CH11Key Decision Areas(运营管理,英文版)
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Chapter 11, Slide 13
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Who “Owns” Logistics?
Organization Strategy
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 10, Slide 1
Key Decision Areas
Transportation Warehousing (and more generally, location) Packaging Material handling Logistics information systems Logistics service providers (And some would put inventory here as well!)
Chapter 11, Slide 15
Major Transportation Modes
• Deregulation
• Globalization • Technological breakthroughs • Environmental concerns
• Performance impact
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 14
Logistics Decision Areas
• Buyers have greater freedom
– Negotiate prices, terms, and conditions – Ownership issues
BUT…
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Fuel efficiency Pollution Recovery, recycling, and reuse of packaging, containers, and products
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 10, Slide 12
Strategic Disconnect
Organization Strategy
Marketing Strategy
Operations Strategy
Financial Strategy
Strategic Disconnect Transportation Decisions Inventory Decisions Location Decisions Information Systems
Chapter 11, Slide 4
Deregulation (continued)
… With greater freedom comes new responsibilities Key point
Logistics has evolved from being a “tactical” area to a “strategic” one
Logistics
Planning, implementing, and controlling the effective flow and storage of goods and materials from the point of origin to the point of consumption (CLM)
Marketing Strategy
Logistics Strategy
Operations Strategy
Financial Strategy
Executive-level of representation Difficult goal of functional integration Organizational question: Who really ‘owns’ logistics? Transportation? Marketing? Operations?
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 9
Performance Impact II
Customer “touch points”
Transportation…
– Modes – Formats – Pricing
Warehousing
– Consolidation – Cross Docking and Break-Bulk – Hub and Spoke – Inventory
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 3
Deregulation
• Transportation providers
– – – – Elimination of artificial barriers Unrestricted markets Multi-modal solutions Price, schedule, and terms flexibility
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 2
Why the Increasing Interest?
Delivery reliability Delivery speed Delivery tracking Quality
“Ford is hiring UPS”
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
From functional silos to strategic positioning
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 7
Environmental Concerns
Even while certain aspects of logistics have been deregulated, other areas are being controlled more stringently
Information Systems
• Global positioning systems • Bar-coding applications
– RFID on the horizon as replacement
• Real-time simulation and optimization • Precise coordination of multi-modal solutions
Chapter 11, Slide 8
Performance Impact I
Comparative GDP and Logistics Expenditures (billions of $, 1998)
Gross Domestic Product
8,495 7,981 5,605 7,080 29,161 Logistics Expenditure 915 941 652 916 3,424 Logistics % of GDP 10.8 11.8 11.6 12.9 11.7
4.5 days
Sபைடு நூலகம்ipping Time
Total Time to the Customer
75% decrease in manufacturing time, but only 25% decrease in time to customer. Where is the leverage now?
Region North America Europe Pacific Other Total
Source: D. Bowersox and R. Calantone, “Executive Insights: Global Statistics,” Journal of International Marketing, Vol. 8, no. 4, 1998, pp 83-93.
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 11
The Evolution of Logistics Strategy
Chapter 11, Slide 10
Performance Impact III
Total time to the customer at WolfByte Computer
Manufacturing Time
2000 2 days 4 days
6 days
2004 0.5 days 4 days
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 5
Technological Breakthroughs I
Transportation Systems
• Standardized containers for ease of transfer • “Roadrailers,” etc. • Multi-modal solutions
– Ship Truck Train Truck ?
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 6
Technological Breakthroughs II
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Who “Owns” Logistics?
Organization Strategy
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 10, Slide 1
Key Decision Areas
Transportation Warehousing (and more generally, location) Packaging Material handling Logistics information systems Logistics service providers (And some would put inventory here as well!)
Chapter 11, Slide 15
Major Transportation Modes
• Deregulation
• Globalization • Technological breakthroughs • Environmental concerns
• Performance impact
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 14
Logistics Decision Areas
• Buyers have greater freedom
– Negotiate prices, terms, and conditions – Ownership issues
BUT…
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Fuel efficiency Pollution Recovery, recycling, and reuse of packaging, containers, and products
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 10, Slide 12
Strategic Disconnect
Organization Strategy
Marketing Strategy
Operations Strategy
Financial Strategy
Strategic Disconnect Transportation Decisions Inventory Decisions Location Decisions Information Systems
Chapter 11, Slide 4
Deregulation (continued)
… With greater freedom comes new responsibilities Key point
Logistics has evolved from being a “tactical” area to a “strategic” one
Logistics
Planning, implementing, and controlling the effective flow and storage of goods and materials from the point of origin to the point of consumption (CLM)
Marketing Strategy
Logistics Strategy
Operations Strategy
Financial Strategy
Executive-level of representation Difficult goal of functional integration Organizational question: Who really ‘owns’ logistics? Transportation? Marketing? Operations?
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 9
Performance Impact II
Customer “touch points”
Transportation…
– Modes – Formats – Pricing
Warehousing
– Consolidation – Cross Docking and Break-Bulk – Hub and Spoke – Inventory
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 3
Deregulation
• Transportation providers
– – – – Elimination of artificial barriers Unrestricted markets Multi-modal solutions Price, schedule, and terms flexibility
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 2
Why the Increasing Interest?
Delivery reliability Delivery speed Delivery tracking Quality
“Ford is hiring UPS”
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
From functional silos to strategic positioning
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 7
Environmental Concerns
Even while certain aspects of logistics have been deregulated, other areas are being controlled more stringently
Information Systems
• Global positioning systems • Bar-coding applications
– RFID on the horizon as replacement
• Real-time simulation and optimization • Precise coordination of multi-modal solutions
Chapter 11, Slide 8
Performance Impact I
Comparative GDP and Logistics Expenditures (billions of $, 1998)
Gross Domestic Product
8,495 7,981 5,605 7,080 29,161 Logistics Expenditure 915 941 652 916 3,424 Logistics % of GDP 10.8 11.8 11.6 12.9 11.7
4.5 days
Sபைடு நூலகம்ipping Time
Total Time to the Customer
75% decrease in manufacturing time, but only 25% decrease in time to customer. Where is the leverage now?
Region North America Europe Pacific Other Total
Source: D. Bowersox and R. Calantone, “Executive Insights: Global Statistics,” Journal of International Marketing, Vol. 8, no. 4, 1998, pp 83-93.
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 11
The Evolution of Logistics Strategy
Chapter 11, Slide 10
Performance Impact III
Total time to the customer at WolfByte Computer
Manufacturing Time
2000 2 days 4 days
6 days
2004 0.5 days 4 days
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 5
Technological Breakthroughs I
Transportation Systems
• Standardized containers for ease of transfer • “Roadrailers,” etc. • Multi-modal solutions
– Ship Truck Train Truck ?
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 11, Slide 6
Technological Breakthroughs II