物流管理英文PPT物流管理英文PPT物流管理英文PPTCourseAdministrationTextbookBallou,RonaldH.,BusinessLogisticsManagement:Planning,Organizing,andcontrollingtheSupplychain,FifthEdition,PrenticeHall.ReferencesLambert,D,J.StockandEllram,Fundamentalsoflogisticsmanagement,McGrawHillinternationaleditions.Coyle,J.,E.BardiandC.LangleyJr.,Themanagementofbusinesslogistics:asupplychainperspective,7e,Thomsonlearning.通過閱讀文學(xué)作品，我們能提高文學(xué)鑒賞水平，培養(yǎng)文學(xué)情趣；物流管理英文PPT物流管理英文PPT物流管理英文PPTCou1CourseAdministrationTextbookBallou,RonaldH.,BusinessLogisticsManagement:Planning,Organizing,andcontrollingtheSupplychain,FifthEdition,PrenticeHall.ReferencesLambert,D,J.StockandEllram,Fundamentalsoflogisticsmanagement,McGrawHillinternationaleditions.Coyle,J.,E.BardiandC.LangleyJr.,Themanagementofbusinesslogistics:asupplychainperspective,7e,Thomsonlearning.CourseAdministrationTextbookOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?Example:askiwearmakerRetailseasonfromSeptoDecOver95%oftheproductsarenewdesignseachyearRetailstoresarelocatedinNorthAmericamostouterwear(parkas,pants,suits,shells,andjackets)areproducedinAsiaEachstylecomesinseveralcolorsandthereareseveralstyle/colorsintotalWhatneedstobedoneinordertomakeasale?Example:askiwearmakerRetail物流管理英文課件Example:Boeing787Example:Boeing787Example:Boeing787ThedesignofBoeing787wasfinishedinfourcountriesasUSA,Japan,Italian,andRussia.IntheprojectofBoeing787,morethan4millionpartswillbeproducedinmorethan40countries.Boeingonlyproducedlessthen10%partinthisproject.Andhewillassemblethepartsinhisownmanufactory.Example:Boeing787ThedesignExample:Boeing787WingJapanBodyItalianUndercarriageFranceRudderChinaWingJapanExample:Boeing787WingBodyUndExample:ThehubofFedExMemphisExample:ThehubofFedExMemphLouisvilleExample:ThehubofUPSLouisvilleExample:ThehubofExample:Thehub

inPacific-Asia廣州Example:ThehubinPacific-AExample:ThehubinEuropeanExample:ThehubinEuropeanChallengesChallengeHowtomakethemanufacturemoreefficiently,howtoconnectthedifferenceplantsmoretightly,howtoreducethecostandhowtoincreasetheservicelevel?Whatisthebasicsupporttothisperformance?OneanswerislogisticsBut,why?ChallengesChallengeWarehousingWarehousingTransportationTransportationVendors/plants/portsTransportationFactoryTransportationCustomersInformationflowsTheImmediateSupplyChainforanIndividualFirmCR(2004)PrenticeHall,Inc.1-2WarehousingWarehousingTransporValue-addedRoleProductionFormMarketing*PossessionLogisticsTimeandPlace*EngineeringandFinancemayalsobeinvolved.Value-addedRoleProductionMarLogistics–differentperspectiveManagementofmaterialsinmotionandatrest–InventoryGettingtherightproducttothecustomer,intherightquantity,intherightcondition,attherightplace,attherighttime,andattherightcost(calledthe“sevenRsoflogistics”)–CustomerThebranchofmilitarysciencehavingtodowithprocuring,maintaining,andtransportingmaterial,personnel,andfacilities-DictionaryLogistics–differentperspectLogistics–differentperspectiveThatpartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfrompointoforigintopointofconsumptioninordertomeetcustomerrequirements–CouncilofLogisticsManagementHandlingthedetailsofanactivity–CommoncultureLogistics–differentperspectEvolutionofSupplyChainManagementCR(2004)PrenticeHall,Inc.EvolutionofSupplyChainManaSubdivisionsofLogisticsMilitarylogisticsEventlogisticsLogisticsinmanufacturingLogisticsinservicesSubdivisionsofLogisticsMilit“…Logisticsalsoprovedaprobleminthisidyllicbutremotelocation.Thedaybeforethefestival,aplaneskiddedofftherunway,closingLijiangairportfortheday.Musicfans,mediaandperformersfoundthemselvesgrounded.ManyhadtotakeovernightbusridesfromKunmingtoLijiang.…ButgettingtoLijiangwasjustthebeginning.Thefestivalsiteitselfwasa45-minutedriveoutoftown,intheshadowofSnowMountain.Transportproblemsplaguedtheweekend,asituationmademoreunbearablebytheweather.”Turnedon,turnedinandwashedout,SCMP,Aug.24,2002“…“Asacombatarmsofficer,Ilearnedearlyonthatit’sthelogisticiansthatgetyoutothebattleandsustainyouinthebattle.”GeneralColinPowellFormerChairman,JointChiefsofStaff“Anarmymarchesonitsstomach!”“Asacombatarmsofficer,Il“Dr.Amy,themedicaldirectorofAmericanRedCross(ARC)’sregionalbloodcenterforthenorthernOhioregionlocatedinCleveland,wasinlowspirits.FollowingMarch,inwhichsevereoutdatingofbloodproductshadtakenplace,shewasfacinganextremeshortageofbloodinApril.ThesubstantialoutdatingofbloodproductsinMarchandtheirsevereshortageinAprilhadprovedverycostly.ShereflectedupontheARC’sstatedmission“ofprovidingthehighestqualitybloodcomponentsatthelowestpossiblecost.”ShewonderedifsomechangesinitsbloodinventorymanagementprogramwouldreduceoperatingcostsforARCandalsoincreasetheavailabilityofbloodtothehospitalsthatitsupplies.…”BusinessLogisticsManagement,RonaldH.Ballou“Dr.Amy,themedicaldirecto“IntwoyearsNationalSemiconductorreduceddistributioncostsby2.5percent,decreaseddeliverytimeby47percent,andincreasedsalesby34percentbyclosingsixwarehousesaroundtheglobeandair-freightingmicrochipstocustomersfromanewcentralizeddistributioncenterinSingapore.”Henkoff,R.Deliveringthegoods,Fortune,Nov.28,1994“IntwoyearsNationalSemiconOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?LogisticsObjectivesCustomerserviceCostAddvalueTimePlaceActivitiesOrderprocessingTransportationInventoryLocationWarehousingPackagingMaterialhandlingSourcingLogisticsObjectivesActivities

