Reverse Logistics Comes of Age Calculate Your RL Operations Cost SOX - Keep Your CEO Out of Prison Giving Your Management RL Visibility Bottom Line, and

Reverse Logistics Comes of AgeCalculate Your RL Operations Cost SOX - Keep Your CEO Out of PrisonGiving Your Management RL VisibilityBottom Line, and Beyond

By Jim Cochrane, Sharon Daniel & Gailen Vick

SocialResponsibility

Bottom-LineContributions

ShareholderBoard of Directors

CustomerSatisfaction

Data Collection Surveys

Reverse Logistics Trends

Definition/Market Size Magnitude & Myths

Brand Protection

Innovations Entitlements

Hidden Cost

CORPORATE IDENTITY CHANGE

•Customer Service•Contact Centers (helpdesk)•Depot Repair•Service Logistics

–Field Service–Transportation/Warehousing–Spare Parts Management–RMA Management–Replacement Management

•End-of-life Manufacturing•Fulfillment Services•IT Process Management•Recycling•Refurbishment/ Screening•Warranty Support

•PCB Assembly•Box Assembly•Volume Manufacturing•Integration•Configuration•Final Testing•Distribution to Customer•Customer Fulfillment•Transportation

•Vendor Relations•Planning•ProcurementInventory Planning•Component Fabrication

•Design Development•Technology Roadmaps•ASIC Development•Mechanical Design•PCB Layout•Prototyping•New Product Introduction

Aftermarket Customer Services

Manufacturing & Distribution

Material Management

New ProductDevelopment

REVERSE LOGISTICSEND USER / CONSUMER

FORWARD LOGISTICS

Supply Chain - After Market Supply ChainPRODUCT LIFE CYCLE

Reverse Logistics Defined

"In other words, anytime money is taken from a company's Warranty Reserve or Service Logistics budget, that is a Reverse Logistics operation"

Forward Reverse

Product quality uniform Product quality not uniform

Disposition options clear Disposition not clear

Routing of product unambiguous Routing of product ambiguous

Forward distribution costs more easily understandable

Reverse costs less understandable

Pricing of product uniform Pricing of product not uniform

Inventory management consistent Inventory management not consistent

Product life cycle manageable Product lifecycle less manageable

Financial Management issues clearer Financial Management issues unclear

Negotiation between parties more straightforward

Negotiation less straightforward

Type of customer easy to identify and market to

Type of customer difficult to identify and market to

Visibility of process more transparent Visibility of process less transparent

Reverse Is Different

Source: Genco

Reverse Logistics Market Size

Source: D.F. Blumberg Associates, Inc

818.7740.7678.4614.9560.7505.3TOTAL U.S. HIGH-TECH SERVICE

18.416.414.412.510.78.8IMAGING & DOCUMENT Mgr.

39.934.630.026.523.420.3PRINTING & PUBLISHING

86.884.682.680.678.676.7TRANSPORTATION EQUIPMENT

16.215.615.014.313.713.2POWER & DISTRIBUTION SYSTEMS

8.47.87.16.65.85.1RETAIL/BANKING EQUIPMENT

29.126.724.522.520.417.9MEDICAL/SCIENTIFIC & SYSTEMS

69.163.160.355.851.848.3BUILDING EQUIPMENT & SYSTEMS

105.699.093.586.379.974.2INDUSTRIAL PLANT & EQUIPMENT

47.142.839.035.732.729.9STAND-ALONE COMMUNICATIONS

69.664.359.354.852.247.6COMMUNICATIONS NETWORKS

264.7224.3192.6167.4146.1124.4ENTERPRISE NETWORKING

63.861.460.151.945.339.0COMPUTER/OFFICE EQUIPMENT

200620052004200320022001

YEAREQUIPMENT & SYSTEMS CATEGORIES

($ BILLIONS)

Permission by Blumberg Associates

www.RLTinc.com

www.RLTShows.com

Source: Prasad Thrikutam, Sandeep Kuman

Magnitude of Returns

•Managing the reverse supply chain is a very different and much more complex matter than trying to make an organization’s forward supply chain more efficient and cost-effective - Dr. Ho Kim (2003)

•Scale: US companies spend roughly $45 Billion annually on returns logistics

•Impacts Many Customers: According to Consumer Electronics Industry survey, the average returns rate is 8.46%, but high tech returns can be as high as 20% in some sectors

