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Measuring and Selling The Value of Logistics
Measuring and Selling The Value of Logistics
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Douglas M. Lambert
The Ohio State University
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In order to receive adequate rewards for the firm’s innovations and performance in
logistics, managers have to measure and sell the value that is being provided to
customers. Value, once determined, must be sold to customers and also to top
management within the firm. There are several value metrics mentioned in the
literature, ranging in financial sophistication from customer satisfaction to
shareholder value including: customer satisfaction, customer value-added (CVA),
total cost analysis, segment profitability analysis, strategic profit model and
shareholder value. While customer satisfaction and CVA may lead to the
achievement of higher shareholder value, the specific connection to changes in
value for the customer or the supplier are typically not made. The other measures
focus on the measurement of value in financial terms. However, financial
measurements such as total cost analysis only capture part of the value created by
logistics. One of the problems faced by logistics professionals over the years is that
logistics has been viewed simply as a cost that needs to be reduced. Segment
profitability analysis and the strategic profit model are more complete measures of
the impact of logistics, but they are used to evaluate historical performance and lack
measures of risk and the time value of money that are included in shareholder value.
A major manufacturer of consumer The company’s sales force was not trained to
durable goods implemented a rapid delivery sell the economic benefits to the customer.
system for its independent dealers whereby The potential for much higher inventory turns
these customers could receive deliveries in 24 and therefore lower inventory carrying costs
to 48 hours anywhere in the United States. per unit on every unit sold was not being
The primary goal of the rapid delivery system explained to the dealers. In fact, the
was to improve on-time delivery performance marketing organization still provided these
and enable the dealers to increase service to customers with incentives to purchase in
their customers. Additionally, the rapid large volumes. Also, logistics neglected to
delivery system provided the dealers with an estimate how much of the increase in sales
opportunity to dramatically reduce experienced during the six years was the
inventories. Third-party logistics providers result of the rapid delivery system.
operated the company’s regional distribution Consequently, marketing took all of the credit
centers and delivery vehicles. Six years later for these sales increases. In this situation, the
after implementing economic value added value of logistics was not sold externally to
(EVA) measures, in an effort to improve the customer or internally to top
It cannot be taken for financial performance, the company reduced management.
granted that customers the service to 48 to 72 hours and switched to It cannot be taken for granted that
will understand the value one single third-party provider who was not customers (in this article we are referring to
being provided and be one of the original three. What happened? business customers not consumers) will
willing to compensate The value that was being provided by understand the value being provided and be
the supplier for it. logistics was not being measured and sold. willing to compensate the supplier for it.
Figure 1
Creating Value That Customers Can See
Understanding
Customer Needs Effective Design &
in a Well-Defined Quality Control
Market
Superior Quality
in Areas that Matter
to Customers
Market-Perceived
Quality
Exceptional
Customer Value
Business Results
Profitability, Growth,
and Shareholder Value
Source: Bradley T. Gale, Managing Customer Value, New York: The Free Press, 1994, p. 19.
Table 2
Order Fulfillment Customer Satisfaction
Survey Results Delivering Material
Performance
(1 poor...5 excellent)
Ratio
Best Other Company/Best
Questions/Attributes Company Vendor Other Vendor
Delivering Material When You Wanted It 3.35 3.32 1.01
% of Business By
Calibration Category CVA Levels Category
customer service level [10]. The basic inventory turn advantage and therefore lower
principle of total cost analysis is that carrying costs per unit. Rather than telling
managers should consider the total cost of all customers that the firm provides better on-
logistics activities instead of trying to reduce time delivery performance than competitors,
the cost of individual logistics activities so that its fill rates are better and its lead time is
that real cost savings can be realized. shorter, management needs to show the
Otherwise, cost reductions in one logistics customer how this performance affects its
activity can lead to cost increases in others, inventory investment. For example, if an item
and this may result in increased total costs. costs the customer $100 and the customer’s
Total cost analysis can be expanded to inventory carrying cost is 36%, the cost
include all of the costs of ownership, not just associated with one inventory turn is $36. By
those related to logistics. This is referred to as dividing this number by the inventory turns
the “total cost of ownership” [11]. actually achieved, it is possible to calculate
Table 4 shows the costs that might be the cost on a per unit basis. If the firm’s better
included in total cost analysis in addition to service results in 12 inventory turns for the
the purchase price. With total cost analysis, customer compared to six turns for a
the goal is to compare the costs of doing competitor’s product, the inventory carrying
business with the firm to those of doing cost per unit would be $3 ($36 ÷ 12) versus
business with a competitor and to show the $6 (36 ÷ 6) for the competitor. The $3 per unit
customer the financial benefits associated savings can be used to justify a price premium
with the firm’s higher service performance. over that competitor.
