C物流專業(yè)英語（第5版） 電子課件 h3

LogisticsforRetail

Management

Chapter3ChapterOutlineTheInfluenceofRetailersinLogisticsTrendsofRetailLogisticsFlowManagementinRetailLogisticsandItsChangesChallengesfortheFuturePartIRetailLogisticsTransformationPartIIFashionLogistics

ConceptofFashionTrendsMakingFashionLogisticsComplexManagingFashionLogisticsPipelineCreatingLeanSupplyChainPartIIISupplementaryReadingSupplyChainManagementofGroceryRetailerCaseStudyofTescoPartIRetailLogisticsTransformationTheInfluenceofRetailersinLogisticsRetailersareconcernedwithproductavailability：

Retailinganddistributionareconcernedwithproductavailability.Retailersmustbeconcernedwiththeflowsofproductandinformationandthroughtheircompaniestomakeproductsavailabletoconsumers.Theconcerniswiththestructureandmanagementoflogisticschannels.Alotofefforthastogointoretaillogistics.Retailer-ledmodel：

Retailershaveextendedtheirinfluenceintologisticsmanagement.Alotofconceptsarebecomingincreasingimportant,suchasintegrateddistribution,just-in-time(JIT)distribution,electronicdatainterchange(EDI),quickresponse(QR)andefficientconsumerresponse(ECR),reflectingthescopeandpoweroftheretailersandthedrivetoserviceandintegration.Nowadays,theoldinefficient,manufacturer-ledandsupplier-ledpracticeshavebeensweptawaybythemodern,technologicalrich,retailer-ledandcustomer-focusedwaysofensuringproductavailability.

Therearestrongtrendofretailerchannelconquest,andretailersarethechannelcaptainsandsetthepaceinlogistics.Havingextendedtheirchannelcontrolandfocusedonefficiencyandeffectiveness,retailersarenowattemptingtoengenderamoreco-operativeandcollaborativestanceinmanychannels.Theireffortstoundertakedistributionandlogisticsfunctionshavedramaticinfluenceonstockholding.Figure3-1showsthereducingofinventoryinTesco.Retailersbecamethechannelcaptainandfocusontheefficiencyofthechannel：Fig.3-1Tescoinventory1970-1997TrendsofRetailLogistics

Thetransformationinretaillogisticscanbeidentifiedwiththefollowingsixtrends,allofwhichare‘closelyinter-relatedandinmostcases,mutuallyreinforcing’:Retailerscontroldistributions:1．Retailersincreasingtheircontroloverdistributions(especiallyinwarehousetoshop)bygettingmoreandmoresuppliesthroughdistributioncenters(DCs).Insomesectorssuchasgrocerythisprocessisnowvirtuallycompleted.Britishretailershavemuchtightercontroloversupplychain,throughheavilydependingonIT.Restructuringlogisticssystems:2．Restructuringofretailers’logisticalsystemstoreduceinventoryandgenerallyimprovetheirefficiencythroughthedevelopmentof‘compositedistribution’andcentralizationofslowmovingstock.Quickresponse:3．Adoptionof‘QuickResponse’(QR),againwiththeaimofcuttinginventorylevels.Thisinvolvesreducingorderlead-timesandmovingtoamorefrequentdeliveryofsmallerconsignmentsbothinternally(betweenDCandshop)andonexternallinkswithsuppliers.Retailerscontrolupstream:4．Rationalizationofupstreamdistribution(iefactorytowarehouse).Retailershavebeenextendingtheircontrolupstream,asaresultofQRpressuresandcompetition.AdoptionofSCMandECR:5．AdoptionofSupplyChainManagement(SCM)andEfficientConsumerResponse(ECR).SCMandECRprovideamanagementframeworkwithinwhichretailersandsupplierscanmoreeffectivelyco-ordinatetheiractivities.Increasingrecyclingflow:6．Increasingreturnflowofpackagingmaterialandhandlingequipmentforrecycling/re-use.Retailersarebecomingmuchmoreinvolvedin‘reverselogistics’operation.Germanyismuchadvancedinthisfieldinusingre-usablecontainerandnewreverselogisticssystems.FlowManagementinRetailLogisticsandItsChangesThreeactorsdrivethechangesofthefourflowsofproducts,risk,finance,andinformation：Thechannelofmodernretailingnowconsistsbasicallyofthreemainactors-consumers,retailersandmanufacturers.Theyarefundamentalindrivingchange.Thelinksbetweenthechannelmemberstakeavarietyofforms.Inparticular,thelinksinvolveflowsofvariouskinds:Flowsofproducts(physicalsupply);

