OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM

Transcription

1 OVERCOMING FIELD SERVICE & REVERSE LOGISTICS CHALLENGES WITH AN INTEGRATED, BEST OF BREED ENTERPRISE SERVICE MANAGEMENT SYSTEM A WHITE PAPER BY: Michael R. Blumberg, CMC PRESIDENT, Blumberg Advisory Group Sponsored by

2 TABLE OF CONTENTS Executive Summary... 4 Research Methodology... 4 Service Organization Description... 4 Location of Service Organization... 5 Types of Businesses... 5 Parts Trends... 5 Current Usage of Enterprise Service Management (ESM) Functionality... 6 Level of Satisfaction... 7 Effectiveness of Existing ESM... 8 Critical Business Challenges Key Performance Indicators Integration and ESM Effectiveness Level of Integration Impact of Integration of KPIs Integration and ESM Effectiveness Likelihood of Pursuing New Business Initiatives Industry Trends Summary & Conclusions About our Sponsor About the Author Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 2

3 LIST OF FIGURES How is your Field Service function organized?... 4 How is your Reverse Logistics function organized?... 5 Percentage of all service requests requiring a spare part to resolve the issue Percentage of all service requests that can be resolved remotely without sending a Field Engineer Percentage of all service requests resolved remotely that require a replacement spare part to be sent to the customer site Expected change in percentage of service requests resolved remotely by sending a spare over the next 18 to 24 months Current Use of Software to manage specific Field Service and Reverse Logistics operations Satisfaction with ESM Software to meet requirements for Field Service and Reverse Logistics operations Effectiveness of ESM software in Managing Depot Repair processes... 8 Effectiveness of ESM software to perform functions related to 3rd party repair vendors... 9 Effectiveness of ESM software in managing Reverse Logistics processes... 9 Critical business challenges for your company Field Service KPIs Reverse Logistics KPIs Level of Integration Between Field Service and Reverse Logistics Impact of Automated Integration on KPIs Percentage of Respondents indicating that their current software is either Somewhat Effective, Very Effective, or Extremely Effective Likelihood of pursuing new business initiatives over the next months Trends that will Impact Field Service & Reverse Logistics Effectiveness of ESM software in managing requirements created by trends Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 3

4 EXECUTIVE SUMMARY Much attention has been given within the High Technology Service Industry to the need to automate Field Service and Reverse Logistics processes through the implementation of Best of Breed or Integrated Enterprise Service Management (ESM) systems. Although the benefits from improved automation are well documented, there is still a segment of the market that is facing challenges to achieving measurable productivity and efficiency gains associated with key service performance metrics. This shortcoming is due in part to lack of integration between Field Service and Reverse Logistics functions. The growing trend toward remote support combined with the increasing reliance on spare parts in the service resolution process places even greater demands on equipment service providers to ensure their Reverse Logistics and Field Service process are both integrated and optimized. The research findings presented in this whitepaper demonstrate that Companies who have been able to successfully integrate these processes report a higher level of service performance than those who have not. More importantly, the data reveals that these integrated solutions are not only highly effective in managing ongoing service requirements but essential to overcoming critical business challenges. The whitepaper concludes with a discussion on future ESM initiatives and an examination of how effective existing ESM are in dealing with current and emerging technology developments affecting the High Tech Service & Support Industry. Companies are most likely to purchase of new functionality to handle basic Reverse Logistics functions like Depot Repair - Shop Floor Control, Returns Management, Advanced Exchange, and Recall Management. Future purchases of advanced field service functionality are also likely in the areas of Dynamic Scheduling, Field Service Mobility, and Knowledge Management. RESEARCH METHODOLOGY Blumberg s market study was administered by to a random sample of 277 respondents. The results provide a cross-industry representation of field service and reverse logistics operations as defined by key variables such as the way in which the service division is organized, locations of service organizations within the company, and types of services offered. SERVICE ORGANIZATION DESCRIPTIONS Respondents were asked to describe the way their Field Service and Reverse Logistics function are organized in their companies. Responses regarding Field are described in the graph below (Figure 1). The descriptions are split relatively evenly among four categories: profit center (27%), cost center (32%), own line of business (28%), and revenue contribution center (). We believe this distribution accurately reflects the characteristics of the total population of companies involved in field service. Responses regarding the way in which the Reverse Logistics Function is organized were slightly different as identified in Figure 2. However, we also believe they reflect the true characteristics of the total population of companies involved in Reverse Logistics. Almost one-half of the respondents base operate Reverse Logistics as a cost center (48%), profit center (21%), revenue center (), and own line of business (18%). Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 4

