InternationalSupplyChainManagement国际供应链管理
国际采购与供应管理联盟证书
国际采购与供应管理联盟证书国际采购与供应管理联盟证书的重要性与价值序言近年来，国际贸易的不断发展和全球化的趋势促使许多企业需求提升其采购与供应管理能力。
作为一个专业的采购与供应管理人员，拥有国际采购与供应管理联盟证书（International Purchasing and Supply Chain Management Alliance Certificate）是一种显示专业素养和能力的重要方式。
本文将深入探讨国际采购与供应管理联盟证书的重要性与价值，并分析其对个人和组织的意义。
一、国际采购与供应管理联盟证书简介国际采购与供应管理联盟证书是由国际采购与供应管理联盟（简称IPSCM Alliance）颁发的一种专业证书。
该证书旨在认可和证明个人在国际采购与供应管理领域具备一定的能力和专业素养。
持有该证书的人员可以被广泛认可为具备国际化视野和全球供应链管理能力的专业人士。
二、国际采购与供应管理联盟证书的重要性1. 在职场上获得竞争优势在如今竞争激烈的职场环境中，拥有国际采购与供应管理联盟证书可以让个人在求职和晋升中脱颖而出。
由于国际采购与供应管理领域知识的复杂性和专业性，该证书成为了雇主们衡量求职者能力和经验的重要标准。
持有该证书的人员往往能够更好地理解国际贸易环境和世界各地供应链的管理，从而在职场上获得更多机会和竞争优势。
2. 提升专业素养和知识水平凭借国际采购与供应管理联盟证书，个人可以系统性地学习和掌握国际采购与供应链管理领域的知识和技能。
该证书涵盖了进口与出口操作、风险管理、供应链策略、供应商关系管理等多个方面的内容，帮助个人全面了解该领域的最佳实践和行业标准。
通过不断学习和更新自己的知识，个人能够不断提升专业素养和知识水平，更好地应对复杂多变的国际贸易环境和供应链管理难题。
3. 加强全球合作与交流国际采购与供应管理联盟证书的持有者们来自世界各地，具有广泛的国际视野和背景。
加入IPSCM Alliance也为个人提供了与其他专业人士交流和合作的平台。
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
全球供应链的管理策略英文版
全球供应链的管理策略英文版Global Supply Chain Management StrategiesIn today's interconnected world, managing global supply chains effectively is crucial for businesses to stay competitive and meet customer demands. With the rise of e-commerce and globalization, companies must adopt innovative strategies to optimize their supply chain operations.One key strategy is to leverage technology to enhance visibility and transparency across the supply chain. Implementing advanced tracking and monitoring systems can help companies track inventory levels, monitor shipment statuses, and identify potential bottlenecks in real-time.Another important aspect of global supply chain management is building strong relationships with suppliers and partners. Collaborating closely with suppliers can lead to improved communication, faster response times, and better coordination of shipments.Furthermore, companies should prioritize sustainability and ethical practices in their supply chain operations. By working with suppliers who adhere to responsible sourcing practices and environmentally-friendly processes, businesses can not only reduce their carbon footprint but also enhance their brand reputation.In addition, diversifying sourcing locations and modes of transportation can help companies mitigate risks and disruptions in their supply chain. By having multiple suppliers in different regions and utilizing various transportation methods, businesses can ensure continuity of operations even in the face of unexpected events.Overall, adopting a proactive and adaptive approach to global supply chain management is essential for businesses to thrive in today's dynamic market environment. By embracing technology, fostering strong relationships, promoting sustainability, and diversifying sourcing options, companies can optimize their supply chain operations and deliver value to customers worldwide.。
International Supply Chain
International Supply ChainThe latest in systems coordination involves the supply chain. The supply chain consists of all the organizations that move goods and services from the source of raw materials to the final customer. The supply chain is longer than a channel of distribution because it includes suppliers to manufacturers, whereas the channel of distribution begins with manufacturers. Channels of distribution are part of the overall supply chain.Included in the supply chain, therefore, are farmers, miners, suppliers of all kinds (e.g., parts, equipment, supplies), manufacturers, wholesalers, and retailers. Many companies have developed software that makes it possible to coordinate the movement of goods and information so that consumer wants can be translated into products with the least amount of materials, inventory, and time. The flows among firms are almost seamless. Naturally, the systems are quite complex and quite expensive, but they pay for themselves in the long run because of inventory savings, customer service improvement, and responsiveness to market changes.1.1 A Definition of International LogisticsFor the international firm, customer locations and sourcing opportunities are widely dispersed. The firm can attain a strategically advantageous position only if it is able to successfully manage complex international networks, consisting of its vendors, suppliers. other third parties, and its customers. Neglection of linkages within and outside of the firm brings not only higher costs but also the risk of eventual