The following information is vital for accurate and timely order fulfillment:

Order number, delivery date and address

Product name and number, quantity and unit price of product

Customer number, address and industry branch

Sales and sales territory

Means of transport, freight costs

Special instructions, where necessary

INVENTORY CONTROL SYSTEM

The main objective in maintaining any inventory is to meet market demands i.e. to make sales and fulfill

customersorders.

Basic elements of the Inventory Control System:

a) Ordering Cost

b) Inventory Carrying Cost

c) Cost of stock outs.


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Ordering Cost

This is the total ordering expenses for the ordering or purchasing department

This cost includes:

1. Cost of staff posted for ordering of goods

2. Inspection cost of incoming materials

3.Expenses incurred on transportation of goods purchased

4. Cost of stationary, typing, postage, telephone charges etc

Carrying Cost

This is the total cost of all the expenses involved in maintaining inventory.

Such expenses include:

1. The cost of capital invested in inventories. An interest will be paid on the amount of capital locked up in

inventories

2. The loss of material due to deterioration and obsolescence.

Cost of spoilage in handling the materials

Insurance cost

Cost of storage which could have been used for other purposes (Opportunity cost)


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UNIT-3. LOGISTICSLogisticsis themanagementof the flow ofresourcesbetween the point of origin and the point of consumption in order to

meet some requirements, for example, of customers or corporations. The resources managed in logistics can include

physical items, such as food, materials, equipment, liquids, and staff, as well as abstract items, such as time, information,

particles, and energy. The logistics of physical items usually involves the integration of information flow,material

handling,production,packaging,inventory,transportation,warehousing,and oftensecurity.The complexity of logistics

can be modelled, analyzed, visualized, and optimized by dedicated simulation software. The minimization of the use of

resources is a common motivation.

Logistics fields[edit source|editbeta]

Given the services performed by logisticians, the main fields of logistics can be broken down as follows

Procurement logistics

Production logistics

Distribution logistics

After sales logistics

Disposal logistics

Reverse logistics

Green logistics

Global logistics
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Domestics logistics

Concierge Service

Procurement logisticsconsists of activities such asmarket research,requirements planning, make-or-buy decisions,

supplier management, ordering, and order controlling. The targets in procurement logistics might be contradictory:

maximizing efficiency by concentrating on core competences, outsourcing while maintaining the autonomy of the

company, or minimizing procurement costs while maximizing security within the supply process.

Production logisticsconnects procurement to distribution logistics. Its main function is to use available production

capacities to produce the products needed in distribution logistics. Production logistics activities are related to

organizational concepts, layout planning, production planning, and control.

Distribution logisticshas, as main tasks, the delivery of the finished products to the customer. It consists of order

processing, warehousing, and transportation. Distribution logistics is necessary because the time, place, and quantity of

production differs with the time, place, and quantity of consumption.

Disposal logisticshas as its main function to reduce logistics cost(s) and enhance service(s) related to the disposal of

waste produced during the operation of a business.

Reverse logisticsdenotes all those operations related to the reuse of products and materials. The reverse logistics

process includes the management and the sale of surpluses, as well as products being returned to vendors from

buyers.Reverse logistics stands for all operations related to the reuse of products and materials. It is "the process of

planning, implementing, and controlling the efficient, cost effective flow of raw materials, in-process inventory, finishedgoods and related information from the point of consumption to the point of origin for the purpose of recapturing value or

proper disposal. More precisely, reverse logistics is the process of moving goods from their typical final destination for the

purpose of capturing value, or proper disposal

Green Logisticsdescribes all attempts to measure and minimize the ecological impact of logistics activities. This

includes all activities of the forward and reverse flows.

Logistics management[edit source|editbeta]

Main article:Logistics management

Logistics is that part of thesupply chainthat plans, implements, and controls the efficient, effective forward and reverse

flow and storage of goods, services, and related information between the point of origin and the point of consumption inorder to meet customer and legal requirements.

[citation needed]A professional working in the field of logistics management is

called a logistician.

Materials management

Channel management

Distribution (or physical distribution)

Supply-chain management

TheChartered Institute of Logistics and Transport(CILT), established in theUnited Kingdomin 1919, received aRoyal

Charterin 1926. The Chartered Institute is one of theprofessional bodiesor institutions for the logistics and transport

sectors that offersprofessional qualificationsor degrees in logistics management.

