deal size by customer
Sales
Order cycle time
Order cycle times reduction of 65% or more recorded with mftrs contacted
Cost of Sales
Days Sales Outstanding reduction from 60 to 29 days on average
Cross-sell and up-sell revenue
Increase of 33% on aggregate
Average sales price per order
Increase from 9% to 26%
Quote and Order
Average costs to complete an order
95% reduction in cost per order
Special Pricing Requests
Over 100% ROI on automating Special Pricing Requests
Bad or incomplete orders
Incomplete order reductions of 20%
Customer Service
Number of customer complaints
98% reduction in cost of simple requests
Revenue lost to churn
60% when cross-selling is used with quote-to-order
Number of calls on order status
Median level of 500 per week to 70
Warranty and Returns
Reduction in warranty cost on customized products
10% reduction at a minimum
Labor cost reductions
Decrease order re-work from 15% to 2%
Future Research
What is most lacking in the article however is a progression of where their research could be applied throughout the complexity levels of mass customization. The graphic below based on analysis from Columbus (2003) shows the varying levels of mass customization with color gradations applied to the definition of guided selling, quote-to-order or sales configuration, and product configuration. The message of this chart is that constraint-based engines can scale from the most simplistic (Assemble to Order) functions...
These are the researchers who completed the HTML, DHTML vs. AJAX application performance on XML (Yang, Liao, Fang, 2007) and the XML network optimization research completed across a replicated server and transaction-based methodology (Smullen, Smullen, 2009). Efforts will be made to collaborate with these researchers to learn from their expertise that has not been published in their analyses and also to collaborate on how to capture XML network optimization
AMR Research (2005) believes that companies must begin developing and redeploying current order management architectures with the focus on delivering more flexibility rather than a strategy that delivers far less. The move toward customer-driven fulfillment processes requires the ability to build and adapt channel-specific, product-specific, and customer-specific order flows quickly without an army of developers creating custom code. However, the days of big bang, rip-and-replace implementations are over, and any
Role-based ERP systems are critical for the siloed, highly inefficient architectures of legacy ERP systems to be made more relevant, contribute greater financial performance, and lead to higher levels of overall customer satisfaction. c. Purpose of the study The purpose the study is evaluate how enterprises who adopt role-based ERP system implementations are able to attain higher levels of financial and operations-based performance vs. those that rely on silo-based, more functionally
The Black & Decker DOM system aligns with the Distributed Order Management (DOM) Hierarchical Model shown in Figure 1 as is shown in the Appendix of this study. This model conceptually illustrates how the Black & Decker supply chain, DOM, and distribution networks are integrated with each other (Johnson, 2003, et.al.). The Data Services of Black & Decker, as defined by its customer- and shipment history databases, anchor the model,
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