Flowsofrisk;

Flowsoffinance(capitalandpayment);

Flowsofinformation(mandatoryandelective).Logisticsmanagementhasgreatconcernwiththeintegrationoftheseflows.Theseflowsintegrationfocusesonquickresponse(QR),just-in-timesystems(JIT)andefficientconsumerresponse(ECR).Nowadays,responsivenesstocustomerdemandhasbecomethekeyfactor.Poorresponsivenessinthelogisticschainmaybecausedbyholdingproductsinaformandatpointswhereitcouldnotberesponsivetochangesindemand.Suchlackofresponsivenessisnowsimplytooexpensiveanddamaging.Inessence,suchsystemsseektoallowquickresponsetochangingdemandbyholdingsemi-finishedproductandusinginformationlinkstoeliminatetimeinthesystem.Ofnecessity,suchapproachesinvolvetheintegrationofmanufacturinganddistributioninordertogainthetimesavings.TheemphasisonECRattempttoensurethatsuppliersareworkingwithretailersandsharingdatasoastoavoidunnecessarycostsandtimedelaysandtodelivercontinuousdelivery.Somerfieldonceheldwith12suppliersinaco-managedservice,focusedonthecontinuousreplenishmentofproducts,theintroductionofnewgoodsandthemanagementofpromotions.Itseta98.5percentserviceleveltargetfocusingontheconsumerratherthanSomerfield.Bytheendofthetrial,stocklevelshadfallenby25percentwithoutcompromisingcustomerservice,servicelevelshadincreased,andmanyoftheparticipantshadadoptedtheco-managedinventorytechnique.

Asthepressureforsuchrelationshipshasincreased,sothetypesoflinksandflowshavechanged.Thesechangeshavefocusedonfourareas:

Crucialimportanceofcustomer/demanddata:1．Technology.Technologyintroductionattheretailfieldhasbeentakingplaceformanyyears.Retailersareabletocapturemuchmoredataaboutcustomersanddemandthanbefore.Thisisimportantinitself,buttheuseofthesedatathroughouttheorganizationiscrucial.Seven-ElevenJapanCoLtdusedtechnologytorestructureunderstandingofconsumers,capturedemand,placeorders,distributeproductstostoresseveraltimesdaily,enhancetheretailofferbyserviceprovision,electronicallypaybillsandre-structurerisk.TheyfurtherdevelopedandtransformedtheSouthlandCorporationintheUnitedStates,andfinallytransformedthebusiness.Internationalsouringandoperating:

2．Internationalization.Theinternationalizationorglobalizationisimportanttomodernlogistics.Retailersareincreasinglyoperatingonaninternationalscalewhetherintermsofsourcingofproductsoroperatingofstores.Theflowsamongcompaniesarecomplicatedbytheinternationalization,andrequireclosermanagement.

Retailersareinalliancewithdistributors:

3．Alliances.Internationalizationandassociativerelationshipspromotedtheretailalliances.Retailersadoptlogisticsalliances,asitalsopointstotheriseofspecialistdistributorswhocantakeonglobaldistributiononbehalfofmanufacturersorretailers.Manyoftheleadingretailers,especiallythefranchiseoperatorsofBenettonandSeven-ElevenJapanareattheforefrontofthechanges.

