omsan lojİstİk. logistics from a european perspective a birds‘ eyes view on recent trends: part...
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OMSAN LOJİSTİK
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Logistics from a European
PerspectiveA Birds‘ Eyes View on
Recent Trends:
Part I:
„Long Waves in Management Thinking”
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„Breaking Frames“: It Helps to See the Broader Picture
The Broad Task: Making Businesses Successful - Yours and Your Customers
Stepping out of the Frame - Backwards: Thoughts on „Long Waves“ in Management Thinking
The Hypothesis of a Convergence
Looking Ahead: Three Fundamental Trends in the Future of Logistics and Supply Chain Management
Thread of the ArgumentThread of the Argument:
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-> Keys to Business Success!-> Keys to Business Success! Yours and your Customers‘! Yours and your Customers‘! Best Practices to Get There....!Best Practices to Get There....!
I. The Broad Task
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What we are looking for in the Art and ScienceWhat we are looking for in the Art and Scienceof „Management“/„Betriebswirtschaftslehre“:of „Management“/„Betriebswirtschaftslehre“:
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II. „Making Businesses Successful:
Seven „long waves“ in Management Thinking
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II-1. From a “Cost“ and “Factors of Production“- World ...
... to an Orientation towards creating VALUE for STAKEHOLDERS
Employees-Participation
„Shareholder“-Value
EnvironmentalEnvironmentalResponsibilityResponsibility
Good CitizenshipGood Citizenship
„Customer Value“
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II- 2. ROI, Break Even, EVA: from „manipulating financial constructs“,
i.e. „Profits without Production?“
Quelle: Suzaki, The New Shop Floor Management, New York, 1993
MBWA Time-Based
Management Andon-Principle „hands on“
Management
Back to Back to ““managing themanaging thereal phenomena“:real phenomena“:
„Genba ..“
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III-3. From „reacting to problems“ ...
“Quality is Free” and “Zero-Defekt”
Poka Yoke Total Quality Management Robust System Designs
Crisis Management Department of Claims and Shortages Expeditors„Customer Service“
... to preventive ... to preventive Quality Management Quality Management
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II-4. from growing systems to master and control complexity ...
Cell DivisionCell Division Loose/tight coupling Loose/tight coupling Self organization, learning Systems Self organization, learning Systems Organization by “Fractals“ Organization by “Fractals“ SAP (??)SAP (??)
... to the idea of... to the idea ofreducing complexity inreducing complexity inthe first place!the first place!
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II-5. from pushing capacity utilization and products
Kanban Just-in-Time Mass Customization,
lotsize 1, Micro-Marketing Quick Response ECR SCM ... ?
pull
push
... towards „lean“ flows and... towards „lean“ flows and activities stimulated and product „pulled“ activities stimulated and product „pulled“ by demand only: by demand only:
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II- 6. from „atomized“ external and internal spot market-
transactions
OutsourcingLeasingContract Logistics“Partnering”, KyoseiWin-Win-Orientation
... towards integrated long-term ... towards integrated long-term „symbiotic“ relationships:„symbiotic“ relationships:
Quelle:Prof. P. Klaus
and back? E-procurement, auctions etc. ???
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II-7. from closed, hierarchical „functional silos“ and organizational boxes ... .
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customer
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7-2. towards simple, lateral process-structures
Quelle:Prof. P. Klaus
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But: what does this allmean for current and future
„best practice“ in management?
Quelle:Prof. P. Klaus
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after looking back at the „long waves“...
III. The “Convergence“ Hypothesis:
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IV. Looking ahead:
Some extrapolation and speculationThree fundamental trends?
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The First Trend: New kinds of customer relationship,
new „depths“ of individualization and integration with customers
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IV-1. The case: Customer Integration and Radical Process Streamlining
EffizienteCash-Logistik:
Bargeldlos
EffizientesReplenishment:
schmaler Sortiment,kontinuierlicher Warenzu-/Abfluß
Effizientes„Order Processing“:
getaktet, programmiert,zentralisiert
EffizienteBestellung
aktiver Verkauf
EffizientesFlächenmanagementKostengünstige Lage
Effiziente Kommissionierung: zeitlich entkoppelt
EffizienteAuslieferung:entkoppelte
Tourenplanung
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Integration of the customer into the „Supply Chain“ for customization: the Würth-Orsymat
IV-2. The „SoHo“/“Point-of-Use“- Orientation Service Industries
Intelligent Food-, Office-, Everything-Supplies
Intelligent Hospital Supplies (Allegiance!)