non-competitiveness, due to diminished market share, more expensive supplies, or lower profits. Effective international logistics and supply-chain management can produce higher earnings and greater corporate efficiency, which are the cornerstones to corporate competitiveness.This chapter will focus on international logistics and supply-chain management.Primary areas of concentration will be the linkages between the firm, its suppliers, and its customers, as well as transportation, inventory, packaging, and storage issues. The logistics management problems and opportunities that are peculiar to international business will also be highlighted.International logistics is the design and management of a system that controls the flow of materials into, through, and out of the international corporation. It encompasses he total movement concept by covering the entire range of operations concerned with goods movement, including therefore both exports and imports simultaneously. By taking a systems approach, the firm explicitly recognizes the linkages among the traditionally separate logistics components within and outside of corporation. By incorporating the interaction with outside organizations and individuals such as suppliers and customers, the firm is enabled to build on jointness of purpose by all partners in the areas of performance, quality, and timing. As a result of implementing these systems considerations successfully, the firm can develop just-in-time (JIT) delivery for lower inventory cost, electronic data interchange (EDI) for more efficient order processing, and early supplier involvement (ESI) for better planning of goods development and movement. In addition, the use of such a systems approach allows a firm to concentrate on its core competencies and to form outsourcing alliances with other companies. For example, a firm can choose to focus on manufacturing and leave all aspects of order filling and delivery to an outside provider. By working closely with customers such as retailers, firms can also develop efficient customer response (ECR) systems, which car track sales activity on the retail level. As a result, manufacturers can precisely coordinate production in response to actual shelf replenishment needs, rather than based on forecasts.Two major phases in the movement of materials are of logistical importance. The first phase is materials management, or the timely movement of raw materials, parts, and supplies into and through the firm. The second phase is physical distribution,which involves the movement of the firm's finished product to its customers. In both phases, movement is seen within the context of the entire process. Stationary periods (storage and inventory) are therefore included. The basic goal of logistics management is the effective coordination of both phases and their various components to result in maximum cost effectiveness while maintaining service goals and requirements.The growth of logistics as a field has brought to the forefront three major new concepts: the systems concept, the total cost concept, and the trade-off concept. The systems concept is based on the notion that materials-flow activities within and outside of the firm are so extensive and complex that they can be considered only in the context of their interaction. Instead of each corporate function, supplier, and customer operating with the goal of individual optimization, the systems concept stipulates that some components may have to work suboptimally to maximize the benefits of the system as a whole. The systems concept intends to provide the firm, its suppliers, and its customers, both domestic and foreign, with the benefits of synergism expected from the coordinated application of size.In order for the systems concept to work, information flows and partnership trust are instrumental. Logistics capability is highly information dependent, since information availability influences not only the network planning process but also the day-to-day decisions that affect performance. Long-term partnership and trust are required in order to forge closer links between firms and managers. An abuse of power is the fastest way to build barriers to such linkages.A logical outgrowth of the systems concept is the development of the total cost concept. To evaluate and optimize logistical activities, cost is used as a basis for measurement. The purpose of the total cost concept is to minimize