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1、Unit 1 Introduction to LogisticsContentsI.TheconceptoflogisticsinearlydaysII.Thedevelopmentfrom“PhysicalDistribution”to“Logistics”III.ThemeaningoflogisticsIV.Theemergenceofsupplychainmanagement(SCM)V.CategoriesoflogisticsVI.TheproposaloflogisticsstrategyVII.Decision-makinglevelsinanenterpriseVIII.Ca
2、reersinlogisticsTheconceptoflogisticsinearlydaysArchShaw“SomeProbleminMarketDistribution”“PhysicalSupply”&“PhysicalDistribution”PaulD.Coverse“TheOtherHalfofMarketing”Japan“DistributionTechnology”Thedevelopmentfrom“PhysicalDistribution”to“Logistics”BusinessLogistics:“lotsofbusinessactivitiesincluding
3、thecirculationofrawmaterials,thedistributionofgoods,transportation,procurement,controlofinventory,stockandcustomerservices.”CLMdefined“logistics”as“theprocessofplanning,implementing,andcontrollingtheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfrompointoforigintopointofcons
4、umptionforthepurposeofconformingtocustomerrequirements”.Themeaningoflogistics1.ThedefinitionoflogisticsLogisticshasacloserelationshipwithdistributionsystemandproductionsystem.Logisticsistoensurethattherightproduct,intherightquantity,intherightquality,isdeliveredtotherightcustomerattherightplace,atth
5、erighttime,attherightcost.ThemeaningoflogisticsDefinitionbyCLM:Logisticsisthatpartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfromthepointoforigintothepointofconsumptiontomeetcustomersrequirements.Inabroadsense,logi
6、sticsincludesoriginofmaterialssupply-producer-seller-finalconsumer.Inanarrowone,logisticsisdelivery-seller-finalconsumer.Itcanbecalledsupplychainmanagement(SCM).Themeaningoflogistics2.TheimportanceoflogisticsHugeimpactonthedomesticandglobaleconomyImportanttohumansurvivalImpactonthequalityoflifeImpac
7、tonactivitiesotherthantheflowofindustrialandconsumerproductsTheemergenceofsupplychainmanagement(SCM)DifferencesbetweenlogisticsandSCMLogisticstypicallyreferstoactivitiesthatoccurwithinasingleorganization,whilesupplychainsrefertonetworksofcompaniesthatworktogethertodeliveraproducttomarket.Logisticsfo
8、cusesonactivitiessuchasprocurement,distribution,maintenance,andinventorymanagement,whileSCMincludesalltraditionallogisticsandalsootheractivitiessuchasmarketing,newproductdevelopment,finance,andcustomerservice.SCMisasystematicapproachthatprovidestheframeworkinwhichtobestrespondtodifferentbusinessrequ
9、irements.Theemergenceofsupplychainmanagement(SCM)Categoriesoflogistics1.Macro-logisticsvsMicro-logisticsMacro-logisticsreferstothelogisticsflowwithinaregion,acountryoracrossnationalborders.Micro-logisticsreferstothepracticalandspecificlogisticsactivitywhichthecustomersandenterprisescarryout.Categori
10、esoflogistics2.ExternallogisticsandinternallogisticsExternallogisticsreferstothelogisticswhichbeyondonefamilyandatacategoryofthewholesociety.Internallogisticsisviewedfromtheangleofenterprise,studyingthelogisticsactivitywhichisrelevanttotheenterprise.3.InternationallogisticsandregionallogisticsThepro
11、posaloflogisticsstrategyManyenterprisescarriedoutlogisticsactivitiesseparatelyaccordingtotheirfunctionsinsteadofregardingthemasanoverallconcept,letalonefromastrategicperspectivebeforethe1980s.Inthe1970s,companiesadoptedintegrativelogisticsstrategyandletthekeydecision-makersleadlogisticsservice.After
12、the1980s,enterprisesrealizedthatahighlyefficientlogisticssystemwouldnotonlyreducethecost,butalsobetterservecustomersandmakemoreprofits.Decision-makinglevelsinanenterprise1.EnterprisemissionandobjectivesMissionisthepurposeofabusinesstoexistor“whatthebusinessengagesin”.Itisdecidedbythenatureofthebusin
13、ess.Missioncanindicatethegeneraldirectionforacorporation,aswellassetitsgoals.e.g.MissionstatementofIBMis“westrivetoleadintheinvention,developmentandmanufactureoftheindustrysmostadvancedinformationtechnologies,includingcomputersystems,software,storagesystemsandmicroelectronics”.2.Corporateandfunction
14、alstrategiesCorporatestrategyistheoveralldevelopmentoftheplanandlong-termbusinesstheenterprisetaketomeetfuturechangesintheenvironment,andtoseeklong-termsurvivalandstabledevelopment.Overallstrategystudiesthewholesituationofanenterprisetodeterminetheoverallbusinessobjectives,providesthegeneralbusiness
15、operationsandpursuestheoveralleffect.Functionalstrategyisthespecificstrategythateachfunctionaldepartmenttakes.(e.g.marketingstrategy,HRstrategy,logisticsstrategy)3.LogisticsstrategyLogisticsstrategyistheenterprisesguidingtheorywiththechosenlogisticsdevelopmenttargettoconstructitslogisticssystem,unde
16、rwhichaseriesofdecision-makingandplanningarecarriedout.Threemainobjectivesoflogisticsstrategy:ReducelogisticsactivitiescostMinimizeinvestmentinthelogisticssystemwithoutloweringservicestandardsImprovecustomerservicestandardsandobtainefficientlogisticsandcompetitivedifferentiationadvantages4.Therelati
17、onshipbetweenlogisticsstrategyandcorporatestrategyLogisticsstrategyisakeyelementforthecorporatestrategytosuccesswhichcanhelpachieveanddevelopthegoalofcorporatestrategy,andgainstrategiccompetitiveadvantageswithinthebusinessfield.Logisticsstrategyandorganizationstrategyshouldbeconsistentinsteadofconfl
18、icting.CareersinlogisticsCompensationoflogisticsmanagersTable1CompensationrangesforlogisticsmanagementpositionsCareersinlogisticsOrganizations in need of logistics managersUnit 2 Customer Service and LogisticsContentsI.RoleofLogisticsinMarketingMixII.ThedefinitionofcustomerserviceIII.Importanceofcus
19、tomerserviceinlogisticsIV.LogisticsservicequalitymanagementV.ThreelevelsofcustomerserviceinlogisticsVI.IssuesinimprovementofcustomerserviceRoleofLogisticsinMarketingMixMarketing,production,andlogisticsarecollectivelymanagedtoachievecustomerserviceobjectives.RoleofLogisticsinMarketingMixThefundamenta
20、lutilityofaproductiscreatedthroughproduction,marketingandlogistics.Production:formutilityMarketing:possessionutilityLogistics:placeandtimeutilityRoleofLogisticsinMarketingMixLogistics/SCinterfaceswithmarketingandproductionThedefinitionofcustomerserviceCustomer ServiceElementsMeasuresPre-transactionI
21、nventory availabilityTarget delivery datesTransactionOrder statusOrder tracingBackorder statusShipment shortagesShipment delaysProduct substitutionsRouting changesEtc.Post-transactionActual delivery datesReturns/adjustmentsThreecomponentsofcustomerserviceThedefinitionofcustomerserviceCustomerservice
22、standardsCustomer ServiceIn-stock percentageProduct or product groupStocking-point locationCustomer or class of customerTime periodOrder completenessTransit timeMode of shipmentStocking-point locationCustomer or class of customerTime periodSize of orderOrder cycle consistencyOn-time deliveryStocking
23、-point locationCustomer or class of customerTime periodSize of orderImportanceofcustomerserviceinlogisticsCustomerserviceandcostarethetwomeasuresusedtoevaluatelogisticssystemeffectiveness.Customerservicepoliciesshouldbedevelopedwiththeunderstandingthatacriticalpurposeoflogisticsistodelivertointernal
24、andexternalcustomersasagreedupon.Superiorcustomerserviceisoftenachievedthroughacombinationoffastresponse,localpresence,andquick,reliabledelivery.LogisticsservicequalitymanagementReliabilitystablesupplyofinventorycapableofprovidingdesiredperformancerapidsupplyofaccurateinformationContinuousimprovemen
25、tThreelevelsofcustomerserviceinlogisticsValue-added ServiceThe Perfect OrderBasic Customer ServiceThreelevelsofcustomerserviceinlogistics1.Basiccustomerservice:supplyandperformanceSupply:theabilityofprovidingproductsandservicesimmediatelyascustomersrequireSupplycanbesetupbyinventorywhichincludesbasi
26、cinventoryandsafetyinventory.Supplycanbemeasuredbycriteriasuchasstock-outfrequency,ratioofsupplytodemandandorderfulfillmentrate.Performancecanbemeasuredbyspeed,reliability,flexibilityofresponseandrecoveryofdefect.Threelevelsofcustomerserviceinlogistics2.ThePerfectOrder:reachingthetargetedservicegoal
27、severytimewithzero-defectTheperfectorderoperationneedstodevelopastrongpartnershipwithspecificcustomers,andinvolvesalotofinformationexchanges.Toenjoyperfectorder,customersneedtomeetrequirementssuchasprovidingsubstantialbusinessvolume,establishingthecollaborationandsoon.Tocarryoutperfectorder,enterpri
28、sesneedtomakeeffortsonmanagementandoperation,tospendagreatsumofmoney,andneedoutstandinginformationsupport.Threelevelsofcustomerserviceinlogistics3.Value-addedservices:uniqueprogramsdevelopedbymanufacturersformajorcustomersonthebasisoftheperfectordere.g.productpackaging,makingmarksofcustomers,finding
29、specificbulkpackageandgivinginformationbeneficialtothepurchaserValue-addedservicescanberealizedthroughthecapacityofspecializationandtheadvantageofscaleeconomy.Issuesinimprovementofcustomerservice1.TheParetoprinciple(the80/20rule)Issuesinimprovementofcustomerservice1.TheParetoprinciple(the80/20rule)A
30、BC-analysis:“A”forverypopularproducts,“B”formedium-velocityproducts,and“C”fortheslowmovers.Companiesoftenspend80percentoftheirefforton20percentoftheproductline,15percentoftheireffortonthenext40percentofproductsandtheremaining5percentonthelast40percentoftheproductline.Issuesinimprovementofcustomerser
31、vice2.ServicelevelimprovementImprovementofthelogisticsservicelevelmayincreaserevenues,especiallyinmarketswithhomogeneouslow-priceproducts.Theleveloflogisticsserviceisoftenexpressedthroughtheorder-cycletime,whichistheelapsedtimebetweentheinstantapurchaseorderisissuedandthetimegoodsarereceivedbythecus
32、tomer.IssuesinimprovementofcustomerserviceDeterminationoftheoptimumservicelevelIssuesinimprovementofcustomerservice3.LogisticstradeoffsTradeoffsamongtransportation,inventorycontrol,warehousing,andcustomerserviceTransportationInventoryWarehousingCustomer serviceTransportationInventoryWarehousingCusto
33、mer serviceIssuesinimprovementofcustomerserviceCreativemanagementoflogisticscandealwiththetradeoffs.Effectivetrafficmanagementmayresultinlowertotaltransportationcosts,lowerinventories,fewerwarehouselocations,andimprovedcustomerservice.Effectivemanagementofinventorylevelsmayreduceinventorieswhilemain
