A concise, applied and strategic introduction to the subject of logistics and supply chain management, perfect for modern managers and students of logistics and supply chain management.
This fifth edition of Logistics Management and Strategy continues to take a practical, integrated and international approach to logistics, and includes the very latest research to reflect the innovative and exciting developments in this subject area.
Pricing subject to change at any time. After completing your transaction, you can access your course using the section url supplied by your instructor. Skip to main content x Sign In. Donald Bowersox and David Closs and M. Martin Download. VIII Download. PDF La via d'oro ePub. Instructor resource file download The work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning.
Signed out You have successfully signed out and will be required to sign back in should you need to download more resources. If everything is as orderly as it seems, then only the end-customer to the extreme right of the chain is free to place orders when he or she likes: after that, the system takes over.
The supply chain is tiered in that supply side and demand side can be organised into groups of partners with which we deal. Thus if we place an assembler such as the Ford plant at Valencia as the focal firm, buy side comprises tier 1 suppliers of major parts and subassemblies who deliver directly to Ford, while tier 2 suppliers deliver to the tier 1s, etc. On the sell side, Ford supplies to the national sales companies as tier 1 customers, who in turn supply to main dealers as tier 2, and so on.
PA, AcDip. This section is designed to Define logistics and explain its relationship to supply chain strategy Describe the interrelationship of the various logistics functions Define warehousing and sketch a brief. Sage Distribution Win new markets, satisfy your customers, deliver high-quality products and services and steer your business in the right direction with Sage Distribution! In this ever increasing.
Supply Chain Management Contents A. Definition and Terminologies B. Evolution of SCM C. Supply Chain Management D. Integrated Logistics E. Fulfillment Process F. Specialized Supply Chains G. Supply Chain. Operations and Supply Chain Management Prof.
To get there. Full-time MSc in Logistics and Supply Chain Management Course structure and content The course has been developed to produce expert logistics and supply chain professionals who can take the skills. Most companies remain in the early. What is SCM? SCM vs. Sloane wlv. Jackson3 wlv. Rogers University of Nevada, Reno Increasingly, supply chain management. Schniederjans University of Nebraska-Lincoln,.
The purpose of this newsletter is to bring you new perspectives on key subjects to stimulate your own thoughts and ideas. In each edition which. Freight transport as value adding activity: A case study of Norwegian fish transports Ingar K.
Introducing the Customer Mix Why the Marketing Mix is no longer a relevant framework for multichannel retailers and what they should focus on instead January Introduction Practicology markets itself. David G. Creating the Agile Supply Chain Martin Christopher, Cranfield School of Management One of the biggest challenges facing organisations today is the need to respond to everincreasing levels of volatility. Globalisation has increased competition exponentially.
Define logistics 2. Define activity mix in logistics business 3. Determine the importance of business logistics. Microsoft Business Solutions Axapta Master Planning streamlines your manufacturing processes and supply chain to help you reduce costs and satisfy customer demands.
Key Benefits: Minimize lead times and. Supply Chain Consultancy It s not just about the environment Sustainable Supply Chains Paul Goose discusses the need to take a wider, more integrated view of operations to ensure long term growth.
A great. Chapter 16 Strategic Challenges and Emerging Changes for Supply Chains Supply chain success will be facilitated by the development of effective, collaborative relationships between supply chain participants. Channel Objectives Global Marketing Channels and Physical Distribution Global Marketing Chapter 12 1 Marketing channels exist to create utility for customers Place utility availability of a product or.
Do you use online videos in your lessons or presentations? Would you like to direct your viewers to specific…. These and other associated aspects are discussed in subsequent chapters. A series of studies undertaken by Datamonitor indicate that the global logistics market including all in-house and outsourced logistics operations is dominated by retail logistics services This applies globally and is reflected in all key markets see Table 1. The retail sector has been at the forefront of some of the most advanced and innovative devel- opments in logistics and supply chain thinking.
Table 1. The fundamental characteristics of a physical distribution structure, illustrated in the first part of Figure 1. This flow is usually some form of transportation of the product. The stationary periods are usually for storage or to allow some change to the product to take place — manufacture, assembly, packing, break-bulk, etc. This simple physical flow consists of the different types of transport primary, local delivery, etc and stationary functions production, finished goods inventory, etc.
The importance of this distribution or logistical cost to the final cost of the product has already been highlighted. As has been noted, it can vary according to the sophistication of the distribution system used and the intrinsic value of the product itself.
This is a more positive view of logistics and is a useful way of assessing the real contribution and importance of logistics and distribution services. The added value element varies considerably from one product to another. Summary In this initial chapter, a number of concepts and ideas have been introduced.
These will be expanded in subsequent chapters of the book. The rather confusing number of associated names and different definitions was indicated, and a few of the very many definitions were considered. The recent history of distribution, logistics and the supply chain was outlined, and a series of statistics served to illustrate how important logistics and the supply chain are to the economy in general and to individual companies.