5 most service events can be resolved by replacing a spare part. Indeed, the survey results indicated that half of the respondents require a spare part to resolve 50% of more of their service request. LOCATION OF SERVICE ORGANIZATION 1% to 24% 25% to 49% 50% to 74% 75% to 99% 100% Respondents were asked to name the organization with the primary responsibility of providing field service (Figure 3). Of the 227 respondents, 41% named the service & support organization, followed by operations (32%), standalone - reports to CEO/COO (), Sales & Marketing (11%) and supply chain (4 percent). With respect to the Reverse Logistics function 32% named Supply Chain, followed by the service & support organization (32%), and operations (), the remaining 19% were split between manufacturing (7%), sales and marketing (5%), standalone - reports to CEO/COO (5%), and other (2%). Types of Businesses Furthermore, a majority of companies (70%) typically resolve less than 25% of all service requests without needing to dispatch a Field Engineer. However, only 4% of companies are able to resolve 75% or more of all service requests without needing to send a Field Engineer. The respondents are representative of a number of different business categories. A slight majority of respondents consider themselves Original Equipment/Device Manufacturers (56%), followed by Independent Service Organizations and Third Party Service Providers (19%), Distributors (9%), Electronic Manufacturing Service Providers (6%). PARTS TRENDS It has become a generally accepted trend within the High Tech Service & Support Industry that Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 5

6 More importantly, nearly three-quarters of respondents (73%) send a replacement part in less than 25% of all service requests that are resolved remotely. without needing to send a Field Engineer. More importantly, nearly three-quarters of respondents (73%) send a replacement part in less than 25% of all service requests that are resolved remotely. Over the next 18 to 24 months, most companies expect their percentage of service requests requiring a spare part to either remain the same (62%), or increase (29%), with very few () expecting a decrease. CURRENT USAGE OF ENTERPRISE SERVICE MANAGEMENT (ESM) FUNCTIONALITY Furthermore, a majority of companies (70%) typically resolve less than 25% of all service requests without needing to dispatch a Field Engineer. However, only 4% of companies are able to resolve 75% or more of all service requests Remain the same Increase Decrease A vast majority of companies surveyed (79%) currently use Enterprise Management System (ESM) software for managing their Field Service operations. In addition, the majority of companies (64%) currently use software for managing their Reverse Logistics operation. However, when compared with Field Service, a much larger percentage of companies () either do not have a dedicated Reverse Logistics operation or have no plans to purchase software for managing these types of operations. Companies currently use ESM software most commonly in Shipping and Receiving (86%), Parts Order Management (82%), and Field Service Dispatch (80%). Current use of software is particularly low in Recall Management (25%), with 41% of respondents indicating that their companies have no plans to use software for this operation. Companies are most likely to purchase of new functionality to handle basic Reverse Logistics functions like Depot Repair - Shop Floor Control, Returns Management, Advanced Exchange, and Recall Management. Future purchases of advanced field service functionality are also likely in the areas of Dynamic Scheduling, Field Service Mobility, and Knowledge Management. The most commonly used Enterprise Service Management software system is an integrated solution that contains functionality for both Field Service and Reverse Logistics. A significant Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 6

