| dc.description.abstract | Outsourcing of logistics services to third party logistics service providers (3PL) has been an industrial trend during the past two decades. Company A is major 3PL in the field, and has been serving customers, not only in transportations and warehousing, but also in order fulfillment, including picking, sorting and tallying.
This study looks into the problems faced by one of the key customer of company A, and attempts to provide a solution to the customer, while strengthening its engagement with the customer. In view of the fact that it has served the customer for many years, it has turned from a core profitable customer in the past, to become a major loss-making customer in recent years. The cooperative relationship between the two parties is a long-term partnership, and the customer has a certain degree of dependence on third-party logistics. This study hopes to deepen customer operation management through enterprise process reengineering to improve operational effectiveness, and turn it back into a profitable relationship.
At this stage, company A is facing some of the problems, namely, inconsistent service scope and operation specifications, as well as insufficient staff and operation efficiency. This studying proposes to use the seven steps of problem solving to define problems, collect and analyze data to form propositions and discussions; By formulating short, medium and long-term strategies, adopt both parties to redefine the service scope and operating specifications that meet the current needs; and then provide value-added services according to each topic segment. Expand revenue and improve efficiency and reduce costs, and improve the process and revenue and expenditure results through a two-pronged approach. | en_US |