•Evolution: Reverse Logistics is shifting from being seen as a “necessary evil” to being recognized as a strategic asset – reducing costs, improving customer care and helping to grow the business


• “There are up to 12 times the number of transactions involved in the returns process than in selling the product in the first place.” - AMR, Nigel Montgomer

• Enterprises are struggling with excess inventories, suboptimal performance levels, diminished customer satisfaction & missed opportunities for cross-selling and up-selling aftermarket service & parts - Aberdeen Group

• “The cost of processing a return can be two to three times that of an outbound shipment.” - RLEC

• “Improperly handled returns erode 30-35% of potential profits.” - Gartner

.5% of GDP

10% of total US logistics costs

(est. at $1 trillion)Dr. James R. Stock, Product Returns/Reverse Logistics in Warehousing, 2004

$100 billion in goodsreturned each year


Dr. Dale S. Rogers and Dr. Ronald S. Tibben-LembkeGoing Backward: Reverse Logistics Trends and Practices, 2000

“Belief”

• Returns have little value and should be scrapped

• Our reverse supply chain is probably good enough

• Returns are largely defective goods

Actions to Fit the Reality

• Change your company’s default setting to finding “highest and best use” for each return

• Most returns are not defective. Get into the detail of why consumers return – and know the true value of each product stream you’re recovering so that you can drive a plan and timeline that specifically fits that product

• Knowing your reverse logistics operations inside-out is essential to controlling environmental and brand risk

–Know the details of your operations–Know your subcontractors–Audit!

Source: Cisco Systems

Dispelling RL Myths

Myths – Cheap Labor

Source: Ozark & New Age

Expenses Average Printer27" Color

CRT TV

32" Color

LCD TVLanded Cost - 150.00$ 180.00$ 2,000.00$ Labor Time - Hours - 0.35 1 1.5Labor $ Delta 10.00$ 3.50$ 10.00$ 15.00$ Insurance Per Month - 0.12$ 0.15$ 1.66$ Freight To Mexico 1,600.00$ 1.28$ 10.26$ 15.38$ Freight From Mexico 1,600.00$ 1.28$ 10.26$ 15.38$ Market Devaluation 75% Recovery - 6.19$ 7.43$ 105.00$ Additional Cost Mexico Solution - 5.38$ 18.09$ 122.43$

Cost Comparison Examples - USA vs. Mexico

Expenses Average Printer27" Color

CRT TV

32" Color

LCD TV

Landed Cost - 150.00$ 180.00$ 2,000.00$ Labor Time - Hours - 0.35 1 1.5Labor $ Delta 12.50$ 4.38$ 12.50$ 18.75$ Insurance Per Month - 0.75$ 0.90$ 9.96$ Freight To China 3,700.00$ 2.96$ 23.72$ 35.58$ Freight From China 5,000.00$ 4.01$ 32.05$ 48.08$ Market Devaluation 75% Recovery - 37.13$ 7.43$ 105.00$ Additional Cost China Solution - 40.47$ 51.59$ 179.86$

Cost Comparison Examples - USA vs. China

Bottom-Line Contributions

Business Drivers of RL

Internal

External

Operational Strategic

Legislation• EC distance selling directive

• WEEE EU directive

• Potential EU legislation on re-use of packaging material

• RoHS directive

• Sarbanes-Oxley

Business Strategy• Customer Retention/Loyalty

• Corporate citizenship

• Market/customer behavior analysis

• Reduce risk for forward channel

• Drive sales

• Feedback to new product development/IT

• Recover assets

• Recapture value

• Control gray market

• Global Labor Cost

Economic BenefitsCustomer Service Initiatives• Return of defective products

• Product disposal after end-of-life

• Product upgrades

• Product recall

• Warranty returns

• Product defect analysis

Source: Infosys & Cisco Systems

Is Not• Just cost arbitrage • Just low-level back office

work• Creation of organizational

inflexibility• Just the “India” or the

“China” thing• Addition of hidden costs• Centralized/Decentralized

decisions

Is•Cost Savings

•Quality, Performance Improvement•Highly skilled motivated labor pools (cultural factors) •Capital Cost Avoidance & Variable Cost Structure

•Speed & Flexibility•Revenue Generation•New Products and Services

•Resolve Skills Shortage•capacity expansion

Globalization

Source: HP

• Sarbanes-Oxley – – Officially – “The Public Company Accounting Reform and

Investor Protection Act” – July 30, 2002• “To protect investors by improving the accuracy and reliability

of corporate disclosures made pursuant to the securities laws and for other purposes”

• Section 302– The CEO and CFO shall each certify:

» “The appropriateness of the financial statements and disclosures contained in the periodic report, and that those financial statements and disclosures fairly present, in all material respects, the operations and financial conditions of the issuer.”

