《物流英语》课件-1 logi-intro

透过战争解读物流古代战争“凡用兵之法，驰车千驷，革车千乘，带甲十万，千里馈粮。则内外之费，宾客之用，胶漆之材，车甲之奉，日费千金，然后十万之师举矣。”——孙武解放战争二战“淮海战役是靠老百姓用独轮车推出来的。” ——陈毅元帅“战争打到后来成了后勤的较量！”——隆美尔二战－1940年的德国陆军师编制为例

步兵师：17900人每人每日消耗2.2-2.5公斤给养后勤部队供给能力：

面包连：12000个面包，每个1.5公斤

肉制品加工站：每日处理15头牛或120只猪或240只羊，合计3000公斤香肠。军马饲料：战马：10公斤（5公斤燕麦，3.5公斤干草，1.5公斤秸秆）

牵引用马：14.5公斤（6.5公斤燕麦，5公斤干草，3公斤秸秆）每个步兵师每日消耗给养22吨每个步兵师每日消耗饲料45吨。二战德国供给一列满载的后勤补给列车：

长550米毛重850吨，净重500吨

1941年11月东线一个集团军群每日所需后勤补给量（以后勤补给列车计算）：

需求运抵

北方集团军群2019

中央集团军群3216

南方集团军群2215

Videoclip–TroopTrain19430~3’444’44~7’45海湾战争在“沙漠盾牌”行动中，短短3个月，运往海湾地区的作战物资就超过了在越南战争时期一年运往越南的作战物资总和，其中包括：13亿多吨物资；11万多台车辆；25亿多美元的弹药。而美军50多万军事人员和5％的装备、800多万吨物资都是在短时间内通过空运（行程1.12万多公里、需15小时）和海运（行程1.5万多公里、需10-12天）运抵沙特阿拉伯战场CommondefinitionLogisticsrelatestogoods,people,manufacturingcapacity,information: -(therightproduct) -totherightplace -attherighttime -intherightquantity -attherightquality -attherightprice(cost) -fortherightcustomer7RsDefinitionofModernEnterprisesandLogisticsAutomotivelogisticsLogisticsbehindasupermarket-SeeSCnewsP3LogisticsactivitiesMaterialsflowSuppliersProcurementOperationsDistributionCustomersRequirementsinformationflow-Rawmaterialscosts-Transportationcosts-manufacturingcosts-inventoryholdingcosts-transportationcostsLogisticsactivitiesProcurement/sourcingIn-boundtransportWarehousingHandling,packingandstorageDistributionValue-addedservicesAdministrationReverselogisticsLogisticsmanagementdefinedLogisticsispartofthesupplychainthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,servicesandrelatedinformation,fromthepointoforigintothepointofconsumptioninordertomeetcustomerrequirements.--CouncilofLogisticsManagement

物流作为供应链的一部分，主要指的是自原材料点到消费点之间按照客户要求规划，实施和控制货物，服务及相关信息的有效流动与存储。 --物流管理理事会SomebasiclogisticstermsDistribution–theprocessofmovingthepeople,resourcesandservicestowheretheyareneededorwillbeused.Distributioninvolvestransportingandstorage.Merchandising–planningandcontrollingtheflowofgoodsthroughseasons,atbothcentralandstorelevel.Outsourcing–contractingoutoperationspreviouslyundertakenwithinthebusinesstoanoutsidecontractor,i.e.,warehousing&transport.Thirdpartylogistics(3PL)–alogisticsprovider,usuallyasset-based,whichfocusesonspecificelementsofthesupplychaininordertooptimizethephysicalmovementofgoodsthroughthosespecificnodes.Fourthpartylogistics(4PL)–asupplychainoperationthattakesabird’seyebroadviewofheentiresupplychainusinginformationtechnologytoenhanceandoptimizethemovementofgoodsthroughthevariousprocessesinsupplychain.Itisusuallyanon-assetoperation.SomeimportantrelatedconceptsTotalcostsanalysisBenchmarkingthesupplychain&keyperformanceindicators(KPI)ManagingtheglobalpipelineStrategiclead-time(alsocalledordertodeliverytime)managementJust-in-timeandquickresponselogisticsContractlogistics&thirdpartylogistics(TPL)ComponentsofLogisticsManagement

LogisticsManagementRawIn-processFinishedMaterialsinventorygoodsSUPPLIERCUSTOMERNaturalresources(land,facilitiesandetc)HumanresourcesFinancialresourcesInformationresourcesInputsintologistics

