




版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡介
Unit.12Integrated
LogisticsManagementIntegratedLogisticsManagementToday,moreandmorecompaniesareadoptingtheconceptofintegratedlogisticsmanagement.Thisconceptrecognizesthatprovidingbettercustomerserviceandtrimmingdistributioncostsrequiresteamwork,bothinsidethecompanyandamongallthemarketingchannelorganizations.Insidethecompany,thevariousfunctionaldepartmentsmustworkcloselytogethertomaximizethecompany’sownlogisticsperformance.Thecompanymustalsointegrateitslogisticssystemwiththoseofitssuppliersandcustomerstomaximizetheperformanceoftheentiredistributionsystem.3ConceptRecognizesthatProvidingBetterCustomerServiceandTrimmingDistributionCostsRequiresTeamwork,BothInsidetheCompanyandAmongAlltheMarketingChannelOrganizations.Cross-FunctionalTeamworkinsidetheCompanyBuildingChannelPartnershipsIntegratedLogisticsIntegratedLogisticsManagementCross-FunctionalTeamworkInsidetheCompanyInmostcompanies,responsibilityforvariouslogisticsactivitiesisassignedtomanydifferentfunctionalunits—marketing,sales,finance,manufacturing,purchasing.Toooften,eachfunctiontriestooptimizeitsownlogisticsperformancewithoutregardfortheactivitiesoftheotherfunctions.However,transportation,inventory,warehousing,andorderprocessingactivitiesinteract,ofteninaninverseway.Forexample,lowerinventorylevelsreduceinventorycarryingcosts.Fromstock-outs,backorders,specialproductionruns,andcostlyfast-freightshipments..Becausedistributionactivitiesinvolvestrongtrade–offs,decisionsbydifferentfunctionsmustbecoordinatedtoachievesuperioroveralllogisticsperformance.Thus,thegoalofintegratedlogisticsmanagementistoharmonizeallofthecompany’sdistributiondecisions.Closeworkingrelationshipsamongfunctionscanbeachievedinseveralways.Somecompanieshavecreatedpermanentlogisticscommitteesmadeupofmanagersresponsiblefordifferentphysicaldistributionactivities.Thesecommitteesmeetoftentosetpoliciesforimprovingoveralllogisticsperformance.Companiescanalsocreatemanagementpositionsthatlinkthelogisticsactivitiesoffunctionalareas.Forexample,Procter&Gamblehascreated“supplymanagers”whomanageallofthesupplychainactivitiesforeachofitsproductcategories.Manycompanieshaveavice-presidentoflogisticswithcross-functionalauthority.Infact,accordingtoonelogisticsexpert,three-fourthsofallmajorwholesalersandretailers,andathirdofmajormanufacturingcompanies,haveseniorlogisticsofficersatthevicepresidentorhigherlevel.Thelocationofthelogisticsfunctionswithinthecompanyisasecondaryconcern.BuildingChannelPartnershipsThemembersofadistributionchannelarelinkedcloselyindeliveringcustomersatisfactionandvalue.Onecompany’sdistributionsystemisanothercompany’ssupplysystem.Thesuccessofeachchannelmemberdependsontheperformanceoftheentiresupplychain.Forexample,Wal-Martcanchargethelowestpricesatretailonlyifitsentiresupplychain—consistingofthousandsofmerchandisesuppliers,transportcompanies,warehouses,andserviceproviders—operatesatmaximumefficiency.Companiesmustdomorethanimprovetheirownlogistics.Theymustalsoworkwithotherchannelmemberstoimprovewhole-channeldistribution.Forexample,itmakeslittlesenseforLevi-Strausstoshipfinishedjeanstoitsownwarehouse,thenfromthesewarehousestoJCPenney’sstores.Ifthetwocompaniescanworktogether,LeviStraussmightbeabletoshipmuchofitsmerchandisedirectlytoJCPenney’sstores,savingtime,inventory,andshippingcostsforboth.Today,smartcompaniesarecoordinatingtheirlogisticsstrategiesandbuildingstrongpartnershipswithsuppliersandcustomerstoimprovecustomerserviceandreducechannelcosts.Thesechannelpartnershipscantakemanyforms.Manycompanieshavecreatedcross-functional,cross-companyteams.Forexample,Procter&Gamblehasateamofalmost100peoplelivinginBentonville,Arkansas,homeofWal-Mart.TheP&GersworkwiththeircounterpartsatWal-Marttojointlyfindwaystosqueezecostsoutoftheirdistributionsystem.WorkingtogetherbenefitsnotonlyP&GandWal-Mart,butalsotheirfinalconsumers,HaggarApparelCompanyhasasimilarsystemcalled”multiplepointsofcontact,”inwhichaHaggarteamworkswithJCPenneypeopleatcorporate,divisional,andstorelevels.Asaresultofthispartnership,PenneynowreceivesHaggarmerchandisewithin18daysofplacinganorder-10daysfewerthanitsnextbestsupplier.AndHaggarshipsthemerchandise“floorready”—hangeredandpre-tagged—reducingthetimeittakesPenneytomovethestockfromreceivingdockstothesalesfloorfromfourdaystojustone.Othercompaniespartnerthroughsharedprojects.Forexample,manylargerretailersareworkingcloselywithsuppliersonin-storeprograms.HomeDepotallowskeysupplierstouseitsstoresasatestinggroundfornewmerchandisingprograms.ThesuppliersspendtimeatHomeDepotstoreswatchinghowtheirproductsellsandhowcustomersrelatetoit.TheythencreateprogramsspeciallytailoredtoHomeDepotanditscustomers.WesternPublishingGroup,publisherof”LittleGoldenBooks”forchildren,formedasimilarpartnershipwithToys‘R’Us.Westernandthegianttoyretailercoordinatedtheirmarketingstrategiestocreatemini-bookstoresections-calledBooks‘R’Us–withineachToys‘R’Usstore.Toys‘R’Usprovidesthelocations,space,andcustomers’Westernservesasdistributor,consolidator,andservicerfortheBooks‘R’Usprogram.Clearly,boththesupplierandcustomerbenefitfromsuchpartnerships.Informationsharingisattheheartofsupplier-customerrelationships.Increasingly,high-performanceretailersaresharingpoint-of-salescannerdatawiththeirsuppliersthroughelectronicdatainterchange.Wal-Martwasoneofthefirstcompaniestoprovidesupplierswithtimelysalesdata.WithitsRetailLinksystem,majorsuppliershave“earthstations”installedbywhichtheyaredirectlyconnectedtoWal-Mart’sinformationnetwork.Now,thesamesystemthattellsWal-Martwhatcustomersarebuyingletssuppliersknowwhattoproduceandwheretoshipthegoods.Thus,whenateenagerbuysasize10Nikerunningshoe,theinformationgoesdirectlytoNike’scomputers,triggeringreplacementorproduction.Wal-Martnolongerissuespurchaseorderstosomeofitsmostreliablesuppliers.ThesesuppliersautomaticallyreplenishWal-Mart’sinventorybasedontheretailer’sscannerdataandtheirknowledgeofWal-Mart’soperations.BaileyControls,amanufacturerofcontrolsystemsforbigfactories,fromsteelandpapermillstochemicalandpharmaceuticalplants,…treatssomeofitssuppliersalmostlikedepartmentsofitsownplants.Baileyhaspluggedtwoofitsmainelectronicssuppliersintoitself.FutureElectronicsishookedonthroughanelectronicdatainterchangesystem.Everyweek,BaileyelectronicallysendsFutureitslatestforecastsofwhatmaterialsitwillneedforthenextsixmonths,sothatfuturecanstockupintime.Baileyitselfstocksonlyenoughinventoryforafewdaysofoperation,asopposedtothethreeorfourmonthsworthitusedtocarry.Wheneverabinofpartsfallsbelowadesignatedlevel,aBaileyemployeepassesalaserscanneroverthebin’sbarcode,instantlyalertingFuturetosendthepartsatonce.ArrowElectronics...ispluggedinevenmoreclosely:IthasawarehouseinBailey’sfactory,stockedaccordingtoBailey’stwice-a-monthforecasts.Baileyprovidesthespace,Arrowthewarehousemanandthe$500,000ofinventory.IntegratedLogistics