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IV-3. One more example: Integration of the Customer into the Design-Process:
Matsushitas „virtual“ kitchen design lab
online-linkage between customer/user an production and distribution planning
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IV-4. Information and Planning Systems
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IV-5. ... Opening up a world of new business process design options!
Nr. Prozeßschritt Ausgestaltungsoptionen(eher konventionell -> -> -> -> -> -> eher E-Commerce-typisch)
1 Stimulation derNachfrage
Autonom vomNachfrager
Durch Medien-Impulse, Print-Katolog Modell(Versandhaus)
IndividualisiertesAngebot – Fax,Internet-Angebot(Direktvertrieb)
InteraktiveInternet-Stimulation(Modell Amazon)
AutomatischesReplenishment(Modell „Intell.Kühlschrank“)
2 Auftragsannahme Konvent. MedienBrief, Fax
Call-Center Email-Formular InteraktivesInternet-Formular
Persönlich durchAnlieferer
3 Interne Auftragsabw. Nicht integriert Workflow-Integration
4 Beschaffung/Warennachschub-/Einkaufsabwicklung
ManuellesBeschaffungs-system
Standardprozeß ERP-System
Manuell ausgelöstesReplenishment
AutomatischesReplenishment (VMI –Modell „Walmart“)
5 Produktion(evtl. Vor-Prod. und Besch.)
Serienfertigung(Make-to-stockvorratsorientiert)
Flexible Losfertigung(Make-to-Stockbedarfsorientiert)
„Assemble-to-order“dezentral(HP-Modell)
„Assemble-to-Order“zentral(Dell-Modell)
6 Kommissionierung/Versand
EinstufigeEinzelkommiss.
Ein/mehrstufigeBatch-Kommissionierg.
MehrstufigesWave-Picking mitBelegen
Belegloses halb-automat. Komm.,„pick-to-light“
BeleglosevollautomatischeKommissionierung
7 Verpackung Verlust-verpackung Verpackung mit sep.Rückgabeoption
„Bag in Box“ mit MTV-Behälter
Nutzer-FertigeBereitstellung
8 Zusammenführungvon Teillieferungen
UnkoordinierteAnlieferung(Baustellen-Modell))
durch Log.Dienst-leister in zentr.Sammellager(„Abtrag“modell)
durch Log.Dienstleister im
Transit („Merge-in-Transit“)
durch lokalenServicebeauftragt(„Liberty“-Mod.).
Vor Ort beimKunden –synchronisierteAnlieferung
9 Letzte Meile/Schnittstelle zumKonsumenten
BereitstellungKofferraum(„Net“-Modell)
Shopping BoxZentral -Kund.nah
Home-Deliverykonventionell(ohne/mit AvisoderVertrauensadr.).
„Streamline“-Schnittstelle
Intelligenter.Kühlschrank„autom.Replenishment“
10 Point-of-Use Service Nicht geboten/Gebrauchsanweisung
Hotline Off-line Installations-service
Integrierter Home-Delivery/P-o-U Service
11 Re-IntegrationRücksendungen
Entsorgung Dezentral – Offpreis Vertrieb Zentral – WiedereinlagerBestände
12 Inkasso Vorkasse/Rechnungstellung
Nachnahme Kreditkarte Zertifizierte Elektron.Zahlung
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The Second Trend:New Organizational Forms
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The BMW-Story of 1992The BMW-Story of 1992
V- 1. New Organizational StructuresV- 1. New Organizational Structures2
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V-2. The „Process Organization“ Trend
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The „self-organization“/“self-stimulation“ „Kanban“-Idea everywhere!
Small operational units: customer focused process units - the feel and eye of the entrepreneurial manager?
Renaissance of „analog“ information? A nother role for IT? Total „Supply Chain Visibility“ - getting
beyond SAP The Skywa Approach ?
V-3. Dramatic consequences from further efforts towards
complexity reduction ...
2