The breakdown between the constituent parts of distribution and logistics was given. The basic structure of the supply chain was described, and the concepts of material and information flow and the added value of logistics were introduced. It was shown that the various logistics and supply chain functions are part of a flow process operating across many business areas.
In this chapter, the emphasis is on the integration of the various logistics components into a complete working structure that enables the overall system to run at the optimum.
Some key aspects of planning for logistics are reviewed, and the financial impact that logistics has in a business is described. Finally, a number of key developments in logistics thinking are put forward, including the impact of the globalization of many companies, integrated planning systems, the use of logistics to help create competitive advantage and the development of supply chain management.
The total logistics concept The total logistics concept TLC aims to treat the many different elements that come under the broad category of distribution and logistics as one single integrated system. Thus, the total system should be considered and not just an individual element or subsystem in isolation.
An understanding of the concept is especially important when planning for any aspect of distribution and logistics. These boxes are packed on to wooden pallets that are used as the basic unit load in the warehouse and in the transport vehicles for delivery to customers.
A study indicates that the cardboard box is an unnecessary cost because it does not provide any significant additional protection to the quite robust plastic toys and it does not appear to offer any significant marketing advantage. Thus, the box is discarded, lowering the unit cost of the toy and so providing a potential advantage in the marketplace. One unforeseen result, however, is that the toys, without their boxes, cannot be stacked on to wooden pallets, because they are unstable, but must be stored and moved instead in special trays.
These trays are totally different to the unit load that is currently used in the warehouse and on the vehicles ie the wooden pallet. The additional cost penalty in providing special trays and catering for another type of unit load for storage and delivery is a high one — much higher than the savings made on the product packaging. This example illustrates a classic case of sub-optimization in a logistics system. It shows that if the concept of total logistics is ignored, this can be a significant cost to a company.
As the product packaging costs have been reduced, those concerned with this company function will feel that they have done their job well. However, the overall effect on the total logistics cost is, in fact, a negative one. The company is better served by disregarding this potential saving on packaging, because the additional warehouse and transport costs mean that total costs increase. This simple example of sub-optimization emphasizes the importance of understanding the interrelationships of the different logistics elements.
A more positive action would be to measure and interpret these and other interrelationships using a planned approach to identi- fying and determining any cost trade-offs. This approach will be a benefit to the logistics system as a whole. Such a trade-off may entail additional cost in one function but will provide a greater cost saving in another.
The overall achievement will be a net gain to the system. This type of trade-off analysis is an important part of planning for logistics.
Four different levels of trade-off can be identified: 1. Within logistics components: this refers to the trade-offs that occur within single functions eg warehousing. One example would be the decision to use random storage locations compared to fixed storage locations in a depot. The first of these provides better storage utilization but is more difficult for picking; the second is easier for picking but does not provide such good storage utilization.
Between logistics components: these are the trade-offs that occur between the different elements in logistics. To reverse the earlier packaging example, a company might increase the strength and thus the cost of packaging but find greater savings through improve- ments in the warehousing and storage of the product ie block stacking rather than a requirement for racking. Between company functions: there are a number of areas of interface between company functions where trade-offs can be made.
This is illustrated in Figure 2. One example is the trade-off between optimizing production run lengths and the associ- ated warehousing costs of storing the finished product. Long production runs produce lower unit costs and thus more cost-effective production but mean that more product must be stored for a longer period which is less cost-effective for warehousing.
Between the company and external organizations: there may be opportunities for a trade-off between two companies that are directly associated with each other. These types of trade-offs are thus at the heart of the total logistics concept.
For the planning of distribution and logistics, it is important to take this overall view of a logistics system and its costs. The other side of the equation is, of course, the need to provide the service level that is required by the customer. This balance of total logistics cost and customer service level is essential to successful logistics.
In this section, the various planning horizons with their associated logistics decisions are described. In Chapter 6, a more formalized planning framework will be discussed. This will be developed in subsequent chapters into a more practical and detailed approach to logistics planning. Planning should be undertaken according to a certain hierarchy that reflects different planning time horizons.
These are generally classified as strategic, tactical and operational. They are represented on the left side of Figure 2. There is an overlap between the different levels, which emphasizes that there are some factors that can be considered at different stages in this planning hierarchy. This ePublication is protected by copyright. Permission is hereby given for the material in this publication to be reproduced for OHP transparencies and student handouts, without express permission of the Publishers, for educational purposes only.
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Working to Managing t s Partnership s Changing th Logistics fu s The aim has been to develop the subject as a broad range of topics that are linked together as a coherent theme. We have therefore not attempted to delve into specific areas such as forecasting in depth. This gives you licence to develop your own favourites while providing a coherent context and thread for your course. Our standpoint has been one of end-customer focus and process alignment across the supply network. It cuts across functional boundaries yet has a contribution from each.