Distribution. POD Retrieval. Purpose: Example:

Transcription

1 Distribution POD Retrieval To show the actual number of connotes dispatched from your DC vs the number of PODs or signed copies of connotes that the transport company has on file. This data is critical for finance, as some customers require signed copies of deliveries before payment is made. The benchmark for the transport industry is 95%. tes Qty Connot 9, 8, 7, 6, 5, 4, 3, 2, 1, Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Connotes Retrieval % 99.% 99.4% 99.4% 99.5% 99.6% 99.4% 99.6% 99.7% 99.5% 99.2% 99.5% 99.4% 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% %

2 Distribution Stock Returns by Reason Code This enables you to track all returns back to the warehouse by reason codes, i.e. damage, keying error, picking error etc. Number Of Returns By Invoice 7 1% Qty Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total # of Orders Returned Correct Shipments By Invoice 99.6% 99.7% 99.7% 99.7% 99.7% 99.8% 99.6% 99.8% 99.3% 9% 8% 7% 6% 5% 4% 3% 2% 1% %

3 Distribution DC On Time Deliveries Timeslot reporting is critical for deliveries to Major Distribution Centres to ensure orders are delivered on time within the required customer window. This function is usually controlled by the Warehouse Management System (WMS) % Number Orders Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total DC Orders % On Time 1.% 1.% 1.% 1.% 1.% 1.% 1.% 1.% 1.% 9.% 8.% 7.% 6.% 5.% 4.% 3.% 2.% 1.% %.%

4 Distribution Con Note Consolidation Connote consolidation is where many invoices are consolidated onto one connote thus giving your business significant savings by reducing the basic cost charge. g $6, 1, 9, $5, 8, $4, 7, 6, $ Va alue $3, 5 5, 4, ty Qt $2, 3, $1, 2, 1, $ Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total $ Saved $3,896 $5,394 $8,338 $9,981 $18,83 $17,162 $2,956 $19,69 $52,14 $19,336 $4,223 $9,735 Total # Con Notes Saved ,39 1,664 3,134 2,86 3,493 3,268 8,684 3,223 6,74 1,622

5 Distribution Transport Budget v Costs To ensure that your transport costs stay within the agreed % of sales. $5 $45 $4 $35 $ Valu ue (k) $3 $25 $2 $15 $1 $5 $- Jan-1 Feb-1 Mar-1 Apr-1 May-1 Jun-1 Jul-1 Aug-1 Sep-1 Oct-1 Nov-1 Dec-1 Plan ($k) $142 $164 $164 $181 $137 $199 $397 $44 $428 $468 $368 $135 Actual ($k) $142 $176 $83 $18 $129 $179 $261 $261 $328 $289 $389 $292

6 Distribution Shipping Analysis To measure the # of cartons despatched, the # of lines despatched, the m3 volume shipped and the shipped $ value. ty q 225, 2, 175, 15, 125, 1, 75, 5, 25, 18, 16, 14, 12, 1, 8, 6, 4, 2, $ / m Jan-1 Feb-1 Mar-1 Apr-1 May-1 Jun-1 Jul-1 Aug-1 Sep-1 Oct-1 Nov-1 Dec-1 Total Cartons 56,159 77,136 74,527 96,263 72, , ,73 142,9 191, ,96 179,134 15,554 Total Volume (m3) 2,985 1,927 2,131 2,741 1,76 3,712 5,235 5,96 7,148 5,295 6,339 3,219 Total Value ($k) $3,663 $4,281 $5,753 $6,44 $5,697 $8,439 $11,414 $11,778 $14,671 $12,383 $15,478 $7,371

7 Warehouse Cyclic Counting Lines are counted monthly for accuracy by location, e.g. if you counted 1 SKUs and each SKU was in 3 different locations and there was incorrect stock in 2 locations then the accuracy would be 93.3% 1-(2/(1x3)). 25 1% 9% Qty Lo ocations Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Locations Counted Incorrect Locations % Accuracy 83.4% 91.9% 9.4% 89.3% 9.2% 93.5% 92.7% 92.2% 91.% Target 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 85% 8% 7% 6% 5% 4% 3% 2% 1% %

8 Warehouse Total Labour v Budget To control the total labour costs within the DC in line with financial budgets. Forward planning of staff both fulltime and casual labour to achieve maximum output with minimum cost. $14 $12 $1 (k) $ Value $8 $6 $4 $2 $- Jan-1 Feb-1 Mar-1 Apr-1 May-1 Jun-1 Jul-1 Aug-1 Sep-1 Oct-1 Nov-1 Dec-1 Plan ($k) $68 $52 $96 $8 $81 $9 $16 $114 $118 $94 $9 $91 Actual ($k) $68 $75 $7 $84 $8 $79 $15 $73 $91 $11 $11 $71

9 Warehouse Cartons Received v Labour Costs To measure inbound activity and labour charge to received cartons in. $ / 1 Cartons $14. $12. $1. $8. $6. $4. $2. $. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Ctns Received $ per 1 Cartons $12.41 $13.16 $11.57 $11.22 $1.93 $1.89 $11.9 $1.75 $11.89 $11.41 $9.35 $7. 18, 16, 14, 12, 1, 8, 6, 4, 2, # of Cartons