7 number also use a best of breed solutions for specific enterprise service applications likedispatch or mobility. However, End-users are more likely to operate a best of breed solution for Field Service than Reverse Logistics. It seems logical for end-users with requirements for both Field Service and Reverse Logistics to use an integrated system over a best of breed solution, particularly if the vendor s functionality compares favorably against best of breed vendors. Figure 7 CURRENT USE OF SOFTWARE TO MANAGE SPECIFIC FIELD SERVICE AND REVERSE LOGISTICS OPERATIONS 7% 7% 5% 9% 11% 16% 21% 11% 20% 6% 37% 32% 16% 35% 41% 86% 82% 80% 77% 72% 67% 67% 65% 59% 57% 52% 48% 34% 25% Shipping and Receiving Parts Order Management Field Service Dispatch Spare Parts Inventory Management Parts Planning & Forecasting Recall Management Dynamic Scheduling Testing & Screening Knowledge Management Advanced Exchange Field service Mobility Depot Repair Returns Management No Plans to use Plan to use in near future Currently operate or use LEVEL OF SATISFACTION The vast majority of end-users are either Extremely Satisfied or Somewhat Satisfied with their Field Service (81%) and Reverse Logistics (77%) software applications. There is, of course, room for improvement. In general, end-users appear to have a higher level of satisfaction with their Field Service applications than with Reverse Logistics systems. Issues of satisfaction are typically related to software functionality and customization. These were central themes regardless of the level of satisfaction reported by end-users. However, total cost of ownership and ease of use appear to be key drivers of dissatisfaction. Companies who use a Best of Breed solution are more than twice as likely as companies who use an integrated solution to be Extremely Satisfied with the ability of their software to manage Field Service operations (34% vs `). However, there is little variance among those who are Somewhat Satisfied (87% and 81% for Best of Breed and Integrated, respectively). While there is a higher level of satisfaction among companies use a Best of Breed solution for managing their Reverse Logistics operations versus Integrated, there is a segment that is Not At All Satisfied with their Best of Breed Solution, whereas no companies who us an Integrated Solution feel that way. Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 7

8 Figure 8 SATISFACTION WITH ESM SOFTWARE TO MEET REQUIREMENTS FOR FIELD SERVICE AND REVERSE LOGISTICS OPERATIONS Extremely Satisfied Some hat Satisfied 18.6% 26.3% 54.4% 58.1% Not Very Satisfied 14.0% 16.3% Not At All Satisfied 5.3% 7.0% Field Service Reverse Logistics To better understand current levels of satisfaction, we can examine the level of ESM effectiveness when it comes to managing various types of service processes. Companies who perform Depot Repair at in-house repair facilities believe that their existing ESM software is at least Somewhat Effective for most Depot Repair activities, particularly when it comes to ensuring that bench technicians have available spare parts (89%) and tracking bench technician performance on each unit they repair (85%). However, many companies believe that their ESM software is less effective ( Slightly Effective or Not At All Effective ) when it comes to automating depot repair workflows (43%) and managing EFFECTIVENESS OF EXISTING ESM engineer change orders and recalls (41%). As for those companies who outsource Depot Repair, many indicate there are shortcomings in the ability of their ESM software to manage key processes and transactions between the 3rd Party Service Providers. For example, a majority of companies believe their existing ESM is ineffective when it comes to enabling 3rd Party Repairers to order parts directly from their company owned ESM software (64%) and when it comes to providing these vendors with access to diagnostic data and/or documentation to facilitate repairs (64%). Ensuring that bench technicians have available spare parts when needed Figure 9 EFFECTIVENESS OF ESM SOFTWARE IN MANAGING DEPOT REPAIR PROCESSES 8% 3% 5% 41% 41% 32% 16% 18% Tracking the time, parts usage, and corrective actions performed by bench techs on each unit they repair 5% 41% Facilitating the ease with which bench techs order spare parts 19% 24% 19% 8% 36% 19% Measuring bench tech productivity 19% 16% Capturing critical diagnostic data during initial triage and screening step 35% 19% Utilizing bar code technology to capture critical data 39% 6% Managing engineering change orders and recalls Automating depot repair Workflows Not at All Effective Slightly Effective Somewhat Effective Very Effective Extremely Effective Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 8

