教学物流英语第一章.ppt

,物流英语,Contents,Chapter 1 Introduction to Logistics Management Chapter 2 Supply Chain Management Chapter 3 Procurement and Supplier Management Chapter 4 Warehousing and Distribution Management Chapter 5 Transportation Management Chapter 6 Information Technology in a Supply Chain Chapter 7 International Logistics Chapter 8 Contract and Logistics Documentation Chapter 9 Logistics Telecommunication,Learning objectives,3. Questions for Discussion,1. Main Content,2. Phrases and Terms,4. Case Study,Chapter 1 Introduction to Logistics,Learning Objectives, Understand the history of logistics concept Learn the definition and boundary of logistics. Gain an understanding of competitive advantage through logistics management. Understand the mission of logistics. Learn the factors changing logistics environment. Get an overview of the new rules of logistics competition. Get an overview of the logistics network of the 21st century.,Main content,1.1 What is Logistics 1.2 Mission of Logistics Management 1.3 The Changing Logistics Environment 1.4 Building the Logistics Network of the 21st Century,1.1 What is Logistics,Rommel himself once said that “before the fighting properly, the battle is won or lost by quartermaster.” However whilst the Generals and Field Marshals from the earliest times have understood the critical role of logistics, strangely it is only in the recent past that business organizations have come to recognize the vital impact that the logistics management can have in the achievement of competitive advantage. Partly this lack of recognition springs from the relatively low level of understanding of the benefits of integrated logistics. It is paradoxical that it has taken almost 100 years for these basic principles of logistics management to be widely accepted.,1.1.2 Origins and Definition of Logistics,The term “logistics” originates from the ancient Greek “logos” ratio, word, calculation, reason, speech, oration. In ancient Greek, Roman and Byzantine empires there were military officers with the title “ Logistikas ” who were responsible for financial and supply distribution matters. Military logistics Originally, logistics is a military term, first used in the Napoleonic era. Logistics, as a military term, is defined as the art of moving armies and keeping them supplied. There are various definitions of different edition afterwards. But in general, there are mainly two types of definition in practice.,(1) In Chinese Logistics Terms, logistics means the physical movement of goods from the supplier point to the receiver point. Based on practical need, integrated organically the variety of the basic functional activities including transportation, storage, loading and unloading, package, distribution and information management, etc. （Other activities such as waste disposal, return goods handling, etc. are also important.） (2) The Council of Logistics Management (CLM) has adopted this definition of logistics: “Logistics is that part of the supply chain process that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, service, and related information,from the point of origin to the point of consumption in order to meet customers requirement.” So far, many definitions of logistics have been proposed. The flowing basic definition will be extended and developed as the logistics practice progress, but it makes and adequate starting point. Then, what is logistics management in the sense that it is understood today?,1.1.3 Recognizing the Boundary of Logistics One full commerce transaction consists of four elements, which are information flow, commodity (product) flow, cash flow and logistics. In manufacturing, logistics includes the following: (1)Material flows: Shipping, transportation, receiving, and storage and retrieval between plants and between production lines within a plant. (2)Information flows: Transaction processing associated with the material flow, analysis of past activity, forecasting, planning and scheduling future activity. (3)Funds flows: Payments triggered by the movements of goods and information. Logistics encompasses everything that happens outside the factory wall as seen in Figure 1.1,1.1.4 Other Types of Logistics,(1) Business logistics. Logistics a business concept evolved only in the 1950s. Tanimoto and Hakutoshobo (2000) call “business logistics ”the effort of a company to designate the expansion of these efforts to multiple tiers of suppliers and customers or distributors. In business, logistics have either internal focus (inbound logistics ), or external focus (outbound logistics )covering the flow and storage of materials from point of origin to point of consumption. The main functions of a qualified logistician include inventory management, purchasing, transportation, warehousing, consultation and the organizing and planning of these activities.,(2) Social logistics. Tanimoto also identifies “social logistics ”as the setting, maintenance, regulation, and taxation by governments of the infrastructure within which companies operate, including the following. 1.Transportation: roads, railroads, canals, ports and airports. 2.Communications: voice and data communication network. 3.Controls and law enforcement: inspections of goods at border crossings and verification of regulatory compliance. 4.Taxation: tolls, taxes, duties, as well as incentives and subsidies designed to influence the behaviour of independent economic agents towards such common goods as preservation of the environment. 