1、Business School of Nankai University,Unit 13 Integrated Logistics Management,作者：南开大学商学院 李桂华,Business School of Nankai University,Glossary,logistics: n. 物流学trimming: n. The act of one that trims. 整理，调整teamwork: n. Cooperative effort by the members of a group or team to achieve a common goal. 协同工作ware
2、housing: n. To place or store in a warehouse, especially in a bonded or government warehouse. 仓库贮存interact: v. To act on each other: 互相作用inverse: adj. Reversed in order, nature, or effect. 相反的stock-out: n. 脱销trade-off: 交替使用harmonize: v. To bring or come into agreement or harmony. 使协调一致counterpart: n
3、. One that has the same functions and characteristics as another; an opposite number: 对手方相应的人或物,Business School of Nankai University,Glossary,apparel: n. Clothing, especially outer garments; attire. 服饰dock: n. A pier; a wharf. 码头tailored: adj. Made by a tailor; custom-made. 剪裁讲究的，定制的distributor: n.
4、One that markets or sells merchandise, especially a wholesaler. 发行者，销售者consolidator: n. 集运人replenishment: n. to fill up again 补给，补充stock up: 采购，囤积bin: n. A container or enclosed space for storage 箱柜designated: adj. To point out or call by a special name指定的bar code: n. A code representing characters
5、by sets of parallel bars of varying thickness and separation that are read optically by transverse scanning. 条形码,Business School of Nankai University,Key Terms and Concepts,Integrated logistics management: Integrated logistics management is a logistics concept that emphasizes the teamwork, both insi
6、de the company and along all the marketing channel organizations, in order to maximize the performance of the entire distribution system 综合物流管理Supply chain management: Supply chain management is the integration of all the facilities, functions, and processes associated with the production of goods a
7、nd services all the way from suppliers to customers or end-users. 供应链管理,Business School of Nankai University,Text,Today, more and more companies are adopting the concept of integrated logistics management. This concept recognizes that providing better customer service and trimming distribution costs
8、 requires teamwork, both inside the company and among all the marketing channel organizations. Inside the company, the various functional departments must work closely together to maximize the companys own logistics performance .The company must also integrate its logistics system with those of its
9、suppliers and customers to maximize the performance of the entire distribution system.,Business School of Nankai University,Text,Cross-Functional Teamwork Inside the CompanyIn most companies, responsibility for various logistics activities is assigned to many different functional unitsmarketing, sal
10、es, finance, manufacturing, purchasing. Too often, each function tries to optimize its own logistics performance without regard for the activities of the other functions. However, transportation, inventory, warehousing, and order processing activities interact, often in an inverse way. For example,
11、lower inventory levels reduce inventory carrying costs. From stock-outs, backorders, special production. runs, and costly fast-freight shipments. Because distribution activities involve strong tradeoffs, decisions by different functions must be coordinated to achieve superior overall logistics perfo
12、rmance.,Business School of Nankai University,Text,Thus, the goal of integrated logistics management is to harmonize all of the companys distribution decisions. Close working relationships among functions can be achieved in several ways. Some companies have created permanent logistics committees made
13、 up of managers responsible for different physical distribution activities. These committees meet often to set policies for improving overall logistics performance. Companies can also create management positions that link the logistics activities of functional areas. For example, Procter & Gamble ha
14、s created “supply managers” who manage all of the supply chain activities for each of its product categories. Many companies have a vice-president of logistics with cross-functional authority. In fact, according to one logistics expert, three-fourths of all major wholesalers and retailers, and a thi
15、rd of major manufacturing companies, have senior logistics officers at the vice president or higher level. The location of the logistics functions within the company is a secondary concern. The important thing is that the company coordinates its logistics and marketing activities to create high mark
16、et satisfaction at a reasonable cost.,Business School of Nankai University,Text,Building Channel Partnerships The members of a distribution channel are linked closely in delivering customer satisfaction and value. One companys distribution system is another companys supply system. The success of eac
17、h channel member depends on the performance of the entire supply chain. For example, Wal-Mart can charge the lowest prices at retail only if its entire supply chainconsisting of thousands of merchandise suppliers, transport companies, warehouses, and service providersoperates at maximum efficiency.,
18、Business School of Nankai University,Text,Companies must do more than improve their own logistics. They must also work with other channel members to improve whole-channel distribution. For example, it makes little sense for Levi-Strauss to ship finished jeans to its own warehouse, then from these wa
19、rehouses to JC Penneys stores. If the two companies can work together, Levi Strauss might be able to ship much of its merchandise directly to JC Penneys stores, saving time, inventory, and shipping costs for both. Today, smart companies are coordinating their logistics strategies and building strong
20、 partnerships with suppliers and customers to improve customer service and reduce channel costs.,Business School of Nankai University,Text,These channel partnerships can take many forms. Many companies have created cross-functional, cross-company teams. For example, Procter &Gamble has a team of alm
21、ost 100 people living in Bentonville, Arkansas, home of Wal-Mart. The P&Gers work with their counterparts at Wal-Mart to jointly find ways to squeeze costs out of their distribution system. Working together benefits not only P&G and Wal-Mart, but also their final consumers, Haggar Apparel Company ha
22、s a similar system called ”multiple points of contact,” in which a Haggar team works with JC Penney people at corporate, divisional, and store levels. As a result of this partnership, Penney now receives Haggar merchandise within 18 days of placing an order-10 days fewer than its next best supplier.