34、taining(orimproving)transportationcosts,warehouselocations,andcustomerservicelevels.Effectivewarehousingmanagementmayreducetotalfacilitycostswhilesavingontransportation,loweringinventories,andimprovingcustomerservice.Analysisofcustomerserviceneedsmayhelpdeveloptailoredcustomerserviceprogramsthatmeet
35、customerneeds,bettermanagetransportationcosts,lowerinventorylevels,andreducewarehousingneeds.Issuesinimprovementofcustomerservice3.LogisticstradeoffsThreemajorchallengesinmanaginglogisticstradeoffsIdentifyingpotentialimprovementsinthelogisticssystemManagingtradeoffsamongtransportation,inventories,wa
36、rehousing,andcustomerserviceImplementingchangessothatcostsavingsandservicepotentialscanberealizedCustomerServiceofl Founded in 1994 l Large-scale inter-provincial private catering enterpriselSpecializing in Sichuan style hotpotl60 chain stores in China lOne of the top 100 restaurants in ChinalChines
37、e Famous Hotpot, Consumer Satisfaction Unit, Major TaxpayerZhang YongZhang Yong The founder of HaiDiLao The founder of HaiDiLao Characteristic Characteristic personalities: personalities: communist, communist, grass-root wisdomgrass-root wisdomOperation philosophy: “service differentiation strategy”
38、; “Service first, customer first”; “Human-based、family-like service”（2）TheinsideservicesofHaiDiLao-TreatthestaffsasfamilymembersDecentapartmentwithair conditioner, heater, TV, telephone and free NetworkRegularly cleaning the room and washing the sheets for the staffs20-minutewalktotheworkplaceHigh-q
39、ualityclothesandshoesTrainingthestaffsbothworkingskillsandlivingskillsOfferingone-roomflattocouplesEstablishingschoolsforstaffschildrenSendingmoneymonthlydirectlytotheparentsoftheexcellentstaffsRight of free chargeHaier: Five-star ServiceFree five-star service emotional debt repay by propagandizing
40、strong potential consumer group leader in home appliance industryHaiDiLao: Super Five-star ServiceSpecial reception movementWhile waiting: free snakes, tablegames, Internet accessWhile eating: “flying squad” busboy, noodle-stretching showWhile leaving: little gifts sometimes“Creepy” caring service:
41、manicure, shoes-polishingHunger Marketingbenefit itself, benefit its customers, harm the industry（利人利己不利他）（利人利己不利他）Dangdangs Service ModeFor reference Pre-transaction elements1 written customer service policy2 the written policy accessibility3 organization structure4 system flexibility5 management s
42、ervicesTransaction elements1 stockout level2 expedite shipments3 transship4 order cycle time5 system accuracy6 inventory availability7 order fulfillment rate8 order status information9 order convenience10 product substitutionPost-transaction elements 1 availability of spares2 call-out time3 product
43、tracing/warranty4 complaints, claimsC Co ommp po on ne en nt ts s o of f C Cu us st to omme er r S Se er rv vi ic ce eComponents of Customer ServicePre-transaction elements written customer service policy the written policy accessibilityTransaction elements expedite shipments order cycle time invent
44、ory availability order status information order convenience product substitution Post-transaction elementsproduct tracing/warrantycomplaints, claims Written customer service policyThe written policy accessibilityExpedite shipment Order cycle timeMOST OF MOST OF MOST OF MOST OF THE THE THE THE ORDERS
45、 ORDERS ORDERS ORDERS ARE ARE ARE ARE FULFILLED FULFILLED FULFILLED FULFILLED PROMPTLY.PROMPTLY.PROMPTLY.PROMPTLY.Inventory availabilityOrder status informationorder convenienceProduct substitutionProduct tracing/warrantyComplaints, claimsUnit 3 Purchasing and Supplier ManagementContentsI.LogisticsA
46、ctivitiesII.ImportanceofPurchasingIII.OrderManagementIV.SupplierSelectionV.SuppliersClassificationVI.SupplierRelationshipVII.CollaborationStrategiesVIII.Vendor-ManagedInventory(VMI)LogisticsActivitiesKeyActivitiesCo-operationbetweencustomerservicestandardswithmarketingTransportationInventorymanageme
47、ntInformationflowsandorderprocessingLogisticsActivitiesSupportActivitiesWarehousingMaterialshandlingPurchasingProtectivepackagingCo-operationwithproduction/operationsInformationmaintenanceImportanceofPurchasingPurchasingisofstrategicimportancenowandemphasizesonrelationshipsbetweenbuyersandsellers.Po
48、tentialsavingsinpurchasingishigh.IndustryPurchasingManufacturingComputer1%5%Electrical equipment3%11%Automotive1%4%Electronics2%6%Table3-1Requiredcostreductiontoachieve20%increaseinprofitabilityImportanceofPurchasingStepsofpurchasingEstablishacross-functionalteamIdentifyrequirementsforqualifiedservi
49、ceprovidersRequestpurchasingproposalsAnalyzepurchasingproposals(vendorselection,pricedeterminationandserviceselection)DeterminepurchaseagreementImportanceofPurchasingAtypicalpurchasingprocessOrderManagementOrdermanagement(Orderprocessing)Activitiesthattakeplaceintheperiodbetweenthetimeafirmreceivesa
50、norderandthetimeawarehouseisnotifiedtoshipthegoodstofillthatorderItisstrictlyrelatedtoinformationflowsinthelogisticssystem.OrderManagementStepsinordermanagementOrderPlanningOrderTransmittalOrderProcessingOrderPicking,AssemblyandOrderDeliveryOrderManagementFigure3-2FlowoforderprocessingsystemSupplier
51、SelectionStepsinsuppliermanagementSupplierinvestigationResourcemarketinvestigationSupplierdevelopmentSupplierassessmentSupplierselectionandcollaborationSuppliermotivationandcontrolSuppliersClassificationSupplier as a partner Supplier as a priority Key commercial supplier Commercial supplier Supplier
52、RelationshipLevelsofSupplierRelationshipTransactionrelationshipRegularcontactShort-termcooperationLong-termcooperationSupplierpartnershipSupplierRelationshipEstablishingpartnershipwithasupplierFormulatesupplierclassificationandchoosepartnersClarifyobjectivesandevaluationindicatorsandmakeplansFollowu
53、pplanimplementationandassesssupplierperformanceItismoreimportanttomaintain,improve,anddevelopthepartnershipintheprocessofthesuppliermanagement.CollaborationStrategiesCompressionstrategiesSupplyChainManagement(SCM)DeterminewhichstrategytoadoptForgesuppliersrelationshipsChoosethepropertechnology(e.g.E
54、RP,theInternet)CollaborationStrategiesFigure 3-3 The Pursuit of the “Perfect Order” Requires All Supply Chain Players to Work Together CollaborationStrategiesAdvantagesCollaborationbetweenbuyersandsellerscandecreaseexpensesforboth.Collaborationamongvendorsinthelogisticsendofthesupplychaincaneconomiz
55、eresources.Liaisonsarehelpfulincreatingcollaboration.ProblemsSolutionsthatwillbenefitallpartnersarehardtofind.Companiesareatdifferenttechnologicallevels.Vendor-ManagedInventory(VMI)BenefitsofVMIPlanningandInformationSystemsContinuousReplenishmentInventoryOwnershipPartnershipsandTrustBeginSmallVendor
56、-ManagedInventory(VMI)InitiatingaVMIrelationshipAmulti-stepprocessthatincludescommitmentfromseniormanagement,employeealignment,informationmatching,transactiontesting,performancemetrics,andtransmitdemanddata.Measuresforsuccessoftherelationshipincludethephysicalmeasures,thereviewfrequency,andthecorrec
57、tiveactionpath.Unit 4 JIT and Lean ProductionContentsI.DevelopmentofMaterialsManagementSystemII.PushSystemIII.Pull System IV.Just-in-time Logistics V.The Agile Supply Chain Competing in Volatile Markets DevelopmentofMaterialsManagementSystemPushSystemPullSystemPeriodBatchControlMaterialsRequirements
58、Planning(MRP)PushSystemMaterialispushedfromtheproductionfacilitythroughdistributionuntiltheproductreachesthecustomerbasedonforecastorschedules.BenefitsLiabilitiesSmaller manufacturing plant warehousesIncreased safety stock and inventory carrying costsEnhanced customer satisfactionIncreased distribut
59、ion requirementsLower transportation costsReduced supply chain flexibilityTable4-1FeaturesofaPushDistributionSystemPullSystemInaPullsystem,anorderfromacustomergeneratesanorderfromtheDC,whichtriggersproductionruntoreplenishtheplantwarehouse.Figure4-1ATypicalPullDistributionSystemPullSystemBenefitsRed
60、ucedsafetystockandsystem-wideinventorylevelsNostocktransfersbetweenDCsarerequiredtocoverregionaldemandvariabilityDirectshipmentsfromthemanufacturingplanttothecustomerLiabilitiesLargeron-sitemanufacturingwarehousesReducedcustomersatisfactionfromslowerorderfilltimeHighertransportationcostsasshipmentsf
61、rommanufacturingarelessfullandmorefrequentPullSystemFigure4-2TheCounter-flowofPullandPushSystemPullSystemFigure4-3AComparisonofPushandPullSystemsPullSystemA hybrid approach of both systems requires storing slower-moving items in a smaller warehouse at the plant while pushing truckload quantities of
62、more popular items to the DCs. Figure4-4AHybridofPushandPullDistributionSystemJust-in-timeLogisticsJust-in-time Origin JITisamanufacturing/deliveryprocesswhereaminimumofgoodsarekeptinstockanditemsareplannedtoarrivepreciselyatthetimetheyarerequiredforuseordispatch.HenryForddescribedessentiallythesame
63、process,althoughitwasntthennamed,inhisautobiographyMyLifeandWorkin1922.Toyotanamedtheprocessinthe1950sanditspreadtotheUSandUKinthe1970s.Just-in-timeLogisticsWaste and Variability Reduction Wasteisanythingthatdoesnotaddvaluefromthecustomerpointofview.Fasterdelivery,reducedwork-in-process,andfasterthr
64、oughputallreducewaste.JITsystemsrequiremanagerstoreducevariabilitywhichresultsinlesswaste.Just-in-timeLogisticsFigure4-5InventoryHidestheProblemsFigure 4-6 JIT and Competitive Advantage Just-in-timeLogisticsJIT Partnership Itexistswhenasupplierandpurchaserworktogethertoremovewasteanddrivedowncosts.G
65、oals:eliminationofunnecessaryactivities,in-plantinventory,in-transitinventoryandpoorsuppliersJust-in-timeLogisticsJIT Layout BuildworkcellsforfamiliesofproductsIncludealargenumberofoperationsinasmallareaMinimizedistanceDesignlittlespaceforinventoryUseu-shapedpathJust-in-timeLogisticsSetuptimecanbere
66、ducedthroughpreparationpriortoshutdownandchangeover.Figure4-7AnExampleofReductioninSetupTimesJust-in-timeLogisticsKanban Thesystemisdesignedsothateachprocessintheproductionlinepullstherightnumberandtypeofcomponentsattherighttime.Bymonitoringandmaintainingtheflowofmaterials,Kanbanachievesprecisioninp