5.Emergency response: Restoration of services after earthquakes ,floods, fires or other natural or human- made disasters.,(3)Lean logistics. Lean logistics is the logistics dimension of lean manufacturing. Lean logistics tailors approaches to the demand structures of different items, as opposed to “one-size-fits-all”. It is a pull system: materials move when the destination signals that it is ready for them. Moving small quantities of many items between and within plants with short, predictable lead times requires pickups and deliveries at fixed times along fixed routes called “milk runs”. Toyota uses a worldwide network for logistics and markets in Japan through an Internet portal.,(4) Production Logistics. The term is used for describing logistic processes within an industry. The purpose of production logistics is to ensure that each machine and workstation is being fed with the right product in the right quantity and quality at the right point time. The issue is not the transportation itself, but to streamline and control the flow through the value adding processes and eliminates non-value adding ones. Production logistics provides the means to achieve customer response and capital efficiency. Production logistics is getting more and more important with the decreasing batch sizes.,In many industries (e.g. mobile phone) batch size one is the short term aim. Track and tracing, which is an essential part of production logistics due to product safety and product reliability issues, is also gaining importance especially in the automotive and the medical industry. 2. Professional logistician: A logistician is a professional logistics practitioner. Professional logisticians are often certified by professional associations. Some universities and academic institutions train students as logisticians, by offering undergraduate and postgraduate programs. 3. Logistics management: Logistics management activities typically include in,bound and outbound transportation management, fleet management, supply/demand planning, and management of third party logistics provides. To varying degrees, the logistics function also includes sourcing and procurement, production planning and scheduling, packaging and assembly, and customer service. It is involved in all levels of planning and execution-strategic, operational, and tactical. Logistics management is an integrating function which coordinates and optimizes all logistics as well as integrates logistics activities with other functions, including marketing, sales, manufacturing, finance, and information technology. Supply Chain Management (SCM) encompasses the planning and management of all activities involved in sourcing and,procurement, conversion, and all management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies. Supply Chain Management is an integrating function with primary responsibility for linking major business functions and business process within and across companies into a cohesive and high-performing business model. It includes all the logistics management activities noted above.,1.2 Mission of Logistics Management,1.2.1 Logistics Management Provide Competitive Advantage Since the beginning of human civilization, there has been the “move” of the goods, so we should say, “logistics is anything but a newborn baby.” However, when it comes to modern logistics, most professionals in the business consider it one of the most competitive and exciting jobs, invisible as it is. “Logistics is a unique global pipeline that operates 24 hours a day, seven days a week and 52 weeks a year, planning and coordinating the transport and delivery of products and service to customers, the,world over.” Effective logistics management can provide a major source of competitive advantage. Seeking a sustainable and defensible competitive advantage has become the concern of every manager who is alert to the realities of the marketplace. The source of competitive advantage is found firstly in the ability of the organization to differentiate itself, in the eyes of the customer from its competition and secondly by operating at a lower cost and hence at greater profit. At its most elemental, commercial success derives either from a cost advantage or a value advantage or, ideally, both. Put very simply, successful companies either have a productivity advantage or they have a,“value” advantage or a combination of the two. The productivity advantage gives a lower cost profile and the value advantage gives the product or offering a differential “plus” over competitive offerings. 1.Productivity advantage: In many industries there will typically be one competitor who will be the low cost producer and, more often than not, that competitor will have the greatest sales volume in the sector. There is substantial evidence to suggest that “big is beautiful” when it comes to cost advantage. This partly due to economies of scale which enable fixed costs to be spread over a greater volume but more particularly to,the impact of the “experience curve”. Good to know: the experience curve is phenomenon that all costs, not just production costs would decline at a given rate as volume increased. In fact, to be precise, the relationship that the experience curve describes is between real unit costs and cumulative volume. Traditionally it has been suggested that the main route to cost reduction was by gaining grater sales volume and there can be no doubt about the close linkage between relative market share and relative cost. However it must also be recognized that logistics management can provide a multitude of ways to increase efficiency and productivity and hence contribute significantly to reduced unit costs.,2.Value advantage It has long been an axiom in marketing that “customers dont buy products they buy benefits”. These benefits may be intangible, i.e. they relate not to specific product features but rather to such thing as image or reputation. Hence the importance of seeking to add additional values to our offerings to market is out from the competition. Different groups of customers within the total market attach different important to different benefits. Adding value through differentiation is a powerful means of achieving a defensible advantage in