logistics. chapter objectives be able to: describe why logistics is important and discuss the major...
TRANSCRIPT
Chapter Objectives
Be able to: Describe why logistics is important and discuss the major decision areas that
make up logistics. List the strengths and weaknesses of the various modes of transportation and
discuss the role of multimodal solutions. Identify the major types of warehousing solutions and their benefits. Discuss the purpose of a logistics strategy and give examples of how
logistics can support the overall business strategy. Calculate the percentage of perfect orders. Calculate landed costs. Explain what reverse logistics systems are, and some of the unique
challenges they create for firms. Use the weighted center of gravity method to identify a potential location for a
business. Develop and then solve, using Microsoft Excel’s Solver function, an
assignment problem.
Logistics
Planning, implementing, and controlling the efficient, effective flow and storage of goods and materials between the point of origin and
the point of consumption
Why the Increasing Interest?
• Deregulation
• Globalization
• Technological breakthroughs
• Environmental concerns
• Performance impact
Deregulation
• Transportation providers– Elimination of artificial barriers
– Unrestricted markets
– Multimodal solutions
– Price, schedule, and terms flexibility
• Buyers have greater freedom– Negotiate prices, terms, and conditions
– Ownership issues
BUT…
Deregulation (continued)
… with greater freedom comes new responsibilities
Key pointLogistics has evolved from being a
“tactical” area to a “strategic” one
Globalization(Worldwide Statistics)
Year Expenditures % GDP
1997 $5,095 Billion 13.4%
2002 $6,732 Billion 13.8%
Change +32% +3%
What is driving this activity?
Environmental Concerns
Even while certain aspects of logistics have been deregulated, other areas are being controlled more stringently
Fuel efficiencyPollutionRecovery, recycling, and reuse of packaging,
containers, and products
Management Areas
Transportation Warehousing (and more generally, location) Material handling Packaging Inventory management Logistics information systems
(And some would put logistics service providers here as well!)
Logistics Decision Areas
Transportation…– Modes– Formats– Pricing
Warehousing– Consolidation– Cross-Docking and Break-Bulk– Hub-and-Spoke– Inventory
Modal Shares of Shipments(within US, 1999/2002)
Mode Value (%) Tons (%) Ton Miles (%)
Highway (trucking, parcel, postal, courier)
80.3/86.0 58.5/67.4 28.4/28.7
Water 2.5/1.1 11.1/11.1 20.4/13.6
Rail 4.8/3.7 11.2/16.1 26.7/36.8
Air 2.7/3.2 0 0.2/0.4
Pipeline 4.2/1.8 13.7/5.9 17.6/20.5
Multimodal/Unknown 5.6/5.6 5.5/5.5 6.8/6.8
Highway Mode
Strengths• Flexibility to pick up and
deliver where and when needed
• Often the best balance between cost/flexibility and delivery reliability/speed
• Can deliver straight to the customer (increasing)
• Can be available 24/7
Weaknesses• Not the fastest• Not the cheapest
Water Mode
Strengths• Highly cost effective
for bulky items• Works best for high
weight-to-value items• Most effective when
linked into multimodal system
Weaknesses• Limited locations• Relatively poor
delivery reliability/speed
• Often limited operating hours at docks
Air Mode
Strengths• Quickest delivery over
longer distances• Can be very flexible
when linked to highway mode
• Works best for low weight-to-value items
Weaknesses• Often the most
expensive, particularly on a per pound basis
Grew 90.5% in value of goods shipped from 1993 to 2002
Rail Mode
Strengths• Highly cost effective
for bulky items• Can be most effective
when linked into multimodal system
Weaknesses• Limited locations, but
better than for water.• Better delivery
reliability/speed than water
Increasing part of multimodal solutions, dual tracks on major routes
Technological Breakthroughs
• Standardized containers for ease of transfer• “Roadrailers,” etc.• Multimodal solutions
– Ship Truck Train Truck ?
Global TransPark
• 15,700 acres at full development with two parallel runways of 11,500 feet and 13,000 feet
• Integrated air, rail, road, and nearby sea transportation capabilities
• Free trade zone status
Justification for Such a Facility
Shift from domestic to global economies Emergence of just-in-time, flexible and agile manufacturing
practices requiring sophisticated logistics solutions The rapid growth of distribution via air freighters (roughly four times
the growth rate of passenger service by the airlines) The need to use air cargo, shipment by sea, and delivery by trucks
and trains in an overall distribution system The need for a commercial distribution hub in the Eastern United
States that can reach more than 60 percent of the nation’s population overnight and also provide a gateway to global markets.
New View
Warehousing a key piece of logistics strategy
– J. B. Hunt
– Lowe’s
• More than just storage
– “Warehousing” “Distribution Centers”
Warehousing Benefits
Economic benefits:Accrue directly to companyMust consider total system costs
Service benefits:Support customer service needsMay or may not reduce costs
Example 1
•Dedicated truck from Los Angeles to Atlanta: $2,000•Cost to run consolidation warehouse: $9 per hundred-weight•Local delivery in Atlanta: $200 per customer
Customer Shipment Weight
Venetian Artist Supply
100 boxes, artist supplies
3,000 lbs.
Kaniko 100 PC printers 3,000 lbs.
Ardent Furniture 10 dining room sets 4,000 lbs.
Cost Benefits of Consolidated Warehousing
How does this compare to the cost of separate dedicated shipments?
What about truck utilization (assume 3 trucks hold 60,000 lbs.)