the firm's overall logistics cost by implementing the systems concept appropriately.Implementation of the total cost concept requires that the members of the system understand the sources of costs. To develop such understanding, a system of activity- based costing has been developed, which is a technique designed to more accurately assign the indirect and direct resources of an organization to the activities performed based on consumptions. In the international arena, the total cost concept must also incorporate the consideration of total after-tax profit, by taking the impact of national tax policies on the logistics function into account. The objective is to maximizeafter-tax profits rather than minimizing total cost. Tax variations in the international arena often have major consequences, therefore, the focus can be quite important. The trade-off concept, finally, recognizes the linkages within logistics systems that result from the interaction of their components. For example, locating a warehouse near the customer may reduce the cost of transportation. However, additional costs are associated with new warehouses. Similarly, a reduction of inventories will save money but may increase the need for costly emergency shipments. Managers can maximize performance of logistics systems only by formulating decisions based on the recognition and analysis of such trade-offs. A trade-off of costs may go against one's immediate interests. Consider a manufacturer building several different goods. The goods all use one or both of two parts, A and B, which the manufacturer buys in roughly equal amounts. Most of the goods produced use both parts. The unit cost of part A is $7, of part B, $10. Part B has more capabilities than part A; in fact, B can replace A. If the manufacturer doubles its purchases of part B, it qualifies for a discounted $8 unit price. For products that incorporate both parts, substituting B for A makes sense to qualify for the discount, since the total parts cost is $17 using A and B, but only $16 using Bs only. Part B should therefore become a standard part for the manufacturer. But departments building products that only use part A may be reluctant to accept the substitute part B. because, even discounted, the cost of B exceeds that of A. Use of the trade-off concept p will solve the problem.1.2 Supply Chain ManagementThe integration of these three concepts has resulted in the new paradigm of supply chain management, where a series of value-adding activities connect a company's supply side with its demand side. This approach views the supply chain of the entire extended enterprise, beginning with the supplier's suppliers and ending with consumers or end users. The perspective encompasses the entire product and information and funds flow that form one cohesive link to acquire, purchase, convert/manufacture, assemble, and distribute goods and services to the ultimate consumers. The implementation effects of such supply-chain management systems can be major. Efficient supply-chain design can increase customer satisfaction and save money at the same time. For example, it has permitted Wal-Mart, the largest U.S. retailer, to reduce inventories by 90 percent, has saved the company hundreds of millions of dollars in inventory holding costs, and allows it to offer low prices to its customers. On an industry-wide basis, research has indicated that the use of such tools in the structuring of supplier relations could reduce operating costs of the European grocery industry by $27 billion per year, with savings equivalent to a5.7 percent reduction in price. Clearly, the use of such strategic tools will be crucial for international managers to develop and maintain key competitive advantages.1.2. 1 The Impact of International LogisticsLogistics costs comprise between 10 and 30 percent of the total landed cost of an international order. International firms already have achieved many of the cost reductios that are possible in financing and production, and are now beginning to look at international logistics as a competitive tool. Research shows that the environment facing logistics managers in the next ten years will be dynamic and explosive. Technologicaladvances and progress in communication systems and information proc essing capabilities will be particularly significant in the design and management of logistics systems.For example, close collaboration with suppliers