67、roduction.ToyotawasoneofthefirstcompaniestoapplytheKanbansystem.Just-in-timeLogisticsFigure4-8AnExampleofKanbanJust-in-timeLogisticsNumberofKanbans=(DemandinperiodOrderCycletimeSafetystock)Batchsize(orcontainerquantity)Figure4-9APullSignalCardJust-in-timeLogisticsLean Production Specify workastocont
68、ent,sequence,timing,andoutcomeDirectcustomer-supplierconnectionSimpleanddirectproductandserviceflowsScientificimprovementatthelowestpossibleleveloftheorganizationIncreaseemployeecommitmentTheAgileSupplyChainCompetinginVolatileMarkets1.Creation of responsive supply chains 2.Automation 3.Agility in le
69、ss predictable environments 4.Market sensitive 5.Virtual supply chains of sharing info6.Process integration7.De-coupling point 8.Limited number of “strategic” suppliers 9.Shared information10.ConnectivityUnit 5 Warehousing ManagementContentsI.DefinitionofwarehousingII.FunctionsofwarehousingIII.TheMa
70、inProcessofWarehousingOperationIV.TypesofWarehousesV.MaterialsHandlingSystemsVI.DistributionStrategiesDefinitionofwarehousingStorage:holdstockorinventoryIn-transitStockSeasonalStockPeriodicStockSpeculativeStockSafetyStockSafekeeping:protectingvalueofthegoodsTemperatureHumidityAirSunshineanddustStori
71、ngtimeFunctionsofwarehousing1.GeographicalSpecializationproductionInternalstoragetransittocollectthevariouscomponentstothefinalassemblyprocessMarketclassificationoneachkindofsegmentation2.SeparationofproductionanddemandStorageofwork-in-processduringproductionprocessBulkshipmentwithminimumfreightcost
72、Functionsofwarehousing3.BalancingsupplyanddemandSeasonalproductionvs.annualconsumption,orannualproductionvs.seasonalconsumptionAmounttobereserved4.BufferinguncertaintiesDemandinexceedofbudgetDelayintheordercycleTheMainProcessofWarehousingOperationInformation centerConfirm information of itemsLevel c
73、onfirmation and arrangementUnloadingPortage facilities and personnel placementRelevant informationRelevant informationPicking arrangementRelevant documentsLoadingOutboundWarehousingConfirm information of itemsStockMonitor stock and stocktakingReplacement operationCustomer order or plan arrangementFi
74、gure5-1WarehousingmanagementsystemTheMainProcessofWarehousingOperationFigure 5-2 A typical warehouse layoutTheMainProcessofWarehousingOperation1.WarehouseInboundRequest2.WarehouseReceiptMatchingandbalanceofwarehouseandsuppliers,typeandquantityofgoods,typesandquantityoftransportvehicles.Shapeandfeatu
75、reofcommoditiesNumberofpersonnelneededSuitablehandlingforstoragePurchasingplanAnalyzingtheplanofpurchasinggoalWagonarrivingUnloadingDismountingIdentifyingandclassifyingthecommodityMasteringthegeneralarrivaldate,cargoquantityandtypeofwagonPredictingthearrivaldateofwagonasfaraspossibleCoordinatingthet
76、rafficoftruckpassinginandoutthefacilityandpackingspacePlanningtemporarystoragelocationFigure5-3ProcessofreceivingCheckinginvoices,voucherandsoonRecordingonthepurchasedmateriallistCheckingandacceptingthecommodityMaintainingtheregularrecordofallpurchasingactivitiesAssigningthelocationoffollow-upwareho
77、usingentryNotingtheshortage,damage and exceedingandrecordingonthemFigure5-3Processofreceiving(Continued)TheMainProcessofWarehousingOperation3.InternalPut-awayCreateaninternalput-awayandenterquantity,zoneandbinFigure5-4WorkflowinaWarehouseTheMainProcessofWarehousingOperation4.WarehouseOutboundRequest
78、Salesorder,outboundtransferorderorpurchasereturnorder5.PickCreateapickorderandpostthedocuments6.ShipPostsalesorders,transferordersandpurchasereturnordersTypesofWarehouses1.PrivateWarehousesOwnedandmanagedbymanufacturersortraderstostoreexclusivelytheirownstockofgoodsUsers:farmers,wholesalersandretail
79、ers2.PublicWarehousesUsedtostoregoodsofthegeneralpubliconthebasisofrentandregulatedbythegovernmentUsers:manufacturers,wholesalers,exporters,importers,governmentagencies,etc.TypesofWarehouses3.GovernmentWarehousesOwned,managedandcontrolledbycentralorstategovernmentsorpubliccorporationsorlocalauthorit
80、iesUsers:governmentandprivateenterprises4.BondedWarehousesUsedtostoreimportedgoodsofunpaidimportdutyUsers:importers5.Co-operativeWarehousesOwned,managedandcontrolledbyco-operativesocietiesMaterialsHandlingSystemsStockKeepingUnit(SKU)Acategoryofunitwithuniquecombinationofform,fit,andfunctionPalletsMa
81、terials:wood,pressedwoodfiber,corrugatedfiberboard,plasticormetalLoadingEquipmentAccess:scissorlifts,goodslifts,docklevelers,loadingramps,doors,docksealsandvehiclerestraintsMovement:pallettrucks,conveyorsandforklifttrucksMaterialsHandlingSystemsLiftingandTransportEquipmentForklifttrucks,orderpicking
82、trucks,overheadcranes,towercranesandbelt,chainandoverheadconveyorsStorageEquipmentWeldedcantileversteelracks,poweredverticalcarouselsystem,palletracks,mobileshelfunits,andplastic,woodandsteelcontainers.AutomatedHandlingEquipmentFullyautomatedandsemi-automaticsystemsAutomatedGuidedVehicles(AGVs)Distr
83、ibutionStrategiesDistributionchannelsPathfollowedbyaproductfromthemanufacturertotheend-userConsumergoodsIndustrialgoodsFigure5-5DistributionchannelsDistributionStrategiesFigure5-6Distributionstrategies:(a)directshipment;(b)warehousing;(c)cross-dockingDistributionStrategiesCross-dockingRequirement:hi
84、ghvolume,lowvariabilityofdemandandsuitableinformationsystemFunction:a)dependingontrucking;b)minimizinginventory;c)maintainingvalue-addedfunctionsofconsolidationandshipping;d)transferringinboundflowsdirectlytooutboundflowswithlittlewarehousingApplication:manufacturing,distribution,transportation,andr
85、etailDistributionStrategiesFigure5-7Cross-dockingmethodsDistributionStrategiesCentralizedvs.decentralizedwarehousingDefinition Benefits Centralized warehousingA single warehouse serves the whole market. 1) Lower facility costs2) Risking pooling3) Lower transportation costs from manufacturers to ware
86、housesDecentralized warehousingSmaller warehouse serve different zones of the market.1) Reduced lead time2) Lower transportation costs from warehouses to customersAalsmeer Flower Auctionfor referenceAalsmeer Flower AuctionInAalsmeer,theNetherlands1Thelargestflowerauction23Flowersaretradedhere4Thesec
87、ondlargestbuildingBriefIntroductionAalsmeerFlowerAuction(BloemenveilingAalsmeer)isaflowerauction,locatedinAalsmeer,theNetherlands.Itisthelargestflowerauctionintheworld.Flowersfromallovertheworld(Europe,Colombia,Ethiopia,etc)aretradedonadailybasisattheAalsmeerfacilities.OnJanuary1,2008theauctionmerge
88、dwiththeirbiggestcompetitorFloraHolland.the largest commercial building in the world, covering a size of 1 million sq.m or 200 football fields. Every day, millions of flowers and cut plants are brought to Aalsmeer, where it is auctioned off to potential buyers all over the world, thus setting the pr
89、ice of flowers and effectively making it the wall street of flower trade.The auction house traces its origins to as early as 1911, when the growers came together in response to the growing power of intermediaries, and the first export flowers were auctioned at caf Welkom in Aalsmeer. Today, the Bloe
90、menveiling Aalsmeer boasts at an average daily turnover of 6.6 million Euros, with about 60,000 clock transactions every morning ThetimingclockThetimingclockflowersofallcoloursandwidevarietiesAuction PFlower Auction ProceduresFlowermarketsTimingClockAuctionroomsAalsmeershuttleAuction roomsTextbook C
91、ase StudyLogisticsBlossomsInHolland1.WhatistheriskwhenaDCofcutflowersismanaged?Cutflowers(perishable)havetobedeliveredtimely.2.Target MarketEuropeNoth AmericaAsiaMain Target MarketInboundLogisticsOutbound LogisticsAalsmeer Logistics SeviceInboundLogistics12Electronically controlled aerial rail syste
92、m to south customers25 wholesalers and exportersOutboundLogisticsAdvanced high-tech facilities(freezing)1Reduce risks in supply chain2Network connection34Truck and railway with temperature control containersTransportation ModesTransportation ModesShipAirTruckRailway(Road transportation )(Rail transp
93、ortation )(Air transportation )(Maritimetransportation )Transportation Mode 1: TruckStrong points:FlexibilityConvenieceWith freezing containersRelatively lower investmentContainer transportWeak points:Relatively higher costRelatively limited capacityHigh riskLimited containerizaitionTransportation M
94、ode 2: RailwayStrong points:Large containerizaitionLess influenced by weatherAdvanced worldwide railway networkLarge capacityCost shipTransportation Mode 3: AirStrong points:FastestWeak points:Very limited capacityExpensiveDamaging the flowersTransportation Mode 4: ShipStrong points:Relatively lower
95、 costLarge capacityWeak points:Easily affected by weatherRelatively easily damagedLong timeCannot reach Landlocked countries and regionsUnit 6 Inventory ControlContentsI.TheTradeoffinInventoryFunctionsII.InventoryCarryingCostsIII.Stock-outCostsIV.SafetyStockV.EconomicOrderQuantity(EOQ)VI.InventoryCo
96、ntrolTheTradeoffinInventoryFunctionsBenefitsofHoldingInventoryYieldamore-guaranteedservicelevelandshorterleadtimesCopewithrandomnessincustomerdemandandleadtimesReduceoverallcostandincreaseprofitOvercomeinefficienciesinmanagingthelogisticssystemTheTradeoffinInventoryFunctionsCostsofHoldingInventoryIn
97、curanopportunitycostrepresentedbythereturnoninvestment thefirmwouldhaverealizedifmoneyhadbeenbetterinvestedIncurwarehousingcostsCausesignificanttaxexpensesCauseholdingcostsTheTradeoffinInventoryFunctionsFigure6-1ABalanceBetweenLogisticsCostFactorsandServiceFactorsInventoryCarryingCostsOpportunityCos
98、tFirmsengaginginspeculativeinventoryTaxesTheinventoryonhandonaparticulardateStorageCostsHandlingcostsandinsuranceShrinkageLossofmaterialthroughhandlingdamage,theft,orneglectObsolescenceChannelObsolescenceandFieldServicePartsObsolescenceStock-outCostsStock-out:runningoutoftheinventoryofanSKUThehigher
99、theaveragecostofastock-out,thebetteritisforthecompanytoholdsomesafetystocktoprotectagainststock-out.Thehighertheprobabilityofadelayedsale,thelowertheaveragestock-outcostsandtheinventorylevelneeded.Table 6-1 Determination of the Average Cost of a Stock-outAlternative Loss Probability Average costs1.