Warehousing costs 10,000 lbs × $9/100 lbs = $900Cost of one truck to Atlanta $2,000Delivery to final customer 3 customers × $200 = $600
Total: $3,500
Cross-Docking
What about supply / demand mismatches?
Warehouse
Small shipments out ...
Large economical shipments in ...
Break-Bulk
Like cross-docking, but usually refers to a single source
Warehouse
Customer Delivery
Plant A
Example 2
• Manufacturer Customers
• 500 lb. average order size
• Direct shipments: $7.28 per hundred-wt. $7.28 × 5 = $36.40
• > 20,000 lbs: $2.40 per hundred-wt.
• Local delivery: $1.35 per hundred-wt.
Insight:
If we can run a warehouse for less than:
5 × ($7.28 – $2.40 – $1.35) = $17.65/500 lbs.
Or
$17.65 / 5 = $3.53 per hundred-weight
we should do it.
Postponement
Coca Cola syrupBulk food products,paints, etc.
high volumes containers
Postponement
Assembly, Packaging,Labeling, etc.
Customer A
Customer B
Customer C
Minimizes riskMinimizes inventory (how?)
Spot Stock
Warehouse
Time sensitive, seasonal items Often temporary, public storage
Region 3
Region 2
Region 1
Manufactureror Centralized
Source
Assortment
Customer D
Customer C
Customer B
Customer ASupplier E
Supplier F
Supplier G
Supplier H
Broad product line and good inventory control key to success
Ass
ort
men
tW
areh
ou
se
Information Systems
• Decision support tools– Real-time simulation and optimization– Location selection– Cost estimations
• Precise coordination of multimodal solutions• Execution systems
– Global positioning systems– Bar-coding applications– RFID on the horizon as replacement (NYK Logistics)
Unitization• Unit loads
– Transport and handling efficiencies
• Non-rigid containers– pallets and unit load platforms– ropes, steel, shrink and stretch wrap
• Rigid containers– Maximum protection (Viper windshield frame)– Standard sizes?– Recycling?
Packaging Implications
• Transportation– Class segmentation– Damage protection
• Material handling and warehousing– Storage requirements– Unitization– Container recycling– Ease of handling
Questions
What are the strengths and weaknesses of each?
How does the choice of format tie into the business strategy?
Logistics Strategy Choices
Delivery Reliability Highway, Air Direct Ship, Assortment, Spot Stock
Delivery Speed Air, Highway Direct Ship, Assortment, Spot Stock
Mix Flexibility Highway, Air, Rail Assortment, Spot Stock
Design Flexibility Highway, Air Postponement
Volume Flexibility Highway, Air Direct Ship, Assortment, Spot Stock
Cost Rail, Water, Pipeline, Highway
Consolidation, Cross-Docking, Hub-and-Spoke
Performance Dimension Transportation Mode Warehousing System
Who “Owns” Logistics?
OrganizationStrategy
MarketingStrategy
OperationsStrategy
FinancialStrategy
Executive-level of representationDifficult goal of functional integrationOrganizational question: Who really ‘owns’ logistics?
Transportation?Marketing?Operations?
LogisticsStrategy
Owning Versus Outsourcing
• Does the firm’s volume justify a private system?
• Would ownership limit firm’s ability to respond to marketplace changes?
• Is logistics a core competency?
• Are outsource capabilities are available?
Kellogg logistics strategy example in text
Transportation “Outsources”
• Common (public) carriers– Published rates and schedules– “Nondiscriminatory” pricing– Increased flexibility to partner
• Contract carriers– Service for select customers– Unlimited number of customers
• Third-Party Logistics Providers (3PLs)
– Service firms specializing in logistics for other companies
Warehouse Ownership Issues
Cost structure
Financial flexibility
Location flexibility
Managerial control
Expertise
Public Contract Private
EOS EOS ???
High Moderate Low
High Moderate Low
Less Varies Highest
High High ???
Measuring Performance
• Perfect Order– Delivered on time– Shipped complete– Invoiced correctly– Undamaged in transit
• Landed Costs– Packing– Insurance– Customs, other fees– Warehousing– Transportation– Documentation (Redwing Automotive Example)
Reverse Logistics Systems
• Customer returns– Warranty failures– Incorrect or damaged orders
• Repair and remanufacture process support
• Recycling (increasing importance!)
Generally independent systems because of low volume and mix complexity
Weighted Center of Gravity
A method to determine best location for central warehouse from n demand points.– Requires position of each demand point (Xi, Yi)
– Requires weight of each demand point (Wi), based on importance, demand volume, market strategy, etc.
n
ii
n
iii
n
ii
n
iii
W
YWYcoordinateYWeighted
W
XWXcoordinateXWeighted
1
1*
1
1*
CupAMoe’s Coffee
Y
X0
01
1
2
2 3
3
4
4 5
5
6
6
(4,1)
(1,5)
(4.5,3)
Shelbyville(Pop. 170,000)
Springfield(Pop. 200,000)
Capital City(Pop. 400,000)
(2.57,3.6)
CupAMoe’s
Optimization
• Requires an objective function to be maximized or minimized.• Decision variables — values to be manipulated to affect
outcome of objective function• Constraints — limits set on range of decision variables to be
used or on other aspects of the solution possible
For Example:
Assignment Problem
• Specialized optimization model.• Decision variables are the shipment quantities• Known values are demand, capacity, and shipping cost
between warehouses• Constraints:
– Sum of shipments from a warehouse cannot exceed its capacity– Sum of shipments to meet demand must be greater than or equal to the
demand– Sum of shipments from each warehouse must be greater than or equal to
zero(Flynn Boot Company Excel example in text)