Retailerssubcontractsomeactivities:

4．Management.Futuremanagementforretailfieldwillrequireverydifferentmethodsofoperating.Forexample,retailersormanufacturersneedtoconsideriftheywanttocarryoutphysicalactivitiesandinformationmanagementbythemselves.Otherconsiderationsincludesubcontractingabroadrangeofdistributiontasksandassociatedoperations.

ChallengesforthefutureLookingahead,wecanseethreeareasonwhichretaillogisticmanagerswillhavetofocusinadditiontocurrentconcerns:

1．Standardization.Withstandardization,wecanhaveabetterunderstandingofhowaminutedecisionwillaffectdistributionsubstantially;

2．Congestion.Formanyproductstransportationisaproblem.Transportationcongestioncouldpossiblyleadintheendtoelectronicshoppingandhomedelivery.

3．Packagingandrecycling.Growingenvironmentalconcernisforcingretailerstodevelopbetterandmoreefficientrecyclingandre-usesystems.NewWordsandExpressions

PartIIFashionLogisticsConceptofFashionDefinitionandcharacteristicsoffashionmarket:TheChallengetomarketingandlogisticsistofindwaysinwhichproductdevelopmenttimescanbereduced,feedbackfromthemarket-placemademorerapidandreplenishmenttimescompressed.Thispressureismoreevidentthaninmarketsgovernedbyfashion.Fashionisabroadtermwhichtypicallyreferstoanyproductormarketwherethereisanelementofstylewhichislikelytobeshort-lived.Wehavedefinedfashionmarketsasexhibitingthefollowingcharacteristics:1．Shortlife-cycles:theproductisoftendesignedtocapturethemoodofthemoment.Thesaleableperiodislikelytobeveryshortandseasonal,measuredinmonthsorevenweeks.2．Highvolatility:demandfortheseproductsisrarelystableorlinear.Itmaybeinfluencedbytheweatherchanges,hitfilms,TVshowsorevendirectlybyadvertising.JuliaRoberts’appearanceinthefilmPrettyWomanwearingabrownandwhitepolkadressclearedtheshopsofsimilardresses,andaVolkswagenadvertisementfeaturinganewlydivorcedwomaninawhitetophatsentmillinerysalessoaring.3．Lowpredictability:becauseofthevolatilityofdemanditisextremelydifficulttoforecastwithanyaccuracyeventotaldemandduringaperiod,letaloneweek-by-weekormarket-by-marketrequirements.4．Highimpulsepurchase:manybuyingdecisionsfortheseproductsaremadeatthepointofpurchase.Inotherwords,theshopperwhenconfrontedwiththeproductisstimulatedtobuyit,hencethecriticalroleof‘a(chǎn)vailability’and,inparticular,availabilityofsizes,colors,etc.TrendsmakingfashionlogisticscomplexTwotrendsforfashionmarket:off-shoresourcing,andreductionofsuppliersnumber:

Thetwotrendshaveaddedcomplexityanddifficultytofashionlogisticsmanagement.Firstisthegrowingtendencytosourceproductandmaterialsoff-shore,causinglongerlead-times.Thepressureforseekinglow-costmanufacturingcamefromtheretailers.Between1986and1991one-sixthofallclothingfactoriesintheEuropeanUnioncloseddownasretailersswitchedtheirsourcingoff-shore,increasingtotheFarEast.However,thelongerreplenishmentleadtimewillcauseseveresufferingineitherloseofsalesorlonger‘pipelines’withmoreinventory.