is required to develop a just-in-time inventory system, which in turn may be crucial to maintaining manufacturing costs at globally competitive levels. Yet, without electronic data interchange, such collaborations or alliances are severely handicapped. While most industrialized countries can offer the technological infrastructure for such computer-to-computer exchange of business information, the application of such a system in the global environment may be severely restricted. It may not be just the lack of technology that forms the key obstacle to modern logistics management, but rather the entire business infrastructure, ranging from ways of doing business in fields such as accounting and inventory tracking, to the willingness of businesses to collaborate with each other. " A contrast between the United States and Russia is useful here.In the United States, 40 percent of shipments are under a just-in-time/quick response regime. For the U. S. economy, the total cost of distribution is close to 10 percent of GNP. By contrast, Russia only now is beginning to learn about the rhythm of demand and the need to bring supply in line. The country is battling space constraints, poor lines of supply, nonexistent distribution and service centers, limited rolling stock, and inadequate transportation systems. Producers are uninformed about issues such as inventory carrying costs, store assortment efficiencies, and replenishment techniques. The need for information development and exchange systems, for integrated supplier distributor alliances, and for efficient communication systems is only poorly understood. As a result, distribution costs remain at well above 30 percent of GNP, holding back the domestic economy and severely restricting its international competitiveness. Unless substantial improvements are made, major participation by Russian producers in world trade will be severely handicapped, since the high logistics and transaction costs let Western buyers encounter high "frictional resistance" in their procurement process.Logistics and supply-chain management increasingly are the key dimensions by which firms distinguish themselves internationally. Given the speed of technological change and the efficiency demands placed on business, competitiveness, international sales growth, and international business success increasingly will depend on the logistics function.。
国际经济与贸易专业可以考的证书
国际经济与贸易专业可以考的证书国际经济与贸易专业可以考的证书在当今全球化和竞争激烈的经济环境中，对于国际经济与贸易专业的学生来说，获得相关证书是提升自身竞争力和专业知识的重要途径。
这些证书不仅可以加强专业素养，还可以为就业和职业发展打下坚实的基础。
本文将为您介绍几个国际经济与贸易专业可以考取的证书，并探讨它们的价值和意义。
1. 国际商务师（Certified International Business Professional，简称CIBP）国际商务师证书是由国际商务师学会（Certified International Business Professionals Society）颁发的一项国际专业证书。
它试图评估并验证个人在国际商务领域的知识、技能和能力，包括国际市场分析、供应链管理、国际财务管理等方面的知识。
通过考取CIBP证书，一方面可以提高在国际商务领域的信誉度，另一方面也能展示自己的专业素养和竞争力。
2. 国际物流师（Certified International Supply Chain Professional，简称CISCP）国际物流师证书由国际供应链管理协会（International Supply ChainManagement Association）颁发。
该证书涵盖了供应链规划、采购管理、物流运输、仓储与分销等方面的知识与技能。
对于国际经济与贸易专业的学生而言，考取CISCP证书可以提升对于全球供应链运作和物流管理的理解和应用能力，同时也有助于在物流领域寻求更好的职业机会。
3. 国际贸易师（Certified International Trade Professional，简称CITP）国际贸易师证书由国际贸易专业人士学会（Forum for International Trade Training）颁发。
该证书主要评估个人在国际贸易方面的知识、技能和专业能力，包括国际市场分析、贸易法规、跨文化沟通、谈判技巧等方面。
第8章供应链管理的全球性问题_供应链管理分解
销活动在海外发生
全球供货商：原物料及零件的供应来自国外的供货商，而最后
的装配是在本国内进行
国外制造：产品通常在同一地区采购原料与制造，最后运回国
内的仓库作销售及分销之用 生产及分销
完全一体化的全球供应链：产品乃是由世界各地的设施供应、
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企业全球化发展趋势的驱动力
rates Regional operations become relatively more or less expensive
对于一个公司营运风险的影响因素：
顾客反应（Customer Reactions） 竞争者的反应（Competitor Reactions）
Market Share Profit 供货商的反应（Supplier Reactions） 政府的反应（Government Reaction）
第一世界国家、发展中国家及第三世界国家，这些国家之间的
主要差异要被标明
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不同地区的主要差异
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文化的差异
文化差异可能是影响全球子公司理解管理层的目标及看 法的关键，诸如：
信仰、价值观、习俗以及语言，这些都在全球商业之中扮演一
个很重要的角色，并且强烈的影响到协商及沟通
语言 信仰 风俗习惯
3
简介
全球营运与供应链变得越来越重要是非常明显的 在许多方面来说，全球供应链管理与横跨大片地理区域 的国内供应链管理是相似的 然而，假如国际供应链网络能有效管理，它将能提供许 多额外的机会。同时也必须注意许多额外的潜在问题及 陷阱
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全球供应链的范围
全球供应链涉及范围可从只有一些国际性供货商的国内 企业到一个真正一体化的全球供应链：
跨国公司供应链管理PPT课件
• 他们在国内市场所占份额相当大，成长空间逐渐减 少必须开拓海外市场。
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三、全球化协作生产组织
将生产外包给国外企业的先锋——通用电气
其前任执行总裁杰克·韦尔引入70:70:70原则，即 70%的劳动转移到劳动力成本低廉的地方，这70% 中的70%设在沿海开发中心，70%在印度。
Global Supply Chain Management of MNCs
跨国公司
全球供应链运营模式
1
全国供应链管理
