各种物流管理策略

按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,*,Chapter 2 Logistics strategy and planning,Focused on planning and the decision making that leads to good logistics plans that contribute to the financial goals of the firm.,Objectives of thefirm,Visioning process,Definitive plans,Corporate strategy,Functional strategy,Four components ofstrategy,Customers,Suppliers,Competitors,Company,Corporate strategy,The corporate strategy drivesthe functional strategies since theyare contained within the former,asshownin Figure 2-1.,Corporate strategy,Box 2.1 example,Xeror:to be No.1 in field service,Star Kist Food:supply-side strategy,marketingand logistics respondedwiththeirplan to control the potentialexcessinventories.,Logistics strategy,Threeobjectives:,cost reduction,warehouse location,transportmodes,capital reduction,shipping directly,public warehouse,service improvement,Logistics strategy,Box 2.2 example,Officemachine company:Traditionally,technicians were assigned from aservice center tothe customerrepair site.,Improve,when amachine broke down;a replacement machinewouldbe sent tothe customerand the broken machinesent to theservice center forrepair.,See figure 2-2,flow oflogistics planning.,Logistics strategy,Flow of LogisticsPlanning,各種物流管理,策,策略,基本策略,環境因應策略,減少物流時間,為,為基礎之策略,提高資產生產,力,力之物流策略,物流基本策略,最小總成本策,略,略,最高顧客服務,策,策略,最大利潤策略,最大競爭策略,環境因應策略,1,配銷策略,目標,成本,服務,環境變數,顧客變數,特性,服務水準,數量,訂貨型態,通路變數,結構,議價能力,績效,功能,產品變數,物徵,物流變數,運輸,存貨,設備,資訊,環境因應策略,2,供給策略,目標,連續性,協調性,成本,環境變數,物料-產品,價格,風險,市場：供給，,需,需求變動,供應商,可靠度,容量,品質,運送,整合性,物流變數,運輸,存貨,訂貨處理,協調,環境因應策略,3,國際物流策略,國際分工,物流效率生策,略,略,關稅優勢&物,流,流效率,比較利益,政府影響,財務因素,財務風險,貨幣匯率,公司環境,減少物流時間,之,之策略,及時化系統(Just-in-Time,JIT),與,與快速回應系,統,統(Quick-Response System,QR),條碼之應用,先進科技之應,用,用,EDI,VAN,直接送貨月台(Cross-Docking),提高資產生產,力,力之物流策略,直接由工廠送,貨,貨,第三者物流服,務,務(Third Party Logistics),Logistics planning,1.Level of planning,Strategic planning:,usually morethanone year.,Tactical planning:,usually lessthanone year.,Operationalplanning:,is short-range decisionmaking.,See table 2-1,examplesof strategic,tactical and operational decisionmaking.,Table2-1,Examples of strategic,tacticaland operational decision making.,Logistics planning,2.Major planningareas,Four major problemareas:,a.customer service levels,b.facility location,c.inventory decisions,d.transportation decisions,See Figure 2-3,the triangle of logisticsdecision making.,3.Conceptualizingthe logistics planningproblem,Links:the links ofthe networkrepresent the movementof goods between variousinventory storagepoints.,Nodes:the storagepoints,retail stores,warehouse,factories orvendors.,Logistics system:include product flow andinformationflow.,Ordercycletimeinventory levelscustomerservice.,affect,affect,4when to plan,a.logistics system not exist.,b.to modify the existing system.,(1)Demand,(2)Customer service:includes inventoryavailability,speed ofdelivery,and order-filling speed and accuracy.,(3)Product characteristics,Ex:productweight,volume(cube),value and risk.,(4)logistics costs,a.total cost.,b.to improvethe logistics system.,(5)Pricing policy,Ex f.o.b factory price vs.deliveredprice.,Guidelines for strategyformulation,1.Total costconcept,2.Differentiated distribution,3.Mixed strategy,4.Postponement,5.Consolidation,6.Standardization,Totalcost concept,Trade-off analysis:isthe recognition that cost patterns of various activities ofthe firm frequently display characteristics thatput them inconflict with oneanother.,Transportation service characteristics:Transportation costvs.Inventory cost.,The best economicchoiceoccurs at the point where thesum of bothcostsis lowest.(dashed line),(a)setting the customerservice level,improved customerservice level willreduce lostsalescost.,improved service usuallymeansthatmore must bepaidfor transportation,order processingand inventories.,(b)Determiningthe numberof warehouses,in alogisticssystem.,Whenthe numberof stocking pointsis increased,(1)transportationcostsdecline.,(2)inventorycostsrise.,(c),Setting safetystocklevels,Whensafety stock isincreased:,(1)customer service,(2)inventorycarrying cost,(3)lostsalescost,(4)transportationcostsremain relatively unaffected.,(d)Setting thesequenceof production runs for multiple products,As the production sequence ischanged.,1.inventory carryingcost,(massproduction),2.production costs,(setup times,changeovercost,),Box 2.4 Application,Marine productsmanufacturer constructing a warehouse in St.Louis,Consider transportation costsminimize,Consider inventory costsminimize,Constructing warehouse inChicago.,Final,thepartiallyconstructed warehouse and move theinventoryto Chicago,Differentiateddistribution,Not all products should be providedthesamelevelof customer service.,Differentcustomer service requirement,differentproduct characteristics,and different saleslevels.,Inventorylocation.,Transportationrate(vehicle loadvolumes),Salesvolume.,Fast-moving items,forward locations inthedistribution channel.,Medium volumeitems,in fewer regional locations.,Slow,moving items,centralized stockingpoints such asplants.,Differentiated