《物流英语》教学案例20

Unitllogistics

Case

Europeanrailrouteupgradetoboosttrade

InanticipationofrisingtradevolumesbroughtaboutbytheSilkRoadEconomicBelt,Henan,a

CentralChinaprovince,willaddmorecustomizedservicestoitsinternationalcargorailwaylineto

Europeinthesecondhalfofthisyear.

TheSilkRoadEconomicBelt,aninitiativeputforwardbyPresidentXiJinpingin2013,isbeing

establishedalongtheancientSilkRoad,whichstretchesnorthwestfromChina'scoastalarea

throughCentralAsiatoEurope.

Theupgradedrailwaylinewilloffertemperature-controlledandmoree-commercerelated

transportservicestoenhanceitsearningabilityinthesecondhalfofthisyear.

Thetemperature-controlledservicewillprovideanall-yearmulti-modalshippingsolutionfor

temperature-sensitiveEuropeanproducts,suchasGermanmedicines,Belgianchocolate,Dutch

dairyproductsandFrenchwinetoChina,whichwaspreviouslyunabletousethefastand

cost-effectivetranscontinentalwestrailcorridor,especiallyduringwinterandsummer.

TherailroutewasjointlylaunchedbyHenanprovincialgovernmentandDBSchenker;the

transportandlogisticsarmofDeutscheBahn,therailroute'smainpartneroutsideChina,inJuly

2013.Thefreighttraintakes16daystomakethe10,214-kilometertrip,whichismorethantwice

asfastasmaritimetransport.

TheroutereachesHamburginGermanyviaKazakhstan,Russia,BelarusandPoland.Zhengzhou

InternationalInlandPortDevelopmentCoisresponsibleforcooperatingwithpartnerrail

companiesineachcountry.

Thefreightrailcargoservicecansave80percentoftransportcostscomparedwithairshipments

andisabout$490cheaperpercontaineronaveragecomparedwithroadtransport.

Since2010,otherChinesecities,includingChengdu,Chongqing,Xi'anandWuhanhaveall

launchedweeklyormonthlymodernblocktrainservicestodifferentEuropeandestinations.

Therewere100batchesofblocktrainswithcombinedtradevolumeof$475millionand52,200

metrictonsofgoodsthatranbetweenZhengzhouandHamburgbytheendof2014.

(Question：Pleasecomparetheadvantagesanddisadvantagesofthedifferentwaysof

transportation?)

Unit2packaging

Case

Asksomeonewhattheyhavedonetohelptheenvironmentrecentlyandtheywillalmost

certainlymentionrecycling.Recyclinginthehomeisveryimportantofcourse.However;being

forcedtorecycleoftenmeanswealreadyhavemorematerialthanweneed.Wearedealingwith

theresultsofthatover-consumptioninthegreenestwaypossible,butitwouldbefarbetterifwe

didnotneedtobringsomuchmaterialhomeinthefirstplace.

Thetotalamountofpackagingincreasedby12%between1999and2005.Itnowmakesupa

thirdofatypicalhousehold*swasteintheUK.Inmanysupermarketsnowadaysfooditemsare

packagedtwicewithplasticandcardboard.

Toomuchpackagingisdoingseriousdamagetotheenvironment.TheUK,forexample,is

runningoutofitforcarryingthisunnecessarywaste.Ifsuchpackagingisburnt,itgivesoff

greenhousegaseswhichgoontocausethegreenhouseeffect.Recyclinghelps,buttheprocess

itselfusesenergy.Thesolutionisnottoproducesuchitemsinthefirstplace.Foodwasteisa

seriousproblem,too.Toomanysupermarketsencouragecustomerstobuymorethantheyneed.

However;afewofthemarecomingroundtotheideathatthiscannotcontinue,encouraging

customerstoreusetheirplasticbags,forexample.

Butthisisnotjustaboutsupermarkets.Itisaboutallofus.Wehavelearnedtoassociate

packagingwithquality.Wehavelearnedtothinkthatsomethingunpackagedisofpoorquality.

Thisisespeciallytrueoffood.Butisalsoappliestoawiderangeofconsumerproducts,which

oftenhavefarmorepackagingthannecessary.