Warehouse management systems and warehouse control systems[edit source|editbeta]

Main articles:Warehouse management systemandWarehouse control system

Although there is some overlap in functionality, warehouse management systems (WMS) can differ significantly from

warehouse control systems (WCS). Simply put, a WMS plans a weekly activity forecast based on such factors as statistics

and trends, whereas a WCS acts like a floor supervisor, working in real time to get the job done by the most effective

means. For instance, a WMS can tell the system that it is going to need five ofstock-keeping unit(SKU) A and five of SKU

B hours in advance, but by the time it acts, other considerations may have come into play or there could be a logjam on a

conveyor. A WCS can prevent that problem by working in real time and adapting to the situation by making a last-minute

decision based on current activity and operational status. Workingsynergistically,WMS and WCS can resolve these
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issues and maximizeefficiencyfor companies that rely on the effective operation of their warehouse or distribution

center.[5]

Logistics automation[edit source|editbeta]

Main article:Logistics automation

Logistics automationis the application ofcomputer softwareand/orautomatedmachinery to improve the efficiency of

logistics operations. Typically this refers to operations within a warehouse or distribution center, with broader tasks

undertaken bysupply chain managementsystems andenterprise resource planningsystems.

Logistics outsourcing[edit source|editbeta]

Logistics outsourcing involves a relationship between a company and an LSP (logistic service provider), which, compared

with basic logistics services, has more customized offerings, encompasses a broad number of service activities, is

characterized by a long-term orientation, and thus has a strategic nature.[6]

Third-party logistics[edit source|editbeta]

Main article:Third-party logistics

Third-party logistics (3PL) involves using external organizations to execute logistics activities that have traditionally been

performed within an organization itself.[7]

According to this definition, third-party logistics includes any form of outsourcing

of logistics activities previously performed in house. For example, if a company with its own warehousing facilities decides

to employ external transportation, this would be an example of third-party logistics. Logistics is an emerging business area

in many countries.

Fourth-party logistics[edit source|editbeta]

The concept of a fourth-party logistics (4PL) provider was first defined by Andersen Consulting (now Accenture) as an

integrator that assembles the resources, capabilities, and technology of its own organization and other organizations to

design, build, and run comprehensive supply chain solutions. Whereas a third-party logistics (3PL) service provider

targets a single function, a 4PL targets management of the entire process. Some have described a 4PL as a general

contractor that manages other 3PLs, truckers, forwarders, custom house agents, and others, essentially taking

responsibility of a complete process for the customer.

Emergency logistics[edit source|editbeta]

Emergency logistics is a term used by the logistics, supply chain, and manufacturing industries to denote specific time-

critical modes of transport used to move goods or objects rapidly in the event of an emergency.[citation needed]

The reason for

enlisting emergency logistics services could be a production delay or anticipated production delay, or an urgent need for

specialized equipment to prevent events such as aircraft being grounded (also known as "aircraft on ground" AOG),

ships being delayed, or telecommunications failure. Emergency logistics services are typically sourced from a specialist

provider.[citation needed]

UNIT4. COST AND CUSTOMER MANAGEMENT

The Distribution Cost Management solution identifies risks that may impact realizing performance

improvements in the existing logistics network. This service is designed to offer solutions to help organizations

identify modifications that can be made to the building, grounds, material handling equipment, and labor

performance systems to enhance the operation of logistics networks. Direct labor cost savings can berealized by implementing one or more of these proven services. The Distribution Cost Management product

offering assists organizations to identify quick hits and short term process improvements as well as long term

planning to ensure optimal service at a minimal cost of operation
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iki/Logistics#cite_note-6http://en.wikipedia.org/wiki/Logistics?veaction=edit&vesection=10http://en.wikipedia.org/w/index.php?title=Logistics&action=edit&section=10http://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Supply_chain_managementhttp://en.wikipedia.org/wiki/Automationhttp://en.wikipedia.org/wiki/Computer_softwarehttp://en.wikipedia.org/wiki/Logistics_automationhttp://en.wikipedia.org/wiki/Logistics_automationhttp://en.wikipedia.org/wiki/Logistics?veaction=edit&vesection=9http://en.wikipedia.org/w/index.php?title=Logistics&action=edit&section=9http://en.wikipedia.org/wiki/Logistics#cite_note-sdcexec-5http://en.wikipedia.org/wiki/Economic_efficiency


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Customer serviceis the provision ofservicetocustomersbefore, during and after a purchase. According to Turban et al.

(2002),[1]

"Customer service is a series of activities designed to enhance the level of customer satisfactionthat is, the

feeling that a product or service has met the customer expectation."

