1、Chapter 2 Logistics strategy and planning qFocused on planning and the decision making that leads to good logistics plans that contribute to the financial goals of the firm.Objectives of the firmVisioning processDefinitive plansCorporate strategyFunctional strategyFour components of strategyCustomer

2、sSuppliersCompetitorsCompanyCorporate strategy The corporate strategy drives the functional strategies since they are contained within the former, as shown in Figure 2-1.Corporate strategy Box 2.1 example Xeror : to be No. 1 in field service Star Kist Food : supply-side strategy, marketing and logis

3、tics responded with their plan to control the potential excess inventories. Logistics strategy Three objectives :1. cost reduction warehouse location, transport modes2. capital reduction shipping directly, public warehouse3. service improvement Logistics strategy qBox 2.2 exampleOffice machine compa

4、ny :Traditionally, technicians were assigned from a service center to the customer repair site.Improve when a machine broke down; a replacement machine would be sent to the customer and the broken machine sent to the service center for repair. See figure 2-2, flow of logistics planning. Logistics st

5、rategy Flow of Logistics Planning各種物流管理策略 基本策略 環(huán)境因應(yīng)策略 減少物流時間為基礎(chǔ)之策略 提高資產(chǎn)生產(chǎn)力之物流策略物流基本策略 最小總成本策略 最高顧客服務(wù)策略 最大利潤策略 最大競爭策略環(huán)境因應(yīng)策略1 配銷策略 目標(biāo) 成本 服務(wù) 環(huán)境變數(shù) 顧客變數(shù) 特性 服務(wù)水準(zhǔn) 數(shù)量 訂貨型態(tài) 通路變數(shù) 結(jié)構(gòu) 議價能力 績效 功能 產(chǎn)品變數(shù) 物徵 物流變數(shù) 運(yùn)輸 存貨 設(shè)備 資訊環(huán)境因應(yīng)策略2 供給策略 目標(biāo) 連續(xù)性 協(xié)調(diào)性 成本 環(huán)境變數(shù) 物料-產(chǎn)品 價格 風(fēng)險 市場：供給，需求變動 供應(yīng)商 可靠度 容量 品質(zhì) 運(yùn)送 整合性 物流變數(shù) 運(yùn)輸 存貨 訂貨處理 協(xié)

6、調(diào)環(huán)境因應(yīng)策略3 國際物流策略 國際分工 物流效率生策略 關(guān)稅優(yōu)勢&物流效率比較利益 政府影響 財務(wù)因素 財務(wù)風(fēng)險 貨幣匯率 公司環(huán)境減少物流時間之策略 及時化系統(tǒng)(Just-in-Time, JIT)與快速回應(yīng)系統(tǒng)(Quick-Response System, QR) 條碼之應(yīng)用 先進(jìn)科技之應(yīng)用 EDI, VAN 直接送貨月臺(Cross-Docking)提高資產(chǎn)生產(chǎn)力之物流策略 直接由工廠送貨 第三者物流服務(wù)( Third Party Logistics)Logistics planning Strategic planning : usually more than one year.T

7、actical planning : usually less than one year.Operational planning : is short-range decision making.vSee table 2-1, examples of strategic, tactical and operational decision making.Table 2-1, Examples of strategic, tactical and operational decision making.Logistics planning Four major problem areas:a

8、. customer service levelsb. facility locationc. inventory decisionsd. transportation decisions?See Figure 2-3, the triangle of logistics decision making.Links: the links of the network represent the movement of goods between various inventory storage points.Nodes: the storage points retail stores, w

9、arehouse, factories or vendors.Logistics system : include product flow and information flow.Order cycle time inventory levels customer service. affectaffect4 when to plan a. logistics system not exist.b. to modify the existing system.(1) Demand(2) Customer service : includes inventory availability,

10、speed of delivery, and order-filling speed and accuracy.(3) Product characteristics Ex: product weight, volume (cube), value and risk.(4) logistics costsa.total cost. b.to improve the logistics system.(5) Pricing policyEx f.o.b factory price vs. delivered price.1.Total cost concept2.Differentiated d

11、istribution3.Mixed strategy4.Postponement5.Consolidation6.StandardizationTotal cost concept qTrade-off analysis : is the recognition that cost patterns of various activities of the firm frequently display characteristics that put them in conflict with one another. aTransportation service characteris

12、tics : Transportation cost vs. Inventory cost.aThe best economic choice occurs at the point where the sum of both costs is lowest. (dashed line)vimproved customer service level will reduce lost sales cost.vimproved service usually means that more must be paid for transportation, order processing and

13、 inventories.When the number of stocking points is increased (1) transportation costs decline.(2) inventory costs rise.When safety stock is increased:(1) customer service (2) inventory carrying cost (3) lost sales cost (4) transportation costs remain relatively unaffected.As the production sequence

14、is changed.1.inventory carrying cost (mass production)2.production costs (setup times changeover cost )Box 2.4 Application Marine products manufacturer constructing a warehouse in St. Louis Consider transportation costs minimize Consider inventory costs minimize Constructing warehouse in Chicago. Fi

15、nal, the partially constructed warehouse and move the inventory to ChicagoDifferentiated distribution Not all products should be provided the same level of customer service. Different customer service requirement, different product characteristics, and different sales levels. Inventory location. Tra

16、nsportation rate (vehicle load volumes) Sales volume.Differentiated distribution See Box 2.5 application.A small specialty chemical company.All products were produced at a single location.All large customer orders (top 10% of the companys volume), will to be shipped direct to customers from the plan

17、t.Other small shipment sizes, were to be shipped out of two strategically located warehouse.Saved 20% distribution costs.Others: regular distribution channel might be to fill orders from warehouses. out-of-stock, a backup distribution might be to fill orders from secondary stocking points.Mixed stra

18、tegyThe concept of a mixed strategy is similar to that of differentiated distribution.See Box 2-6 application.Drug retailer: Six warehouses was used to service about 1000 stores.Strategy:1.Private warehouses and trucks to provide high levels of service to the stores.2.Use some public (for rent) ware

19、house space, could offer lower total costs.Mixed strategyA total cost curve for single and mixed warehousing strategies.Postponement The time of shipment and the location of final product processing in the distribution of a product should be delayed until a customer order is received.Ex: Dell comput

20、er corporation, practices form postponement by configuring microcomputer system to customer order from available options.Postponement type Postponement is favored when the following characteristics appear to be present: Technology & process characteristics Product characteristics Market characteristicsConsolidation Creating large shipments from small ones. Ex: customer orders arriving at a warehouse might be combined with orders received at a later time period.Box 2.9 applicationBA firm had a master warehouse in the Rochester, NY.BThe merchandise consiste