ManagementactionsPlanningImplementationControlMarketingorientation(competitiveadvantage)TimeandplaceutilityEfficientmovementtocustomerProprietaryassetsOutputsoflogisticsCustomerserviceDemandforecastingDistributioncommunicationInventoryMaterialhandlingOrderprocessingPartsanservicesupportPlantandwhsiteselectionProcurementPackagingReturngoodshandlingSalvage&scrapdisposalTraffic&transportationWh&storageSituationswhichcangiverisetointer-departmentalconflictsLogisticsmixInventory -serviceleveldecisions -materialrequirementsplanningInformation -orderprocessing -demandforecastingWarehousingandhandling -depotlocation(NDC/RDC) -unitizationandpackaging(XDocking)Transport -modechoice -schedulingLogisticsexpenditureInventory–21%Storage–36%Transport–35%Packaging–7%Administration–1%fromILTsurveysof1990sLogisticsEvolutionAchievinganintegratedsupplychainStage1:baselineMaterialflowCustomerservicepurchasingproductiondistributionsalesMaterialcontrolStage2:functionalintegrationMaterialflowCustomerserviceMaterialsmanagementdistributionManufacturingmanagementAchievinganintegratedsupplychainStage3:internalintegrationMaterialflowCustomerserviceMaterialsmanagementdistributionManufacturingmanagementStage4:externalintegrationMaterialflowCustomerservicesupplierscustomersInternalsupplychainLogisticsevolutionarymodelFragmentationEvolvingintegrationTotalintegration196019802000DemandforecastingPurchasingRequirementsplanningProductionplanningManufacturinginventoryWarehousingMaterialshandlingIndustrialpackagingFinishedgoodsinventoryDistributionplanningOrderprocessingTransportationCustomerserviceSupplychainMaterialsmanagementPhysicaldistributionInterfacewithHR&

MarketingFromverticaltohorizontalorganizations

researchManufacturing/marketingfinanceThetraditionalverticalorganizationFromverticaltohorizontalorganizationsThehorizontalorganization–theOstroff/SmithModel

processowners

team

processowners

team

processowners

teamKeyperformanceobjectivesOrdergeneration&fulfillment--ReducecycletimeIntegratedlogistics--ReducecostsCommercializedtechnology--ReducethroughputtimeThemarketinginterface4Psofmarketing:product,price,promotionandplace7Rsoflogistics.Thereisnovalueintheproduct/serviceuntilitisinthehandsofcustomers,i.e.,availabilityincludesdeliveryfrequency&reliability,stocklevel&ordercycletime,etc.Customerservice’sbasicphilosophyisensuringthedesiredproductisavailabletothecustomerwhenrequired.Poorcustomerservicemeans:Foreverycustomerwhocomplains,thereare26elsewhodon’t;Thedissatisfiedcustomertells8-16people;91%ofdissatisfiedcustomerswillnotpurchasefromyouagain;Ifyouattempttoremedythecomplaints,82-95%willremainloyal;Itcostsabout5timesasmuchtoattractanewcustomerasitdoestokeepanoldone.Theimpactoflogistics&customerserviceonmarketingConsumerfranchiseCustomerfranchiseSupplychainefficiencyMarketingeffectiveness

X

X=BrandvaluescorporateimageavailabilityCustomerservicePartnershipQuickresponseFlexibilityReducedassetbaseLowcostsupplierMarketshareCustomerretentionSuperiorROISegmentCustomersBasedonNeedsSegmentationtypicallygroupscustomersbyindustry,product,ortradechannel.Segmentationbasedonserviceneedsallowsacompanytodevelopserviceportfoliostailoredtovarioussegments.One-size-fits-allapproachtoserviceCostsandprofitabilityaveragedacrosssegmentsUnabletogaugelikelyprofitabilityofcustomersNeeds-basedsegmentationofcustomersUnderstandthecosttoserve,predictmarginalprofitabilityforeachcustomersegmentIdentifysegment-specificservicepackageswhichmaximizeprofitabilityIdentifywhichcustomerswillgeneratethehighestlong-termprofitability—Traditional——Opportunities—“Wedon’tfullyunderstandtherelativevaluecustomersplaceonourserviceofferings”Servicebalancedwithprofitability

LogisticsDevelopmentinChinaThenewcompetitiveparadigmisthatsupplychaincompeteswithsupplychainandthesuccessofanyonecompanywilldependuponhowwellitmanagesitssupplychainrelationships.

-fromLogisticsandSupplyChainManagement,Marti