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1、 1-1McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.1Supply Chain Logistics ManagementChapter 2: Lean Logistics 1-2McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition.
2、Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Logistics nLogistics Logistics is the work required to move and position inventory throughout a supply chain. It is a combination of a firms order management, inventory, transportation, warehousing, ma
3、terials handling, and packaging as integrated system.2 1-3McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Lean Logistics nLean Logistics Lean logistics refers to the superior ability
4、 to design and administer system to control movement and geographical positioning of raw materials, work-in-process, and finished inventories at the lowest total cost.3 1-4McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hil
5、l Companies, Inc. All rights reserved.Source: Robert V. Delaney, 11th Annual “State Of Logistics Report” June 5, 20001980GDP $2.88 trillionLogistics Cost $451 billion15.7% of GDPTrans. Cost $214 billion47.5 % of Logistics Cost1999GDP $9.26 trillionLogistics Cost $921 billion9.9% of GDPTrans. Cost $5
6、54 billion60.2 % of Logistics CostLogisticsTransportation$ billion0100200300400500600700800900198019991000YearUnited States Logistics Costs 1-5McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights
7、reserved.Logistical Value PropositionnService Benefit Availability involves having inventory to consistently meet customer material or product requirements. Operational performance deals with the time required to deliver a customers order. Service reliability involves the quality attributes of logis
8、tics. It is essential to identify and implement inventory availability and operational performance measurements. 1-6McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Logistical Value P
9、ropositionnCost minimization Managers had traditionally focused on minimizing functional cost, such as transportation, with the expectation that such effort would achieve the lowest combined cost. Development of the total cost concept open the door to examining how functional cost interrelate and im
10、pact each other. 1-7McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Logistical Value PropositionnLogistics Value Generation Significant advances need to be made in the development of
11、 tools to aid the costservice trade-offs. The key is to master the art of matching operating competency and commitment to key customer expectation and requirements. 1-8McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Co
12、mpanies, Inc. All rights reserved.Integrated LogisticsOrderProcessingInventoryTransportationFacilityNetworkWarehousingMaterial HandlingPackaging 1-9McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All ri
13、ghts reserved.The Work of LogisticsnOrder Processing Real-time based order system Forecasting and communication of customer requirements 1-10McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights re
14、served.The Work of LogisticsnInventory (Maximum inventory turn while satisfying service commitments ) (1) Core customer segmentation (2) Product profitability (3) Transportation integration (4) Time-based performance (5) Competitive performance 1-11McGraw-Hill/IrwinSupply Chain Logistics Management,
15、 First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.The Work of LogisticsnTransportation Cost is the payment for shipment between two geographical locations and the expense related maintaining in-transit inventory. Speed of transportatio
16、n is the time required to complete a specific movement. Consistency of transportation refers to variation in time required to perform a specific movement over a number of shipments. 1-12McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by
17、The McGraw-Hill Companies, Inc. All rights reserved.The Work of LogisticsnWarehousing, Materials Handling, and Packing Warehousing The decision is broader than simply selecting a facility to store inventory since many value adding activities may be performed. Materials Handling Products must be rece
18、ived, moved, stored, sorted, and assembled to meet customer order requirements. Packing To facilitate handling efficiency, products in the form of cans, bottles, or boxes are typically combined into larger units, typically called the master carton. 1-13McGraw-Hill/IrwinSupply Chain Logistics Managem
19、ent, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.The Work of LogisticsnFacility Network Network design is concerned with determining the number and location of all types of facilities required to perform logistics work. It is also
20、 necessary to determine what inventory and how much to stock at each facility as well as the assignment of customer. 1-14McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Logistical In
21、tegrationCustomersEnterpriseMarketDistributionManufacturingSupportProcurementSuppliersInformation FlowInventory Flow 1-15McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Market Distri
22、butionOperating ConcernsMarket Distribution:Activities related to providing customer service. Requires performing order receipt and processing, deploying inventories, storage and handling, and outbound transportation within a supply chain. Includes the responsibility to coordinate with marketing pla
23、nning in such areas as pricing, promotional support, customer service levels, delivery standards, handling return merchandise, and life-cycle support. The primary market distribution objective is to assist in revenue generation by providing strategically desired customer service levels at the lowest
24、 total cost. 1-16McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Manufacturing Support Operating ConcernsManufacturing Support:Activities related to planning, scheduling, and support
25、ing manufacturing operations. Requires master schedule planning and performing work-in-process storage, handling, transportation, and time phasing of components. Includes the responsibility for storage of inventory at manufacturing sites and maximum flexibility in the coordination of geographic and
26、final assemblies postponement between manufacturing and market distribution operations. 1-17McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.ProcurementOperating ConcernsProcurement:A
27、ctivities related to obtaining products and materials from outside suppliers. Requires performing resource planning, supply sourcing, negotiation, order placement, inbound transportation, receiving and inspection, storage and handling, and quality assurance. Includes the responsibility to coordinate
28、 with suppliers in such areas as scheduling, supply continuity, hedging, and speculation, as well as research leading to new sources or programs. The primary procurement objective is to support manufacturing or resale organizations by providing timely purchasing at the lowest total cost. 1-18McGraw-
29、Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Logistics Information RequirementsStrategicObjectivesCapacityConstraintsLogisticsRequirementsManufacturingRequirementsProcurementRequirements
30、OrderProcessingOrderAssignmentDistributionOperationsTransportationand ShippingProcurementInventoryDeploymentInventory ManagementPLANNING - COORDINATIONOPERATIONSForecasting 1-19McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGra
31、w-Hill Companies, Inc. All rights reserved.Planning CoordinationnStrategic objectives nCapacity constraintsnLogistical requirementsnInventory deploymentnManufacturing requirementsnProcurement requirementsnForecasting 1-20McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Cl
32、oss, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.OperationsnOrder processingnDistribution operationsnInventory managementnTransportation and shippingnProcurement 1-21McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper.
