澳大利亞理工大學dissertation例文：澳大利亞TCF行業快速應對策略和客戶服務測量

Australian TCF industry Quick Response strategy and customer service measurements
澳大利亞TCF行業快速應對策略和客戶服務測量

Australia's Textile, Clothing and Footwear (TCF) industries have experienced a major contraction over the past decade, with changes of government policy from the protectionist regime and increased international competition both domestically and overseas. According to a report on Victoria’s TCF industry, many organizations in the industry feel vulnerable, the loss of local customers and suppliers, and the negative impact that recent closures have had on industry confidence were frequently commented on. Organizations in the industry are now generally small, privately owned and they resist to shared provision of services, marketing and manufacturing capability with customers. The level of research and development and innovation in technology, systems or new products is low. To survive in the constantly evolving market, some organizations took actions to adapt their operations to new changes.
在過去的十年里，澳大利亞紡織，服裝和鞋類（TCF）產業經歷了一次大的收縮，從保護主義制度與政府政策的變化，并在國內及海外日益增長的國際競爭。據維多利亞的TCF行業的一份報告，許多組織在同行業中感覺到自己的脆弱，當地的客戶和供應商的損失，帶來的負面影響，最近關閉了行業信心經常評論。在同行業中的組織現在普遍較小，私人擁有和他們抵制共享提供與客戶服務，市場營銷和生產制造能力。系統或新產品研發和技術創新的水平低。為了生存，在不斷變化的市場，一些機構采取行動調整其業務，以適應新的變化。

Basically, there were three major ways modifying business strategies. They are (1) Reorganizing supply chain. Some organizations source offshore to reduce cost and maintain profit; (2) Re-asserting power in market by re-emphasizing brand development and design; (3) Restructuring production system to cut production costs (Webber and Weller 2001). A leading TCF producer’s managing director also pointed out that organizations with a clear competitive advantage will survive. The business will revolve around areas where it adds greater value, such as brand management, customer focus, design, and supply chain management (Gettler 1999). Buxey (2005)’s study discovers strategies the survivors (actually) employ in adapting to the pressures of globalization. More than 30 companies ranging from small family businesses to subsidiaries of big multinationals were involved in the study. It was found successful organizations focus on quality and customer service, developing technologically advanced products. They preferred niche markets, or specific customer groups. At the same time, the industry structure has changed. The organizational power has extended from the lead firms at the top downwards over the manufacturers (Webber and Weller 2001, p.23). The retailer sector which is nearest to the consumers leads the chain of supply. They face more intense competition.#p#分頁標題#e#
基本上，有三種主要方式，調整業務策略。它們是（1）重組供應鏈。有些組織來源海外，以降低成本和保持利潤;（2）重新主張權力再次強調品牌的開發和設計市場;（3）重組生產系統，以降低生產成本（2001年韋伯和Weller）。

On the other hand, high level of market uncertainty is one characteristics of Australian TCF industry because of the nature of seasonal, fashion products. Quick response programs, just-in-time inventory systems, efficient consumer response and other similar philosophies have been applied in order to cope with the market uncertainty (Mattila et al. 2002). Australian government has funded similar programs since the early of 1990s to assist the Australian TCF industry improve its standards towards becoming more internationally competitive in global market. These programs include Quick Response (QR) Program, Supply Chain Partnerships Program and Value Chain Partnerships (Commonwealth of Australia 2000). These programs are followed, observed and analyzed (Sohal, Perry, and Pratt 1998; Perry and Sohal 2000; McMichael, Mackay, and Altmann 2000; Perry and Sohal 2001). It’s found that both retailers and suppliers are positively affected by the adoption of QR, and may strengthen their relative competitive positions. Trust and cooperation between retailers and manufacturers increased using QR. Pipeline acceleration also occurs as a direct result of QR adoption. Another notable finding is retailers are taking the opportunity to shift their holding and distribution costs onto the supply chain to both manufacturers and suppliers.
另一方面，市場的不確定性水平高是澳洲TCF行業的特征之一，因為季節性，時尚產品的性質。為了應對市場的不確定性（馬蒂拉等。快速反應方案，剛剛在庫存系統，高效消費者響應和其他相似的理念已應用于2002年）
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QR is defined as a consumer driven business strategy of cooperative planning by supply chain partners, to ensure the right goods, are in the right place, at the right time, using IT and flexible manufacturing to eliminate inefficiencies from the entire supply chain. It aims to keep inventories as low as possible, while ensuring that goods do not run out on retailer shelves (McMichael et al. 2000, p.613). Retailers are the prime initiators of QR. Quick service, minimum stock levels, and fewer stock outs are emphasized by retailers (Buxey 2005). Manufacturers and suppliers had to modify their business practices and adopt QR to satisfy the retailers' requirements. From retailers’ perspective, the success of QR supply chain effort depends on the ability to keep product availability for consumer satisfaction while maintaining low level inventories and fewer retail markdowns (Perry and Sohal 2000). Figure 4 displays essential practices vital for retailer to satisfy consumers.#p#分頁標題#e#
 
Figure : Retailer Quick Response Practices
圖：零售商快速響應常規

It could be concluded from Figure 4 that majority practice are related with supply chain partners. Retailers expect supply chain partners to assist them to achieve on-time, in-full deliveries of products, fast product turnaround at the distribution centre. They are also looking for fostering on-going effective working relationship with partners, building technologies and system for product-related information sharing with partners. As the most important supply chain partner to retailers, manufacturers and suppliers should provide customer services which meet retailers expectation so that high level customer satisfaction could be achieved. Customer service measurements should associate appropriately with retailer expectations. The following measurements are adopted by several organizations which practice QR successfully (Perry and Sohal 2000; Perry and Sohal 2001; Buxey 2005).
 
Table : Summary of Australian TCF Industry Logistics Customer Service Measurements
表：澳大利亞TCF工業物流客戶服務測量

It should be emphasized again that there is no universal list of measurements available (Emerson and Grimm 1996). Although manufacturers and suppliers in Australian TCF industry share the same industry characteristics, customer needs and expectations vary from organization to organization. It implies customer service measurements adopted by manufacturers and suppliers should base on the nature of product and segmented customer needs.
應該再次強調，不存在普遍的測量列表（愛默生和格林1996年）。雖然制造商和供應商TCF行業在澳大利亞的份額相同的行業特點，客戶的需求和期望，因組織而異。這意味著通過制造商和供應商的客戶服務測量應立足于產品和細分客戶需求的性質。