9 Figure 10 EFFECTIVENESS OF ESM SOFTWARE TO PERFORM FUNCTIONS RELATED TO 3RD PARTY REPAIR VENDORS 40% 40% 48% 40% 32% Provide 3 rd party repair vendors with ability to provide real-time updates on status of critical depot repair metrics associated with service productivity, quality and/or efficiency 20% 16% 4% Facilitate the ability of 3 rd Party repair vendors to effectively manage in-bound and outbound workflows related to your business 16% 20% 4% Enable 3rd party repair vendors to order parts directly from your enterprise service management software 24% 32% 4% Offer 3 rd Party repair vendors access to diagnostic data and/or documentation to facilitate repairs Not at All Effective Slightly Effective Somewhat Effective Very Effective Extremely Effective We also observed that a majority of Companies believe that their existing ESM software is at least Somewhat Effective for managing key Reverse Logistics processes particularly when it comes to ensuring the right part is sent to the right location, and accounting for the value and volume of spare parts in the service logistics pipeline. On the other hand, the survey results indicates that there are some gaps in the ability of existing ESM software systems to effectively get spare parts back from customers and field engineers in a timely manner. 42% 15% Ensuring that the right part is sent to the right location Figure 11 EFFECTIVENESS OF ESM SOFTWARE IN MANAGING REVERSE LOGISTICS PROCESSES 19% 24% 32% Accounting for the volume of spare parts at all locations within your service logistics pipeline 31% Accounting for the value of spare parts at all locations within your service logistics pipeline 18% 18% 19% 11% 16% 37% Getting spare parts back from Field Service engineers in a timely manner 50% 35% 24% 23% 11% 8% 7% Creating a seamless infrastructure between your company and its business partners Getting defective parts back from end customers in a timely manner Validating the return receipt of parts and whole units from customers and Field Service engineers 27% 21% 25% 9% 18% Tracking the results of depot repair test and screening activities Enabling a just in time repair model Not at All Effective Slightly Effective Somewhat Effective Very Effective Extremely Effective 23% 23% 25% 18% 24% 33% 30% 27% 21% 23% 15% 8% 9% Automating the work flow and business rules associated with processing returned materials Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 9

10 Regardless of the level of satisfaction and perceived effectiveness of existing ESM software, companies still face a number of critical challenges when it comes to achieving service performance goals associated with reducing costs associated with service delivery, resolving calls remotely, improving service contract penetration Reducing costs associated with service delivery functions Increasing the number of service calls resolved through remote support procedures CRITICAL BUSINESS CHALLENGES rates, and improving productivity levels of Field Service Engineers. On the other hand, minimizing dead on arrival rates associated with spare parts and achieving high compliance on service level agreements has been less challenging. Figure 12 CRITICAL BUSINESS CHALLENGES FOR YOUR COMPANY 4% 15% 5% 8% 19% 21% 28% 29% 28% 35% 40% 30% 30% 29% 37% 28% 31% 21% 30% 29% 28% 30% 28% 27% 21% 8% 11% 4% 5% 3% 6% 3% Improving productivity levels of Field Service engineers Improving service contract penetration and renewal rates Equipping your entire field service workforce with mobile solutions Improving First Time Fix Rate Reducing No Fault Found Rates Outsourcing some or all portions of your field service activities to a contingent labor or variable workforce Achieving high levels of service level agreement compliance Minimizing Dead On Arrival rates associated with Spare Parts Not Challenging Slightly Challenging Somewhat Challenging Very Challenging Extremely Challenging The impact of these challenges can be observed in Key Performance Indicators. For example, the differences between Best in Class and Industry Average Field Service KPIs (Figure 13) are significant when it comes to parameters like First Time Fix Rate KEY PERFORMANCE INDICATOR (KPI) KEY PERFORMANCE INDICATORS Figure 13: Field Service KPIs (99% vs. 79.5%), Service Parts Expense (27.0% vs. 74.5%), and Priority 1 (Emergency) Part Orders Filled Same Day (99% vs. 76.7%). Gaps also exist in SLA Compliance (95.5% vs. 87.9%) and Inventory Fill Rates (98.4% vs. 90.1%). PERFORMANCE GROUP OVERALL AVERAGE BEST IN CLASS INDUSTRY AVERAGE First Time Fix Rate (%) SLA Compliance (%) Average Dead on Arrival Rate (%) Service Parts Expense (%) Inventory Fill Rate/Spare Parts Availability Levels (%) % of Priority 1 Parts Order Filled Same Day (%) Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 10