100、L oyal customers$0 0.10 $0 2. Comes back $37 0.65 $24.053. Lost $1,200 0.25 $300Average cost of a stock-out 1 $324.05 Note: These are hypothetical figures for illustration. SafetyStockCalculation:thestatisticalmodelofStandardDeviationsofaNormalDistributionofnumbers0standarddeviation-50%oftheoccurren
101、ces1standarddeviation-84%oftheoccurrences2standarddeviations-98%oftheoccurrences3standarddeviations-99.85%oftheoccurrencesSafetystock=(standarddeviation)*(servicefactor)Safetystock=(standarddeviation)*(servicefactor)*(lead-timefactor)*(ordercyclefactor)*(forecast-to-mean-demandfactor)EconomicOrderQu
102、antity(EOQ)TheFormulaandInputsAnnualUsage:forecastedannualusageOrderCost:thesumofthefixedcoststhatincureachtimeanitemisorderedVariationse.g.quantitydiscountlogicEconomicOrderQuantity(EOQ)ImplementingEOQTesttheformulaReviewresultsMaintainEOQ:TotalAnnualCost=(annualusageinunits)/(orderquantity)(orderc
103、ost)+.5(orderquantity)+(safetystock)*(annualcarryingcostperunit)InventoryControlGoalsofinventorydecisionThelowestinventorycostsThehighestlevelofassuranceofinventoryShortagesnotallowedRapidnessInventoryControlRestraintsininventorydecisionsCustomerdemandsOrdercycleTransportuncertaintyFinancialconstrai
104、ntManagementlevelPriceandinventorycost172ForReference09101班 张凯丽 王廷杰 韩姝婧:Built in 1984:One of the most famous brand of the world (produced white color household appliances):China s most valuable brand:29 Manufacturing base ,8 Comprehensive R & D center ,19 Overseas trading companies :Global turnover1
105、357billion（2010）：Refrigerator ，Air condition，Washing machines, Televisions , Water heaters , Computers , Cell phones174:Chief Executive Officer :Zhang ruimin:“Brand-name strategy”175Warehouse:Past&PresentPast:highrentcost:lowefficiency:wasteofenergyPresent:Modernlogisticscenterlibrary:Three-dimensio
106、nalwarehouse176Advantage one: Saving the spaceAdvantage two:The information systems management and computer management require standardized packaging , mechanized handling , unified coding of the material and using bar codes , etc.177:Underthetraditionalmanagement,theenterprisewillproductthegoodsbas
107、edontheplanofproduction,itwillbacklogtheproductsandleadtothemoneyshortchangeofthecompanyandwastethesources.:Haiergotridoftheoldconceptofwarehouse,itturnedwarehousetobeasuspendedstationfordistribution.:Producingisbasedontherealorderanditisthekeytoresolvetheproblemofinventory.Three“Zero”Aim:Zeroservic
108、edistanceZeroinventoryZerooperatingcosts179:Zero inventory will make no defect:Short service distance will meet the requirement of the market as soon as possible:“Distribution Center ”180BasicPrinciplesReducethequantityofrawmaterialsandaccessories.HaierPurchasethemjustbeforeproduction.Onlyafterrecei
109、vetheorderswillHaierstartproductiontoavoidtheinventory.181ThreeJITWorkSimultaneously1.ProcurementJIT:Wherethereareneeds,thereareprocurements.Haierprocuresordersinsteadofinventories.2.MaterialJIT:Accordingtotheorders,Haierwillsendmaterialsupplyinformationtosuppliers.Andthenmaterialswillarrivethethree
110、-dimensionalwarehouseandassignedtotheproductionline.3.DistributionJIT:Theproductswilldelivertothecustomersassoonastheyarefinished.182MaterialJITMaterialJITusesinformationtoalternative to stocks.The use of electronic tags, bar code scanning and other international advanced methods of paperless office
111、. The storage system can achieve automatic billing (keep account). 183Orders procurementMaterial supplyDistributionCustomersSuppliersProduction line184ProcurementProcurementJITJITMaterial JITProducts Products Distribution Distribution JITJITInternational development industry park185OneFlowandThreeNe
112、tworks-OneFlow(ordersinformationflow):No order, no production. Haier willprocureordersratherthaninventory.-ThreeNetworks: (1) Computer Information Network (2) Global Resources Network (3) Distribution Resource Network The OneFlowandThreeNetworks is developed on the basis of the corporate philosophy
113、of customer service. In other words: Haier logistics is a pull system. 186InventoryManagementHaier-CustomersERP&CRMInventorytrackingSupplierHaierVIM-HUB187SAP/IM- Integration with other systemsIM库存管理库存管理生产供应生产供应远程数据处理远程数据处理质量管理质量管理Delivery交货流程交货流程仓库管理仓库管理Function： LES-IMS (Inventory Management Syste
114、m) 1.1.Warehouses Warehouses constructionconstruction2.2.Inventory movementInventory movement3.3.Monitor and trackMonitor and track4.4.Inventory maintenanceInventory maintenance5.5.Alarm indicator Alarm indicator （ARAR）189OrdersProcessingOrderinformationflowLogisticsCashFlow190Inventory movementLES-
115、IMS1.1.Warehouses Warehouses constructionconstruction2.2.Inventory movementInventory movement3.3.Monitor and trackMonitor and track4.4.Inventory maintenanceInventory maintenance5.5.Alarm indicator Alarm indicator （ARAR）192VIM-HUBUnit 7 Logistics Simulation: The Beer GameContentsI.IntroductionII.Befo
116、rethegameIII.PlayingthegameIV.AfterthegameIntroductionGoal:toexperiencetypicalcoordinationproblemsoftraditionalsupplychainslackofinformationsharingandcollaborationPlayers:teams of at least four players representing aretailer,awholesaler,adistributorandamanufacturerTime:one to one and a half hours Pl
117、ayersgoal:Minimizingcostsforcapitalemployedinstockswhileavoidingout-of-stocksituations.BeforethegameFigure7-1SeatingplanoftheBeerGame(TableVersion)BeforethegameGroupmembers:sixretailers,twowholesalersandonefactoryTime:1.5hourstosimulateaperiodof30weeksProcessInstructorDeliver demandFigure7-2Theinfor
118、mationflowandgoodsflowamongthethreeplayersPlayingthegameEachplayershouldfillintheircorrespondingtableswhilemakingordersandreceivingdeliveries.Thefirstthreeweekscanrunaspilotroundsandeachlaststhreetofiveminutes.Eachweekshouldrunforatmostthreeminutesoncestudentsarefamiliarwiththeprocess.Playingthegame
119、Retailer 1 in Group 1Week (t)Consumer demand (A)Sales (B)A-B (C)Starting inventory(D)Wholesaler delivery (E)Ending inventory (H)Order on wholesaler (I)Profit (K)1122.29301C(t) = A(t) - B(t) 2. D(t) = H (t-1)3H(t) =D(t) + E(t) - B(t)4K(t) = B(t) * C（t）* H(t) * Table7-1RetailersrecordPlayingthegameWho
120、lesaler 1 in Group 1Week (t)Order of 3 retailers (A)Delivery to 3 retailers (B)A-B (C) Accumulated C (D)Starting inventory (E)Factory delivery (F)Ending inventory （I）Order on factory (J)Profit (K)1362.29301C(t) = A(t) - B(t)2H(t）= H(t-1) + G(t)3D(t）=D(t-1) +C(t)4E(t) = I (t-1)5I(t) = E(t) + F(t) - B
121、(t)6K(t) = B(t) * 5 D（t）* 2 I(t) * 17The wholesaler sends orders to 3 retailers at the beginning of the first week and the orders arrive at the retailers at the beginning of the third week.Table7-2WholesalersrecordPlayingthegameFactory in Group 1Week (t)Order of 2 wholesalers (A)Delivery to 2 wholes
122、alers (B)A-B (C)Accumu-lated C (D)Starting inventory (E)Production output (F)Ending inventory (G)Production plan (H)Profit (K)1722.29301.C(t) = A(t) - B(t)2.D(t）= D(t-1)+ C(t)3.F(t) = H(t-2) 4.E(t) = G(t-1)5.G(t) = E(t) + F(t) - B(t)6Production capacity is 30-60 units, once enlarged, it is 60-120 un
123、its. 7K(t) = B(t) * 5 D（t）* 2 G(t) * 1Table7-3FactorysrecordTable7-4MarketfluctuationWeekDate of MondaySpecial eventConsumerdemand126 Apr, 2010None3 cases23 May, 2010May Day Holiday6.524 May, 2010This brand of beer appeared in a pop song and was better known.5.921 June, 2010Dragon Boat Festival5.115
124、 July, 2010Beer consumption doubled in high sales season.61212 July, 2010High season61319 July, 2010Beer Festival 101426 July, 2010High season6152 Aug, 2010High season6169 Aug, 2010High season61716 Aug, 2010High season61823 Aug, 2010High season61930 Aug, 2010A world famous brand of beer entered the
125、local market and made promotion2206 Sep, 2010None32113 Sep, 2010The bottling plant of this beer didnt pass inspection.12220 Sep, 2010Mid-autumn Festival52327 Sep, 2010National Day Holiday began.5244 Oct, 2010National Day Holiday began.5.3015 Nov, 2010None3AfterthegameDiscussion1Didyoufeelyourselfcon
126、trolledorincontrol?Didyoufindyourselfblamingthegroupsnexttoyouforyourproblems?Didyoufeeldesperationatanytime?Learning:Thestructureofthegame(i.e.thesupplychain)causesblamingtheirneighboringsupplychainpartnersanddesperationandfrustration.AfterthegameDiscussion2What,ifanything,isunrealisticaboutthisgam
127、e?Whyarethereorderdelays?Whyarethereproductiondelays?Shippingdelays?Whyhavebothdistributorandwholesalers;whynotshipbeerdirectlyfromthefactorytotheretailer?Mustthebrewerbeconcernedwiththemanagementoftherawmaterialssuppliers?Discussion3Presentdataandfiguresderivedfromthegameplayandintroduce“cumulateds
128、upplychaincost”AfterthegameBullwhipeffectAnunwantedincreaseinvariabilityofmaterialflowsovertimethroughthesupplychainbecauseofsmallvariationsincustomerdemand.Figure7-3BullwhipeffectAfterthegameInventoryfluctuationUnit 8 Packaging and LogisticsContentsI.FunctionsofPackagingII.ProductCharacteristicsIII
129、.TypesofPackagingIV.PackaginglogisticsFunctionsofPackagingResistbothinternalandexternalcorrosionsuchasgas,oxygen,waterandsmellsGuaranteethattheproducthasnotbeenopenedortamperedwithKeepproductsfresherforlongerDisplaydetailoftheproductandinformationregardingtheproduct,andcreatebrandawarenessSpeakforth
130、emanufactureroftheproductProductCharacteristicsPhysicalcharacteristicsPerishables(e.g.freshproduce,meatandfish),cutflowers,andtropicalfishCmoditiesthataresensitivetoethylene(mangoes,bananasandbroccoli)ProductCharacteristicsVariouspropertiesofgoodsmustbemadeknowntoconsumerstohelpthemtomakethecorrectb
131、uyingdecisionandcarefortheproductproperly.Figure8-1AFabricCareLabelTypesofPackagingMaterialTypes:paper,board,plastic,glass,metal,andwoodFigure8-2DistributionPhasesandCorrespondingPackagingMaterialsTypesofPackagingFigure8-3Primary,SecondaryandTertiaryPackagingTypesofPackagingPrimarypackagesholdthebas
132、icproductandarebroughthomefromtheshopbytheendconsumer.Itperformsthedualpurposeofprotectingtheproductandadvertisingtheproductforthemanufacturer.e.g.softdrinkbottles,sweetwrappersortheinnerbagofcerealboxesTypesofPackagingSecondarypackages,ortransportpackages,aredesignedtocontainseveralprimarypackages.