Withtheimprovementoflivingstandards,thegoodspackageshavebecomemoreandmore

complicatedandexaggerated.Thus,thephenomenonofexcessivepackagingiscommonaround

us,suchastheMid-Autumnmooncakes.

(Questions:Whatfactorscontributetothisphenomenon?What'syouropiniononthis

phenomenon?)

(answer:Excessivepackagingisbecomingincreasinglyprevalentinmodernsociety,one

exampleofwhichistheMid-Autumnmooncake.Thenwhat'sthereasonbehindthis

phenomenon?

Ontheonehand,manymanufacturesusuallywraptheirproductswithunnecessarybut

appealingmaterialssoastoarousecustomers?curiosityandpurchasingdesire.Ontheother

hand,manycustomersbelievethemoredelicatethepackageseems,thebetterthequality

probablywillbe.

Nevertheless,excessivepackagingcanhaveanadverseinfluenceontheenvironment,casing

greatwasteofpreciousresources.Therefore,awarenessofenvironmentalconservationshould

bestrengthened.Atthesametime,measuresshouldbetakenbythegovernmentregarding

excessivepackaging.)

Unit3TransportationManagement

案例：

“GreenAward"ForShipping

"GreenAward"isavoluntaryqualityprogramforship-owners,managersand

theirships.GreenAwardforshippingisprimarilyaschemeaimingpayingextra

attentiontothreeprimaryitemsandtheyaresafety,qualityandenvironmental

protection.Theambitionistocreatepreferenceforshipsconformingtothese

requirements,givingthemabettermarketposition.Asafershipwillhavefewer

incidentsandthereforeavoiddamagetoreputationofowners/managers.Motivation

andprideofcrewbecomesanimportantfactorandwillincreaseasimprovement

continues.

Ship-ownersandmanagersarestartingtorecognizetheimportanceof

implementingthiskindofcertification.Thecostrecoveryisalsoveryfast.

Conformingtotheminimumlegalrequirementsisnolongerenoughespeciallyfor

tankeroperationbeingsuchahighvisibilitytypeofoperation.

Moretransparencyisdemandedbythegeneralpublicandtheshipping

companiesarestartingtounderstandthattheyhavetodomoreandalsoshowthat

theyaredoingso.Awayofshowingthattransparencyisbyhavingthe“Green

Award"flagflyingintheirmastvisibletoall.

Visibilityinthemediawasoneofthereasonsfortankeroperatorstobethefirst

onestocomeonboardinthisprogram.Theprogramwasopenedupforbulkcarriers

andtheiroperatorsbackin2001,howevertheshiphastobe20,000dwtormore.

Informingthegeneralpublicandmediaatlargeaboutaprogramlikethiswill

hopefullyhaveasnowballeffectandhaveapositiveimpactonclientsandfuture

clients'relation.

TheconceptormorecorrecttheCertificationSystemisbasedonISO/IEC

standardsandtherequirementsformedfromthataredividedintothreepartsunder

theheadingsofBasicCriteria,RankingCriteriaandVisualInspection.Eachcriterion

hasitsownchecklistforauditorstogothroughtogetherwithappropriate

departmentoremployee.

Unit4Warehousemanagement

案例

Kraft'sLargestRefrigeratedWarehouseOpens-Underground

Totheuntrainedeye,warehousingmaynotseemlikeanindustrythatisa

hotbedofinnovation.However,recentwarehousingdevelopmentsillustratethat,in

fact,newstoragetrendsarecroppingupallovertheworld.Kraft'snewunderground

warehouseisoneofthem.

KraftFoods,haveopeneda400,000-squarefoot,below-groundwarehouse,

designedwithenergyefficiencyandsustainabilityinmind.Thenewfacilityservesas

acentraldistributionhubforKraft,ExeloperatesthewarehouseforKraft.