Today,asaresultofsuchpartnerships,manycompanieshaveswitchedfromanticipatory-baseddistributionsystemstoresponse-baseddistributionsystems.Inanticipatorydistribution,thecompanyproducestheamountofgoodscalledforbyasalesforecast.Itbuildsandholdsstockatvarioussupplypointssuchastheplant,distributioncenters,andretailoutlets.Eachsupplypointreordersautomaticallywhenitsorderpointisreached.Whensalesareslowerthanexpected,thecompanytriestoreduceitsinventoriesbyofferingdiscounts,rebates,andpromotions.Forexample,theAmericanautoindustryproducescarsfarinadvanceofdemand,andthesecarsoftensitformonthsoninventoryuntilthecompaniesundertakeaggressivepromotion.Aresponse-baseddistributionsystem,incontrast,iscustomer-triggered.Theproducercontinuouslybuildsandreplacesstockasordersarrive.Itproduceswhatiscurrentlyselling.Forexample,Japanesecarmakerstakeordersforcars,thenproduceandshipthemwithinfourdays.Somelargeappliancemanufacturers,suchasWhirlpoolandGE,aremovingtothissystem.Benetton,theItalianfashionhouse,usesaquick-responsesystem,dyeingitssweatersinthecolorsthatarecurrentlysellinginsteadoftryingtoguesslonginadvancewhichcolorspeoplewillwant.Producingfororderratherthanforforecastsubstantiallycutsdowninventorycostsandrisks.20ReviewofTermsandConceptsLogistics:
Theprocessofplanning,implementingandcontrollingeffectiveflowandstorageofmaterials,in-processinventory,finishedgoodsandrelatedinformationfrompointoforigintopointofconsumptionforthepurposeofconformingtocustomerrequirements.物流(學(xué))Integratedlogisticsmanagement:
Integratedlogisticsmanagementisalogisticsconceptthatemphasizestheteamwork,bothinsidethecompanyandalongallthemarketingchannelorganizations,inordertomaximizetheperformanceoftheentiredistributionsystem.一體化物流管理.21Supplychainmanagement:Supplychainmanagementistheintegrationofallthefacilities,functions,andprocessesassociatedwiththeproductionofgoodsandservicesallthewayfromsupplierstocustomersorend-users.供應(yīng)鏈管理Distributionchannel(marketingchannel)Asetofinterdependentorganizationsinvolvedintheprocessofmakingaproductorserviceavailableforuseorconsumptionbytheconsumerorbusinessuser.分銷渠道directmarketingchannelAmarketingchannelthathasnointermediarylevels.直銷渠道
marketinglogistics(physicaldistribution)
Thetasksinvolvedinplanning,implementing,andcontrollingthephysicalflowofmaterials,finalgoods,andrelatedinformationfrompointsoforigintopointsofconsumptiontomeetcustomerrequirementsataprofit.營銷物流(實(shí)體分銷)DiscussionandReviewQuestions:
1.Pleasedefinetheintegratedlogisticsbriefly?2.Arethetransportation,inventory,warehousing,andorderprocessinginaninverseway?Giveanexample.3.Whatisthegoalofintegratedlogistics?4.Whatarethefunctionsofthelogisticscommittees?5.Whatisthesuccessofeachchannelmemberdependson?6.Howmanyformscantakethesechannelpartnerships?7.Dothecompaniesmanagetheirsupplychainsthroughinformation?8.Ho
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- 林業(yè)創(chuàng)新與科技進(jìn)步的推動(dòng)力量考核試卷
- 淀粉行業(yè)食品安全與質(zhì)量管理考核試卷
- 水果加工產(chǎn)業(yè)轉(zhuǎn)型升級(jí)與高質(zhì)量發(fā)展考核試卷
- 勞務(wù)輸入合同范例
- led屏購銷合同標(biāo)準(zhǔn)文本
- 關(guān)于修院墻合同標(biāo)準(zhǔn)文本
- 內(nèi)部承包合同標(biāo)準(zhǔn)文本
- 噴槍在路名牌涂裝的應(yīng)用考核試卷
- 供水 企業(yè) 合同標(biāo)準(zhǔn)文本
- led屏幕施工合同范例
- 統(tǒng)一戰(zhàn)線理論與政策(講課稿)
- 義務(wù)教育數(shù)學(xué)課程標(biāo)準(zhǔn)(2022年版)知識(shí)競賽題庫及答案
- 表貼式永磁同步電動(dòng)機(jī)永磁體氣隙磁場解析計(jì)算
- 廚房烹飪操作流程圖
- 橋臺(tái)錐坡工程量計(jì)算公式
- 配電柜維護(hù)保養(yǎng)規(guī)程
- 高考文言文閱讀訓(xùn)練:《后漢書-嚴(yán)光傳》(附答案解析與譯文)
- 鐵路站段年度消防知識(shí)試卷及(答案)
- CRPS電源設(shè)計(jì)向?qū)?CRPS Design Guide r-2017
- GB/T 41028-2021航空航天流體系統(tǒng)液壓軟管、管道和接頭組件的脈沖試驗(yàn)要求
- GB/T 41-2000六角螺母C級(jí)
評(píng)論
0/150
提交評(píng)論