原始设备制造商（OEM）和独立的服务组织继续在日益商品化的市场中争
夺市场份额的同时，他们也已经开始在售后服务中寻求收入和利润。这些龙头
企业已经发现，通过售后服务资源的优化和调度，可以实现更高的生产力，降
低服务成本，提高业绩和盈利能力。调度和路由优化解决方案以技术人员的资
质，到工作地点的距离，服务备件的可用性和整体的服务成本为基础调配技术
人员的工作秩序。
直到近期，服务组织才将注意力集中在客户关系管理（CRM）和企业资源
计划（ERP）应用的售后服务自动化投资上。并且，近些年来新的服务链技术也
脱颖而出，旨在更好地协调和调整提供售后服务所需的资源。这些解决方案中
就包括调度和路由优化技术，这个解决方案的部署并与现有相关业务系统的整
合，可以极大地帮助企业实现更高的利润和生产力。
本文以 EMC 公司为背景，研究 EMC 公司的售后服务体系结构，以及在市
场竞争环境中的流程再造。详细叙述 EMC 公司售后服务体系中各子系统，CSI，
EAS，SABA，Logistics 和 WFM 的整合和优化过程。以及 EMC 公司如何利用
WFM 系统将现有公司的各个服务子系统整合在一起，结合组织架构的调整和流
程的再造，有效地协调和分配服务资源。这些服务资源的优化主要包括：人员，
备件，流程和数据。通过流程的优化，实时的人员和备件状态数据更新，协调II
服务人员和服务备件的一致性，不仅仅提高了公司自身的服务效能和生产力，
同时也显著提高了客户满意度和整体客户体验水平。
该论文有图 10 幅，表 6 个，参考文献 56 篇。
关键词：
售后服务，服务流程再造，信息技术，移动服务，整合和优化，整体客户
体验III
Abstract
After-Sales Service Infrastructure
Integration and Optimization Based on the WFM
After-sales service requests of the customers changing constantly, the complexity
of accurately aligning service demand with service supply which consists of
technician skill set, availability, geography and inventory that continues to plague
many labor-intensive field service organizations. More often than not, this challenge
is the result of not having adequate technology solutions in place to optimize field
service scheduling and routing operations in real-time.
As original equipment manufacturer (OEMs) and independent service
organizations continue to vie for market share in a landscape of increasingly
commoditized products, they have begun to search for revenue and profit margin
within their aftermarket service operations. These leading firms have found that by
optimizing the scheduling and routing of field service resources, they can achieve
higher productivity, reduced service costs, and increased performance and
profitability. Scheduling and routing optimization solutions match technicians with
work orders based on technicians’ aptitude, proximity to the job site, availability of
service parts, and overall cost of service.
Until recently, service organizations focused their field service automation
investments on customer relationship management (CRM) and enterprise resource
planning (ERP) applications. However, recent years have brought new service chain
technologies to the fore that aim to better coordinate and align resources required for
field service delivery. These solutions include scheduling and routing optimizationIV
technology, which when deployed in close integration with related business systems
can greatly help firms achieve more profitable and productive service operations.
This paper study the after-sales service architecture based on EMC Corporation,
and process reengineering in the competitive market environment. Detailed describe
the various subsystems in the after-sales service architecture of the EMC Corporation,
the CSI, EAS, SABA, Logistics and WFM integration and optimization process. As
well as EMC Corporation how to use the WFM system to integrate the existing
company service subsystem, combined with the adjustment of organizational
structure and process optimization, effective coordination and allocation of service
resources. The optimization of these service resources include: personnel, spare parts,
processes and data. Through process optimization, real-time personnel and spare
parts' status data updates, to coordinate the consistency of service personnel and spare
parts, not only to improve the company's own service performance and productivity,
but also significantly improved customer satisfaction and overall customer experience
level.
This paper include 10 pictures, 6 spreadsheets and 56 reference literatures.
Keywords:
After-Sales Service；Service Process Reengineering；Information Technology；
Mobile Service；Integration and Optimization；Total Customer Experience.V
目 录
第 1 章 引言....... 1
1.1 选题背景和意义 .... 1
1.2 国内外售后服务体系现状和面临的挑战 1
1.3 研究内容 .... 4
第 2 章 EMC 公司售后服务管理系统现状和问题 .... 5
2.1 客户服务管理系统现状和问题 .... 6
2.2 员工管理系统现状和问题8
2.3 工程师技能管理系统现状和问题9
2.4 备件管理系统现状和问题 .......... 10
第 3 章 EMC 公司售后服务体系分析........... 12
3.1 EMC 公司商业模式转换分析 .... 12
3.2 EMC 公司客户服务流程和服务质量分析 ........ 13
3.3 服务管理竞争框架和 EMC 在同行业中的竞争状态 ... 15
3.4 服务整合优化措施 .......... 29
第 4 章 EMC 公司售后服务体系整合解决方案 ...... 35
4.1 WFM 系统与售后服务体系的整合 ....... 36
4.2 WFM 系统和移动设备的整合 ... 39
4.3 WFM 系统和 LOGISTICS 系统的整合 ..... 41VI
4.4 EMC 公司服务管理流程的整合46
第 5 章 EMC 公司售后服务体系优化与再造 .......... 52
5.1 EMC 公司客户服务需求预测和服务能力规划53
5.2 EMC 公司服务备件流程优化 .... 54
5.3 EMC 公司客户服务管理和现场服务调度优化55
5.4 EMC 公司服务系统集成优化与再造 .... 57
第 6 章 结论和展望..... 59
参考文献 . 60
致 谢 . 64VII
图清单
图序号 图名称 页码
图 2.1 CSI 客户服务管理系统 7
Figure 2.1 CSI Customer Site Information Module 7
图 2.2 EAS 员工管理系统 8
Figure 2.2 EAS Employee Availability System 8
图 2.3 EAS 中员工工时信息 9
Figure 2.3 EAS Employee TimeSheet and Period Details 9
图 2.4 SABA 工程师技能管理系统 10
Figure 2.4 Global Service Skills Management System 10
图 2.5 Logistics 备件管理系统 11
Figure 2.5 Logistics Spare Parts Management System 11
图 4.1 WFM 系统集成的原理图 37
Figure4.1 WFM System Integration Schematic 37
图 4.2 WFM 系统和 BlackBerry 的集成 41
Figure4.2 WFM System and BlackBerry Integration 41
图 4.3 服务链：流程，人，备件和数据 42
Figure4.3 Service Chain: Process, Personnel, Spare Parts and Data 42
图 4.4 服务调度流程 47
Figure4.4 Service Dispatching Process 47
图 5.1 WFM 系统中集成的 Google Map 56
Figure5.1 WFM System and Google Map Integration 56VIII
表清单
表序号 表名称 页码
表 3.1 服务管理竞争框架 18,19
Table 3.1 Service Management Competitive Frame 18,19
表 3.2 服务调度优化标准 21
Table 3.2 Service Scheduling Optimization Standard 21
表 3.3 解决方案应用比例 26
Table 3.3 Solution Usage Percentage 26
表 3.4 优化调度成果 28
Table 3.4 Result of the SchedulingOptimization 28
表 4.1 备件和人员整合优化方法和目标 44
Table 4.1 Personnel and Spare Parts Optimization Method and Target 44
表 4.2 WFM 系统实施后的流程变化情况 50
Table 4.2 Process Adjustment after the WFM Implementation 501
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