The36-degree-Fahrenheit（华氏温标）warehouse,whichhouseswellknown

refrigerateproductslikeKraftcheeses,meatsandrefrigeratedpuddings,capitalizes

onlocaluniquegeologicalfeaturesforenergyandresourceefficiencies.Builtintoan

areaminedforlimestone（石灰石），itboastsasolidlimestoneroofandceiling,

limestonestructuralcolumnsandwallsthatare35%limestone.

Thebuilding'slong-termdurabilityisenhancedbecauseitisunaffectedbysun,

windandprecipitation.Additionally,itsundergrounddesign,withgrassandother

vegetationontheexterior,preventsincrementalstorm-waterrunoffthatwouldbe

createdbynewsurfaceconstructionofsimilarsize.

Inadditiontothenaturalfeaturesprovidingenvironmentalbenefits,the

warehousetakesadvantageoftechnologyadvancestopromotefurtherefficiencies:

energy-savingfluorescent（荧光的）lightingthroughoutthefacilityand

high-efficiencyrefrigerationequipmentwithreducedhorsepowerrequirements.

"We'reextremelyexcitedaboutthisnewfacility,whichweestimatewilluse

65%lesselectricitythanacomparablesurfacewarehouse/saidDavidKlavsons,

vicepresident,logisticsforKraft.zzTheenergysavingsroughlyequatestotheannual

powerrequirementsof700homes/

HeaddedthatbyconsolidatingdistributionandreducingmultiplestopsbyKraft

andcustomertrucks,anestimated180,000gallonsoffuelmaybesaved,andcarbon

dioxideemissionswillbereducedbyapproximatelyfourmillionpounds,annually.

“Thisfacilityincorporatesallofthebestpracticesthatwelearnedin48yearsof

undergrounddevelopment/saidLouisGriesemer,presidentandCEOofSpringfield

UndergroundInc."Theenergyefficiency,securityandotheramenitiesofthe

undergroundmakethisastate-of-artdistributionfacility/

Uint5materialhandling

Case

SalonSupportCompanySlashesLabor20%,Costs43%,EnhancesProductivity

Awhopping44%increaseinsalesperdollarofpayroll

Imagine47%growthannuallyfor10years-aproblemeveryonewants,right?Withthatkindof

explosivegrowthcamechallengesforSalonSupport,aFortWorth,Texas,tanningsupplies

distributor.

Thecompany'spositioninthesupplychainisagiantstepupstreamfromwhereiteverthoughtit

wouldbe.

“Wenevermeanttobeinthedistributionbusiness”,saidCEOTonyFord."Wedefinedourselves

bywhatwecoulddoforthecustomer,inanindustrythatwefeltwasunder-servedby

distributors/Today,SalonSupportisthenation'slargestfamily-ownedprovideroftanning

productsandservices.

Theconsequencesofgrowth:

Asitgrew,spacebecameanissueforSalonSupport,impactinginventoryandorderprocessing

efficiency.Theadditionoftemporarystoragecontainerswasashorttermsolution.

Approximately200ofthecompany/s2,000-plusSKU'srepresentedcloseto80%ofitsbusiness.

Becausespacebecamemoreandmorecramped,continuedgrowthslowedaccesstothesefast

movers,andimpededresponsivenesstonewproductsales,ideas,andmarketinginitiatives.

“Weengagedalogisticscompanywhoreorganizedourwarehouse/Fordsaid.Theprocess

yieldedlittleinthewayofmeasurableresults."Withourgrowth,weknewwecouldnotgeta

newbuildingupfastenoughtosupportourcustomer'sexpectations.Ourgrowthwasexplosive.

Wefeltwewereholdinginventorywemaynotneed.Manyitemswhichwerenottouchedfor

weekswererestrictingaccesstothosewepickedregularly//

Somethinghadtogive.SalonSupportneededsupplychainexperiencetoaddresstheseissues.It

selectedC日LogisticsofDallas,Texas,tocreateasolutionthatwouldallowittogrowandstill

maintainanefficientoperation.

Thesolution:

FordstartedbyhelpingC日Logisticsidentifya

understandhisbusinessobjectives.UnderstandingSa

Support'sbusinessprocesses,suchashowanorder

productmadeitswaythroughthefulfillmentprocessc

outthedoor,wascritical.

