Tedarik Zinciri Y netiminde CRM ve B2B Uygulamalari

1. Tedarik Zinciri Y�netiminde CRM ve B2B Uygulamalari Or�un ONAT Migros T�rk T.A.S. CRM Uygulamalari ve Migros Club M�d�r�

2. Migros Magazalari

3. Sok Ucuzluk Marketleri

4. Ramstore

5. Strateji

6. Tedarik Zincirinde 2 �nemli Kavram M�steriler ile sistematik iletisim; CRM Daha verimli is yapma; B2B

7. Migros�un Tedarik Zinciri

8. Hedefler Dogru �r�n� Dogru zamanda Dogru miktarda Dogru yerde Dogru fiyatla Dogru t�keticiye sunmak

9. En �nemli Stratejik boyut : M�steri Standart �r�n ve hizmetteki farkliligi yaratacak tek unsur �M�steriye Farkli Davranmak� olarak �ne �ikmaktadir.

10. M�steri Iliskileri Y�netimi - CRM

11. M�STERIYI TANIMLAMAM�STERIYI GRUPLAMAKISISELLESTIRMEM�STERIYLE ILETISIM KURMA 

12. M�steriyi Tanima Olanagi : SADAKAT KARTI

13. M�steri Gruplama Modelleri -Migros �rnegi RFM SEGMENTASYONU R: Recency : En son gelis tarihi F:Frequency: Gelme sikligi M: Monetary : Aylik harcama tutari DINAMIK RFM SEGMENTASYONU M�sterinin RFM degerlerinin zaman i�inde gelisimine g�re gruplayarak Migros�a olan toplam katkisini takip etme M�STERI DEGER PIRAMIDI M�sterinin karliligi ve sadakatine g�re degerinin belirlenmesi

14. Kisisellestirme Tanimlanan ve gruplara y�nelik gelistirilen pazarlama stratejileri tedarik�ilerle isbirligiyle hayata ge�irilmektedir.

15. M�steri Ile Iletisimdeki Kanal Degisiklikleri

17. �rnek Isbirlikleri

18. Tedarik Zincirine Sistemsel Bakis What areas do they cover at present? � At present most but not all area of the Scorecard footprint are covered by the Global KPI�s. The current coverage is Category share -as an assessment of Demand Strategy Success Service Level or Fill Rate -Operational Excellence Inventory (Value in Days) -Integrated Demand Driven Supply Out of Stocks -Responsive Replenishment Time (Cycle Time) -Responsive Replenishment Distribution Costs -Supply Strategy Success/ Cost,Profit & Value Measurement Data Synchronisation -Operational Excellence, Common Data & Communication Standards There was the realisation at the outset that a few important KPI�s commonly defined were more likely to be adopted than a dictionary of potentially several hundred KPI�s aimed at Strategic, Operational and Tactical levels. As a result it appears there are gaps, particularly on the Demand side. However that is also where you would focus much of your category management effort and KPI�s at present vary significantly according to the process that is used and will vary based on the objectives of a particular category or strategy. Only some of the KPI�s are likely to be closely defined due to the qualitative information that is required in the process for much of the decision making. What areas do they cover at present? � At present most but not all area of the Scorecard footprint are covered by the Global KPI�s. The current coverage is Category share -as an assessment of Demand Strategy Success Service Level or Fill Rate -Operational Excellence Inventory (Value in Days) -Integrated Demand Driven Supply Out of Stocks -Responsive Replenishment Time (Cycle Time) -Responsive Replenishment Distribution Costs -Supply Strategy Success/ Cost,Profit & Value Measurement Data Synchronisation -Operational Excellence, Common Data & Communication Standards There was the realisation at the outset that a few important KPI�s commonly defined were more likely to be adopted than a dictionary of potentially several hundred KPI�s aimed at Strategic, Operational and Tactical levels. As a result it appears there are gaps, particularly on the Demand side. However that is also where you would focus much of your category management effort and KPI�s at present vary significantly according to the process that is used and will vary based on the objectives of a particular category or strategy. Only some of the KPI�s are likely to be closely defined due to the qualitative information that is required in the process for much of the decision making.

19. Tedarik Zinciri

20. Yeni Yaklasim : B2B

21. Migros B2B Uygulamasi Misyonumuz �Migros�un ve tedarik�ilerinin birlikte is yapma maliyetlerini d�s�recek, tedarik s�reci operasyonlarinin (siparis, sevkiyat, fatura, stok y�netimi) entegre edildigi elektronik bir platform olusturmak� Vizyonumuz �B2B�yi T�rkiye�de sekt�r bagimsiz olarak, firmalarin tedarik s�re�lerini y�netmek �zere kullandiklari vazge�ilmez bir platform haline getirmek�

22. Migros B2B Bilgi Akisi

23. Migros B2B Siparis Akis Modeli

24. Tedarik�ilerin B2B Sistemine Katilimi

25. B2B Nasil Deger Yaratir? Iletisim Bilgiye ulasimda kolaylik Iletisim kargasasinin �nlenmesi (Herkes i�in dogru ve ayni bilgi) Maliyetlerin Optimizasyonu Dogru tedarik planlamasi/dogru �retim Isg�c� tasarrufu(depolama, dagitim, siparis toplama) Dagitim masraflarinin d�smesi(sevkiyat planlamasi) Lojistik Planlamasi

26. B2B Nasil Deger Yaratir? (devam) Etkin Stok Y�netimi Artan Satislar Fatura konrol s�recinde verimlilik Is S�re�lerinin Gelistirilmesi Veri giris tekrarlarinin �nlenmesi S�re�lerin hizlandirilmasi Pazarlama ve satis stratejileri olusturulmasi

27. Migros B2B�nin Direkt Kazanimlari Depo stoklarinin azalmasi Migros�un en b�y�k cirolu malverenlerinden X firmasinin t�m depolardaki stogu 12 g�nden 7,9 g�ne inmistir...

28. Migros B2B�nin Direkt Kazanimlari Stoksuzluk nedeniyle meydana gelen satis kayiplarinin azalmasi �nce �nde gelen malverenlerimizden Y firmasinin stoksuzluk nedeniyle bir yillik stoksuzluk ve satis kaybi 3.000.000$ idi. (Not: Migros�a etkisi <3 milyon $) Sonra Stok ve satis verilerinin Y firmasi ile etkin paylasimi sayesinde, Y firmasinin stoksuzluk nedeniyle bir yillik satis kaybi 1.000.000$�a d�sm�st�r.

29. Migros B2B�nin Direkt Kazanimlari Dogru Lojistik-Irsaliye- Fatura �nce Migros�un en yogun �alistigi malverenlerden Z firmasinin 100 faturasinin 30�u i�in bor� faturasi d�zenleniyordu. Sonra Migros�un siparisleri ile Z firmasinin irsaliyeleri arasindaki farklar ortadan kalkti; artik, Z firmasinin 100 faturasinin sadece 7�si i�in bor� faturasi d�zenleniyor...

30. Migros B2B�nin Direkt Kazanimlari

31. Tedarik Zinciri Y�netiminde Yeni A�ilimlar Tedarik�iler Tarafindan Stok Y�netimi (VMI) Ortak Planlama, Tahmin ve Siparis Yenileme Sistemi (CPFR) M�steri Odakli Stratejiler Gelistirme(CRM on B2B)