qualitydetailedproductionschedulingequipmentmaint.capacity

customerservicestandardspricingpackagingretaillocation

promotionmarketresearchproductmixsalesforcemanagement

productschedulingplantlocationpurchasing

transportinventoryorderprocessingmaterialhandlingProduction/OperationsLogisticsMarketingqualitycustomerpromotionpLogisticsandFinance/AccountingROA=(revenue-expenses)/assetsLogisticscanimpactROAinseveralwaysinventoryisanassetonthebalancesheetutilizationoflogisticsrelatedassetslogisticscostLogisticsmanagershavetojustifyinvestmentinlogistics-relatedassets.Accountingsystemsarecriticalforprovidingcostinformationforlogistics

LogisticsandFinance/AccountiTheImportanceandChallengeLogisticscreatesvaluestocustomers;Thecostsaresignificant;Logisticscangaincompetitiveadvantage.Productlifecyclesbecomeshorterandshorter;Supplychainbecomemorecomplex;ProductvarietyincreasesTheImportanceandChallengeLoCompetitiveadvantageDellSelldirectlyfromitswebsiteandcall-centersBuildtoorderOutsourcecomponentproductionandexpressshippingZaraSpeedtomarketinaroundfiveweeks(industrynorm:6-9months)AvoidmassproductionWal-MartCollaborativeplanningforecastingandreplenishmentCross-dockingRFIDCompetitiveadvantageDellOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?LogisticsTriangleCustomerServiceTransportationInventoryLocationLogisticsTriangleCustomerTraOtherIssuesWarehousingInternationallogisticsReverselogisticsITissuesEDI,Internet,ERPandothersSourcingOtherIssuesWarehousingPlant:HoustonMarket:ChicagoProductioncost:$8PriceatMarket:$15Transportationandstoragecost(percwt):$5Weightpershirt:1poundExample:currentpracticePlant:Market:Productioncost:Example:analternativeRawmaterials:HoustonPlant:ChinaMarket:ChicagoImportduty:$0.5Productioncost:$4

