<p>Introduction</p><p>An increased globalization and competition has forced companies to change their view on the supply chain, from supply chain management to demand chain management.</p><p>The company Martela is experiencing an increased competition and a declining market. They have started a program for change in order to reclaim market shares. The goal of one of the sub-projects is to increase the customers’ confidence on Martela in order to increase customer satisfaction.</p><p>Purpose</p><p>The purpose of this study is to illustrate the strong significance of physical distribution on customer satisfaction.</p><p>Method</p><p>We have used a qualitative method. We have gathered information for this paper by means of discussions, interviews and data processing of delivery and sales. It has been an iterative process in which we have moved from empiric data to theory and then back, in order to analyze the result. A significant part of this paper are interpretations, in which the theory as well as our background had an influence in the analysis and the dis-cussion.</p><p>Conclusions</p><p>Customer satisfaction plays an important role in order to compete in the office furniture market. One step towards making the customer satisfied is to have a satisfactory physi-cal distribution. The conditions for a good distribution and satisfied customers can be created by focusing on damage-free deliveries on time along with the relevant informa-tion.</p>

Research Questions: How can firms implement the phenomena of collaborative consumption in their value chain and promote sustainability as a core value to gain international competitive advantage? Purpose: The purpose of this thesis is to identify how a firm can successfully implement the concept of collaborative consumption into their value chain and how to promote sustainability to gain international competitive advantage. To gain deeper understanding of collaborative consumption, sustainability branding, value chain and international competitive advantage, the different terms will be examined. Method: This thesis uses a qualitative method with a deductive approach. In order to gather empirical data, semi structured interviews has been conducted. Conclusions: By implementing collaborative consumption as a value adding service or in cooperation with other companies, firms can promote sustainability as core value and gain international competitive advantage. Thus, by implementing collaborative consumption and promote sustainability firms will be cool in the big pool.

Introduction An increased globalization and competition has forced companies to change their view on the supply chain, from supply chain management to demand chain management. The company Martela is experiencing an increased competition and a declining market. They have started a program for change in order to reclaim market shares. The goal of one of the sub-projects is to increase the customers’ confidence on Martela in order to increase customer satisfaction. Purpose The purpose of this study is to illustrate the strong significance of physical distribution on customer satisfaction. Method We have used a qualitative method. We have gathered information for this paper by means of discussions, interviews and data processing of delivery and sales. It has been an iterative process in which we have moved from empiric data to theory and then back, in order to analyze the result. A significant part of this paper are interpretations, in which the theory as well as our background had an influence in the analysis and the dis-cussion. Conclusions Customer satisfaction plays an important role in order to compete in the office furniture market. One step towards making the customer satisfied is to have a satisfactory physi-cal distribution. The conditions for a good distribution and satisfied customers can be created by focusing on damage-free deliveries on time along with the relevant informa-tion.

The research topic of this study is market-specific supply chain strategy, and the research problem is defined as, how manufacturing companies can use the DWV3 classification system to evaluate the opportunity for a market-specific supply chain strategy. What has been written about the DWV3 classification system is somewhat general in its nature and the practitioner is left without detailed instructions on how to proceed with the analytical analysis. Key elements of the DWV3 classification system that is not explicitly described in the literature is (1) how to measure each of the classification variables, (2) how to define a suitable limit for each measure in order to classify the products and (3) how to reason when sequencing the classification variables in the clustering analysis. Hence, the purpose of this thesis is to make the DWV3 classification system more available to practitioners, and thus the aim is to illustrate how to tackle the key elements of the framework by applying it on the Atlas Copco Industrial Technique Business Area product portfolio. A single-case study design was chosen as a suitable research approach for this thesis. The application of the DWV3 system to the ITBA product portfolio was considered as the phenomenon under investigation, the case, of this study. Two sets of quantitative data were collected, demand data and product master data. The qualitative data collected was related to the ITBA supply chain set-up and the products as well as the customers’ responsiveness requirements for each assortment included in the study. All qualitative data was collected through interviews. The findings of this study are summarized in a number of conclusions that can serve as guidelines for practitioners that are about to apply the DWV3 system. These are (1) as far as possible use measures at the single product level, (2) use measures that express each classification variable in a way that is relevant to the matching of demand characteristics and supply chain strategy, (3) be prepared to redefine initial measures in order to describe the studied products’ characteristics in the best possible way, (4) develop measures that are based on available data or data that is feasible to attain, (5) adjust the number of codification levels to find the best trade-off between the level of detail in the cluster analysis and the number of populated segments, (6) alter the sequencing and repeat the cluster analysis to gain insight into the demand characteristics of the product portfolio, (7) the final sequencing of the classification variables must produce clusters that are relevant for the chosen production philosophy concepts.