11 Differences in company performance between Best in Class and Industry Average for Reverse Logistics KPIs (Figure 14) are particularly large when it comes to specific parameters like No Fault Found (7% vs. 34%), Repair Yield (99% vs. 64%), and Return Rate (98% vs. 36%), and Average Repeat Failures (0.3% vs. 5.7% ) KEY PERFORMANCE INDICATOR (KPI) Figure 14: Reverse Logistics KPIs PERFORMANCE GROUP OVERALL AVERAGE BEST IN CLASS INDUSTRY AVERAGE No Fault Found (%) Average Turnaround Time (days) Spare Parts Inventory Turnover Rate (# per year) Average Repeat Failures (%) Repair Yield (%) Return Rate - % Units Returned within 30 Days INTEGRATION AND ESM EFFECTIVENESS LEVEL OF INTEGRATION The chart below (Figure 15) describes responses regarding the current degree of integration between Field Service and Reverse Logistics processes within their Enterprise Service Management (ESM) system. Over one-third (40%) of respondents reported some level of automated integration between these two processes. IMPACT OF INTEGRATION OF KPIS Firms that integrated service processes using ESM software reported dramatic improvements in No Fault Found, Average Turnaround Time, Repair Yield, and Return Rate. Basically, automated integration between Field Service and Reverse Logistics processes improves the flow of information which in turn improves productivity and efficiency of processes. For example, companies with some automated integration experience a No Fault Found that is almost 50% lower than those with no automated integration. In addition, companies with some automated integration have been able to cut Average Turnaround in half (10.5 Days vs. 5 Days) and increase Repair Yield and Return Rate by 23.1% and 35.5% respectively. Figure 16: Impact of Automated Integration on KPIs KEY PERFORMANCE INDICATOR (KPI) LEVEL OF AUTOMATED INTEGRATION NO AUTOMATED INTEGRATION SOME AUTOMATED INTEGRATION SLA Compliance (%) No Fault Found (%) Average Turnaround Time (days) Repair Yield (%) Return Rate (%) Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 11

12 INTEGRATION AND ESM EFFECTIVENESS Companies who use automated integration between Field Service and Reverse Logistics are for more likely to feel that their current ESM software is effective in managing all Reverse Logistics processes when compared against companies who have no automated integration between processes. Figure 17 PERCENTAGE OF RESPONDENTS INDICATING THAT THEIR CURRENT SOFTWARE IS EITHER SOMEWHAT EFFECTIVE, VERY EFFECTIVE, OR EXTREMELY EFFECTIVE Validating the return receipt of parts and whole units from customers and Field Service engineers 45% 83% LIKELIHOOD OF PURSUING NEW BUSINESS INITIATIVES Companies were asked about the types of business initiatives the may pursue over the next months to improve service performance. The most frequently mentioned business initiatives are rolling out field service mobility platforms (69% say it is at least Somewhat Likely ) and acquiring knowledge management functionality (61%), few companies are likely to onboard a sharing economy service solution like a variable workforce or peer to peer transportation service (33%) or offer a sharing economy service solution () of their own to customers. Figure 18 LIKELIHOOD OF PURSUING NEW BUSINESS INITIATIVES OVER THE NEXT MONTHS Tracking the results of depot repair test and screening activities Automating the work flow and business rules associated with processing returned materials Enabling a Just in time repair model Creating a seamless infrastructure between your company and its business partners Getting spare parts from Field Service engineers in a timely manner Accounting for the volume of spare at all locations within your service logistics pipeline Getting defective parts back from end-customers in a timely manner Ensuring that the right part is sent to the right location Accounting for the value of spare parts at all locations within your service logistics pipeline 46% 48% 53% 53% 57% 60% 64% 62% 65% 67% 85% 79% 87% 87% 85% 92% 99% 93% 27% 5% 23% 32% Roll-out Field Service Mobility platform 31% 8% 35% Acquire Knowledge Management functionality 28% 21% 21% Implement a Big Data Solution 27% 27% Upgrade or enhance Field Service Dispatch & Scheduling applications 37% 7% Upgrade or purchase Reverse Logistics functionality 45% 23% 15% 5% Onboard a sharing economy service solution (e.g., variable workforce, peer to peer transportation service, etc.) 60% 9% 3% Offer a sharing economy service solution Not At All Likely Not Very Likely Somewhat Likely Some Automated Integration No Automated Integration Very Likely Extremely Likely Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 12

