【作者】 张军；

【导师】 焦媛媛；

【作者基本信息】 南开大学 ， 工商管理（专业学位）， 2020， 硕士

【摘要】 H公司旗下品牌在大型家电行业全球销量领先,同时H公司也是国内企业国际化较早的公司之一,随着多年发展海外业务收入已占比总收入的42%,且100%为自有品牌。海外售后服务一直是H公司品牌营销的重要环节,视消费者满意度为品牌口碑的保障。公司战略上,领先的售后服务要成为市场竞争优势,增加品牌价值。通过流程优化,提升服务满意度,改善服务效率,且控制有竞争力的经营成本对战略目标实现有重要意义。本文首先简述了本次主要应用的流程优化、流程再造理论和服务外包理论。接着通过高层访谈,实地调研,流程写实,业务部门会议,工作坊等方式围绕三个核心职能部门(客服中心,工单管理,服务备件)的业务和流程现状进行梳理,并分析和总结各自的核心问题,客服中心为缺失标准服务流程和坐席绩效评价流程、缺乏统一高效的支撑系统平台;服务工单管理为服务网点规划比较粗放、服务商管理标准缺失、流程完整性缺失影响用户满意度、缺乏工程师技能提升管理机制;服务备件,供应链网络效率低、库存管理问题导致资产损失和流程完整性缺失导致高成本与高风险。接下来确立围绕用户需求为中心,提出全球服务策略,明确本次流程优化的目标,分三个核心职能部门提出针对性的优化措施,客服中心,建立统一标准化服务流程,坐席管理绩效流程全面可视化,接入统一高效的客服支撑平台;服务工单,新建自建外包决策模型,建立服务商全生命周期管理流程,增加工单流程关键管控节点,技术支持改进措施;服务备件供应链,供应链网络重组,供应链适度外包基础职能,改善供应链流程完整性。最后提出从4个方面做流程优化实施的保障,分别从人员组织保障方面,搭建强矩阵项目组织架构,设计人员绩效和激励;业务绩效体系保障方面,建立关键指标层级和关系网络,建立绩效反馈机制;企业文化保障方面,落实日清管理,始终围绕以用户为中心的理念;IT系统保障方面,基于系统要求提前做上线业务准备和改造,设计系统集成的中台方案,集成公共模块,前端模块灵活定制,一套系统打通各业务环节的关联关系,统一高效部署。更多还原

【Abstract】 The product of H Corporation is the leading brand and with top sales volume in home appliance industrial globally.And H company develop its business to oversea market in earlier year compare with domestic company.Now the oversea market sales revenue contributes 42% of total and all of them comes from private brand.Oversea service always is a key component of marketing strategy in H company,it is a key guarantee for the consumer’s good reputation.Leading after sales service in the market is the brand value added need.To optimize the service process has a crucial meaning for the strategy and achieve the target on increase customers satisfaction rate,improve the service process efficiency and take control of the service cost.The thesis initially reviewed related knowledge and theory briefly,major on process optimization,business process reengineering and service outsourcing.Then in AS-IS investigation stage,the author focuses on the business process study of 3 core department which are customer care center,work order management and parts supply chain.The author has done this study through management interview,onsite visits,meeting with the core manager in the department and workshop.Summarize the issues and make conclusion on the root cause after analysis.In customers care center the top problem summarized as 1.Missing of standard service process 2.Missing of the performance evaluation system for the Representative 3.No consolidated IT platform.In work order management the top problem summarized as 1.Low ability on Service vendor planning 2.Missing of the vendor management process 3.Incomplete word order process 4.lack of the service engineer’s management process.In parts supply chain,the top problem summarized as 1.low supply chain network efficiency 2.Inventory lost due to poor management 3.Incomplete process in supply chain.The following stage is TO-BE design,firstly confirmed the process optimization target and service strategy.Provide the design blue print and solution for 3 department’s business process.In customer care center,1.Set up the standard service process 2.Provide the visibility on Representative’s key performance 3.Construct consolidated platform base on the new process.In work order management,1.Set up in-house and outsource decision model 2.Set up vendor lifecycle management process 3.Improve process completeness on the key controlling point 4.To Improve Technical support on engineer’s performance.In parts supply Chain,1.re-org the supply chain network 2.Outsource the non-core business 3.Improve process completeness on the key controlling point.At last,the author presents 4 guarantee solutions to make sure process optimization carry out smoothly.Initially is organization guarantee,to set up the matrix project report organization,design the performance system.Secondly,re-design the performance system both on KPI structure and incentive reaction.Thirdly,explain how to use enterprise culture ensure the process optimization result as expectation.Finally,IT system go-live needed business preparation,also explain the consideration of design the common mid platform for rollout globally efficiency.更多还原