Selling Skills

/in , , , /by

Preparation is one of the keys to good selling skills. Of course that is common sense for most or at least it should be if you want to succeed at selling.

Imagine not know the customer? Not knowing what they want and need. What they own and how to make their operations more effective. The job is to reduce owning and operating costs while at the same time protecting the residual value of the capital good. This applies to everything – cars, boats, ovens and equipment.

Knowing who the customer is; their buying habits, personal attributes, their needs and wants, the relationship that they have with your company. These are critical factors. You should also know that they don’t purchase everything from you yet be sincerely interested in where they do buy if not from you and why. This is when you can bring your specialized selling skills to the interaction. Find out what it is they particularly like about that supplier and you will know what you have to do. Bring on the features and benefits and the value proposition. It is pretty simple if you pay attention and do your homework. The time is now…..

Lead Times in Inventory Management

/in , , , /by

With JIT (Just in Time) supply chains we really have come to a point where customer service is in jeopardy. The problem is our cavalier approach to the lead time component of order points.

The lead time is the total elapsed time between when a part reaches the order point in the warehouse location and on the computer and when the warehouse location and the computer system have been updated with the receipt. This time is broken down into several component parts.

  1. Order Lag Time
  2. Order Review Time
  3. Placing the Order
  4. Supplier Processing Time
  5. Shipping and Transportation Time
  6. Physical Receiving Time
  7. Record Updating Time

Each of these elements has a discrete time consumed in their execution. Yet even with good information on each of these elements we still have a problem with the lead time.

We use ONLY one lead time for each vendor in our business systems. You might be saying to yourself “so what.” Well we can have parts that are regularly available and have a stock replenishment time that is consistently within a week. At the same time we will have parts that are in short supply, for whatever reason, and the replenishment time can be a month or two. With only one lead time per vendor we will either have too much of the readily available parts or too little of the parts that have supply irregularities. There is, however, a simple solution.

Calculate the lead time for each and every part not just for the vendor. This means that you will match the supply chain performance with your performance and can accommodate variations of delivery so that you can supply good availability to your customers. Think about it.

There have been substantial changes in inventory management software and tools yet we have lagged behind with this one simple item. Calculate the lead time for EACH part and not just for each vendor. You will be pleasantly surprised by the results. The time is now…

Dashboard Management

/in , , , , , , /by

In the January issue of the Construction Equipment Digest, the monthly magazine of the Associated Equipment Distributors, my monthly column focused on the use of Dashboards as a management tool. You can see the article at www.rjslee.com under the Articles tab, CED January 2012.

I suppose the promotion of Dashboard management started with Jack Welsh’s book “Straight from the Gut – although where ever it got its push to get into the mainstream of management it really doesn‘t matter other than the fact that it got there.

The old management by walking around style is still with us and useful. That haviong been said the current group of professional managers needs different tools for different times.

What has been your experience with Dashboards?

Can we make a difference

/in , , , , , , /by

The transition to team management while still encouraging curiosity is struggling as management doesn’t know how to encourage risk taking without contradicting the work of the team.

The story of the ages is that people will take risks when they have less to lose and be risk averse when they have a lot to lose. How to break through this paradigm will be a challenge.

To lower parts inventories while improving customer availability.

To guarantee completion dates on repairs while embracing employee satisfaction.

To retain customers while payment patterns change.

All of these challenges exist because we have been rather timid over the past years to tackle changes necessary in a meaningful manner. Now is the time.

Are employees looking around today?

/in , , , /by

December was the first month in many years that had more people quitting their jobs than being laid off or fired. Is this the beginning of musical chairs with employees? Is the labor market now strong enough to absorb all the employees that feel they were hard done by over the past three or four years by their employers?

What should employers do to keep their employees satisfied and happy and stimulated in their work to retain them as employees?