The importance of customer service may vary by product or service, industry and customer. The perception of success of

such interactions will be dependent on employees "who can adjust themselves to the personality of the

guest,"[2]

according to Micah Solomon. From the point of view of an overallsales process engineeringeffort, customer

service plays an important role in an organization's ability to generate income and revenue .[3]

From that perspective,

customer service should be included as part of an overall approach to systematic improvement. A customer service

experience can change the entire perception a customer has of the organization.

Some have argued[4]

that the quality and level of customer service has decreased in recent years, and that this can be

attributed to a lack of support or understanding at the executive and middle management levels of a corporation and/or a

customer service policy. To address this argument, many organizations have employed a variety of methods to improve

their customer satisfaction levels, and otherkey performance indicators

Customer support[edit source|editbeta]

Main article:Customer support

Customer support is a range of customer services to assist customers in making cost effective and correct use of a

product.[5]

It includes assistance in planning, installation, training, trouble shooting, maintenance, upgrading, and disposal

of a product.[5]

Regarding technology products such as mobile phones, televisions, computers, software products or other electronic or

mechanical goods, it is termedtechnical support.

Automated customer service[edit source|editbeta]

Customer service may be provided by a person (e.g., sales and service representative), or by automated means.

Examples of automated means are Internet sites. An advantage with automated means is an increased ability to provide

service 24-hours a day, which can, at least, be a complement to customer service by persons .[6]

Another example of automated customer service is bytouch-tone phone,which usually involves a main menu, and the

use of the keypad as options (i.e. "Press 1 for English, Press 2 for Spanish", etc.)

However, in the Internet era, a challenge has been to maintain and/or enhance the personal experience while making use

of the efficiencies of online commerce. "Online customers are literally invisible to you (and you to them), so it's easy to

shortchange them emotionally. But this lack of visual and tactile presence makes it even more crucial to create a sense of

personal, human-to-human connection in the online arena."[7]

Automated means can be based entirely onself service,but may also be based on service by more or less means

ofartificial intelligence.

Examples of customer service by artificial means areautomated online assistantsthat can be seen asavatarson

websites.[6]

It can avail for enterprises to reduce their operating and training cost.[6]

These are driven bychatterbots,and a

major underlying technology to such systems isnatural language processing.[6]
http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Customer_service#cite_note-1http://en.wikipedia.org/wiki/Customer_service#cite_note-1http://en.wikipedia.org/wiki/Customer_service#cite_note-1http://en.wikipedia.org/wiki/Customer_service#cite_note-2http://en.wikipedia.org/wiki/Customer_service#cite_note-2http://en.wikipedia.org/wiki/Customer_service#cite_note-2http://en.wikipedia.org/wiki/Sales_process_engineeringhttp://en.wikipedia.org/wiki/Sales_process_engineeringhttp://en.wikipedia.org/wiki/Sales_process_engineeringhttp://en.wikipedia.org/wiki/Customer_service#cite_note-Selden1998-3http://en.wikipedia.org/wiki/Customer_service#cite_note-Selden1998-3http://en.wikipedia.org/wiki/Customer_service#cite_note-Selden1998-3http://en.wikipedia.org/wiki/Customer_service#cite_note-4http://en.wikipedia.org/wiki/Customer_service#cite_note-4http://en.wikipedia.org/wiki/Key_performance_indicatorhttp://en.wikipedia.org/wiki/Key_performance_indicatorhttp://en.wikipedia.org/wiki/Key_performance_indicatorhttp://en.wikipedia.org/w/index.php?title=Customer_service&action=edit&section=1http://en.wikipedia.org/w/index.php?title=Customer_service&action=edit&section=1http://en.wikipedia.org/w/index.php?title=Customer_service&action=edit&section=1http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=1http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=1http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=1http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=1http://en.wikipedia.org/wiki/Customer_supporthttp://en.wikipedia.org/wiki/Customer_supporthttp://en.wikipedia.org/wiki/Customer_supporthttp://en.wikipedia.org/wiki/Customer_service#cite_note-businessdictionary-5http://en.wikipedia.org/wiki/Customer_service#cite_note-businessdictionary-5http://en.wikipedia.org/wiki/Customer_service#cite_note-businessdictionary-5http://en.wikipedia.org/wiki/Customer_service#cite_note-businessdictionary-5http://en.wikipedia.org/wiki/Customer_service#cite_note-businessdictionary-5http://en.wikipedia.org/wiki/Customer_service#cite_note-businessdictionary-5http://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/w/index.php?title=Customer_service&action=edit&section=2http://en.wikipedia.org/w/index.php?title=Customer_service&action=edit&section=2http://en.wikipedia.org/w/index.php?title=Customer_service&action=edit&section=2http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=2http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=2http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=2http://en.wikipedia.org/wiki/Customer_service?veaction=edit&vesection=2http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Push-button_telephonehttp://en.wikipedia.org/wiki/Push-button_telephonehttp://en.wikipedia.org/wiki/Push-button_telephonehttp://en.wikipedia.org/wiki/Customer_service#cite_note-fast_comp_2010-7http://en.wikipedia.org/wiki/Customer_service#cite_note-fast_comp_2010-7http://en.wikipedia.org/wiki/Customer_service#cite_note-fast_comp_2010-7http://en.wikipedia.org/wiki/Self_servicehttp://en.wikipedia.org/wiki/Self_servicehttp://en.wikipedia.org/wiki/Self_servicehttp://en.wikipedia.org/wiki/Artificial_intelligencehttp://en.wikipedia.org/wiki/Artificial_intelligencehttp://en.wikipedia.org/wiki/Artificial_intelligencehttp://en.wikipedia.org/wiki/Automated_online_assistanthttp://en.wikipedia.org/wiki/Automated_online_assistanthttp://en.wikipedia.org/wiki/Automated_online_assistanthttp://en.wikipedia.org/wiki/Avatar_(computing)#Artificial_intelligencehttp://en.wikipedia.org/wiki/Avatar_(computing)#Artificial_intelligencehttp://en.wikipedia.org/wiki/Avatar_(computing)#Artificial_intelligencehttp://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Chatterbothttp://en.wikipedia.org/wiki/Chatterbothttp://en.wikipedia.org/wiki/Chatterbothttp://en.wikipedia.org/wiki/Natural_language_processinghttp://en.wikipedia.org/wiki/Natural_language_processinghttp://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http://en.wikipedia.org/wiki/Customer_service#cite_note-Kongthon-6http:/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UNIT 5. SUPPLY CHAIN