Interviewswithemployeesroundedoutthepicti

Executingthecurrentseason'sbusinessvolumewasanurgentissue.Longertermconcerns

includedanticipatinganddealingwithmarketprojections,managingfulfillmentprocessesand

costs,andworkingwithuniqueproductbuyingprofiles.

SaidCEILogistics'JoeJackson,"'Afterdatacaptureandinterviews,weoverlaidthedatawiththeir

businessobjectives,andappliedgrowthprojections.Thisdatasetwasusedtodevelopa

fulfillmentmodelbasedonbestpracticesandexperience.Ourlayoutandhardwaresolutionwas

developedfromthismodeloftheirbusiness//

Keyelementsofthesolutionincluded:

•Anewlayoutminimizingwalkingandsearchtime

•Re-slottingofsku'sbaseduponvolumetries:size,velocity,specialhandlingneeds

•Creationofaworkareaforkitting

•Droppingselectbrandsanddiscountingtosellslowmovers

Thebenefits:

ImprovementsbythenumbersattheSalonSupportdistributioncenterincluded:

•A19%laborreduction

•A31%reductionintotalhours

•A43%costreduction

•Distributionfactor:a44%increaseinsalesperdollarofpayroll

Almost75%ofSalonSupport'svolumeoccursinfivemonths,butwithitsnewsystem,theneed

forovertimeandtemporaryemployeeswasreducedduringthebusysummermonths.

Mostprovidersrelysolelyuponlimitedpre-packagingcombinationsprovidedbythe

manufacturer,butSalonSupport'sin-housekittingareaallowsittodofarmoreinpromotional

areas.Thecompanyisn'tlimitedtoofferingwhateveryoneelseoffersbecauseitcankitnew

combinationsofproductsefficiently.Saloncanquerycustomersfor“whattheywant"inpackets,

andservethemexactlythat,furtherdifferentiatingSalonSupport.

Duringitsbusymonths,thenewsystemhasgivenSalonSupport

capacitywhenitmostneedsit.Thefacilitylayoutredesign

providedmoreefficientorderprocessingandspace,allowing

unimpededmovement.

laughs,“Theguywhodesignedthisbeforewaslostand

havebeenfired,butsomehowkepthisjob-me!”

Asforchoosingasolutionsprovider;Fordsaid,“TheCEILogisticsengagementdifferedfrom

others.Theydidnotpushatechnologyandgainedthetrustofouremployee-teams,

communicatedregularlywithleadership,wereintuitive,notintrusive,andremainedonsitefor

trainingandfollowup.”

Question:whatcanyoulearnfromthiscase?

流通加工案例

DistributionProcessingofChemicalFertilizerinBulkatDongfengPort

DongfengPort,whichisoneoftheimportantbagging（灌包）portanddistributing

centreofimportedchemicalfertilizerinbulk（散装），handlesover1million）tons

ofthebaggingvolume.DongfengPorthasdevelopedtheportlogisticsforchemical

fertilizersinmanyvarietiesandinmanyways,whichincludesbulkbagging,import

bonding（进口保税），internationaltransmission,andotherservicessuchasin

waterway,railwayandhighway.

DongfengPortimports,fromforeigncountries,chemicalfertilizersbybulk.

Theporthasabaggingplantinwhichthereare28setsofbaggingmachineswhose

baggingcapacityis45-50tonsperhour.Then,thechemicalfertilizersarefilled

intobagsofeach50kgbybaggingmachines,

andareputontothemarket.

ThecaseofWal-Martdistributioncenters

TheplanningprinciplesofWal-Martdistributioncenter

Atthebeginningofsettingupitsoutlet,Wal-Martrealizedthat

effectivedistributionisthecoretoguaranteethemaximumsalesand

minimuminventory.Theroutetoachievethisaimistobuildupits

owndistributionorganization,includingthemotorcadeandwarehouses.

