《物流英語》課件-1 logi-intro

透過戰(zhàn)爭解讀物流古代戰(zhàn)爭“凡用兵之法，馳車千駟，革車千乘，帶甲十萬，千里饋糧。則內外之費，賓客之用，膠漆之材，車甲之奉，日費千金，然后十萬之師舉矣?！薄獙O武解放戰(zhàn)爭二戰(zhàn)“淮海戰(zhàn)役是靠老百姓用獨輪車推出來的?！?——陳毅元帥“戰(zhàn)爭打到后來成了后勤的較量！”——隆美爾二戰(zhàn)－1940年的德國陸軍師編制為例

步兵師：17900人每人每日消耗2.2-2.5公斤給養(yǎng)后勤部隊供給能力：

面包連：12000個面包，每個1.5公斤

肉制品加工站：每日處理15頭牛或120只豬或240只羊，合計3000公斤香腸。軍馬飼料：戰(zhàn)馬：10公斤（5公斤燕麥，3.5公斤干草，1.5公斤秸稈）

牽引用馬：14.5公斤（6.5公斤燕麥，5公斤干草，3公斤秸稈）每個步兵師每日消耗給養(yǎng)22噸每個步兵師每日消耗飼料45噸。二戰(zhàn)德國供給一列滿載的后勤補給列車：

長550米毛重850噸，凈重500噸

1941年11月東線一個集團軍群每日所需后勤補給量（以后勤補給列車計算）：

需求運抵

北方集團軍群2019

中央集團軍群3216

南方集團軍群2215

Videoclip–TroopTrain19430~3’444’44~7’45海灣戰(zhàn)爭在“沙漠盾牌”行動中，短短3個月，運往海灣地區(qū)的作戰(zhàn)物資就超過了在越南戰(zhàn)爭時期一年運往越南的作戰(zhàn)物資總和，其中包括：13億多噸物資；11萬多臺車輛；25億多美元的彈藥。而美軍50多萬軍事人員和5％的裝備、800多萬噸物資都是在短時間內通過空運（行程1.12萬多公里、需15小時）和海運（行程1.5萬多公里、需10-12天）運抵沙特阿拉伯戰(zhàn)場CommondefinitionLogisticsrelatestogoods,people,manufacturingcapacity,information: -(therightproduct) -totherightplace -attherighttime -intherightquantity -attherightquality -attherightprice(cost) -fortherightcustomer7RsDefinitionofModernEnterprisesandLogisticsAutomotivelogisticsLogisticsbehindasupermarket-SeeSCnewsP3LogisticsactivitiesMaterialsflowSuppliersProcurementOperationsDistributionCustomersRequirementsinformationflow-Rawmaterialscosts-Transportationcosts-manufacturingcosts-inventoryholdingcosts-transportationcostsLogisticsactivitiesProcurement/sourcingIn-boundtransportWarehousingHandling,packingandstorageDistributionValue-addedservicesAdministrationReverselogisticsLogisticsmanagementdefinedLogisticsispartofthesupplychainthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,servicesandrelatedinformation,fromthepointoforigintothepointofconsumptioninordertomeetcustomerrequirements.--CouncilofLogisticsManagement

物流作為供應鏈的一部分，主要指的是自原材料點到消費點之間按照客戶要求規(guī)劃，實施和控制貨物，服務及相關信息的有效流動與存儲。 --物流管理理事會SomebasiclogisticstermsDistribution–theprocessofmovingthepeople,resourcesandservicestowheretheyareneededorwillbeused.Distributioninvolvestransportingandstorage.Merchandising–planningandcontrollingtheflowofgoodsthroughseasons,atbothcentralandstorelevel.Outsourcing–contractingoutoperationspreviouslyundertakenwithinthebusinesstoanoutsidecontractor,i.e.,warehousing&transport.Thirdpartylogistics(3PL)–alogisticsprovider,usuallyasset-based,whichfocusesonspecificelementsofthesupplychaininordertooptimizethephysicalmovementofgoodsthroughthosespecificnodes.Fourthpartylogistics(4PL)–asupplychainoperationthattakesabird’seyebroadviewofheentiresupplychainusinginformationtechnologytoenhanceandoptimizethemovementofgoodsthroughthevariousprocessesinsupplychain.Itisusuallyanon-assetoperation.SomeimportantrelatedconceptsTotalcostsanalysisBenchmarkingthesupplychain&keyperformanceindicators(KPI)ManagingtheglobalpipelineStrategiclead-time(alsocalledordertodeliverytime)managementJust-in-timeandquickresponselogisticsContractlogistics&thirdpartylogistics(TPL)ComponentsofLogisticsManagement