For example, it is necessary to convert fill Total cost analysis can be used to show
rates, lead times and on-time performance the performance of logistics internally as well
that are better than those of competitors to an as externally. Logistics costs are a major cost
of doing business and logistics assets
represent a significant portion of a firm’s total
Table 4 assets. Thus, reducing the total costs
Total Cost Analysis
associated with logistics represents value
Purchase Price
plus:
creation for the company. However, the
A shortcoming of total • Transportation costs
ultimate goal should not be to reduce one
cost analysis as a entity’s costs simply by shifting them to
• Inventory carrying costs
measure of value creation another firm. The goal should be to reduce
• Costs associated with alternative terms of sale
either externally (from a total costs for the supply chain.
• Ordering costs
customer’s perspective) A shortcoming of total cost analysis as a
• Receiving costs
or internally (from top measure of value creation either externally
• Quality costs (returns etc.)
management’s (from a customer’s perspective) or internally
• Returned goods costs
perspective) is that any (from top management’s perspective) is that
• Other costs (will depend on situation)
revenue implications any revenue implications are ignored. Also,
are ignored. the more logistics professionals concentrate on
Sales
Cost of Goods Sold __________ __________ __________ __________
Gross Margin __________ __________ __________ __________
Plus: Discounts and Allowances
Market Development Funds
Slotting Allowances
Co-op Advertising __________ __________ __________ __________
Net Margin __________ __________ __________ __________
Figure 2
Impact of Logistics on Return on Net Worth
Logistics’ Impact
Sales
$ - Sales increase due to better
customer service
STRATEGIC PROFIT MODEL Gross Margin
—
$ Cost of
Goods Sold
- Lower cost due to new or more
Net Profit $ efficient manufacturing facilities
- Lower cost of purchased materials
Net Profit $ Variable
Margin Expenses
- Reduced order management costs
% ÷ Lot Quantity
Costs - Fewer last minute production changes
Sales
Transportation - Fewer LTL shipments
( net
net sales )
profit
$ Total Expenses Costs - Fewer freight claims
- Lower freight costs
$ Inventory - Lower costs for:
Carrying • Insurance
• Taxes
Costs • Variable storage costs
• Inventory risk costs
$
- Increased investment in modernized
production facilities
Figure 3
How Logistics Affects EVA
Transportation Costs
Net Operating
Profit After Taxes Warehousing Costs
(NOPAT)
Lot Quantity Costs
Expenses Information System Costs
Capital
Charge = Cost of
Capital X + Equipment/Vehicles
Table 6
Comparative Advantages and Disadvantages of Various Value Metrics
• Has a direct impact on the bottom line through • Relies on the customer to determine if the level of
revenues and total logistics costs satisfaction justifies paying a premium price or
• Improves market share purchasing more from the supplier
Customer Satisfaction
• Enables alignment of services with customer needs • Relies on management outside of logistics to
identify the impact on revenues which typically
• Relatively easy to obtain these measures
does not happen
• Customer does the work by filling out the survey
• Based on the notion that value beyond price leads • Relies on the customer to determine if the level of
to higher sales figures, higher profit margins and customer value-added justifies paying a premium
Customer Value-Added higher shareholder value price or purchasing more from the supplier
• Relatively easy to obtain these measures • Fails to measure the financial impact of providing
• Customer does the work by filling out the survey higher levels of customer value-added
• Price and related costs are considered • Does not consider revenue implications of logistics
• Managers can improve profits by reducing total related service
cost of logistics • More time consuming since it has to be done on
Total Cost Analysis an individual customer basis
• Requires access to cost information
• Perpetuates the myth that logistics is simply a cost
that must be reduced
• Revenue and out-of-pocket costs are considered • Does not measure the cost of assets employed
with the exception of inventory and accounts
receivable
Segment Profitability • Need revenue and cost data by supplier. Customer
Analysis
may not have these data or be willing to share
supplier data
• Requires sophisticated accounting system
• Measures net profit, ROA, return on net worth • Fails to consider the timing of cash flows
Strategic Profit Model • Assists managers in the evaluation of cash flows • Subject to manipulation in the short run
and asset utilization decisions • In addition to revenues and costs, assets dedicated
to the relationship must be known
• Recognizes the time value of money and the risk of • Implementation related concerns in the areas of
an investment discount rates, planning period, and projected cash
Shareholder Value • Focus on cash flow overcomes the inadequacies of flows (missing linkage between the business
traditional financial measures strategy and shareholder value).
• Most data intensive method
• Most time consuming and expensive to implement