Transportationandstoragecosts(percwt.):$6Weightofrawmaterial:1poundShippingcost(percwt.):$2Example:analternativeRawmatExample:questionsFromalogistics-productioncoststandpoint,shouldtheshirtbeproducedinChina?Whatadditionalconsiderations,otherthantheabovelogistics-productiontradeoff,mightbeconsideredbeforemakingafinaldecision?Example:questionsFromalogisOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?DecisionareaStrategicTacticalOperationalTransportationModeselectionSeasonalequip-mentleasingDispatchingInventoriesLocation,ControlpoliciesSafetystocklevelsOrderfillingOrderprocessingOrderentry,transmittal,andprocessingsystemdesignProcessingorders,FillingbackordersPurchasingDevelopmentofsupplier-buyerrelationsContracting,ForwardbuyingExpeditingWarehousingHandlingequipmentselection,LayoutdesignSpaceutilizationOrderpickingandrestockingFacilitylocationNumber,size,andlocationofwarehousesStrategic,Tactical,andOperationalPlanningDecisionareaStrategicTacticalGuidelinesforLogisticsPlanningTotalcostconceptsDifferentiateddistributionPostponementConsolidationStandardizationGuidelinesforLogisticsPlannTotalcostconceptsRailTruckAirCostCostoftransportationInventorycostInventoryandtransportationcoststrade-offTotalcostconceptsRailTruckAiCostCostoftransportation,orderprocessingandinventoryLostsalescostCostvs.customerservicelevelImprovedcustomerserviceCostCostoftransportation,orCostInventorycostRevenueTransportationcostRevenueIncreasingnumberofstockingpointsSettingnumberofstockingpointsCostInventorycostRevenueTransCostInventoryholdingcostLostsalescostSettinginventorylevelAverageinventorylevelCostInventoryholdingcostLostCostInventoryholdingcostTransportationcostSettingthefrequencyofdeliveryDeliveryintervalCostInventoryholdingcostTranDifferentiateddistributionIdea:notallproductsorcustomersshouldbetreatedthesameway.Example1:availabilityAitem:gasolineBitem:tires,batteries,oil,greaseand transmissionfluidCitem:valvestems,windshieldwiper blades,radiatorcaps,hoses,fan belts,carwaxDifferentiateddistributionIdeExample2:customerCentralwarehouseLocalwarehouseLocalwarehousecustomercustomercustomercustomer……customerExample2:customerCentralLocExample3:orderstatusCUSTOMERExample3:orderstatusCUSTOMEPostponementManyretailersdonotkeepinventoryotherthansamples.(time)DellComputerconfigurescomputersystemstocustomerorders.(form)Steelservicecenterscutstandardshapesandsizesofsteelproductsintocustomproductsforcustomers(form)PostponementManyretailersdoCentralIdea

Toavoidshipping(keeping)goodsinanticipationofwhendemandwilloccur(timepostponement)andtoavoidcreatingtheformofthefinalproductinanticipationofthatform(formpostponement)Chocolate5Vanilla5

demand=8

demand=2Plain10AddchocolateflavorAddvanillaflavorCentralIdeaChocolate5VanillApplicabilityTechnology&processdesignFeasibletodecoupleprimaryandpostponedoperationsLimitedcomplexityofcustomizingQuickcustomizationProductHighcommonalityofmodulesHighvaluedensityofproductsMarketShortproductlifecyclesDemanduncertaintyVariedmarketsandcustomersApplicabilityTechnology&procConsolidationInventoryVehicleconsolidationWarehouseconsolidationTemporalconsolidationConsolidationInventoryStandardizationLogisticscostincreaseswhenproductvarietyincreasesExample:automakerscreateproductvarietybyaddingorsubstitutingoptionsatthepointofsales;DifferentmodelsofcomputerssharealotofcommoncomponentsStandardcontainersStandardizationLogisticscost謝謝觀賞謝謝觀賞52物流管理英文PPT物流管理英文PPT物流管理英文PPTCourseAdministrationTextbookBallou,RonaldH.,BusinessLogisticsManagement:Planning,Organizing,andcontrollingtheSupplychain,FifthEdition,PrenticeHall.ReferencesLambert,D,J.StockandEllram,Fundamentalsoflogisticsmanagement,McGrawHillinternationaleditions.Coyle,J.,E.BardiandC.LangleyJr.,Themanagementofbusinesslogistics:asupplychainperspective,7e,Thomsonlearning.通過閱讀文學(xué)作品，我們能提高文學(xué)鑒賞水平，培養(yǎng)文學(xué)情趣；物流管理英文PPT物流管理英文PPT物流管理英文PPTCou53CourseAdministrationTextbookBallou,RonaldH.,BusinessLogisticsManagement:Planning,Organizing,andcontrollingtheSupplychain,FifthEdition,PrenticeHall.ReferencesLambert,D,J.StockandEllram,Fundamentalsoflogisticsmanagement,McGrawHillinternationaleditions.Coyle,J.,E.BardiandC.LangleyJr.,Themanagementofbusinesslogistics:asupplychainperspective,7e,Thomsonlearning.CourseAdministrationTextbookOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?Example:askiwearmakerRetailseasonfromSeptoDecOver95%oftheproductsarenewdesignseachyearRetailstoresarelocatedinNorthAmericamostouterwear(parkas,pants,suits,shells,andjackets)areproducedinAsiaEachstylecomesinseveralcolorsandthereareseveralstyle/colorsintotalWhatneedstobedoneinordertomakeasale?Example:askiwearmakerRetail物流管理英文課件Example:Boeing787Example:Boeing787Example:Boeing787ThedesignofBoeing787wasfinishedinfourcountriesasUSA,Japan,Italian,andRussia.IntheprojectofBoeing787,morethan4millionpartswillbeproducedinmorethan40countries.Boeingonlyproducedlessthen10%partinthisproject.Andhewillassemblethepartsinhisownmanufactory.Example:Boeing787ThedesignExample:Boeing787WingJapanBodyItalianUndercarriageFranceRudderChinaWingJapanExample:Boeing787WingBodyUndExample:ThehubofFedExMemphisExample:ThehubofFedExMemphLouisvilleExample:ThehubofUPSLouisvilleExample:ThehubofExample:Thehub

