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业务部门的苦恼记者:联合利华遇到了怎样的困难才想到去上马一个需求链管理系统的呢?宁钟:联合利华主要有三大块客户:关键客户(KA),像家乐福、麦德龙等,全国有18家;直销客户(DA),这种客户的规模没有KA大,它是全国性的集中供货配货的一个体系,但是它对所在的区域及附近的区域有一个很大的覆盖,这些大客户我们在2002年年初也决定由联合利华直接去提供服务;另外还有占总销量50%的分销商(DT)。联合利华的销售人员直接去服务KA或DA,每天销量数据都是直接输入BPCS(企业计划与控制系统)里面,但是DT再往下的数据没有办法掌握。在2000年的时候,公司里面有些争论:我们是不是要去看DT的数
Business Unit Distress Reporter: Unilever encountered any difficulties before it came to launch a demand chain management system? Ning Zhong: Unilever has three major customers: key customers (KA), such as Carrefour, Metro and so on, There are 18 in the country; direct customers (DA), which are not large in size and large in size, are a national system of centralized stocking and dispensing, but have a large coverage of their area and nearby areas We also decided at the beginning of 2002 that these key customers should be served directly by Unilever. In addition, there are distributors (DTs) that account for 50% of the total sales volume. Unilever’s sales force goes directly to KA or DA, and daily sales data is entered directly into BPCS (Enterprise Planning and Control System), but there is no way for DT to go down the data. In 2000, there was some debate in the company: are we going to see the number of DT?