33、Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.nThe following slides are prepared just for you reference. 1-22McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.E
34、cheloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterRetailerCustomerINFORMATION FLOWS 1-23McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Compa
35、nies, Inc. All rights reserved.Echeloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterRetailerCustomerSupport forDirect DeliveryINFORMATION FLOWS 1-24McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox,
36、Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Flexible Echeloned Structured LogisticsSupplierIndustrialDistribution orConsolidationWarehouseManufacturerWholesaler orDistributionCenterRetailerCustomerSupport forDirect DeliveryFlow ThroughService Supplier Arr
37、angementsFlow ThroughService Supplier ArrangementsINFORMATION FLOWS 1-25McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Process View: Cycle View of SCsCustomer Order CycleReplenishme
38、nt CycleManufacturing CycleProcurement CycleCustomerRetailerDistributorManufacturerSupplierinterfaceinterfaceinterfaceinterface 1-26McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Lo
39、gistical Performance CyclesNodeTransportation LinksCommunicationLinksMaterialSourceLead Supplier(Tier 1)ManufacturingPlantDistributorsCustomerPurchasingCycleManufacturingSupportCyclePhysicalDistributionCycle 1-27McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and
40、Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.MaterialSourceMaterialSourceMaterialSourceManufacturingPlantPlantWarehouseDistributionWarehouseCustomerManufacturingPlantPlant WarehouseDistributionWarehouseCustomerManufacturingPlantPlantWarehouseDistributionWarehouseCust
41、omer123Multi-Echeloned Flexible Network 1-28McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Customer Order Cycle nAt the customer/retailer interfacenIncludes all processes directly i
42、nvolved in receiving and filling the customers order:Customer arrivalCustomer order entryCustomer order fulfillmentCustomer order receiving 1-29McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights
43、 reserved.Basic Market Distribution Performance-Cycle ActivitiesOrderProcessingOrderTransmissionCustomerOrderOrderSelectionOrderTransportationCustomerDelivery 1-30McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Compani
44、es, Inc. All rights reserved.Replenishment Cycle nAt the retailer /distributor interfacenIncludes all processes involved in replenishing retailer inventory:Retailer order triggerRetailer order entryRetailer order fulfillmentRetailer order receiving 1-31McGraw-Hill/IrwinSupply Chain Logistics Managem
45、ent, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Manufacturing Cycle nAt the distributor/manufacturer interfacenIncludes all processes involved in replenishing distributor (or retailer) inventory:Order arrival from distributor, re
46、tailer, or customerProduction schedulingManufacturing and shippingReceiving at the distributor, retailer, or customer 1-32McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Procurement
47、Cycle nAt the manufacturer/supplier interfaceIncludes all processes necessary to ensure that material are available for manufacturing according to schedule.nKey point: A cycle view of the SC Clearly defines the processes involved and the owners of each process. Useful in operational decisions, speci
48、fies the roles and responsibilities of each member of the SC and the desired outcome for each process. 1-33McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Procurement-Cycle Activitie
49、sSourcingOrder Placementand ExpeditingReceivingTransportationSupplier 1-34McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Performance-Cycle UncertaintyOrderTransmissionTime Range - D
50、ays1/231CustomerDeliveryTime Range - Days1/231OrderTransportationTime Range - Days2104OrderSelectionTime Range - Days1202OrderProcessingTime Range - Days142Total Performance CycleTime Range - Days54010 1-35McGraw-Hill/IrwinSupply Chain Logistics Management, First Edition. Bowersox, Closs, and Cooper. Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.Process View: Push/Pull View of SCsProcurement,Manufacturing andReplenishment cyclesCustomer OrderCycleCustomerOrder ArrivesPUSH PROCESSESPULL PROCESSES