inPacific-Asia廣州Example:ThehubinPacific-AExample:ThehubinEuropeanExample:ThehubinEuropeanChallengesChallengeHowtomakethemanufacturemoreefficiently,howtoconnectthedifferenceplantsmoretightly,howtoreducethecostandhowtoincreasetheservicelevel?Whatisthebasicsupporttothisperformance?OneanswerislogisticsBut,why?ChallengesChallengeWarehousingWarehousingTransportationTransportationVendors/plants/portsTransportationFactoryTransportationCustomersInformationflowsTheImmediateSupplyChainforanIndividualFirmCR(2004)PrenticeHall,Inc.1-2WarehousingWarehousingTransporValue-addedRoleProductionFormMarketing*PossessionLogisticsTimeandPlace*EngineeringandFinancemayalsobeinvolved.Value-addedRoleProductionMarLogistics–differentperspectiveManagementofmaterialsinmotionandatrest–InventoryGettingtherightproducttothecustomer,intherightquantity,intherightcondition,attherightplace,attherighttime,andattherightcost(calledthe“sevenRsoflogistics”)–CustomerThebranchofmilitarysciencehavingtodowithprocuring,maintaining,andtransportingmaterial,personnel,andfacilities-DictionaryLogistics–differentperspectLogistics–differentperspectiveThatpartofthesupplychainprocessthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,services,andrelatedinformationfrompointoforigintopointofconsumptioninordertomeetcustomerrequirements–CouncilofLogisticsManagementHandlingthedetailsofanactivity–CommoncultureLogistics–differentperspectEvolutionofSupplyChainManagementCR(2004)PrenticeHall,Inc.EvolutionofSupplyChainManaSubdivisionsofLogisticsMilitarylogisticsEventlogisticsLogisticsinmanufacturingLogisticsinservicesSubdivisionsofLogisticsMilit“…Logisticsalsoprovedaprobleminthisidyllicbutremotelocation.Thedaybeforethefestival,aplaneskiddedofftherunway,closingLijiangairportfortheday.Musicfans,mediaandperformersfoundthemselvesgrounded.ManyhadtotakeovernightbusridesfromKunmingtoLijiang.…ButgettingtoLijiangwasjustthebeginning.Thefestivalsiteitselfwasa45-minutedriveoutoftown,intheshadowofSnowMountain.Transportproblemsplaguedtheweekend,asituationmademoreunbearablebytheweather.”Turnedon,turnedinandwashedout,SCMP,Aug.24,2002“…“Asacombatarmsofficer,Ilearnedearlyonthatit’sthelogisticiansthatgetyoutothebattleandsustainyouinthebattle.”GeneralColinPowellFormerChairman,JointChiefsofStaff“Anarmymarchesonitsstomach!”“Asacombatarmsofficer,Il“Dr.Amy,themedicaldirectorofAmericanRedCross(ARC)’sregionalbloodcenterforthenorthernOhioregionlocatedinCleveland,wasinlowspirits.FollowingMarch,inwhichsevereoutdatingofbloodproductshadtakenplace,shewasfacinganextremeshortageofbloodinApril.ThesubstantialoutdatingofbloodproductsinMarchandtheirsevereshortageinAprilhadprovedverycostly.ShereflectedupontheARC’sstatedmission“ofprovidingthehighestqualitybloodcomponentsatthelowestpossiblecost.”ShewonderedifsomechangesinitsbloodinventorymanagementprogramwouldreduceoperatingcostsforARCandalsoincreasetheavailabilityofbloodtothehospitalsthatitsupplies.…”BusinessLogisticsManagement,RonaldH.Ballou“Dr.Amy,themedicaldirecto“IntwoyearsNationalSemiconductorreduceddistributioncostsby2.5percent,decreaseddeliverytimeby47percent,andincreasedsalesby34percentbyclosingsixwarehousesaroundtheglobeandair-freightingmicrochipstocustomersfromanewcentralizeddistributioncenterinSingapore.”Henkoff,R.Deliveringthegoods,Fortune,Nov.28,1994“IntwoyearsNationalSemiconOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?LogisticsObjectivesCustomerserviceCostAddvalueTimePlaceActivitiesOrderprocessingTransportationInventoryLocationWarehousingPackagingMaterialhandlingSourcingLogisticsObjectivesActivities