the market. Equally powerful as a means of adding value,is service. Increasingly it is the case that made markets more service sensitive and this of course poses particular challenges for logistics management. There is increasing convergence of technology within product categories which means that is no longer possible to compete effectively on the basis of product differences. A number of companies have responded to this by focusing upon service as a means of gaining a competitive edge. In practices what we find is that the successful companies will often seek to achieve a position based upon both a productivity advantage and a value advantage.,One thing is for sure: there is no middle ground between cost leadership and service excellence. Companies who occupy that position have offers that are distinctive in the valve they deliver and are also cost competitive. It clearly presents the strategic challenge to logistics: it is to seek out strategies that will take the business away from the end of market towards a securer position of strength based upon differentiation and cost advantage. 1.2.2Gaining Competitive Advantage through Logistics Logistics management, it can be argued, has the,potential to assist the organization in the achievement of both a cost productivity advantage and a value advantage. As Figure 1.2 suggests in the first instance there are a number of important ways, in which productivity can be enhanced for better capacity utilization, inventory reduction, and closer integration with suppliers at a planning level. Equally the prospects for gaining a value advantage in the marketplace through superior customer service should not be underestimated. It will be argued later that the way we service the customer has become a vital means of differentiation.,To summarize, those organizations that will be the leaders in the markets of the future will be those that have sought and achieved the twin peaks of excellence: they have gained both cost leadership and service leadership. The underlying philosophy behind the logistics concept is that of planning and coordinating the materials flow from source to user as an integrated system rather than as a series of independent activities. Thus under a logistics management regime the goal is to link the marketplace, the distribution network, the manufacturing process and the procurement activity in such a way that customers are serviced at higher,levels and yet at lower cost. In other words, to achieve the goal of competitive advantage through both cost reduction and service enhancement. 1.2.3 The Mission of Logistics Management It will be apparent from the previous comments that the mission of logistics management is to plan and coordinate all those activities necessary to achieve desired levels of delivered service and quality at lowest possible cost. Logistics must therefore be seen as the link between the marketplace and the operating activity of the business. The scope of logistics spans the organization, from the management of raw materials through to the delivery of the final product.,Logistics management has evolved over the last three decades from the narrowly defined distribution management to the integrated management and to the global supply chains. The mission of logistics management is to plan and coordinate all activities to achieve desired levels of delivered service and quality at he lowest possible cost. In order to succeed in todays global marketplace, companies must be ever cognizant of these trends and develop a logistics management strategy that capitalizes on the best-of-breed technology solution available today, so that they can meet the demands of their customers today and be well prepared for the future.,1.3 The Changing Logistics Environment,As the competitive context of business continues to change, bringing with it new complexities and concerns for management generally, it also has to be recognized that the impact of these changes on logistics can be considerable. Indeed, of the many strategic issues that confront the business organization today, perhaps the most challenging are in the area of logistics.,This part will be devoted to addressing these challenges in detail but it is useful to highlight what is perhaps the most pressing currently. These are: The customer service explosion; Time compression; Globalization of industry; Organizational integration 1.3.1 The Customer Service Explosion So much has been written and talked about service, quality and excellence that there is no escaping the fact that the customer in todays marketplace is more demanding, not just of product quality, but also of service. Customer service may be defined as the consistent provision of time and place utility. In other words products dont have value until they are in the,hands of the customer at time and place required. Essentially the role of customer service should be to enhance “value in use”, meaning that the product becomes worth more because service has added value to the core product. In this way significant differentiation of the total offer (that is the core product plus the service package) can be achieved. Those companies that have achieved recognition for service excellence, and thus have been able to establish a differential advantage over their competition are typically those companies where logistics management is a high priority.,Companies like Xerox, BMW, Benetton and Dell Computers are typical of such organizations. The achievement of competitive advantage through service comes not from slogans or expensive so-called customer care programs, but rather from a combination of a carefully thought out strategy for service, the development of appropriate delivery systems and commitment from Chief Executive down. The attainment of service excellence in this broad sense can only be achieved through a closely integrated l