• WEEE Directive• RoHS Directive• People's Republic of China - Rules for repair, exchange,

and return responsibilities

Legislation

Source: Rapid Results

Legislation / Sarbanes-Oxley

• C-Level Executives: It’s your freedom– Need to establish downstream equivalent ownership and

accountability– Need to maintain control system integrity in a dynamic, fast

changing environment– Reverse Logistics-Related

• Who affects the accuracy of your income statements and balance sheets?

• Who has your inventory/credits and affects what is received or issued and when

• Who controls your IT systems


Business Strategy

• 3rd Party Service Providers– How do I provide solutions to my clients in a

SOX world?– How do I provide the assurances needed to

maintain my clients’ SOX integrity?– How do I partner with my clients to provide the

access to the information /data / personnel they require without impeding my operations?

– What can I do proactively to head off issues before they become problems?


Business Strategy

The fewer trips a returned product makes, the more value there is in the unit– A centrally located reverse

logistics depot is an important element of maintaining value

– Excessive freight costs can be abated

– The opportunity for damage decreases

– Market devaluation costs can be diminished

RL Movement is Costly

Source: Ozark & Newage

Transportation Warehousing 1) Repair Planning Procurement InventoryOwnership

Percentage share of companies which outsource this function today

Percentage share of companies which believe that this function could be outsourced in the future

100

67 69

23

38

5664

13 13

0

60

100

Source : DHL

RL Outsourcing

Aging Awareness

As the price of a product declines over time, decisions surrounding warranty service must change to ensure prudent cost management.

Source: Motorola

Time

Val

ue

Of

Ret

urn

ed P

rod

uct

($)

Product returned

Minimal loss of return product value

Substantial loss of return product value; exact value depends on sophistication of process

Returned product has lost any real value and should be scrapped

Optimized Evaluation and Re-distribution Process

Baseline Evaluation and Re-distribution Process

No Evaluation/ Re-distribution Process

Source: "Reverse Supply Chains for Commercial Returns". Joseph D. Blackburn, V. Daniel R. Guide, Jr., Gilvan Souza, Luk N. Van Wassenhove. California Management Review, Winter 2004.

Bottom-Line Contributions

Brand Protection

Brand Management• Strong brands

-Are built through an interrelated system of aspirations, conveyors and customer perception

-Contribute directly to the bottom line

-Need to be continuously managed

The Gray Market Affects your Brand• Diminishes value

-Poor Quality-Reduced price point erodes margins

• Interferes with customer’s business-Increases cost of service-Liability

• Erodes customer loyalty-Reduces confidence in reseller-Less reason to buy your brand

25Source: Cisco Systems

Brand Protection

04/18/23X – Source: Harris Interactive Poll, 2004

85% of customers

WILL NOT shop

again if the return

process is not

convenient

95% of customers

WILL shop again if

the return process

is convenient

Impact of a negative returns experience.

Impact of a positive returns experience.

Return Experience on Brand

Source : Newgistics

94%

14%0%

20%

40%

60%

80%

100%

% o

f U

S h

ouse

hold

s

Post Office Private MailingCenter

» 94% visit a post office each

month» 46% have 3+ visits» 14% visit a private mail

center (eg., UPS Store,

PakMail)» Returns Marketing Services» Returns Operation Services

Most American households Look for Convenience for Returns

Brand Convenience

Source : Newgistics

A tangible benefit of deploying a convenient returns process is that it eliminates “trunk time” - the days between order receipt and return mailing. Lower trunk time helps retailers get the product back in stock, improve order fill rates and increase asset recovery.