133、Itisusedsothatgoodscanbetransportedmoreeasily,savingenergyandcosts.e.g.aboxcontainingmanysoftdrinks,orshrinkwrapTypesofPackagingThethirdlevelofpackaging,tertiarypackages,comesintousewhenanumberofprimaryorsecondarypackagesareassembled.Thisisusedtotransportproductsinlargenumbers.e.g.crateorpalletconta
134、iningmanysmallshrinkwrapsPackaginglogisticsPackaginglogisticscoversthedesignofaproduct,itspackageandpacking,aswellastheadaptationandcontrolofthedistributionsystemandtheadministrativeandinformationsystemsassociatedwiththeprocessesthroughoutthewholechainfromrawproduct,viavariousprocessingstages,tothed
135、istributiontotheenduser,andontorecyclingandrecovery.PackaginglogisticsFigure8-4TheInterfaceBetweenPackageandLogisticsPackaginglogisticsFigure8-5PackagelifecyclePackaginglogisticsValue-addedPackagingPackaging logistics services include:Value-added services include: Containers and packagingCross-borde
136、r transportation and customs clearanceWarehousing, including cross-dockingInternational transportation and distributionInventory management with JIT deliveryComputerized package designWarehousing and JIT inventory managementVendor managementRecyclingSourcing and buyingTable8-1ComparisonbetweenPackag
137、inglogisticsservicesandValue-addedservicesPackaginglogisticsTheEnvironmentReductioninthequantityofmaterialsandotherresourcesusedinpackagingRecoveryofmaterialandenergyfromwastepackagingLandfillsitesUnit9TransportationContentsI.ImportanceofTransportII.BasicMeansofTransportationIII.SpecialMeansofTransp
138、ortIV.BasicTransportNetworkV.FreightTransportationDecisionsImportanceofTransport1.Makinggoodsavailabletocustomers2.Makingrawmaterialsavailabletomanufacturersorproducers3.Enhancingstandardofliving4.Helpingduringemergenciesandnaturalcalamities5.Helpingincreationofemployment6.Helpinginlabormobility7.He
139、lpinginbringingnationstogetherBasicMeansofTransportation1.AirTransportationAdvantages:Highspeedisthemostconspicuousfeatureandadvantageofairtransport.AirtransportishighlyflexibleItsaveexpensesLimitation:Bothcabincapacityandloadingcapacityaresmall,andthecostofcargocarryingandfreightratesarehigherthanl
140、andtransport.Thenormalityandpunctualityoftheflightscanbeeasilysubjecttotheadverseweatherconditions.Airtransportcannotfullyemployitsadvantageofhightransportspeedinshortdistancetransportation.BasicMeansofTransportation2.RoadTransportAdvantages:Itprovidesflexibilityoftimeandspaceintheformofdoor-to-door
141、serviceItisflexibleinthetransportconditionsItalsoprovidesflexibleservicesaccordingtothespecificrequirementsofusersorpassengers,andsatisfiesrequirementsofdifferenttypesofgoodsLimitations:ItmainlyliesinfuelcostsandinvestmentofroadconstructionSuperhighwaysaremorecostlyandtime-consumingBasicMeansofTrans
142、portation3.RailwayTransportAdvantages:StabilityLargevolumeandlowfreightratesEnergysavingandenvironmentalprotectionLimitations:Short-distancefreightisexpensiveOperationsenroutetakessometimeExpensesareinflexible“DoortodoortransportcannotbeachievedStationisfixedLongresidencetimeofgoodsisnotsuitablefore
143、mergencytransportationBasicMeansofTransportation4.WaterTransportAdvantages:LargeloadingcapacityLowtransportcostWidecoveragePotentialmilitarypurposeLimitations:ThespeedofwatertransportislowTheriskofwatertransportishugeBasicMeansofTransportation5.PipeTransportAdvantages:ZeropackagingcostsRelativelylit
144、tledamageorlossLowcostandhighvolumeLimitations:LargeinitialinvestmentThevarietyofgoodsislimitedtoliquidsandgasesandtheflexibilityisrelativelylowerSpecialMeansofTransport1.CombinedTransport-Alsocalledintermodaltransportormultimodaltransport,itinvolvesthetransportationoffreightinanintermodalcontainero
145、rvehicle,usingmultiplemodesoftransportation(rail,ship,andtruck),withoutanyhandlingofthefreightitselfwhenchangingmodes.SpecialMeansofTransport2.ContainerTransportationContainerscanbedirectlytransferredfromoneconveyancetoanotherwithoutunloadingorreloading.Cargoscanbeencasedintheconsignersfactoryorware
146、house.Itisconvenienttoconductmultimodaltransportationbyusingcontainers.Containersaredesignedtoresistrainandwindandtokeepcargosoutofthesun,thusminimizingthedamageofcargosduringdeliverytotheminimumextent.SpecialMeansofTransport3.ModalChoiceofTransportationSource:FromChrisCapliceshandouts,MITCenterforT
147、ransportation&Logistics,2003.SpecialMeansofTransport3.ModalChoiceofTransportationWhenselectingacarrier,ashipper musttaketwofundamentalparametersintoaccount:price(orcost)transittimeSource:IntroductiontoLogisticsSystemsPlanningandControlG.Ghiani,G.LaporteandR.MusmannoBasicTransportNetwork1.DirectTrans
148、portationNetworkBasicTransportNetwork2.MilkrunDeliveryBasicTransportNetwork3.TransportationNetworkviaDistributionCenterBasicTransportNetwork4.MilkrunviaDistributionCenterFreightTransportationDecisions1.Large-volumeCarriersThecompanymayoperateprivatetransportation,aprivatefleetofownedorrentedvehicles
149、.Acarriermaybeinchargeoftransportingmaterialsthroughdirectshipmentsregulatedbyacontractwhichiscalledcontracttransportation.Thecompanycanresorttoacommoncarrierthatusescommonresourcessuchasvehicles,crewsandterminalstofulfillseveralclienttransportationneeds.Large-volumeshipmentscanusuallybecategorizedi
150、ntoless-than-truckload(LTL)andfull-truckload(FTL).FreightTransportationDecisions2.TransportationDecisionsStrategicWhat carriers should I partner with and how?How will seasonality affect my carrier assignments?Should I use dedicated or private fleets? Which carriers provided quality service in the pa
151、st?Should I use cross-docks or multi-stop routes?Tactical How can I quickly secure rates for a new DC/plant/lane?Which carriers are complying to or exceeding their contracts?Are site managers are complying to the strategic plan?Where should I establish a seasonal contract?Operational Which carrier s
152、hould I tender this load to?How can I collaboratively source this weeks loads?Should I use a contract carrier or look at the spot market?How can I best communicate with my carriers?Unit 10 Logistics Simulation: Milkrun DeliveryMilkrun DeliveryStudentsaresupposedtodeliverfreshmilkandyogurttothefollow
153、ingelevenlocationsandmeettheirspecificneedsforproductsandtime.Theyareexpectedtooptimizethemilkrunrouteandtime(includingsetouttime,returntimeandthetimebetweeneachtwolocations),choosedesirabletransport,andcalculateoveralcosting(hourlywagebefore5AMis7yuanand6after5AM).Theyarealsoencouragedtodesignsomep
154、ossiblevalue-addedservicesenroute.Startfrom:天津市河西区马场道117号张自忠旧居14（freshmilk10bottles/yogurt4bottles）徐世昌旧居 12（freshmilk8bottles/yogurt4bottles）曹锟旧居9（freshmilk6bottles/yogurt3bottles） Note：before6:30AM.孙殿英旧宅16（freshmilk8bottles/yogurt8bottles）严修旧居8（freshmilk4bottles/yogurt4bottles）张伯苓旧居10（freshmilk4bot
155、tles/yogurt6bottles）Note：before5:30AM.张学良旧居40（freshmilk20bottles/yogurt20bottles）张学铭旧居18（freshmilk10bottles/yogurt8bottles）Note：after7AM.重庆道庆王府50（freshmilk40bottles/yogurt10bottles）Note：before6:45AM.顾维钧旧居20（freshmilk10bottles/yogurt10bottles）马连良故居（疙瘩楼）7（freshmilk5bottles/yogurt2bottles）Note：before6A
156、M.OneanswertoMilkrunExercise王潇王潇 周周 云云 Transportation Tool Cost Budgeting Route and Time Plan Value Added ServiceTransportation ToolThe advantages of electrictricycle delivery1. Large carrying capacity 200bottles per time2. At a faster speed 300m per minute3. Less affected by adverse weather conditi
157、onsCost BudgetingWage: ￥6 /hNo: 1 person, 2 hrsTal: ￥12Rent:￥15Deposit: ￥10Total cost￥ 37Route No.1 11st destination: No.2 张伯苓旧居张伯苓旧居Starting time: 5:00 am. arriving time: 5:05amDistance:1 km2nd destination: No.7 张自忠旧居张自忠旧居 Arriving time: 5:10 am.Distance:1 km3rd destination: No.4曹锟旧居曹锟旧居 Arriving t
158、ime: 5:14 amDistance: 600m4th destination: No.5 庆王府庆王府 Arriving time: 5:18 amDistance: 300m 5th destination: No.10 严修旧居严修旧居 Arriving time: 5:22 amDistance: 200m 6th destination: No.10 顾维钧旧居顾维钧旧居 Arriving time: 5:28 am leaving time: 5:30 amDistance: 100m 7th destination: No.3 马连良旧居（疙瘩楼）马连良旧居（疙瘩楼） Arr
159、iving time: 5: 33 am leaving time: 5:35 amDistance: 400m 8th destination: No.8 徐世昌旧居徐世昌旧居 Arriving time: 5: 38am leaving time: 5:40 amDistance: 300m 9th destination: No.9 孙殿英旧宅孙殿英旧宅 Arriving time: 5: 43 am leaving time: 5:45 amDistance: 100mRoute No.2Go back to school to get 10 milk, yogurt 8 and ot
160、her value added products.the final destination: No. 6 张学铭旧宅张学铭旧宅Staring time: 7:00am Arriving time:7:03amDistance: 240mValue added service alternatives beer_drinks cereal_foodsnewspapersleafletsflowers￥5￥5￥8￥15￥25The money we can earnUnit 11 Logistics CostsContentsI.ValueofLogisticsII.Trade-offImpac
161、tonCostsandRevenueIII.KeyPerformanceIndicatorsofLogisticsCostsIV.TotalCostAnalysisV.Activity-BasedCostingValueofLogisticsLogistics is to create value - value for customers and suppliers of the firm, and value for the firms stakeholders. Trade-offImpactonCostsandRevenueTheeffectsoftrade-offsareassess