需求鏈管理著重於達成客戶的需求，以滿足客戶需求為重心設計整個價值鏈。相對於需求鏈，供應鏈管理強調整個價值鏈中物流與製造流程的最佳化。普遍來說，著重客戶服務效能的價值鏈可採用”拉式”(pull)的方法設計，而強調低成本製造流程的價值鏈則可採用”推式”(push)方法。縱然顧客導向的重要性已在管理領域被普通的提及，顧客關係管理系統也被認為是企業轉型的關鍵驅動因子之一，但仍需要實際上的個案去證實組織如何利用客戶關係管理轉型成顧客導向的組織。 首先，本研究比較了供應鏈管理與客戶需求導向管理的不同，進而選擇若干個已由供應鏈管理成功轉型為需求鏈管理的個案加以探索。在本研究中提供三個個案，藉此探討企業轉型的驅動因子、組織變革，以及轉型後的組織流程，對於顧客關係管理系統如何幫助企業轉型也提供了初步的了解。 / Demand chain management (DCM) focuses on meeting customer needs rather than on optimization of the logistics and production system. More specifically, DCM stresses satisfying customer needs with the entire value chain from marketing, sales, research through production to delivery. Supply chains, in contrast, emphasize efficiencies in the production and logistics processes. A primary focus on customer service effectiveness could imply a chain with a “pull” approach, while a focus on cost savings in production could imply a “push” approach. Management wisdom has highlighted the importance of customer orientation, and a customer relationship management system has been one of the key enablers for business transformation. However, there is a need for empirical support on how organizations adopt and transform customer-centric practices. This study first compares existing knowledge about the supply chain management and customer demand-driven practice and then testes it in selected cases in which firms have transitioned from a supply chain focus to a customer demand focus. Using three case examples, the study presents triggers, organizational changes, and the resultant processes of the firm, and it provides a preliminary understanding of how a customer relationship management system can transform a firm’s products and services, value-generation processes, resource arrangements, responsibilities, and value propositions.

在現在競爭激烈的企業環境中，企業從過往以製造與低成本為競爭優勢的供應鏈管理，逐漸轉型為以顧客需求為核心之需求鏈管理，強調企業發展之策略重點需能符合顧客需求的趨勢。顧客心聲，是了解顧客需求的重要資訊。 企業客戶服務中心，能夠協助企業將顧客心聲中粹取出重要的顧客意見回饋，透過資訊轉化，傳達至企業內部功能單位，成為企業內部決策與管理改善之重要依據，讓顧客意見能夠參與企業的決策過程。本研究主要探討之內容為企業客戶服務中心之四大營運模式，包含「客戶服務中心」、「客戶關懷中心」、「行銷媒體回應中心」與「電話行銷中心」，分別收集的顧客心聲影響企業八大價值活動的深度與強度；企業八大價值活動包含「品牌認同」、「產品研發」、「製程與品管」、「行銷活動」、「通路管理」、「服務流程」、「營業收入」與「顧客經驗」。 本研究透過實務界三個研究個案的實證分析與歸納，有以下之研究發現： 一、 透過客服中心的四種營運模式，企業具體蒐集顧客心聲，轉化為對顧客需求之了解，進而針對消費者需求提供適合的產品或服務。 二、 透過客服中心所收集顧客心聲(Voice of Customer)，經過內部資訊傳遞，可驅動企業主要八大價值活動「品牌認同」、「產品研發」、「製程與品管」、「行銷活動」、「通路管理」、「服務流程」、「營業收入」、「顧客經驗」。 三、 本研究推論當企業可採取不同的客服中心營運模式以協助企業達到不同的策略目標。 本研究之結論如下： 一、 企業客服中心，可以收集重要顧客資訊，並透過跨部門之資訊交流與管理，轉化為重要策略之參考依據，影響企業需求鏈管理的八大價值活動。 二、 企業客服中心可以協助企業驅動需求鏈管理之「了解顧客需求」(Understand Demand)、「管理顧客需求」(Manage Demand)與「創造顧客需求」(Create Demand)。 / In the more and more eager competition business environment, enterprises’s competences are transformed from supply-chain management to demand chain management. Customer-oriented is an important policy and reference for enterprises to determine development strategy. Customer contact center could collect most customer data and information which could facilitate company extract important customer insight and opinions from them. There are four operation models of customer service center, which includes”Customer service center”、”Customer care center ”、”Marketing response center”、”Telemarketing Center”. The objective of the research is want to find out how the customer insight collected from these four operation center interactive the eight major company value activities. The research is analyzed and investigated through 3 real cases, and we have the research finding as following, I. Through four models of customer contact center, enterprises could collect customer insight and transform them into the understanding of customer demand and modify the business strategy accordingly. II. The voice of customer collected from customer contact center could facilitate the eight major company value activities. III. The finding of the research inferred that the four models of customer contact center could help enterprises achieve different strategic objectives accordingly. Key word：Call Center、Demand Chain Management、Customer Insight、Customer Service