4

4

24

31

Days

0 4 8 12 16 20 23 26 31 37

29 days (avg)

5

5

“Trunk Time”

A convenient returns process

36 days (avg)

Typical returns processes

OrderShipped

OrderReceived

ReturnMailed

ReturnDelivered

Source: Monthly return analysis of SmartLabel retailer data

Retailers Never Get Their Returns

• Single Source Solution– They want someone to handle it all

• Lower Costs– Minimize Places you need to send products

• Better Controls– Complete accountability through infrastructure

software• Faster Disposition

– Provide more services under one roof• Fewer Vendors

– Develop Partners• Better Reporting

– Global Visual Consolidation and consistency

Source: Motorola

OEM/Retailers Look for Support

• Protect the brand promise by focusing on customer satisfaction

• Audit your internal processes, third party vendors, and all subcontractors to ensure you know where and how every product is being dispositioned

• Ensure your returns disposition strategy does not “fuel” the gray market

• Take a zero tolerance approach


Brand Protection Actions

Hidden Cost

RL Costs are Hidden• A complex and costly problem to manage

– mostly manual– touches the entire company with no

recognized business owner – no single budget to capture &

track costs– traditionally no designated corporate

“watchdog” ensuring customer satisfaction while protecting company margins

– hard to accelerate asset recovery – each area does “the best they can”

Why Costs are Hidden • Urgent needs driven by quality,

relationship and market issues – manual processes often create “knee-

jerk” responses that may create additional problems

– changes may not be well-communicated throughout the company

• causing confusion, duplicate effort and needless expense

• negative impact on an already unhappy customer

CustomerAsset

MngmentCustomer Service

Finance Sales TrafficRcvng

Whsing Repair

•Warranty policies

•Service contracts

•Product rules

• Credit rules

•Advance replace

•Special customer needs

•Record of RMA

•Financial impact

•Process, approval rules

•Debits

•Problems found in Receiving

•Ability to reconcile

•Write-offs

•Account management

•Ineligible returns

•Revenue recognition

•Margin protection

•Special programs

•Quality impact

•Return rate forecasts

•Carrier control

•Non-contract rates

•Transit damage – claim recovery

•One-off shipment issues

•Inability to track, route effectively

•Facility and labor planning

•Priority conflict

•Very manual effort

•Owner-ship issues

•Product std cost

•Internal visibility

•Repair – ship back

•Replace

•Credit

•Invoice

•Float stock

•Resale

•Scrap and reclaim value

•“Green” needs

•Return policies

•Customer-specific issues

•Product eligibility

•Credit timing issues

•Warranty support

•Perception

Hidden Cost Impact

RL Adds to Bottom Line

ProductsAfter tax Profits

AreThey

Measured Right

ReturnsTake

AwayFrom Bottom Line

Profits

ProductProduction

Cost

ReverseLogistics

Management

Your CompanyManufacturers 1 Million Units Per Year

Revenue per Unit is $1 or $1,000,000

Profit per unit is 5% After Tax or $50,000

Return Rate Average is 10% or 100,000 units

Returns Represents $100,000 of Salesor $50,000 negative to bottom line

Reverse Logistics Recovers 80% of the Returnsor $80,000 to company bottom line

Company’s After Tax Profit is $30,000

So who is most important, the VP of Marketing/Salesthat took $50K from your Company

or the Reverse Logistics Professional that gave you$30K of After Tax Profit?

• “Forward-looking business and operations executives who recognize the strategic advantage of proper returns handling will gain a significant competitive market advantage.”

• “Those willing to invest resources in implementing these ….solutions will bring millions of dollars in cost savings to their companies, while improving customer service and retention.”

Source: CLM/SF Newsletter 3/02

Strategic Advantages of RL

Data Collection & Surveys

Define Your RL Process

Collection/Inspection/Selection/Testing

Repair/Refurbish/Remanufacture/Reuse/

Recycle/Disposal/Asset Recovery

Redistribution

ProductRecovery

Disposal

Input to RL Process

End-of-LifeEnd-of-UseCommercial ReturnsProduction WasteProcess By-ProductDamagedService PartsLeased/RentedNew Market Trials

Original Use/Other Use

Data Collection & Process

Remarketing Disassembly RecyclingEnvironmental

Disposal

Call Center(Outsourced)

ReverseLogistics

ReturnsManagement

Repair /Refurbishment

SustainingEngineering

Design Prototype& NPI

PCBAssembly

Final BoxAssembly

BTO / CTO DistributionServices

Serviceability& FA Feedback

Source: Jabil Global Services

Data Collection & RL Process

• Over 75% admitted product was “not defective”

• Primary factory was “misinformation at time of purchase”– Sales staff knowledge– Point of sale clarity