LogisticsManagementRawIn-processFinishedMaterialsinventorygoodsSUPPLIERCUSTOMERNaturalresources(land,facilitiesandetc)HumanresourcesFinancialresourcesInformationresourcesInputsintologistics

ManagementactionsPlanningImplementationControlMarketingorientation(competitiveadvantage)TimeandplaceutilityEfficientmovementtocustomerProprietaryassetsOutputsoflogisticsCustomerserviceDemandforecastingDistributioncommunicationInventoryMaterialhandlingOrderprocessingPartsanservicesupportPlantandwhsiteselectionProcurementPackagingReturngoodshandlingSalvage&scrapdisposalTraffic&transportationWh&storageSituationswhichcangiverisetointer-departmentalconflictsLogisticsmixInventory -serviceleveldecisions -materialrequirementsplanningInformation -orderprocessing -demandforecastingWarehousingandhandling -depotlocation(NDC/RDC) -unitizationandpackaging(XDocking)Transport -modechoice -schedulingLogisticsexpenditureInventory–21%Storage–36%Transport–35%Packaging–7%Administration–1%fromILTsurveysof1990sLogisticsEvolutionAchievinganintegratedsupplychainStage1:baselineMaterialflowCustomerservicepurchasingproductiondistributionsalesMaterialcontrolStage2:functionalintegrationMaterialflowCustomerserviceMaterialsmanagementdistributionManufacturingmanagementAchievinganintegratedsupplychainStage3:internalintegrationMaterialflowCustomerserviceMaterialsmanagementdistributionManufacturingmanagementStage4:externalintegrationMaterialflowCustomerservicesupplierscustomersInternalsupplychainLogisticsevolutionarymodelFragmentationEvolvingintegrationTotalintegration196019802000DemandforecastingPurchasingRequirementsplanningProductionplanningManufacturinginventoryWarehousingMaterialshandlingIndustrialpackagingFinishedgoodsinventoryDistributionplanningOrderprocessingTransportationCustomerserviceSupplychainMaterialsmanagementPhysicaldistributionInterfacewithHR&

MarketingFromverticaltohorizontalorganizations

researchManufacturing/marketingfinanceThetraditionalverticalorganizationFromverticaltohorizontalorganizationsThehorizontalorganization–theOstroff/SmithModel

processowners

team

processowners

team

processowners

teamKeyperformanceobjectivesOrdergeneration&fulfillment--ReducecycletimeIntegratedlogistics--ReducecostsCommercializedtechnology--ReducethroughputtimeThemarketinginterface4Psofmarketing:product,price,promotionandplace7Rsoflogistics.Thereisnovalueintheproduct/serviceuntilitisinthehandsofcustomers,i.e.,availabilityincludesdeliveryfrequency&reliability,stocklevel&ordercycletime,etc.Customerservice’sbasicphilosophyisensuringthedesiredproductisavailabletothecustomerwhenrequired.Poorcustomerservicemeans:Foreverycustomerwhocomplains,thereare26elsewhodon’t;Thedissatisfiedcustomertells8-16people;91%ofdissatisfiedcustomerswillnotpurchasefromyouagain;Ifyouattempttoremedythecomplaints,82-95%willremainloyal;Itcostsabout5timesasmuchtoattractanewcustomerasitdoestokeepanoldone.Theimpactoflogistics&customerserviceonmarketingConsumerfranchiseCustomerfranchiseSupplychainefficiencyMarketingeffectiveness

X

X=BrandvaluescorporateimageavailabilityCustomerservicePartnershipQuickresponseFlexibilityReducedassetbaseLowcostsupplierMarketshareCustomerretentionSuperiorROISegmentCustomersBasedonNeedsSegmentationtypicallygroupscustomersbyindustry,product,ortradechannel.Segmentationbasedonserviceneedsallowsacompanytodevelopserviceportfoliostailoredtovarioussegments.One-size-fits-allapproachtoserviceCostsandprofitabilityaveragedacrosssegmentsUnabletogaugelikelyprofitabilityofcustomersNeeds-basedsegmentationofcustomersUnderstandthecosttoserve,predictmarginalprofitabilityforeachcustomersegmentIdentifysegment-specificservicepackageswhichmaximizeprofitabilityIdentifywhichcustomerswillgeneratethehighestlong-termprofitability—Traditional——Opportunities—“Wedon’tfullyunderstandtherelativevaluecustomersplaceonourserviceofferings”Servicebalancedwithprofitability

LogisticsDevelopmentinChinaThenewcompetitiveparadigmisthatsupplychaincompeteswithsupplychainandthesuccessofanyonecompanywilldependuponhowwellitmanagesitssupplychainrelationships.

-fromLogisticsandSupplyChainManagement,Marti