物流管理英文版LogisticsManageme课件

物流管理英文版LogisticsManagementCourseAdministrationTextbookBallou,RonaldH.,BusinessLogisticsManagement:Planning,Organizing,andcontrollingtheSupplychain,FifthEdition,PrenticeHall.ReferencesLambert,D,J.StockandEllram,Fundamentalsoflogisticsmanagement,McGrawHillinternationaleditions.Coyle,J.,E.BardiandC.LangleyJr.,Themanagementofbusinesslogistics:asupplychainperspective,7e,Thomsonlearning.OutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningExample:askiwearmakerRetailseasonfromSeptoDecOver95%oftheproductsarenewdesignseachyearRetailstoresarelocatedinNorthAmericamostouterwear(parkas,pants,suits,shells,andjackets)areproducedinAsiaEachstylecomesinseveralcolorsandthereareseveralstyle/colorsintotalWhatneedstobedoneinordertomakeasale?Example:Boeing787Example:Boeing787ThedesignofBoeing787wasfinishedinfourcountriesasUSA,Japan,Italian,andRussia.IntheprojectofBoeing787,morethan4millionpartswillbeproducedinmorethan40countries.Boeingonlyproducedlessthen10%partinthisproject.Andhewillassemblethepartsinhisownmanufactory.Example:Boeing787WingJapanBodyItalianUndercarriageFranceRudderChinaWingJapanExample:ThehubofFedExMemphisLouisvilleExample:ThehubofUPSExample:ThehubinPacific-Asia广州Example:ThehubinEuropeanChallengesChallengeHowtomakethemanufacturemoreefficiently,howtoconnectthedifferenceplantsmoretightly,howtoreducethecostandhowtoincreasetheservicelevel?Whatisthebasicsupporttothisperformance?OneanswerislogisticsBut,why?WarehousingWarehousingTransportationTransportationVendors/plants/portsTransportationFactoryTransportationCustomersInformationflowsTheImmediateSupplyChainforanIndividualFirmCR(2004)PrenticeHall,Inc.1-2Value-addedRoleProductionFormMarketing*PossessionLogisticsTimeandPlace*EngineeringandFinancemayalsobeinvolved.Logistics–differentperspectiveManagementofmaterialsinmotionandatrest–InventoryGettingtherightproducttothecustomer,intherightquantity,intherightcondition,attherightplace,attherighttime,andattherightcost(calledthe“sevenRsoflogistics”)–CustomerThebranchofmilitarysciencehavingtodowithprocuring,maintaining,andtransportingmaterial,personnel,andfacilities-DictionaryLogistics–differentperspectiveThatpartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfrompointoforigintopointofconsumptioninordertomeetcustomerrequirements–CouncilofLogisticsManagementHandlingthedetailsofanactivity–CommoncultureEvolutionofSupplyChainManagementCR(2004)PrenticeHall,Inc.SubdivisionsofLogisticsMilitarylogisticsEventlogisticsLogisticsinmanufacturingLogisticsinservices“…Logisticsalsoprovedaprobleminthisidyllicbutremotelocation.Thedaybeforethefestival,aplaneskiddedofftherunway,closingLijiangairportfortheday.Musicfans,mediaandperformersfoundthemselvesgrounded.ManyhadtotakeovernightbusridesfromKunmingtoLijiang.…ButgettingtoLijiangwasjustthebeginning.Thefestivalsiteitselfwasa45-minutedriveoutoftown,intheshadowofSnowMountain.Transportproblemsplaguedtheweekend,asituationmademoreunbearablebytheweather.”Turnedon,turnedinandwashedout,SCMP,Aug.24,2002“Asacombatarmsofficer,Ilearnedearlyonthatit’sthelogisticiansthatgetyoutothebattleandsustainyouinthebattle.”GeneralColinPowellFormerChairman,JointChiefsofStaff“Anarmymarchesonitsstomach!”“Dr.Amy,themedicaldirectorofAmericanRedCross(ARC)’sregionalbloodcenterforthenorthernOhioregionlocatedinCleveland,wasinlowspirits.FollowingMarch,inwhichsevereoutdatingofbloodproductshadtakenplace,shewasfacinganextremeshortageofbloodinApril.ThesubstantialoutdatingofbloodproductsinMarchandtheirsevereshortageinAprilhadprovedverycostly.ShereflectedupontheARC’sstatedmission“ofprovidingthehighestqualitybloodcomponentsatthelowestpossiblecost.”ShewonderedifsomechangesinitsbloodinventorymanagementprogramwouldreduceoperatingcostsforARCandalsoincreasetheavailabilityofbloodtothehospitalsthatitsupplies.…”BusinessLogisticsManagement,RonaldH.Ballou“IntwoyearsNationalSemiconductorreduceddistributioncostsby2.5percent,decreaseddeliverytimeby47percent,andincreasedsalesby34percentbyclosingsixwarehousesaroundtheglobeandair-freightingmicrochipstocustomersfromanewcentralizeddistributioncenterinSingapore.”Henkoff,R.Deliveringthegoods,Fortune,Nov.28,1994OutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningLogisticsObjectivesCustomerserviceCostAddvalueTimePlaceActivitiesOrderprocessingTransportationInventoryLocationWarehousingPackagingMaterialhandlingSourcing