• Secondary factor was product not meeting expectations– Difficult to hook-up– Difficult to use/operate

Source: Philips/retailer private returns survey

Consumer Returns Surveys

Product Category % Product Category %

Computers and peripherals 19.85 Health and drugs 3.05

Cellular phones and mobile 9.16 Magazine and book publishing

3.05

Audio Video Systems 8.40 Medical equipment 3.05

Office products and supplies 7.63 Food 2.29

Semiconductor 7.63 Building and garden supplies 2.29

Household appliances 5.34 Apparel and accessories 2.29

Automotive 4.58 Catalogue merchandise 2.29

Hardware and materials 3.52 Plastic products 2.29

General merchandise 3.05 Other 9.92

Survey data by RLA and San Jose State University

Using Surveys

Reasons Given by Customers for Product Returns

22.95%

16.39%13.93%

9.02% 9.02% 9.02% 8.20%

4.92% 4.10%2.46%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%N

ot

fun

cti

on

ing

Dam

ag

ed

Oth

er

No

t sati

sfi

ed

wit

h t

he

perf

orm

an

ce

Dif

fere

nt

than

Exp

ecte

d

No

reaso

n

Did

n't

wan

t

the p

rod

uct

Mis

sin

g

part

s

Fo

un

d b

ett

er

co

mp

eti

tive

pro

du

ct

Late

delivery

Reasons for Return

Resp

on

den

ts



“No Defect Found” rates

Juvenile Furniture

40%

Consumer Electronics

70%

Computers

85-90%

Small Appliances

90+%



Source: Frontline Today

50

3025

2015

05

101520253035404550

% Rate of Return

MagazinePublishing

Book Publishing CD-ROMS PCManufacturers

MassMerchandisers

Industry

Reverse Logistics Industry

Yearly Return Rates by Industry


Innovations & Entitlements

Innovation Lowers RL Cost

According to A.T. Kearney,

70-90% of every dollar

generated through asset

recovery goes straight to the

bottom-line

• Asset Recovery/Price• Returns 50-200% higher than in-person, physical auctions -

Bill Angrick , CEO, Liquidity Services

• “Overall, we have found the private marketplace is advantageous to Motorola. We’re getting full value for the product and we can better understand buyer’s preferences”. Pam Arrigo, Motorola

• Participation• Fortunately, online markets have developed over the past 5

years which facilitate the remarketing process.

• Explore incremental channels and understand how they can drive corporate value - Jim Magnanini, ChannelAdvisor Corporation

Innovations of Online Auctions

B2BExchange

StoreResale

PlacementCategorySalvage

OnlineFixed Price

OfferBulk

Salvage

OnlineBid

Auctions

Merchandise Return toVendor

Alternative Asset Optimization Model• Quantity• Time• Restrictions • Channel Demand

Reporting

Settlement

DynamicOptimization

Optimized Recovery

Source: Genco

Innovations & Cost Recovery

Ineffective entitlement can lead to unhappy customers • Brand loyalty

• Retail returns– Often refund, lost

margin– Less often, exchange

for like• Manufacturer returns

– CE manufacturers allow return for credit



Steps to Effective Entitlement• Create and use intelligent serial numbers• Provide end-to-end entitlement system infrastructure• Assure supporting point of sale practices• Enable robust point of return practices• Sustain effective contact center procedures

Source: Philips


• Collaborate for proactive returns management– Sales Quota Management

• Establish inspection programs

• Evaluate alternatives to return

• Establish returns policies

Source: Philips

Initiatives to Reduce Entitlements

Social Responsibility

Photos courtesy of BAN. Copyright: Basel Action Network.


The Scope of the Problem• 20-50 million tons of electrical/electronic equipment waste

are generated worldwide annually• 500 Containers of used electrical equipment enter the

country of Nigeria each month. Each container contains about 800 computers

• 50-80% of electronic waste collected for recycling in the US was being disassembled and recycled under unregulated, unhealthy conditions in China, India, Pakistan and other developing countries

• As much as 75% of imported used computer equipment is “junk” and not economically repairable or resalable

• E-Waste/e-recycling will represent $30 Billion market opportunity by the year 2008

Source: Basel Action Network & D.F. Blumberg Associates

Social Environmental Issues

WORLD'S LARGEST PROCESSOR OF CORPORATE E-WASTE

Could your Company be at Risk?