162、edintwoways:1.theirimpactontotalcosts2.theirimpactonsalesrevenueKeyPerformanceIndicatorsofLogisticsCosts1.Logisticscostcanbebrokendowninthreeseparate,butcomplementarypieces:internallogisticscostsoutsourcinglogisticscostsinventorycarryingcosts.KeyPerformanceIndicatorsofLogisticsCosts2.Accordingtologi
163、sticsfunctions,logisticscostcanbegenerallybrokendownintothreepieces:physicaldistributioncostsinformationflowcostslogisticsmanagementcostsPhysicalDistributionCostsSpecialattentionshouldbepaid:Packagingcostsreferstoprimaryandsecondarypackagingcosts,notincludingtertiarypackagecostwhichisforsales;Transp
164、ortationcostsalsoincludesthecostoftransportationcarriedoutbythecompanysownmeansoftransport;Inadditiontostoragefeeinrentedwarehouses,italsoincludesstoragefeewhenstoredinthecompanysownwarehouse;Distributioncostsalsoincludepackaging,sorting,picking,handling,short-distancetransportationcostsandsoon.KeyP
165、erformanceIndicatorsofLogisticsCosts3.ThreeStepsofLogisticsCostandAgilityKPITotalCostAnalysisTotal logistics costs consider the totality of costs associated with logistics, which includes transport and warehousing costs, but also inventory carrying, administration and order processing costs. TotalCo
166、stAnalysisTotalLogisticsCostsTradeoffSource:adaptedfromMcKinnon,A.“TheEffectsofTransportInvestmentonLogisticalEfficiency”,LogisticsResearchCentre,Heriot-WattUniversity,Edinburgh,UK.Activity-BasedCosting1.ConceptofActivityBasedCosting-Activitybasedcosting(ABC)identifiesandmeasures,withreferencetothes
167、inglecompany,thecostssustainedtorealizelogisticsactivitiesinfluencedbythecompaniesthatcooperatealongthesupplychain.Activity-BasedCosting2.AdvantagesofABCProvidingmanagerswithusefulinformationaboutlaborandotherresources,leadingtothemanagementandcontroloftheoverheadspresentinthecompany.Makingthelogist
168、icsactivitiesmoreefficientbyeliminatingredundantorunnecessarytasks,andoptimizingresourceallocationstoactivitiesaddingmorevaluetotheproductorcustomer.ABCpermitstheplanningofmoreefficientcollaborativerelationshipsamongthecompaniesinthesupplychain.Activity-BasedCosting3.DrawbacksofABClackofperfectcostd
169、atathereluctanceofcompaniestocommunicatetheirdatathelossofattentiononthecustomersUnit 12 Third Party Logistics and Fourth Party LogisticsContentsI.DefinitionandFeaturesofThirdPartyLogisticsII.ThirdPartyLogisticsServiceProviderandUserIII.E-businessandThird-partyLogisticsIV.TheDefinitionofFourthPartyL
170、ogistics(4PL)V.TheDifferencesbetween4PLand3PLVI.FunctionsandServicesof4PLVII.TheOperatingModesof4PLsVIII.ToOutsourceorNot?DefinitionandFeaturesofThirdPartyLogisticsThird Party Logistics (3PL or TPL) is outsourcing all or much of a companies logistics operations to a specialized company. Third Party
171、Logistics Provider is a firm which provides multiple logistics services for use by customers. DefinitionandFeaturesofThirdPartyLogisticsDevelopment of 3PL DefinitionandFeaturesofThirdPartyLogisticsWhyoutsourcemultipleactivitiesoflogistics?1.A3PLproviderisregardedasanintegratedlogisticsserviceprovide
172、r.2.3PLprovidercanbeclassifiedintotheasset-basedandthenon-asset-based.3.Theserviceof3PLiscontract-based.4.Offeringconsulting-servicestothefirmsisanimportantfeatureofthe3PL.ThirdPartyLogisticsServiceProviderandUserThirdPartyLogisticsServiceProviderGenerally,thecompaniesprovidingthe3PLservicewereoncee
173、ngagedinpublicstorage,publictransportation,brokerage,freightagentandbanking,whichisoutofthedemandforacceleratingcapitalreflow.Atpresent,themajorityof3PLserviceprovidersarefromstorage,allofwhichprovideintegrativelogisticsserviceincludingtransportation,warehousing,EDIinformationprocessingandothervalue
174、-addedservices.ThirdPartyLogisticsServiceProviderandUserThirdPartyLogisticsServiceUserCommonfeatures:1.Trytomaintainacompetitiveedgethroughtheforceofthelogistics.2.Seektoincreasethevalueoftheirproductsorservicesandsupportthisgoalthroughoperatinganeffectivelogisticssystem.3.Companiesmakeastrategicall
175、iancewithlogisticsserviceproviderstoimprovetheirassets.ThirdPartyLogisticsServiceProviderandUserTypesof3PL1.Asset-based3PLproviders2.Management-based3PLproviders3.Comprehensive3PLprovidersOr1.Functional3PLproviders2.Integrated3PLprovidersE-businessandThird-partyLogistics1.IntroductiontoE-businessE-b
176、usinessisanewbusinessmodelbasedontheapplicationofbrowser/serverundertheopenvirtualenvironmentofInternet,inordertoachieveonlinetransactionsbetweenbusinesses(BusinesstoBusiness,B2B),customeronlineshopping(BusinesstoConsumers,B2C)andonlineelectricpayment.E-businessandThird-partyLogistics2.ImpactsandInf
177、luencesofE-commerceonTraditionalLogisticalDistributionE-commercehasbroughtprofoundchangestothetraditionalconceptoflogisticaldistribution.Thenetworkscontroloverdistributionhasreplacedthetraditionallogisticaldistributionmanagementprogram.Thenetworkhasshortenedthetimeofdistributionandputforwardhigherre
178、quirementsonthedistributionspeed.Adoptionofnetworkhassimplifiedlogisticsdistributionprocess.Thepotentialofpeoplecanbefullyexplored,andtheneedforself-actualizationbecomesthemotivationformostemployees.E-businessandThird-partyLogistics3.TheRelationshipbetweenE-commerceandThird-partyLogisticsE-commerced
179、istributionprefers3PLThedevelopmentofe-commercesetsupinformationserviceplatformfor3PL.TheDefinitionofFourthPartyLogistics(4PL)Fourth party logistics is the collector, integrator and controller of supply chains. By integrating logistics resources, facilities and technologies, it provides design, impl
180、ementation, and solution of the whole process in logistics. TheDifferencesbetween4PLand3PL4PL=3PL+logisticsconsultingservices+informationtechnologiesThetransformationfrom3PLto4PL:1.establishmentstrategicalliancewithotherlogisticsproviders,providingoveralllogisticsserviceplans;2.improvementofself-tec
181、hnologiesbyongoingtesting,lookingforthemostsuitablebusinessareas.FunctionsandServicesof4PLFunctionsInsupplychainmanagement,itchargestheentireprocessfromshippersandconsignorstousersandcustomers.Intransportationintegration,itisresponsiblefortheconvergenceandcoordinationofthebusinessoperationbetweentra
182、nsportationcompaniesandlogisticscompanies.Insupplychainrecreation,itrequirestimelychangingandadjustingthestrategiesandtacticsintermsofthesupply-chainstrategyrequirementsofshippers,tomakesuretheeffectiveoperation.FunctionsandServicesof4PLServices1.Re-engineering2.Transformation3.Practice4.Implementat
183、ionTheOperatingModesof4PLs1.CollaborativeOperationModedependingontheworkingrelationshipbetween4PLand3PL2.IntegratedProgramMode4PLprovidesclientswithsolutionsforsupplychainoperationandmanagement3.IndustryInnovatorMode4PLprovidesseveralclientsinasameindustrywithasetofsupplychainsolutionsthatpromotesyn
184、chronizationandcooperationToOutsourceorNot?1.ServiceOfferedby3PLToOutsourceorNot?2.DegreeofVerticalIntegrationAsupplychainissaidtobeverticallyintegratedifitscomponentssuchasrawmaterialsources,plants,transportationsystembelongtoasinglefirm.Fullyverticallyintegratedsystemsarequiterare.Morefrequentlyth
185、esupplychainisoperatedbyseveralindependentcompanies.AComparisonofFedExandUPSForReferenceThe battle for valueFedEx Corp. Vs. The United Parcel Service, Inc.ContentsASSETS&VALUE1CONTRASTINGSTRATEGIES2ADVERTISING&PROMOTION3TARGETINGCUSTOMERS4contentsASSETSDATAWealthvalueProfitmarginCONTRASTING STRATEGI
186、EStacklingforeigncompetitionhead-onHighriskapproachmultinationalcustomersWestern-styleadvertisingCooperationFoundthereadymarketlocalcustomersbuildanimageofalocalcompany.ADVERTISING AND PROMOTIONFedExintimidatingadcampaignsstressedpromotingitsserviceofferingsandenhancingbrandawarenessUPSlessadvertisi
187、ng.preferredtoprojectitselfasalocalChinesecompanyCustomer-BasedBrandEquityTARGETING CUSTOMERSFedExstandardizedlogisticsservicesprovidingitscustomersinnovativeandvalue-addedservices.Targetedcustomer:valuedahighlycontrolleddistributionsystem&wantedconstantinformationaboutthestatusofshipments.UPSperson
188、alizedapproachadaptitsservicesaccordingtothecustomsandtraditionsofChinesecustomersrecognizedfortheircustomer-friendlyattitude.Unit 13 Global LogisticsContentsI.DefinitionofGlobalLogisticsII.LogisticsDecisionsFacingGlobalOperationIII.IssuesinGlobalLogisticsOperationDefinitionofGlobalLogisticsThe proc
189、ess of negotiating, planning, and implementation of supporting logistic arrangements between nations and agencies.LogisticsDecisionsFacingGlobalOperation1.UncertaintyandRisksCultureandPoliticalUncertaintyMacroeconomicRisksSupplyOptionsTransportationandDistributionArrangementsLogisticsDecisionsFacing
190、GlobalOperation2.DecisionsRegardingGlobalLogisticsStrategicdecisionsTacticaldecisionsOperationaldecisionsIssuesinGlobalLogisticsOperation1.MovementofproductProductmovementisdifferentwithinternational,andtheimpactripplesthroughoutthesupplychain.Companieshavetocreateflexibilitytocompensateforthesurge.