23、 And Haggar ships the merchandise “floor ready”hangered and pre-taggedreducing the time it takes Penney to move the stock from receiving docks to the sales floor from four days to just one.,Business School of Nankai University,Text,Other companies partner through shared projects. For example, many l
24、arger retailers are working closely with suppliers on in-store programs. Home Depot allows key suppliers to use its stores as a testing ground for new merchandising programs. The suppliers spend time at Home Depot stores watching how their product sells and how customers relate to it. They then crea
25、te programs specially tailored to Home Depot and its customers. Western Publishing Group, publisher of ”Little Golden Books” for children, formed a similar partnership with Toys R Us. Western and the giant toy retailer coordinated their marketing strategies to create mini-bookstore sections-called B
26、ooks R Us within each Toys R Us store. Toys R Us provides the locations, space, and customers Western serves as distributor, consolidator, and servicer for the Books R Us program. Clearly, both the supplier and customer benefit from such partnerships.,Business School of Nankai University,Text,Channe
27、l partnerships may also take the form of information sharing and continuous inventory replenishment systems. Companies manage their supply chains through information. Suppliers link up with customers through electronic interchange (EDI) systems to share information and coordinate their logistics dec
28、isions. Here are just two examples:Information sharing is at the heart of supplier-customer relationships. Increasingly, high-performance retailers are sharing point-of-sale scanner data with their suppliers through electronic data interchange. Wal-Mart was one of the first companies to provide supp
29、liers with timely sales data. With its Retail Link system, major suppliers have “earth stations” installed by which they are directly connected to Wal-Marts information network. Now, the same system that tells Wal-Mart what customers are buying lets suppliers know what to produce and where to ship t
30、he goods. Thus, when a teenager buys a size 10 Nike running shoe, the information goes directly to Nikes computers, triggering replacement or production. Wal-Mart no longer issues purchase orders to some of its most reliable suppliers. These suppliers automatically replenish Wal-Marts inventory base
31、d on the retailers scanner data and their knowledge of Wal-Marts operations.,Business School of Nankai University,Text,Bailey Controls, a manufacturer of control systems for big factories, from steel and paper mills to chemical and pharmaceutical plants, treats some of its suppliers almost like depa
32、rtments of its own plants. Bailey has plugged two of its main electronics suppliers into itself. Future Electronics is hooked on through an electronic data interchange system. Every week, Bailey electronically sends Future its latest forecasts of what materials it will need for the next six months,
33、so that future can stock up in time. Bailey itself stocks only enough inventory for a few days of operation, as opposed to the three or four months worth it used to carry. Whenever a bin of parts falls below a designated level, a Bailey employee passes a laser scanner over the bins bar code, instant
34、ly alerting Future to send the parts at once. Arrow Electronics.is plugged in even more closely: It has a warehouse in Baileys factory, stocked according to Baileys twice-a-month forecasts. Bailey provides the space, Arrow the warehouseman and the $500,000 of inventory.,Business School of Nankai Uni
35、versity,Text,Today, as a result of such partnerships, many companies have switched from anticipatory-based distribution systems to response-based distribution systems. In anticipatory distribution, the company produces the amount of goods called for by a sales forecast. It builds and holds stock at
36、various supply points such as the plant, distribution centers, and retail outlets. Each supply point reorders automatically when its order point is reached. When sales are slower than expected, the company tries to reduce its inventories by offering discounts, rebates, and promotions. For example, t
37、he American auto industry produces cars far in advance of demand, and these cars often sit for months on inventory until the companies undertake aggressive promotion.,Business School of Nankai University,Text,A response-based distribution system, in contrast, is customer-triggered. The producer cont
38、inuously builds and replaces stock as orders arrive. It produces what is currently selling. For example, Japanese car makers take orders for cars, then produce and ship them within four days. Some large appliance manufacturers, such as Whirlpool and GE, are moving to this system. Benetton, the Itali
39、an fashion house, uses a quick-response system, dyeing its sweaters in the colors that are currently selling instead of trying to guess long in advance which colors people will want. Producing for order rather than for forecast substantially cuts down inventory costs and risks.,Business School of Nankai University,Tanhk you ！,
