Академический Документы
Профессиональный Документы
Культура Документы
Service
By: Akash Jain
Logistics Interface with marketing
Increasingly, organizations are recognizing the
importance of integrating their marketing and logistics
activities.
DEPENDABILITY COMMUNICATIONS
Guaranteed fixed Easy of order taking,
delivery times of and requeries
accurate, undamaged response.
orders.
TIME
Usually order fulfilment
cycle time.
COMPONENTS OF CUSTOMER SERVICE
TECHNOLOGICAL FORCES
Knowledge diffusion across national boundaries, hence
need for technology sharing to be competitive
Global location of R&D facilities
Close to production (as product cycles get shorter)
Close to expertise (Indian programmers?)
Why GSCM????
GLOBAL COST FACTORS
Availability of skilled/unskilled labor at lower cost
Integrated supplier infrastructure (as suppliers become
more involved in design)
Capital intensive facilities like tax breaks, price breaks
etc.
Inventory
Performance Management
Metrics
Global Supply
Chain Management
Organizational
Design and Key Customer
Training and Supplier
Requirements Relationships
Information
Business Plant and Systems
Processes Distribution
Center Network
Design
Global SCM Factors
Costs
- Local labor rates / International freight tariffs
- Currency exchange rates
Customs Duty
- Duty rates differ by commodity and level of assembly
- Impact of GATT/WTO: Changes over time
Export Regulations & Local Content
- Denied parties list / Export licenses
- Local content requirement for government purchases
Time
Lead time /Cycle time /Transit time /Customs clearance
Taxes on Corporate Income
- Tax havens and not havens
- Make vs. buy effect
Designing Supply Chain Network involves
determining and defining following Elements:
Market Structure
Demand Plotting or Estimation
Market Segment
Procurement Cost
Product /Conversion Costs
Logistics Costs including Inventory holding costs
Over heads
Cost of Sales
Network Design aims to define:
Best fit Procurement model - Buying decision and processes- JIT, Kanban,
procurement cost models etc.
31
Benchmarking
A control process.
Involving employees in the process of evaluation and
change.
Philosophy one of self control rather than imposed
control, where the person most closely associated
with the task is involved in the cross measurement
and assessment of practice.
Places personnel in a position where their
unquestioned beliefs (paradigm) may be challenged ,
creating opportunities for innovation and learning.
32
Benchmarking Logistics
Processes
One method to measure and compare the output. A
form of reactive control.
Alternative to concentrate on the processes which
requires a number of steps:
1 Understand the process. Use those most closely involved
and develop flowcharts
2 Identify critical points
33
Mapping Supply Chain Processes
Producing a flow chart the first step and highlighting
value adding time and non-value adding time.
Value Adding Time:
Time that results in increased value for the customer
Non Value Adding Time:
Elimination of this time or activity would not reduce the perceived
value of the ultimate consumer.
34
Cost and Value added:
Value
Added Transport
Customer
Finished
Time place Regional order
product
& form Stock
perception Production
Raw
material
Time!
Cost Added
Production, Storage & transport costs & the time value of money
Adapted from Christopher, M., (1998), Logistics and Supply Chain Management. Strategies
for Reducing Cost and Improving Service, Financial Times Pitman Publishing, London. pp 111.
35
Suppliers and Distributors
Involve inbound and outbound elements of the
value system. Their cost will add to the
ultimate cost!
Establish and Encourage:
Commitment to continuous improvement.
Acceptance of innovation and change.
Use of regular and formal and benchmarking.
Employee concern for the ultimate consumer.
Leadership involvement
36
Setting Benchmarking Priorities
Strategic Importance
Processes that are
competitively critical
38
THANK YOU