191、Productmovementincludesmorethantransportation.Manypartiesareinvolvedwithinternationaltransportation.TheemergingemphasisonE-commercemakescustomerorderssizesreduced.IssuesinGlobalLogisticsOperation2.MovementofinformationCountrieshavedifferingrequirementsondocumentation,forbothexportingfromonecountryan
192、dimportingintoanother.Informationmustbedisseminatedthroughoutthechain;itmustflowbothways.Informationismorethanjustdatamovement.IssuesinGlobalLogisticsOperation3.TimeTheproductivityoftheoverseasemployeesandtheextendedshippingtimescaneitherpositivelyornegativelyaffectthecompanysleadtime.Companiesmustu
193、nderstandwhatservicetheyarebuyingwhentheyuseanoceancarrierorfreightforwarder.Longertransittimeshaveadirecteffectonleadtimesandcycletimesandoninventorylevels,bothofwhichimpactsalesresponsivenessandoperatingcapitalrequirements.IssuesinGlobalLogisticsOperation4.CostTransportationcostandnewcosts.Somecos
194、tsarechargedindifferentcurrencies.Therearealsohiddencostswithinternationallogistics,especiallywhenitcomestosuppliersnotcomplyingorunderstandingthesupplychainstrategy.IssuesinGlobalLogisticsOperation5.IntegrationSupplychainmanagementisaprocess.Integrationmustbebothforwardandbackwardinthesupplychain.S
195、upplierselection.Globallogisticsshouldbepicturedintermsofplanning,managementandcontrol.AnumberofotherseriousquestionsUnit 14 Logistics Information SystemContentsI.InformationFlowinaSupplyChainII.Logistics-relatedITSystemIII.TechnologicalEquipmentsUsedinLogisticsIV.InformationSystemsUsedinLogisticsMa
196、nagementV.ContributionofITtoSCMInformationFlowinaSupplyChainInformation traverses the supply chain backward from customers to raw material suppliers. Product and information flows cannot move instantaneously through the supply channel. Logistics-relatedITSystem1.TransportationManagementSystemTMS,aba
197、sicITtool,providesinboundandoutboundtrafficcontrol,routeoptimization,deliveryusingmultiplemodesoftransportandpaymentservices.BusinessIntelligence(BI)toolscanhelpgaininsightintothecomplexprocessoftransportationmanagement.Logistics-relatedITSystem2.WarehouseManagementSysteminventoryanalysiswarehousepe
198、rformanceanalysispickinganalysisspaceutilizationanalysisLogistics-relatedITSystem3.OtherITFunctionsTransportationplanning,onlineordering,automaticinvoicing,forecasting,shipmenttracingandtracking,etc.SupplychainvisibilityForecastingCustomizedreportsandanalysesTechnologicalEquipmentsUsedinLogistics1.B
199、arCodeBarcodeiscomposedofasetofblackandwhitestripsymbolswithdifferentthickness.Therearetwomajorcategoriesofbarcodes,onedimensional(1D),andtwodimensional(2D).TechnologicalEquipmentsUsedinLogistics2.HandheldScannerThemechanismisworkinglikethis:thesystemusesRFIDtagstoreducethetransferringtimeandthedist
200、anceoftheinventory.Inlogisticcompany,everystockunithasaRFIDtag.TheRFIDtagwillsendsignalthroughantennaseveryfewsecondsoreveryfewhours.Theantennasareinstalledinthewarehouseattheintervalsof10to50meters.TechnologicalEquipmentsUsedinLogistics3.ElectronicDataInterchange(EDI)Itisadatatransfermethod,whichch
201、angesbusinessoradministrativeprocessingintothestructuraltransactionprocessingorapacketdataformatonauniversallyrecognizedstandards,andthentransmitdatafromonecomputertoanother.EDIisconsistedofthreeelements,whicharethedataexchangestandards,computernetworksandinformationprocessingsoftware.TechnologicalE
202、quipmentsUsedinLogistics4.PositioningMonitoringSystemGlobalPositioningSystem(GPS)utilizingmultiplesatellitestomeasuretheconditionofthegroundtargetforthepurposeofpositioningandnavigating.GlobalInformationSystem(GIS)onthebasisofgeospatialdata,providesintimevariousspatialanddynamicgeographicalinformati
203、onInformationSystemsUsedinLogisticsManagement1.PointofSales(POS)POS,usingbarcodetechnology,handsoverthesalesdatacollectedbythesalesterminaltothebackgroundcomputertoprocess,sothatitcanprovideinformationonpromotion,prices,wayofdisplayingthegoodsandinventorymanagementassomereferencesfordecision-making.
204、Ontheotherhand,thelogisticfirmscanofferinformationtothemanufacturers,thusmakeitconvenientforthemanufacturestodecidethetacticsandcompetitionstrategiesforitsproducts.InformationSystemsUsedinLogisticsManagement2.Value-AddedNetwork(VAN)SystemAlltheinternalinformationsystemcanbecombinedintoanintegratedne
205、tworkwherealltheenterprisescancommunicatewitheachother.TheVANsystemcanenabletheretailerstoordergoodsfromthelogisticfirmsandalsothelogisticfirmscanordergoodsfromthesuppliers.Thestockinquiryandshippingadvicearealsoprovided,andthereforethetimeneededforeveryprocedurecanbereduced.InformationSystemsUsedin
206、LogisticsManagement3.Electronicordersystem(EOS)Thetimefororderinggoodscanbereduced,andavoidthecircumstanceofsellingouttheproducts.Youcanmastertheinventoryanytimeyouwantandreplenishthestockatanytime.Youcanalsoanalyzethesupplyconditionanddistinguishthebestsellerfromsleepingstockbyusingtheorderingmater
207、ialsprovidedinthissystem.InformationSystemsUsedinLogisticsManagement4.ComputerAidedPickingSystem(CAPS)Itcouldreduceerrorrate.Itcouldalsoleavemonotonousjobtocomputers,increasepickingcorrectingrateandspeed,superviseworkingconditionatanymoment,andmeettheneedsofefficiencyandhumanity.InformationSystemsUs
208、edinLogisticsManagement5.InformationGuidingSystemItemploysmechanictransportationequipment(mainlyforklift),marryingthemeritsofautomationcontrolsystemwithflexiblemechanicfacilities.Inthissystem,warehouseshavethesamelayoutsanddesignswiththemechanicoperationones.Theonlydifferenceisallthemovementsofforkl
209、iftsaresupervisedandcontrolledbycomputers.ContributionofITtoSCM1.Improvementininformationsharingamongfirms2.PromptproblemidentificationandoptimizationUnit 15 Logistics Simulation: A Simplified ERP RunContentsI.MeaningofERPII.TheIntegrationFeatureofERPSystemsIII.TheIdealERPSystemIV.AdvantagesandDisad
210、vantagesofERPSystemsV.ImplementationofanERPSystemVI.ASimplifiedERPRunMeaningofERPEnterprise resource planning (ERP) is a system that integrates all of planning, manufacturing, distribution, shipping, and accounting functions into a single system, designed to serve the needs of each different departm
211、ent within the enterprise. MeaningofERPTheIntegrationFeatureofERPSystemsThe integration between business processes helps develop communication and information distribution, leading to remarkable increase in productivity, speed and performance.TheIdealERPSystemIntegrates:1.DataWarehouse2.Financials3.
212、HumanResource4.SupplyChainManagement5.CustomerRelationshipManagement6.ManufacturingAdvantagesandDisadvantagesofERPSystems1.AdvantagesofERPSystemsAperfectlyintegratedsystemchainingallthefunctionalareastogetherThecapabilitytostreamlinedifferentorganizationalprocessesandworkflowsTheabilitytoeffortlessl
213、ycommunicateinformationacrossvariousdepartmentsImprovedefficiency,performanceandproductivitylevelsEnhancedtrackingandforecastingImprovedcustomerserviceandsatisfactionAdvantagesandDisadvantagesofERPSystems2.DisadvantagesofERPSystemsThescopeofcustomizationislimitedinseveralcircumstancesThepresentbusin
214、essprocesseshavetoberethoughttomakethemsynchronizewiththeERPERPsystemscanbeextremelyexpensivetoimplementTherecouldbelackofcontinuoustechnicalsupportERPsystemsmaybetoorigidforspecificorganizationsthatareeitherneworwanttomoveinanewdirectioninthenearfutureImplementationofanERPSystemTherearethreetypesof
215、professionalservicesthatareprovidedwhenimplementinganERPsystem,theyareConsultingServicesCustomizationServicesSupportServicesASimplifiedERPRunSupposethematerialsareready,theonlyneededisagoodarrangementofcookingthefollowingdishes:Colddishesincludefriedspareribs(炸排骨),steamedpreservedpork（蒸腊肉）,boiledpea
216、nut（煮花生米）Sweetandsourpork（糖醋里脊）GongBaochicken（宫保鸡丁）WestLakeFishinSweetSourSource（西湖醋鱼）Steamedrivercrabs（清蒸河蟹）Ricecrustwithslicedpork（锅巴肉片）Therecipesgoasfollows:Friedspareribs(炸排骨):Thedishneeds8minutes.Theribsshouldkeepcoolfor5minutesbeforebeingputontheplate.Steamedpreservedpork（蒸腊肉）:Thedishneeds6min
217、utes.Theporkshouldkeepcoolfor10minutesbeforebeingputontheplate.Boiledpeanut（煮花生米）Thedishneeds10minutes.Thepeanutsshouldkeepcoolfor15minutesbeforebeingputontheplate.Ittakes5minutestoputthesethreecolddishesontheplatesandtheyneedgarnishing.Sweetandsourpork（糖醋里脊）Fryingporktakes8minutes,thenitshouldkeepc
218、oolfor2minutes,stir-fryporkfor5minutes,stir-frygarnishingfor5minutes.GongBaochicken（宫保鸡丁）Preparinggarnishingfirst,fryingdicedchickenneeds10minutes,stir-fryingdicedchickenneeds5minutes,cookingthewholedishingtakes12minutes.WestLakeFishinSweetSourSource（西湖醋鱼）Fryingthefishtakes7minutes,preparinggarnishi
219、ngtakes5minutes,steamingthefishtakes10minutes.Steamedrivercrabs（清蒸河蟹）Steamingthecrabstakes15minutesandpreparinggarnishingtakes5minutes.Ricecrustwithslicedpork（锅巴肉片）Preparinggarnishingtakes5minutes,makingricecrustneeds8minutes,fryingporkneeds6minutes,cookingthewholedishneeds8minutes.ASimplifiedERPRun
220、Theresourcesavailableare:onecooktogarnishdishes,onefryingpan,onestir-fryingwok,onesteamingwok.Theycannotbeinterchanged.Specialattentionshouldbepaid:Colddishesshouldkeepcoolforawhilebeforebeingputontheplate.WhenSweetandsourporkisbeingcooked,theporkshouldbestir-friedexactlytwominutesafteritisfried.Whe
221、nRicecrustwithslicedporkisbeingmade,thericecrustshouldbestir-friedimmediatelyaftertheporkisfried.Unit 16 Logistics in E-retailingContentsI.RetailFunctioninDistributionII.TheSpecialFeaturesofRetailingIII.RetailLogisticsOperationsIV.AutomatedDataCollectionV.HomeShoppingVI.RecentTrendsinRetailLogistics
222、RetailFunctioninDistributionRetailers collect an assortment from various sources, buy in large quantity and sell in small amounts. Another job for retailers is communicating both with customers and with manufacturers and wholesalers. TheSpecialFeaturesofRetailing1.Smallaveragesale2.Impulsepurchase3.