全球化的发展历程 全球供应链战略管理 全球供应链的运营模式 全球供应链的风险
2
全球化的发展历程
• 公元430年亚洲与欧洲通过“丝绸之路”交 易香料、丝绸、玻璃、瓷器和香烟。
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• 全球供应链的形成是全球化不断深化及通信技术 在世界各国迅速普及的产物。跨国公司按照各国 区位比较优势，对资源进行优化重组，将生产拆 分成各个模块，并按照“成本最低、创新最高” 原则形成一种国际生产网络。但是，在提高效率 和利润的同时，全球供应链也是一把双刃剑，因 为其对产业链各环节供给的稳定性提出了很高要 求。一旦某个环节的零部件供给因突发事件而出 现问题，就要求跨国制造商具备强大的自我修复 能力，并能迅速找到满足所需替代产品的供应商。
• 地区间价格的巨大差异 使得跨国地区交易极具吸 引力，尽管那是物流设施 还不齐全，全球性贸易随 着工业革命的到来进入了 一个新的纪元
3
全 球
国际供应链 多方合作关
系
化
程 度
国外生产与 国内总公司
生产
加工
原料供应
基本独立 海外营业部
国际物流和供应链管理【英文】
Lecture 2: Globalization and International Trade
Key Points of Last Lesson
• What Is Supply Chain: – Scope: From the raw material to the final consumer – Process: purchasing, warehousing, transportation, etc. – Objectives: cost and service level • Key Thought in Global Supply Chain Management: – Six factors makes global logistics much more important compared to a few decades ago – Highly complex, covering various aspects – SC dispersed over a larger geographical area – It offers many more opportunities than just the domestic supply chain – Risk factors are also present 2-2
$ million
8,000,000 6,000,000
4,000,000 2,000,000 0 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2004 2008 2009
Year
2-5
An observation from the US perspective
国际供应链流通内容分类
国际供应链流通内容分类International Supply Chain Distribution: An Overview国际供应链流通：概述Introduction:Supply chain distribution is an integral part of global commerce as it involves the movement of goods and services from suppliers to customers across different countries. Efficient distribution is crucial for companies to deliver products timely, cost-effectively, and in good condition. In this article, we will provide an overview of the classification of international supply chain distribution.引言：供应链流通是全球商业的重要组成部分，它涉及从供应商到不同国家的客户之间的货物和服务的流动。
高效的流通对于企业及时、节约成本并保持产品良好状态至关重要。
在本文中，我们将概述国际供应链流通的分类。
1. Mode of Transportation:1. 运输方式：One way to classify international supply chain distribution is by the mode of transportation used. There are various modes of transportation available, including air, sea, road, and rail. Each mode has its own advantages and limitations. Air transportation is known for its speed and reliability, making it suitable for perishable goods or time-sensitive deliveries. Sea transportation, on the other hand, is more cost-effective but slower, making it suitable for bulk shipments. Road and rail transportation are commonly used for domestic or regional distribution.关于国际供应链流通的分类之一是根据所采用的运输方式。
法学类国际供应链管理
法学类国际供应链管理Title: International Supply Chain Management in Legal Context标题：法律背景下国际供应链管理In the contemporary global business environment, international supply chain management (ISCM) has emerged as a critical aspect of corporate operations.The complexities of international trade, however, have led to a variety of legal challenges that necessitate the development of specialized knowledge and skills.在当代全球商业环境中，国际供应链管理（ISCM）已成为企业运营的关键方面。
然而，国际贸易的复杂性导致了各种法律挑战，这需要发展专门的知识和技能。
The field of ISCM requires professionals who are not only well-versed in the fundamentals of supply chain management but also possess a nuanced understanding of international law and regulations.These individuals must be adept at navigating the legal landscape of different jurisdictions, managing compliance risks, and ensuring that supply chain activities are conducted in accordance with relevant laws and regulations.ISCM领域需要不仅精通供应链管理的基本知识，而且对国际法和规定有深刻理解的职业人士。
国际商务ch16 International logistics and supply-chain management
Vessels Used in Ocean Shipping
Liner Service Bulk Service Tramp Service
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Airfreight
Airfreight is available to and from most countries, including the developing world. International airfreight is expected to grow to 190 billion tons in 2005, compared to only 70 billion tons in 1995. Forty percent of the world’s manufactured travel by air. Items that are high-value or high in density tend to travel by air.
Order Processing
Order Processing
Supplier-Firm Interface Transportation Transportation
Costumer-Firm Interface Physical Customer Distribution Service Management Inventory Management Inventory Management
4
Three Concepts of Business Logistics
Systems Concept Total Cost Concept Trade-off Concept
5
Supply-Chain Management
Supply-chain management is the integration of business processes from end user through original suppliers, that provide products, services, and information that add value for customers.
