Research On The Optimization Of Flour Sales Order Management Process In North China Of Group Z

Order management is the key factor to improve product delivery and customer satisfaction.Group Z is a large flour manufacturer in China,with the development and expansion of business,the number of flour factories has increased to 5 in north China till2022.In order to improve its management and the flour sales order fulfillment efficiency,we plan to establish a Regional Operation Center in north China,changing the flour sales order management mode from "customer-each sales branch-factory " to "customer-regional operation center-factory".Meanwhile,the Group is implementing the unified management of customer sales orders in the Collection Analysis Solution Service platform.Under such circumstances,the original flour sales order management process appears to be poorly matched with the organizational structure and inefficient.Thus,this paper conducts an optimization study of the flour sales order management process in North China of Group Z.Firstly,the literature research method was used to review the definition of business process,business process reengineering,and the concept,principle and method of business process optimization.Then,a questionnaire survey was used to investigate and analyze the current status of the flour sales order management process in North China of Group Z.It was found that the existing flour sales order management process has issues such as cross-enterprise approval of business processes,duplication of personnel functions,low efficiency of approval,repeated process communication,and lack of centralized information data.Next,the importance-performance matrix was used to identify key business processes in the flour sales order management process,including the sales special price application process,sales order acceptance workflow,sample application process,customer complaint management process,and driver ticket pickup and admission pickup process,and the interview method was used to analyze the specific problems of each process.Based on the identification of key business processes and problem analysis,the process value-added analysis method and ESIA analysis method were used to eliminate and reorganize the sub-processes and nodes of the five key business processes: for the sales special price application flow,the regional platform was used to replace sales company and production factory,to eliminate duplicate approval work of the internally associated production factory and the sales company;the sales order taking process was based on the regional platform,integrating the work of sales company and production factory operation department,and extending sales order to clients through Cass to improve automation;the sample application process eliminates the non-value-added process of channel manager’s approval node for sales company,to increase the automatic judgment of amount to split approval process on OA system;for the customer complaint process,no non-value-added link is eliminated,add condition judgment to existing links,achieving automatic approval node split through OA system,which reduces artificial selection of the customer complaint department;for the driver’s ticket pickup process,process of the driver’s self-registered vehicle information is eliminated,vehicle condition inspection process by the storage department is eliminated.Finally,the guarantee factors for the effective implementation of the optimized business process are proposed,including organizational structure change,personnel duty specification and management system optimization.This paper provides reference for the optimization of flour sales order management process in north China of Group Z.