Este trabalho faz uma análise das práticas de gerenciamento da demanda no Brasil. O gerenciamento da cadeia de demanda é uma extensão do gerenciamento da cadeia de abastecimento e combina as forças de marketing com as competências de supply chain, incluindo as funções de planejar, comunicar, influenciar, priorizar e prever a demanda. O sucesso de uma empresa depende do gerenciamento da demanda como parte estratégica para direcionar as decisões do presente em direção a uma posição competitiva no futuro. O objetivo geral deste trabalho é realizar uma análise das práticas de gerenciamento da demanda no Brasil, com objetivos específicos de revisar a literatura, entender os princípios de previsão, conhecer os principais indicadores de desempenho e conhecer o modus-operandi do gerenciamento da demanda no Brasil. Quanto à classificação deste trabalho, é uma pesquisa survey com abordagem quali-quantitativa, nível de investigação aplicado e foco exploratório. Os dados foram coletados exclusivamente pela internet e o endereço da pesquisa ficou disponível na rede entre os dias 23 de janeiro de 2012 e 02 de abril de 2012, neste intervalo 50 pessoas responderam ao questionário. Entre os principais resultados a pesquisa mostrou que: (1) as empresas são capazes de acompanhar o processo de gerenciamento da demanda em 92% dos casos; (2) a técnica mais importante no processo de gerenciamento da demanda é a previsão estatística (63%); (3) a maior pressão que dirige o processo de gerenciamento da demanda é melhorar a receita (58%); (4) a principal ação estratégica para melhorar o processo de gerenciamento da demanda é aperfeiçoar as previsões (72%). Este estudo é relevante porque mostra o gerenciamento da demanda como módulo de acesso e link estratégico entre os sistemas de controle e planejamento da produção e o mercado, local onde ocorre a comunicação com os clientes seja para dar informações de promessas de entrega, confirmação ou alteração de pedidos. / This paper makes an analysis of demand management practices in Brazil. The demand chain management is an extension of the supply chain management and combines the marketing forces with supply chain capabilities, including functions to plan, communicate, influence, prioritize and forecast demand. The success of an organization depends on the demand management as a strategic process to direct the present decisions toward a competitive future position. The overall goal of this work is to perform an analysis of demand management practices in Brazil, with specific objectives in the literature review, understanding the principles of forecasting, key performance indicators and know the modus-operandi of demand management in Brazil. Regarding the classification of this work, it is a survey research approach with qualitative and quantitative level of applied research and exploratory focus. Data were collected exclusively by internet and the survey address was available online between the 23th January 2012 and 2 April 2012, in this range 50 people responded to the questionnaire. Among the key findings, the survey showed that: (1) companies are able to track the demand management process in 92% of cases; (2) the most important technique in demand management process is statistical forecast (63%); (3) the highest pressure to drive demand management process is to improve revenue (58%); (4) the main strategic action to improve demand management process is to improve forecast (72%). This study is relevant because it shows the demand management module as a strategic link between access and control systems and production planning and marketing, where communication occurs with customers either to give information delivery promises, confirm or change applications.