10 Warehouse Cartons Despatched v Labour Costs To arrive at a standard labour charge cost to despatch one carton, the labour costs for picking, packing and despatching is divided by the number of cartons despatched per month. 2, $25 18, 16, $2 Carton Qty 14, 12, 1, 8, 6, 4, 2, Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Cartons Despatched 55,861 76,812 74,531 96,263 72, , ,73 142,9 191, ,96 $ Labour / 1 Cartons $14.2 $22.7 $2.75 $2.12 $18.7 $14.23 $19.23 $15 $1 $5 $ t Cost

11 Sales Admin Customer Supply Ratios To measure the qty and $ value unsupplied to customers. Qty 4, 1% 35, 9% 8% 3, 7% 25, 6% 2, 5% 15, 4% 3% 1, 2% 5, 1% - Jan-1 Feb-1 Mar-1 Apr-1 May-1 Jun-1 Jul-1 Aug-1 Sep-1 Oct-1 Nov-1 Dec-1 % Qty Supplied 265,73 158,82 168,8 244, , , , , ,43 237,76 29,62 - Qty Ordered 293,81 176, , , ,57 229,873 38,34 271, ,472 26, ,34 - Target 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% 9% Ratio 91% 89% 89% 95% 93% 94% 93% 9% 94% 91% 78% % Supp ply Ratio

12 Sales Admin Customer Supply Ratios cont Qty 1,2, 1,, 8, 6, 4, 2, Kmart Target Fosseys GHPL Myer Big W DJ Qty Supplied 892, ,418 79,29 43, , ,167 46,556 Qty Ordered 1,27, ,281 8, , , ,667 51,99 Ratio 87% 92% 98% 97% 93% 89% 9% Target 9% 9% 9% 9% 9% 9% 9% 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% % Supply Ratio

13 Sales Admin Customer Unshipped Analysis To analyse why product was not shipped to customers using reason codes. Unshipped Orders (Lost Sales) All Customers, 21 YTD 287,889 value of $3,99,39 12, $1,4, Qty 1, 8, 6, 4, 2, $1,2, $1,, $8, $6, $4, $2, Value Avail SlippaClose Outs ETA Lapse Avail < OrigAct Sls > OAct Sls > OMarketing RSold Out / D1st Avail PeStock In QuNot In RangStock AvailaOther A C E F G L M O P Q R S Z Qty 6,482 2,154 29,543 18, , , , ,259 56, ,97 Value 123,173 5,318 39,66 1,273,165 15,658 2,16 561,76 7,62 151,377 62, , ,594 Recurrance , Qty % 2% 1% 1% % 36% % % 17% 2% 2% 1% 19% 9% Value % 3% % 1% % 33% % % 14% 2% 4% 2% 23% 9% Recurrance % 4% 1% 9% % 34% 1% % 19% 1% 2% 1% 19% 11% Reason $-

14 Sales Admin Quarantine Stock To measure the level of quarantine by $ value, SKU and the reason code by month AUD $M Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

15 Customer Service Phone Statistics To measure call classifications and their reason codes. # of Calls 6, 5, 4, 3, 2, 1, JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Abandoned Calls Answered Calls 4,58 3,248 3,158 2,56 2,738 2,546 3,119 3,153 2, ,439 Outbound Calls 2,76 1,16 1, ,35 1,13 1,284 1,52 1,12 1,2 Service Level -6sec 69% 72% 64% 49% 66% 69% 79% 77% 77% 79% 79% Total Calls 4,827 3,48 3,652 2,874 2,986 2,73 3,294 3,369 2,686 3,914 4,859 1% 9% 8% 7% 6% 5% 4% 3% 2% 1% %

16 Customer Service Spare Parts To measure qty and $ value of spare parts ordered v sent. p q, 1,8 $9, 1,6 $8, 1,4 $7, 1,2 $6, Qty 1, 8 $5, $4, 6 $3, 4 $2, 2 $1, JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC # of Spare Parts Request Sent 1,4 58 1, $ Value 6, , , , ,36.1 5, , , , , ,765.5 $

17 Planning Year End Projected Inventory To measure the expected year end inventory as of the current month based on financial plan and the actual month end inventory std) $M Jan-1 Feb-1 Mar-1 Apr-1 May-1 Jun-1 Jul-1 Aug-1 Sep-1 Oct-1 Nov-1 Dec-1 Year End Proj Inv Mth End Closing Inv Target

18 Planning Forecast v Financial Plan v Actual Sales Forecast To measure the Quota/Excess/Closeout v Financial Plan v Sales Forecast $M (@ 'A') Jan-1 Feb-1 Mar-1 Apr-1 May-1 Jun-1 Jul-1 Aug-1 Sep-1 Oct-1 Nov-1 Dec-1 Financial Plan Sales Fcast Quota/Excess/Closeout