供应链在什么期刊发表
供应链在什么期刊发表供应链管理是现代企业发展中非常重要的一环，对于提高企业效率、降低成本、优化资源配置都有着至关重要的作用。
因此，供应链管理的研究成果也得到了广泛的关注和认可。
那么，供应链管理的相关研究成果通常会发表在哪些期刊呢？首先，供应链管理领域的研究成果通常会发表在《供应链管理杂志》（Supply Chain Management Review）这样的专业期刊上。
该期刊以其权威性和专业性而闻名，涵盖了供应链管理领域的最新研究成果和案例分析，为从业人员和研究者提供了一个交流和学习的平台。
其次，国际上一些著名的管理学期刊，如《管理科学》（Management Science）、《生产与运作管理》（Production and Operations Management）等，也经常刊登与供应链管理相关的研究成果。
这些期刊以其严谨的学术态度和广泛的影响力而受到广大学者和专业人士的青睐。
此外，一些行业内的专业期刊，如《物流与供应链管理》（Logistics and Supply Chain Management）等，也是供应链管理研究成果的重要发布平台。
这些期刊通常聚焦于特定的行业领域，对于该领域内的供应链管理问题有着更深入的研究和探讨。
除了期刊外，国际学术会议也是供应链管理研究成果的重要发布平台。
例如，国际供应链管理学会（International Supply Chain Management Conference）每年都会举办一次学术会议，来自世界各地的学者和从业人员都会在这个平台上分享他们的最新研究成果和实践经验。
综上所述，供应链管理的研究成果通常会发表在《供应链管理杂志》、《管理科学》、《生产与运作管理》等专业期刊上，同时也会通过国际学术会议来进行发布和交流。
这些平台为供应链管理领域的研究者和从业人员提供了丰富的信息资源和学术交流机会，有助于推动该领域的发展和创新。
Intl Logisitics VS Domestic Logistics
Administration
Minimal documentation involved (e.g., purchase order, bill of lading, invoice)
Significant paperwork; the U.S. Department of Commerce estimates that paperwork cost for an average shipment is $250
Top U.S. Trading Partners
Challenges to Global Logistics
The 4 D’s
Demand Distance
Documentation Diversity
The 4 D’s
Demand is greater Distances are longer Documentation is more extensive Diversity is substantial in requirements and cultures
Low cost sourcing Increased markets Increased economies of scale
International Logistics (continued)
Important issues to consider: To gain a competitive advantage, global sourcing is a given for companies engaging in global marketing strategies The longer the supply chain, the more cooperation and coordination is required between production, marketing, purchasing, and the logistics management group
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© 2007 Thomson, a part of the Thomson Corporation. Thomson, the Star logo, and Atomic Dog are trademarks used herein under license. All rights reserved.
© 2007 Thomson, a part of the Thomson Corporation. Thomson, the Star logo, and Atomic Dog are trademarks used herein under license. All rights reserved.
© 2007 Thomson, a part of the Thomson Corporation. Thomson, the Star logo, and Atomic Dog are trademarks used herein under license. All rights reserved.
International Supply Chain Management
•Historical Development of International Logistics •Definition of Logistics and Supply Chain Management •Definition of International Logistics •Definition of International Supply Chain Management •Elements of International Logistics •The Economic Importance of Logistics •The Economic Importance of International Logistics
© 2007 Thomson, a part of the Thomson Corporation. Thomson, the Star logo, and Atomic Dog are trademarks used he.
© 2007 Thomson, a part of the Thomson Corporation. Thomson, the Star logo, and Atomic Dog are trademarks used herein under license. All rights reserved.
Historical Development of International Logistics
Framework
• The term “Logistics” is based on the physical movement of goods. • The modern interpretation of the term “logistics” has its origins in
the military. • Business logistics include all the activities related to the physical
movement of goods (upstream and downstream) and related paperwork.
• International air shipments became an increasing percentage of all shipments in the 1980s:
Historical Development of International Logistics
The Move Toward Speed
• The advent of containers in ocean trades (mostly 1960s and 1970s) lowered transit times substantially.
• As trade expanded, international logistics grew. • In the early days, international logisticians were concerned about
making sure that the goods arrived in good condition and at the lowest possible cost.
International Supply Chain Management
•Historical Development of International Logistics •Definition of Logistics and Supply Chain Management •Definition of International Logistics •Definition of International Supply Chain Management •Definition of Elements of International Logistics •The Economic Importance of Logistics •The Economic Importance of International Logistics
Historical Development of International Logistics
The Early, "Slow" Days
• Very early international logisticians were traders who bought and sold goods internationally (Silk Road, for example).