Clare 發問時間: 社會與文化語言 · 1 0 年前

英翻中我不要網路翻的ㄡ

One way to get the attention of key executives is to calculate what a one-percentage-point improvement in forecast accuracy may mean to the company. As supplies come closer to demand, customers can buy more, stores return less, and more revenue goes straight to the bottom line instead of paying for excess storage and handling. For a large company, it could add millions of dollars to the bottom line.

A look at Johnson & Johnson Co.'s LifeScan unit, where one of the co-authors of this article formerly worked, shows the difference committed executives can make. In 1999, sales forecasts for the maker of diabetic-testing materials and equipment were driven by the sales and marketing departments using standard business software. The unit-volume forecasts proved overoptimistic for several consecutive periods, and large amounts of inventory piled up. Senior J&J managers then decided to step in, implementing a more collaborative, cross-functional process. They designed a task force to fully implement a planning process using monthly sales and operations meetings. This required senior marketing managers to attend supply-planning review meetings to better understand demand and supply issues. Marketing directors were required to review summaries of those meetings so they could speak effectively on key issues in monthly meetings with senior executives.

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  • 1 0 年前
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    One way to get the attention of key executives is to calculate what a one-percentage-point improvement in forecast accuracy may mean to the company. As supplies come closer to demand, customers can buy more, stores return less, and more revenue goes straight to the bottom line instead of paying for excess storage and handling. For a large company, it could add millions of dollars to the bottom line.

    要獲得公司主要營運階層關注的一個方式是,計算每提昇1%的預測準確度對公司而言代表什麼樣的意義。

    當生產量愈接近需求量,消費者可以買更多東西,零售商店退貨會愈少,更多的營收可以直接入帳,而不需付出額外的倉儲及營運成本。

    對一個大公司來說,可以增加幾百萬的盈餘。

    A look at Johnson & Johnson Co.'s LifeScan unit, where one of the co-authors of this article formerly worked, shows the difference committed executives can make. In 1999, sales forecasts for the maker of diabetic-testing materials and equipment were driven by the sales and marketing departments using standard business software. The unit-volume forecasts proved overoptimistic for several consecutive periods,

    and large amounts of inventory piled up. Senior J&J managers then decided to step in, implementing a more collaborative, cross-functional process. They designed a task force to fully implement a planning process using monthly sales and operations meetings. This required senior marketing managers to attend supply-planning review meetings to better understand demand and supply issues. Marketing directors were required to review summaries of those meetings so they could speak effectively on key issues in monthly meetings with senior executives.

    看看本文作者之一曾待過的嬌生公司LIfeScan 部門,顯示忠誠的營運階層可以有什麼不同。

    在1999年, 糖尿病測試的原料和設備的銷售預測,是由銷售和行銷部門使用標準業務軟體產生的。

    結果證實單位生產量預測連續一段時間被高估,造成大量庫存。

    嬌生公司的資深經理於是決定介入,導入更加合作、跨職務的流程。

    他們設計一項工作,強迫計劃流程完全由月銷售及營運會議來執行。

    這項措施使得資深行銷經理需參加供應計劃檢討會議,來更了解需求及供應上的問題。

    行銷主管們需要檢視這些會議記錄,如此一來他們才能在月會上有效率地對營運階層報告主要問題。

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