September 23,

2004

Recycling 'E-Waste'

Singapore Company Finds Global

Edge

SINGAPORE—Ng Teck Lee is getting ready for

the next big boom -- in "e-waste," …the world's

fastest-growing … waste problem. Mr. Ng quit

his job as a truck driver for a plastics recycling

company in 1989,,,

September 23, 2004 February 5, 2005

Source: The Wall Street Journal


Customer

Landfill

LandfillUncontrolled Scrapping

Subcontractor

Counterfeit Product Assemblers

Gray Market

Citiraya Secure Destruction

Facility

Case Study of Citiraya: How Did It Happen?

“Belief”: What Citiraya’s Customers Thought They Were Buying

Reality of Citiraya’s Operations

Citiraya Logistics

Depot

Citiraya Secure Destruction

Facility

CustomerCertificate of Destruction

Citiraya Logistics

Depot

Broker

Broker


• Include final disposition in your product life cycle planning, all the way back to your product development cycles

• Develop easy to use Trade-in and Take Back programs for your customers – these will proactively help recover older products

• Leverage your channels of distribution to help manage your reverse logistics

• Actively audit your corporate compliance to local, regional and international laws and regulations – down to the subcontractor level!


Social Responsibility Actions

Customer Satisfaction

The Consumer ViewTypical Consumer Electronics industry return rate:

Source: Newgistics, Inc., conducted by Harris Interactive.

Distributors 10-12 % Computer OEMs 10-20 %

Retailers 6% Online CE Products 20 %

Consumers factor return policies into their shopping decisions -- convenience is key for many shoppers:• 88% state that a convenient return policy and process is somewhat important,

important or very important to purchase decisions.

• 92% of online/catalog shoppers are somewhat or very likely to shop again if the return process is convenient.

• 85% are not very or not at all likely to shop again with a direct retailer if the return process is inconvenient.

• 75% indicate that a convenient return policy is an important or very important factor when purchasing a gift for someone else.


What Value Can Reverse Logistics Deliver?

Function Key Objective How Reverse Logistics Can Help

Finance Maximize profitability• Control costs with efficient operations• Recover value from returns

Sales Grow the business

• Make returns process painless, to increase customer satisfaction

• Support growth by making product available to surgically resell

Marketing Build the brand • Control the gray market

Quality Improve customer experience• Feed returns data back upstream to drive

process and product design improvements

CEOAll of the above,+ Corporate Social Responsibility

• Ensure environmental protection• Leverage returns to accelerate giving

back to the community



Summary

Strategic Value Of Reverse LogisticsIt’s Not Just Cost Control

Expense Control Revenue

Product Re-use (Reduce new buys) X

Quality Improvement X

Product Life Cycle Mgmt (Dev Time) X

Customer Intimacy/Information mining X X

Customer Loyalty/Customer Service X

Marketing: Service Sales X

Sales Programs, Channel Policies X

Brand Protection X

Disposition to “Highest and Best Use” X


Summary

Drive Reverse Logistics Cost Out

Simple Model

Proactive ModelSpares/Repairs

Secondary Market

Internal Reuse

Philanthropy

SCRAP

Product Return

Sort, inspect, and determinehighest & bestopportunity

Product Return SCRAP

• Accelerate recovery of product returns• Enhance customer satisfaction• Optimize value of products – understand paths to

Secondary Markets, Internal Reuse, Spares and Philanthropy before sending to recycling


Summary

Forward Logistics cost vs. Reverse Logistics cost

11.08%8.98%

11.20%8.86%

0.00%2.00%4.00%6.00%8.00%

10.00%12.00%

Forward Logistics cost as % ofannual sales

Reverse Logistics cost as % ofannual salesC

ost

in %

of

ann

ual

sal

es

RL Cost Compared to Forward


Summary• Less handling, shipping, and touches means more

value.• A centrally located repair depot reduces freight and

time.• Service capabilities of your returns depot must be

diverse, skilled, integrated, and quality driven.• Non Domestic “Cheap Labor” does not reflect the true

cost of re manufacturing returned units.• A quality outsourced reverse logistics corporation can

reduce costs, add flexibility, and control headcount.

Source: Ozark & New Age

Thank You for Your Attention

Documents

Reverse Logistics Comes of Age Calculate Your RL Operations Cost SOX - Keep Your CEO Out of Prison Giving Your Management RL Visibility Bottom Line, and