Wal-Martknowswellthatthebenefitofadistributioncenterliesnot

onlyinthereductionofpurchasecostbutalsointheeconomyof

suppliers'deliveryofcommoditiestoeachoutlet.Bythismeans,thedist

ributioncenterwillconcentrateonunifiedreception,inspection,

distributionanddelivery.Eachoutletwillbeabletoreceivethe

commoditiesthatitneedsatonetime.Thesalesdemandinmany

varieties,largequantitiesandatlowcostismet.

Wal-Martwillalwaysanalyzewherethecostwillbereduced,timebe

savedandefficiencyberaised.InUSA,Wal-Marthasacomplete

distributionsystem,whichprovidesall-weatherand24-hourdistribution.

Eachcenterisequippedwiththelatestinformationtechnologyof

inventoryandlogistics.

Wal-Martknowsbettertocontrolthecost.Thedistributioncostthat

Wal-Martdeliversitscommoditiestoitsoutletsisonlyequivalentto3%

ofitssalesvolume.Whileitscompetitorswillpay5%todothesame.

Thatistosay,owingtoitsuniquedistributioncenters,Wal-Martwill

makeprofit2%morethanitscompetitorsatthesameretailpricesfor

thesamecommodities.

BusinessCaseStudieslogisticscasestudies

DHL

Thenumber1expresscarrier

ThiscasestudyhighlightsthewayinwhichDHLhasfilledanimportantgapinthemarketinexpressdeliveryservices.—Edition2

Thenumber1expresscarrier

ADHLcasestudy

Page1:Introduction

THEINTERNATIONALAIRCARGO

MARKET1994-2014

Theinternationalexpressmarketisexpandingrapidly.AccordingtoarecentreportbytheBoeingcompany,it

occupiedaglobalmarketshareof5%ofthetotalinternationalaircargomarketin1994.Thisrapidgrowthrateissetto

continueandtoattain31%ofthetotalinternationalaircargomarketbytheyear2014.

Thelargestshareofthisgrowingmarketishandledbyinternationalexpresscarrier,DHL.Thiscasestudytherefore

setsouttocharthowDHLWorldwideExpresshascreatedoneofthegreatestsuccessstoriesintermsofworld-wide

renown,companygrowthandenterpriseinthelastquarterofthetwentiethcentury.Itsfoundation,27yearsago(in

1969),startedanentireindustry-airexpressdistribution-ofwhichithasremainedtheundisputedworldleader.

Today,followingtremendousgrowthandexpansion,DHLcontinuestodrivetheindustryitcreatedthrougha

relentlesspursuitofexcellenceinallaspectsofproductandservice,ineveryoperationthroughouttheworld.

Understandingtheneedsandconcernsofcustomers,bothgloballyandlocally,iscentraltoDHL'sbusiness

philosophyandliesattheheartoftheleadershippositionmaintainedthroughoutthe223countriesitserves.

Foundedin1969byAdrianDalsey,LarryHillblomandRobertLynn,DHListheworld*slargestinternationalexpress

carrier.Thefounders,whoseinitialsformthecompanyname,launchedtheairexpressindustry“overnight”asthey

transportedshippingdocumentsfromSanFransiscotoHawaii,inadvanceoftheactualshipments,savingsignificant

time,aswellasmoney,onturnaroundincustoms,previouslyimpossiblethroughtraditionalmethodsoftransportation.

ButwhathavebeenthefactorswhichhaveshapedthedevelopmentofthisrelativelynewindustryintheUKand

internationally?Whatarethedevelopingtrendsandwhatdoesthefuturehold?Welookbackoverthepastthree

decadestofindout..…

Inthelate1960s,companieshadthreealternativesiftheyneededtosend

documentsandparcelsoverseas:

TheycouldusethePostOfficeorlocalequivalent,gearedtowardsprivateusers;

Theycoulduseexpensiveon-boardcourierswhowerelimitedbytheweighttheycouldcarry;or

Theycouldusestandardairfreightwhichusuallyinvolvedbuilt-indelaysatcustoms.