Thesecondtrendisthemovesbymanyretailersintheapparelbusinesstoreducesignificantlythenumberofsupplierstheydobusinesswith.Itisparticularlydrivenbytheneedtodevelopmoreresponsivereplenishmentsystems,whichisnotpossiblewhensourcingisspreadoverhundreds,ifnotthousands,ofsuppliers.ManagingFashionLogisticsPipelineTraditionalwaystocopewithuncertaintyistoimprovethequalityoftheforecast.Yet,bydefinition,thevolatilityofdemandandtheshortlifecyclesfoundinmayfashionmarketsmakeithighlyunlikelythatforecastingmethodscaneverconsistentlyandaccuratelypredictsalesattheitemlevel.Instead,waysmustbefoundofreducingtherelianceupontheforecastandpeoplemustfocusonlead-timereduction.Threecriticalleadtimes:Therearethreecriticalleadtimesthatmustbemanagedbyorganizationsthatseektocompetesuccessfullyinfashionmarkets:Time-to-market:howlongdoesittakethebusinesstorecognizeamarketopportunityandthetranslatethisintoaproductorserviceandtobringittothemarket?Companiesthatareslowtomarketcansufferintwoways.First,theymissasignificantsalesopportunitythatprobablywillnotberepeated.Second,thesupplierislikelytofindthatwhentheproductfinallyarrivesinthemarketplace,demandisstartingtofallaway,leadingtothelikelihoodofmark-downs.Figure3-2illustratesthedoublerisksfacingthoseorganizationsthatareslowtomarket.Australia,Austria,Belgium,Canada,Chile,CzechRepublic,Fig.3-2Shorterlifecyclesmakingtimingcrucial

Time-to-serve:howlongdoesittaketocaptureacustomer’sorderandtodelivertheproducttotheretailcustomer’ssatisfaction?Traditionallyinfashionindustriesordersfromretailershavehadtoplaceonsuppliers’booksmanymonthsaheadoftheseason.Ninemonthswasnotunusualasatypicalleadtime.Clearly,theriskofbothobsolescenceandstock-outsishigh,aswellasthesignificantinventorycarryingcostthatinevitablyisincurredsomewhereinthesupplychain.

Time-to-react:howlongdoesittaketoadjusttheoutputofthebusinessinresponsetovolatiledemand?

Thechallengeinafashionmarketistobeabletosee‘real’demand.Realdemandiswhatconsumersarebuyingorrequestinghourbyhour,daybyday.Becausemostsupplychainsaredrivenbyorders(iebatcheddemand),individualparitiesinthechainwillhavenorealvisibilityofthefinalmarketplace.CreatingLeanSupplyChainsTwostrategiesforleanness:reducingleadtime,andcapturinginformationsooner:Successfulcompaniesinfashionmarketsareabletocapturetheimaginationoftheconsumerwiththeirproductsbutareoftencharacterizedbytheiragility.Theyareagilebecausetheyare‘lean’.Howisthisleannessachieved?Manyorganizationsmakesignificantimprovementsbyadoptingtwostrategiesofreducingthelogisticsleadtimeandcapturinginformationsooneronactualcustomerdemand.TheLimited,aColumbus,Ohio-basedapparelretailer,wasoneofthefirstinitsindustrytofullyunderstandandusetheeconomicsofstock-turnandinventorymanagement.Itsflairforformulamerchandisingandskillinminimizingtime-to-marketchangedthefaceoffashionretailingintheUnitedStates.Longago,TheLimiteddevelopedcomputer-controlledglobalsupplychainshonedtodetectandusenewfashiontrendswithspeedandefficiency.TheLimited’steamsofscoutscontinuallycombtheglobeforhotnewfashionideas.ImagesoftheirfindsaresentbacktotheColumbusHeadquarter,wheretheyarepromptlycopied.Computer-aideddesigntechniquesareappliedtobringthecut,colorandotherdetailsofthedesignintolinewithNorthAmericantastes.Momentslater,smallpilotordersaredispatchedtoEDI-linkedsuppliersinthelow-costmanufacturingcentersofAsia.UsingHongKongasaconsolidationcenter,thegoodsareairfreighteddirecttoTheLimited’sdistributioncenterinColumbus,infourtimesweeklyshipmentsaboardaspeciallychartered747jumbojet.Thegoods,readylabeledandpricetaggedfordisplay,aresortedimmediately,then,withintwotothreedays,forwardedbyroadandairtoretailsitesallovertheUnitedStates.Thewholeprocesstakesaroundthreetofiveweeksfromordertoin-storedisplayandatthetimeitwasintroducedcomparedwiththeaverageninemonthstakenbyitscompetitors.