qualitydetailedproductionschedulingequipmentmaint.capacity

customerservicestandardspricingpackagingretaillocation

promotionmarketresearchproductmixsalesforcemanagement

productschedulingplantlocationpurchasing

transportinventoryorderprocessingmaterialhandlingProduction/OperationsLogisticsMarketingqualitycustomerpromotionpLogisticsandFinance/AccountingROA=(revenue-expenses)/assetsLogisticscanimpactROAinseveralwaysinventoryisanassetonthebalancesheetutilizationoflogisticsrelatedassetslogisticscostLogisticsmanagershavetojustifyinvestmentinlogistics-relatedassets.Accountingsystemsarecriticalforprovidingcostinformationforlogistics

LogisticsandFinance/AccountiTheImportanceandChallengeLogisticscreatesvaluestocustomers;Thecostsaresignificant;Logisticscangaincompetitiveadvantage.Productlifecyclesbecomeshorterandshorter;Supplychainbecomemorecomplex;ProductvarietyincreasesTheImportanceandChallengeLoCompetitiveadvantageDellSelldirectlyfromitswebsiteandcall-centersBuildtoorderOutsourcecomponentproductionandexpressshippingZaraSpeedtomarketinaroundfiveweeks(industrynorm:6-9months)AvoidmassproductionWal-MartCollaborativeplanningforecastingandreplenishmentCross-dockingRFIDCompetitiveadvantageDellOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?LogisticsTriangleCustomerServiceTransportationInventoryLocationLogisticsTriangleCustomerTraOtherIssuesWarehousingInternationallogisticsReverselogisticsITissuesEDI,Internet,ERPandothersSourcingOtherIssuesWarehousingPlant:HoustonMarket:ChicagoProductioncost:$8PriceatMarket:$15Transportationandstoragecost(percwt):$5Weightpershirt:1poundExample:currentpracticePlant:Market:Productioncost:Example:analternativeRawmaterials:HoustonPlant:ChinaMarket:ChicagoImportduty:$0.5Productioncost:$4

Transportationandstoragecosts(percwt.):$6Weightofrawmaterial:1poundShippingcost(percwt.):$2Example:analternativeRawmatExample:questionsFromalogistics-productioncoststandpoint,shouldtheshirtbeproducedinChina?Whatadditionalconsiderations,otherthantheabovelogistics-productiontradeoff,mightbeconsideredbeforemakingafinaldecision?Example:questionsFromalogisOutlineWhatislogistics?LogisticsinafirmMainissuesinlogisticsmanagementLogisticsplanningOutlineWhatislogistics?DecisionareaStrategicTacticalOperationalTransportationModeselectionSeasonalequip-mentleasingDispatchingInventoriesLocation,ControlpoliciesSafetystocklevelsOrderfillingOrderprocessingOrderentry,transmittal,andprocessingsystemdesignProcessingorders,FillingbackordersPurchasingDevelopmentofsupplier-buyerrelationsContracting,ForwardbuyingExpeditingWarehousingHandlingequipmentselection,LayoutdesignSpaceutilizationOrderpickingandrestockingFacilitylocationNumber,size,andlocationofwarehousesStrategic,Tactical,andOperationalPlanningDecisionareaStrategicTacticalGuidelinesforLogisticsPlanningTotalcostconceptsDifferentiateddistributionPostponementConsolidationStandardizationGuidelinesforLogisticsPlannTotalcostconceptsRailTruckAirCostCostoftransportationInventorycostInventoryandtransportationcoststrade-offTotalcostconceptsRailTruckAi