SUMMARY• Outbound-to-customer logis

SUMMARY
• Outbound-to-customer logistics systems have received the most attention in many companies; but, even in today’s customer service environment, outbound and in¬bound logistics systems must be coordinated.
• Demand management may be thought of as "focused efforts to estimate and manage customers’ demand, with the intention of using this information (o shape operating decisions "
• Supply-demand misalignment may cause severe problems in the outbound-to- customer logistics channel. Causes of these problems should be identified and removed.
• There is growing and persuasive evidence that understanding and managing market demand is a central determinant of business success.
• Although many forecasts arc made throughout the supply chain, the forecast of primary demand from the end user or consumer will be the most important. It is essen¬tial that this demand information be shared with trading partners throughout the supply chain and be the basis for collaborative decision making.
• There are various approaches to forecasting, each serving different purposes.
• The recent popularity of CPFR has led companies to more meaningful and produc¬tive sharing of forecast information on an inter-firm basis.
• The three critical elements of collaborative planning are collaborative demand plan¬ning, joint capacity planning, and synchronized order fulfillment.
• Significant attention needs to be directed to individual elements of the order cycle, the length and variability of each, and the overall performance of the order cycle.
• E-commerce fulfillment creates a number of unique challenges for logistics management.
• Customer service is an area of key interest to both marketing and logistics. Effective customer service represents a key way to create value for the customer.
• Customer service may be viewed in three ways—as an activity, as a performance measure, and as a philosophy.
• To be efficient and effective in providing and managing customer service, we have to provide performance standards and measure performance against these standards. Many standards have been used historically, and current priorities are on making sure they focus on the needs of the buyer as well as the seller.
• Having inventor)' available reduces the likelihood of stockouts. In the event of an out-of*stock situation, there are a number of costs that may be incurred by the manufacturer. These cost types should be identified, and the expected cost of stockouts should be estimated in advance.
• There are a number of distribution channel alternatives that may be considered by companies today. Effective management of the various choices requires coordination and integration of marketing and logistics activities within the firm, as well as coordination of overall channel-wide activities across the firms in the channel.

Results (English) 2:

摘要
•对外客户的物流系统已经在许多企业中最受关注的；但是，即使在今天的客户服务环境，出境和¬结合物流系统必须协调一致。
•需求管理可以看作是“重点评估和管理客户的需求，以使用此信息意图（O型经营决策”
•供需失调可能会导致严重的问题，在出站到客户的物流通道。这些问题应查明原因，清除。
•越来越多的和有说服力的证据，理解和管理的市场需求是企业成功的一个中央的决定因素。
•虽然许多预测电弧在整个供应链中了，从最终用户或消费者的主要需求的预测将是最重要的。它是埃森¬TiAl，这种需求信息共享与贸易伙伴在整个供应链和协同决策的基础。
•有预测的各种方法，每个服务于不同的目的。
•CPFR最近流行有LED企业更有意义和生产¬性共享在企业间的基础上预测信息。
•协同规划的三个关键要素是协作需求计划¬宁，联合容量规划，并同步完成订单。
•明显需要注意定向的订货周期单个元素，长度变化的每一个，顺序和循环的整体性能。
•电子商务实现了物流管理的一些独特的挑战。
•客户服务是关键的利益的营销和物流的一个地区。有效的客户服务代表为客户创造价值的重要途径。
•客户服务可以以三种方式视为一种活动，作为一种性能测量，并作为一个哲学。
•在提供和客户服务管理是有效的，我们必须对这些标准提供了性能标准和衡量绩效。许多标准已经被使用的历史，与目前的重点是确保他们专注于买方的需求以及卖方。
•有发明家）可减少缺货的可能性。在一个*股票的情况下，有许多可能是由制造商支付的成本。这些成本类型应确定的预期成本和缺货，应预先估计。
•有大量的分销渠道的替代品，可以考虑由公司今天。各种选择的有效管理需要协调的市场营销和物流活动在该公司的整合，以及全面的宽通道活动在企业在渠道协调。