Automotive

LEADLOGISTICSPARTNERSHIPINCREASES

EFFICIENCYANDSUSTAINABILITY

Aworld-renou-nedpremiumcarmanufacturerproducesluxuryandall>terrainpremiumpassengervehicleswithgloballyrecognized

iconicbrands.Withover20,000employees,thecompanyhasthreeplantsandtwodesigncentresintheUK.DHLhasbeenresponsible

formanagingtheinboundlogisticsattheowtomeKfactorysince1998,movingrawmaterial,componentsandwb-a«emblieswithin

theplanttomakesuretheyareattheri助tplacewhenneeded.Inadditiontothefactoryoperations,DHLhasakobeenmanagingthe

inboundoperariomatotherplantsintheUK.mwellasstrategicallyplanningandexecutinginboundcollectionsofpartsfromits350UK

wppliersand450EUwpplien.

CUSTOMERCHALLENGECustomerChallenge

Thecarmanufacturerneededalogisticsproviderwho,Lackofflexibilityinrhecustomer'*supplychain

couldmanagetheinbounddeliveriesofpartsfromover,Lackoftransparencyoncosts

800suppliersintheUKandEUtotheirproduction,Lackofefficienciesdrivenbyalocked3>monthplanning

plantsmoreefficientlyandwithgreaterflexibility.Thecydeforfreightdeliveries

goalwattomeetchangingdemandwhileensuringtransparent

oncosts.DHLSupplyChainSolution

,DynamicplanningofbothEUandUKcollections

Budgetingalsoneededtobecomemoreaccurate,itba8donthecompany'sdemand

hadbeenlockedwiththepreviousincumbentintoa,Simplifiedandintegratednetwork

three>monthplanningcycleforfreightdeliveries.In,Agilesupplychain

additiontothisrequirementforgreaterefficiencyand

flexibility,ourcustomeralwwantedtoreducecostsandCustomerBenefits

improvetheirenvironmentalfootprint.,Increasedcosttransparency

,Improvedfuelefficiency

,Reducedsupplychaincostscontributingtoareduced

'TotalDeliveredCost*

,Reducedcarbonemissions

DeutschePostDHL-TheMail&LogisticsGroup

DHLSUPPLYCHAINSOLUTIONCUSTOMERBENEFITS

ThecarmanufacturerhaspulledtogethervirtuallyitsentireAsaresultoftheLLPsolution,inventoryandemergency

inboundnetworkandintegrateditunderthecontroloftransportspendwasreduced.Transportationcostshave

DHL.ActingasaLeadLogisticsProvider(LLP)wemanagebeenreducedbymorethan45%,asweoptimizedroutes,

transport,stockhandlingandlinefeedatthethreeplants.procuredthirdpartytransportatlowercostsandimproved

theutilizationoftrucks.Throughthistheautomotive

OurteamplansbothEUandUKcollection*dynamicallycompanymanagedtoreducetheircarbonfootprintby25%.

basedonthecustomer'sdemand,usingthelatestsoftware

tooptimizerouteplanningandloadingandtoreduceWithDHL,ourcustomerhasfoundapartnerwhounderstands

emptymileage.Throughtheusofdynamicplanninganditbusinessrequirements.Bothpartiesworktogetherto

softwaretools,wearenowabletoreplanthewholefreightensuretherightpartisdeliveredattherightpointoffit

planeverytwoweeks,whichisachallengegivenitsscaleatthetimeitisrequired.Beingresponsibleforinbound

andcomplexity:freight,stockhandlingandlinefeeding,theDHLteamha.

,IntheUK,wecollectpartsfrom350suppliersusingtotheplantwithdeliveriestotheproductionlineswhen

ourownfleet,whichduringpeakvolumeissupplementedtheyareneeded.

withsub-contractors.

•InEurope,weusethirdpart)*transportprovidersto

collectfromjgunder500supplierslocatedin17countries

Tooptimizetransportefficiencies,wesetupsevencross-docks

toconsolidateloadsbeforetheyaredeliveredtotheplants,

therebydrivinghighervehiclefillandreducingwastein

ourcustomer'ssupplychain.

OurLLPteamkresponsibleforprocuringandmanaging

thirdpart)-providers,makingsuretheyarecompliantwith

thecompany'sstandardsandmeetingtheperformance

levelsagreedduringthenegotiationphase.

"Youhavealldoneanexcellentjobonthisver