13 INDUSTRY TRENDS There are of course a number of current and emerging technology trends (Figure 19) which have an impact on Field Service and Reverse Logistics operations. The most important trend that companies believe will have an impact in the future is Mobility (74%) followed by the Internet of Things (50%) and Big Data (46%). Few companies currently feel that trends such as telemetry inspection componentry (7%) and sharing economy service solutions (9%) are likely to have an impact on their Field Service and/or Reverse Logistics operations in the future. Most companies believe that their existing enterprise service management software is at least Somewhat Effective in managing Mobility (79%), Big Data (60%), and Embedded RFID (56%), but fewer companies believe their ESM software is at least Somewhat Effective when it comes to Internet of Things (39%), Telemetry Inspection Componentry (36%) or Wearable Technologies (24%). In general, these companies do feel their current software does a good job at capturing and making use of data from these technologies. Figure 20 EFFECTIVENESS OF ESM SOFTWARE IN MANAGING REQUIREMENTS CREATED BY TRENDS 2% 19% 33% 29% 30% 33% 39% 4% 24% 29% 18% 18% Mobility Big Data Embedded REID Sharing Economy Service Solutions 18% 36% 32% 11% 4% Internet of Things 35% 29% 18% 6% Telemetry inspection componentry 33% 43% 5% 5% Wearable Technologies Not at All Effective Slightly Effective Somewhat Effective Very Effective Extremely Effective Most companies believe that their existing enterprise service management software is at least Somewhat Effective in managing Mobility (79%), Big Data (60%), and Embedded RFID (56%), but few companies believe that their existing enterprise service management software is at least Somewhat Effective in managing Telemetry inspection componentry (36%) or Wearable Technologies (24%). Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 13

14 SUMMARY & CONCLUSIONS The research findings presented in this whitepaper conclude that Companies who have been able to successfully integrate Field Service and Reverse Logistics processes into their ESM report a higher level of service performance than those who have not. More importantly, the data reveals that these integrated solutions are not only highly effective in managing ongoing service requirements but essential to overcoming critical business challenges. The whitepaper concludes with a discussion on future ESM initiatives and an examination of how effective existing ESM are in dealing with current and emerging technology developments affecting the High Tech Service & Support Industry. Companies are most likely to purchase of new functionality to handle basic Reverse Logistics functions like Depot Repair - Shop Floor Control, Returns Management, Advanced Exchange, and Recall Management. Future purchases of advanced field service functionality are also likely in the areas of Dynamic Scheduling, Field Service Mobility, and Knowledge Management. ABOUT OUR SPONSOR (IFS) IFS Enterprise Service Management is a full service lifecycle management solution for every service provider. Whether you are providing service in the field, in a plant, at a customer s home or office, in a depot environment, on linear or other capital assets, or anywhere else, IFS Enterprise Service Management has a solution for you. And this is available regardless of whether you are delivering service through booking appointments, against demanding service level agreements (SLAs), adhering to maintenance contracts, with businesses, or directly with consumers. The IFS Field Service Management module is a best-ofbreed software solution for service businesses that manage large volumes of service calls each day. It focuses on the management of work orders, contracts, warranties, parts, and the scheduling of mobile resources. It also includes comprehensive reverse logistics and depot repair for those assets that aren t maintained in the field. It all adds up to an increasingly efficient field service business. ABOUT THE AUTHOR Michael R. Blumberg is a Certified Management Consultant (CMC) and President & CEO of Blumberg Advisory Group, Inc. His firm focuses on providing strategic and tactical assistance for improving the overall profitability and quality of aftermarket service operations. Mr. Blumberg is an innovative business executive with unequaled background in the Field Service & Reverse Logistics arena. He is highly skilled at analyzing his clients current capabilities in light of market trends and requirements, and ensuring that internal systems and processes are operating at an optimal level of productivity and efficiency and aligned with external market needs. Overcoming Field Service & Reverse Logistics Challenges with an Integrated, Best of Breed Enterprise Service Management System 14