NewWordsandExpressionsPartIIISupplementaryReading

SupplyChainManagementofGroceryRetailersCaseStudyofTesco

TescoistheUK’slargestfoodretailer,withasalesturnoverofmorethan€67.5billion.Whileithassome638storesincentralEurope,andsome636intheFarEast,mostareintheUnitedKingdomandNorthernIreland,whereithasnearly1,800.ThisnumberhasincreasedrapidlyasTescoenteredtheconveniencestoremarketwithdealssuchastheTescoExpressalliancewithEssotorungroceryshopsatpetrolstations.Theproductrangeheldbythestoreshasgrownrapidlyinrecentyears,andcurrentlystandsat65,000stock-keepingunits(skus)dependingonthesizeofthestoreasTescobroadensitspresenceinthe‘non-food’marketforelectricalgoods,stationery,clothingandthelike.Thismassiverangeissupportedby3,000suppliers,whoareexpectedtoprovideservicelevels(correcttimeandquantities)ofatleast98.5%bydeliveringtoTescowithinhalf-hourtime‘windows’.Volumesareequallyimpressive.Inayear,some2.5billioncasesofproductareshippedfromsupplierstothestores.

Tescostatesthatitscorepurposeis‘tocreatevalueforcustomerstoearntheirlife-timeloyalty’.Wideproductrangeandhighon-shelfavailabilityacrossthatrangearekeyenablersofthatcorepurpose.Sohowdoyoumaintainhighavailabilityofsomanyskusinsomanystores?

Anearlyreformforsupermarketoperationwastohavesuppliersdelivertoadistributioncentreratherthantoeverystore.Duringthe1980s,distributiontoretailstoreswashandledby26depots.Theseoperatedonasingle-temperaturebasis,andweresmallandrelativelyinefficient.Deliveryvolumestoeachstorewerealsorelativelylow,anditwasnoteconomictodelivertoallstoreseachday.Goodsthatrequiredtemperature-controlledenvironmentshadtobecarriedonseparatevehicles.Eachproductgrouphaddifferentorderingsystems.Thenetworkofdepotssimplycouldnothandlethegrowthinvolumeandtheincreasinglyhighstandardsoftemperaturecontrol.Anewdistributionstrategywasneeded.

Underthe‘composite’distributionsystem,manysmalldepotswithlimitedtemperaturecontrolfacilitieswerereplacedbycompositedistributioncentres(calledregionaldistributioncentre,RDCs),whichcanhandlemanyproductsatseveraltemperatureranges.TheopportunityTescoprovideacost-effectivedailydeliveryservicetoallstores.Typically,acompositedistributioncentrecanhandleover60millioncasesperyearona15-acresite.Thewarehousebuildingcomprises25,000squaremetresdividedintothreetemperaturezones:frozen(-25℃)，+2℃(chilled)and+12℃(semi-ambient).Eachdistributioncentre(DC)servesagroupofbetween100and140retailstores.Deliveryvehiclesfromcompositedepotscanuseinsulatedtrailersdividedintochambersbymeanofmovablebulkheadssotheycanoperateatdifferenttemperatures.Deliveriesaremadeatagreed,scheduledtimes.Ambientgoodssuchascansandclothingaredeliveredthroughaseparategrocerydistributionnetworkwhichreliesonastockedenvironmentwhereordersarepickedbystore.Thiscomplementedbyastrategicallylocatedtruckingstationwhichoperatesapicktozerooperationforfast-movinggroceryonmerchandiseunitsthatcanbeplaceddirectlyontheshopfloor.Somuchforthemethodoftransportinggoodsfromsupplierthroughtothestores,buthowmuchshouldbesenttoeachstore?Withsuchahugeproductrangetoday,itisimpossiblef