223、PopularityofstoresRetailLogisticsOperations1.OrderProcessingandFulfillment2.TransportationandWarehousing3.CustomerTransactionsandCustomerServiceAutomatedDataCollectionRadio-frequencyidentification(RFID)AnRFIDtag/labelisatagthathas,atleast,anidentificationnumberthatcanheelectronicallyreadatadistancee
224、venwhennotvisible.RFIDsystemsarecomprisedoftags,readers/writerstoidentifyandcommunicatewiththetagsandacontrollerthatmanagestheinformationinterfacewithacomputersystem.TheadvantagesofRFIDarethatitallowsamassreadingofobjectswithoutanylineofsightandthatitallowsauniqueidentificationofobjects.HomeShopping
225、1.OrderingPicking2.HomeReception3.ReturnFlow4.ChannelStructuresRecentTrendsinRetailLogistics1.Retailersincreasetheircontroloversecondarydistributionbychannellinganincreasingproportionoftheirsuppliesthroughdistributioncenters.2.Restructuringofretailerslogisticalsystemstoreduceinventoryandgenerallyimp
226、rovetheirefficiencythroughthedevelopmentofcompositedistribution,centralizationofslower-movingstockand,inthecaseofmixedretailbusinesses,theestablishmentofcommonstockrooms.3.QuickResponseisadoptedwiththeaimofcuttinginventorylevels.RecentTrendsinRetailLogistics4.Primarydistributionfromfactorytowarehous
227、eistoberationalized.5.Havingimprovedtheinternalefficiencyoftheirlogisticaloperations,manyretailersarecloselycollaboratingwithsupplierstomaximizetheefficiencyoftheretailsupplychainasawhole.6.Returnflowisincreasedofpackagingmaterialandhandlingequipmentforrecyclingorreuse.Unit 17 Reverse LogisticsConte
228、ntsI.DefinitionofReverseLogisticsII.CauseofReturnsIII.SignificanceofReverseLogisticsIV.ReverseLogisticsActivitiesV.ImplicationsofReverseLogisticsVI.EnvironmentalImpactofReverseLogisticsDefinitionofReverseLogisticsReverselogisticsisconcernedaboutthemovementsofpreviouslyshippedgoodsfromcustomersbackto
229、manufacturersordistributioncentersduetorepairs,recyclingorreturns.DefinitionofReverseLogisticsCauseofReturns1.ManufacturingReturnsWedefinemanufacturingreturnsasallthosecaseswherecomponentsorproductshavetoberecoveredintheproductionphase.Insum,manufacturingreturnsinclude:rawmaterialsurplusquality-cont
230、rolreturnsproductionleftovers/by-productsCauseofReturns2.DistributionReturnsDistributionreturnsreferstoallthosereturnsthatareinitiatedduringthedistributionphase.Itreferstoproductrecalls,commercialreturns,stockadjustmentsandfunctionalreturns.CauseofReturns3.CustomerReturnsB2Ccommercialreturnsbecauseo
231、freimbursementguaranteeswarrantyreturnsservicereturnslikerepairsandsparepartsend-of-usereturnsend-of-lifereturnsSignificanceofReverseLogistics1.Endoflifetake-backresponsibilities2.Increasedclaimsandrecalls3.Shorteningeconomiclifecycles4.Increasedcataloguesalesandfunctionselling5.Increasedrecycledcon
232、tentinnewproductsReverseLogisticsActivities1.AccordingtoTimeframeCollectionInspectionRe-processingDisposalofnon-reusableitemsRe-distributionofreusableitemstonewmarketsReverseLogisticsActivities2.AccordingtoMaterialImplicationsofReverseLogistics1.Themostsuccessfulreverselogisticssolutionsmergeefficie
233、ntforwardandreverseflowsintooneprocess.2.Reverselogisticsprogramsshouldbedevelopedprimarilyfor“uncontrollablereturns”andnotallreturns,whichalsoincludecontrollablereturns.3.Shorterproductlife-cyclesrequireafasterreturnoninvestmentfromallsystemsandprocessesofacompanyorsupplychain,includingthereverselo
234、gisticsprocess.ImplicationsofReverseLogistics4.Whencommunicationgapsormisinformationoccurs,physicalproducttendstofillinthegaps.5.Mostdistributionfacilitieswerenotdesignedtohandlereverseproductflows,norarepersonneltrainedtoeffectivelyorefficientlydecidewhethertoreshelf,repair,discardorreturnitemstove
235、ndors/suppliers.6.Goodproductqualityandefficientlogisticsprogramsontheforwardsideinvariablyreducethenumberofreturnsonthereverseside.EnvironmentalImpactofReverseLogisticsMany companies first focused on reverse logistics issues because of environmental concerns. Case studyCase study BCRGlobalTextilesT
236、EXAID The present situation in ChinaShanghai Green Source IndustryBackgroundThe benefits of textile recyclingResourcesAll banks are fireproof and will contain a fire should one occur inside. New pioneering collection system Class 4 onboard weighing system Live vehicle tracking Double access chutes T
237、he Company seek to minimise their environmental impact and prevent pollution by implementing an Environmental Management System (EMS)Continuouslyimprovetheirenvironmentalperformanceandputintopractice.Educate,trainandmotivateemployeesenvironmentalawareness.Considerenvironmentalcostsandimplicationswhe
238、nrequiringresourcesTEXAIDTEXAIDMany Swiss place their used clothes into a TEXAID plastic regularly sending by post office, or send to TEXAID recycling bins.The sorting facility The sorting facility employ about 60 employ about 60 specially trained specially trained staff. They examine staff. They ex
239、amine every item for every item for quality, composition, quality, composition, material, fashion material, fashion aspects, and further aspects, and further usability. usability. In this way it can be In this way it can be guaranteed that guaranteed that approximately 90% of approximately 90% of al
240、l clothes, shoes, all clothes, shoes, and household textiles and household textiles can be either worn or can be either worn or recycled.recycled.TEXAID turn over TEXAID turn over 15,000,00018,000,000 Swiss franc 15,000,00018,000,000 Swiss franc a year.a year.The present situation in ChinaThe presen
241、t situation in China no classificationno classification decentralized managementdecentralized management we devoted our out-dated we devoted our out-dated clothes as charity to the clothes as charity to the countrysidescountrysides no control of the primary no control of the primary chain chain Shan
242、ghai Green Source Industryestablished in 9 January , 2008. based on the service purposes as below: Urban innovation and sustainable development. In2011,Shanghaihasbeguntocarryoutthe textile textile recycling systemrecycling system. . Unit 18 Green LogisticsContentsI.DefinitionofGreenLogisticsII.Bene
243、fitsofGreenLogisticsIII.DevelopmentofGreenLogisticsIV.SomeMethodstoGreentheSupplyChainV.LegislationRegardingGreenLogisticsVI.BlueprintforGreenLogisticsDefinitionofGreenLogistics1.DefinitionofGreenLogisticsGreenlogistics,orecologicallogistics,referstounderstandingandminimizingtheecologicalimpactoflog
244、istics.Somegreenlogisticsactivitiescanbeclassifiedasreverselogistics.DefinitionofGreenLogistics2.TwoDimensionsofGreenLogisticsCompanyactionsaimedatmakingtheirownglobalsupplychainsmoreenergyefficientandlessenvironmentallyharmful.Ontheotherhand,stepsaimedatbringingacompanysproductsintocompliancewithfo
245、reigngovernmentregulations.BenefitsofGreenLogistics1.GreenLogisticsInitiativesBenefitsofGreenLogistics2.EnvironmentalBenefitsTherearestraightforward,low-costthingsthateverybusinesscandotomakeapositivedifferencetotheenvironment.Makingthesupplychainasgreenaspossibleneedntbearesource-intensiveprocess.B
246、enefitsofGreenLogistics3.BusinessBenefitsTherearetwomaintypesofbusinessbenefit:First,therearepotentialcostreductions.Thesecondbenefitrelatestocustomerpreferencesandenhancingyourreputation.DevelopmentofGreenLogistics1.“Greenness”becameacatchwordinthetransportationindustryinthelate1980sandearly1990s.2
247、.Duringtheearly1990stherewasanoutpouringofstudies,reportsandopinionpiecessuggestinghowtheenvironmentcouldbeincorporatedinthelogisticsindustry.3.Bytheendofthe1990smuchofthehyperboleandinterestintheenvironmentbythelogisticsindustryhadbeenspent.4.Atthebeginningofthe21stCentury,reverselogisticshasbeenit
248、smajorenvironmentalpre-occupation.SomeMethodstoGreentheSupplyChain1.OptimizeRoutingandConsolidation.2.ImproveFleetManagement.3.IncreaseGlobalTransportEfficiency.4.CreateSystem-generatedTasksandCommunications.5.TakeFullAdvantageofImprovedPackagingStrategies.6.DeliveronEnergyConservationStrategiesinth
249、eWarehouse.7.ImproveLaborManagement.LegislationRegardingGreenLogistics1.InEuropeAmajorpieceoflegislationistheEuropeanUnionDirectiveontheRestrictionofcertainHazardousSubstances(RoHS).AnotheroneisWasteElectricalandElectronicEquipment(WEEE).LegislationRegardingGreenLogistics2.IntheUnitedStatesTheUSEnvi
250、ronmentalProtectionAgencyiscontinuingtoplacepressureontheissueEachstatehasitsownenvironmentalprotectionregulations.LegislationRegardingGreenLogistics3.TwoMajorAsianCountriesChinaAdministrationontheControlofPollutionCausedbyElectronicInformationProductsJapanTheJapanGreenProcurementSurveyStandardizati
251、onInitiative(JGPSSI)TheHomeAppliancesRecyclingLawBlueprintforGreenLogisticsA healthy environment is critical for efficient transport and transport, through its capacity to open markets and promote economic growth is essential for effective and lasting environmental management. But the growing internationalization of trade has broadened the concept of logistics to global logistics.