Supply chain management(SCM) is the management of an interconnected or interlinked between network, channel and

nodebusinessesinvolved in the provision ofproductandservicepackages required by the end customers in asupply

chain.[2]

Supply chain management spans the movement and storage ofraw materials,work-in-process inventory, and

finished goods from point of origin to point of consumption. It is also defined as the "design, planning, execution, control,

and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure,

leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally."[3]

SCM draws heavily from the areas ofoperations management,logistics,procurement,andinformation technology,and

strives for an integrated approach.[4]

The concept of Supply Chain Management is based on two core ideas. The first is that practically every product that

reaches an end user represents the cumulative effort of multiple organizations. These organizations are referred to

collectively as the supply chain.

The second idea is that while supply chains have existed for a long time, most organizations have only paid attention to

what was happening within their four walls. Few businesses understood, much less managed, the entire chain of

activities that ultimately delivered products to the final customer. The result was disjointed and often ineffective supplychains.

Supply chain management, then, is the active management of supply chain activities to maximize customer value and

achieve a sustainable competitive advantage. It represents a conscious effort by the supply chain firms to develop and run

supply chains in the most effective & efficient ways possible. Supply chain activities cover everything from product

development, sourcing, production, and logistics, as well as the information systems needed to coordinate these activities.

The organizations that make up the supply chain are linked together through physical flows and information flows.

Physical flows involve the transformation, movement, and storage of goods and materials. They are the most visible piece

of the supply chain. But just as important are information flows. Information flows allow the various supply chain partners

to coordinate their long-term plans, and to control the day-to-day flow of goods and material up and down the supply

chain.
http://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2http://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2http://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2http://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3http://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3http://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3http://en.wikipedia.org/wiki/Operations_managementhttp://en.wikipedia.org/wiki/Operations_managementhttp://en.wikipedia.org/wiki/Operations_managementhttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Procurementhttp://en.wikipedia.org/wiki/Procurementhttp://en.wikipedia.org/wiki/Procurementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Supply_chain_management#cite_note-4http://en.wikipedia.org/wiki/Supply_chain_management#cite_note-4http://en.wikipedia.org/wiki/Supply_chain_management#cite_note-4http://en.wikipedia.org/wiki/Supply_chain_management#cite_note-4http://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Procurementhttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Operations_managementhttp://en.wikipedia.org/wiki/Supply_chain_management#cite_note-3http://en.wikipedia.org/wiki/Raw_materialhttp://en.wikipedia.org/wiki/Supply_chain_management#cite_note-2http://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Supply_chainhttp://en.wikipedia.org/wiki/Service_(economics)http://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Business

Dlm Whole Syllbs

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