qualitydetailedproductionschedulingequipmentmaint.capacity

customerservicestandardspricingpackagingretaillocation

promotionmarketresearchproductmixsalesforcemanagement

productschedulingplantlocationpurchasing

transportinventoryorderprocessingmaterialhandlingProduction/OperationsLogisticsMarketingLogisticsandFinance/AccountingROA=(revenue-expenses)/assetsLogisticscanimpactROAinseveralwaysinventoryisanassetonthebalancesheetutilizationoflogisticsrelatedassetslogisticscostLogisticsmanagershavetojustifyinvestmentinlogistics-relatedassets.Accountingsystemsarecriticalforprovidingcostinformationforlogistics

TheImportanceandChallengeLogisticscreatesvaluestocustomers;Thecostsaresignificant;Logisticscangaincompetitiveadvantage.Productlifecyclesbecomeshorterandshorter;Supplychainbecomemorecomplex;ProductvarietyincreasesCompetitiveadvantageDellSelldirectlyfromitswebsiteandcall-centersBuildtoorderOutsourcecomponentproductionandexpressshippingZaraSpeedtomarketinaroundfiveweeks(industrynorm:6-9months)AvoidmassproductionWal-MartCollaborativeplanningforecastingandreplenishmentCross-dockingRFIDOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningLogisticsTriangleCustomerServiceTransportationInventoryLocationOtherIssuesWarehousingInternationallogisticsReverselogisticsITissuesEDI,Internet,ERPandothersSourcingPlant:HoustonMarket:ChicagoProductioncost:$8PriceatMarket:$15Transportationandstoragecost(percwt):$5Weightpershirt:1poundExample:currentpracticeExample:analternativeRawmaterials:HoustonPlant:ChinaMarket:ChicagoImportduty:$0.5Productioncost:$4

Transportationandstoragecosts(percwt.):$6Weightofrawmaterial:1poundShippingcost(percwt.):$2Example:questionsFromalogistics-productioncoststandpoint,shouldtheshirtbeproducedinChina?Whatadditionalconsiderations,otherthantheabovelogistics-productiontradeoff,mightbeconsideredbeforemakingafinaldecision?OutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningDecisionareaStrategicTacticalOperationalTransportationModeselectionSeasonalequip-mentleasingDispatchingInventoriesLocation,ControlpoliciesSafetystocklevelsOrderfillingOrderprocessingOrderentry,transmittal,andprocessingsystemdesignProcessingorders,FillingbackordersPurchasingDevelopmentofsupplier-buyerrelationsContracting,ForwardbuyingExpeditingWarehousingHandlingequipmentselection,LayoutdesignSpaceutilizationOrderpickingandrestockingFacilitylocationNumber,size,andlocationofwarehousesStrategic,Tactical,andOperationalPlanningGuidelinesforLogisticsPlanningTotalcostconceptsDifferentiateddistributionPostponementConsolidationStandardizationTotalcostconceptsRailTruckAirCostCostoftransportationInventorycostInventoryandtransportationcoststrade-offCostCostoftransportation,orderprocessingandinventoryLostsalescostCostvs.customerservicelevelImprovedcustomerserviceCostInventorycostRevenueTransportationcostRevenueIncreasingnumberofstockingpointsSettingnumberofstockingpointsCostInventoryholdingcostLostsalescostSettinginventorylevelAverageinventorylevelCostInventoryholdingcostTransportationcostSettingthefrequencyofdeliveryDeliveryintervalDifferentiateddistributionIdea:notallproductsorcustomersshouldbetreatedthesameway.Example1:availabilityAitem:gasolineBitem:tires,batteries,oil,greaseand transmissionfluidCitem:valvestems,windshieldwiper blades,radiatorcaps,hoses,fan belts,carwaxExample2:customerCentralwarehouseLocalwarehouseLocalwarehousecustomercustomercustomercustomer……customerExample3:orderstatusCUSTOMERPostponementManyretailersdonotkeepinventoryotherthansamples.(time)DellComputerconfigurescomputersystemstocustomerorders.(form)Steelservicecenterscutstandardshapesandsizesofsteelproductsintocustomproductsforcustomers