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1、Chapter2LogisticsstrategyandplanningqFocusedonplanningandthedecisionmakingthatleadstogoodlogisticsplansthatcontributetothefinancialgoalsofthefirm.ObjectivesofthefirmVisioningprocessDefinitiveplansCorporatestrategyFunctionalstrategyFourcomponentsofstrategyCustomersSuppliersCompetitorsCompanyCorporate
2、strategyThecorporatestrategydrivesthefunctionalstrategiessincetheyarecontainedwithintheformer,asshowninFigure2-1.CorporatestrategyBox2.1exampleXeror:tobeNo.1infieldserviceStarKistFood:supply-sidestrategy,marketingandlogisticsrespondedwiththeirplantocontrolthepotentialexcessinventories.Logisticsstrat
3、egyThreeobjectives:1.costreductionwarehouselocation,transportmodes2.capitalreductionshippingdirectly,publicwarehouse3.serviceimprovementLogisticsstrategyqBox2.2exampleOfficemachinecompany:Traditionally,technicianswereassignedfromaservicecentertothecustomerrepairsite.Improvewhenamachinebrokedown;arep
4、lacementmachinewouldbesenttothecustomerandthebrokenmachinesenttotheservicecenterforrepair.Seefigure2-2,flowoflogisticsplanning.LogisticsstrategyFlow of Logistics Planning各種物流管理策略基本策略環境因應策略減少物流時間為基礎之策略提高資產生產力之物流策略物流基本策略最小總成本策略最高顧客服務策略最大利潤策略最大競爭策略環境因應策略1配銷策略目標成本服務環境變數顧客變數特性服務水準數量訂貨型態通路變數結構議價能力績效功能產品變數
5、物徵物流變數運輸存貨設備資訊環境因應策略2供給策略目標連續性協調性成本環境變數物料-產品價格風險市場：供給，需求變動供應商可靠度容量品質運送整合性物流變數運輸存貨訂貨處理協調環境因應策略3國際物流策略國際分工物流效率生策略關稅優勢&物流效率比較利益政府影響財務因素財務風險貨幣匯率公司環境減少物流時間之策略及時化系統(Just-in-Time,JIT)與快速回應系統(Quick-Response System,QR)條碼之應用先進科技之應用EDI,VAN直接送貨月台(Cross-Docking)提高資產生產力之物流策略直接由工廠送貨第三者物流服務(Third Party Logistics)Lo
6、gisticsplanning1.LevelofplanningStrategicplanning:usuallymorethanoneyear.Tacticalplanning:usuallylessthanoneyear.Operationalplanning:isshort-rangedecisionmaking.vSeetable2-1,examplesofstrategic,tacticalandoperationaldecisionmaking.Table2-1,Examplesofstrategic,tacticalandoperationaldecisionmaking.Log
7、isticsplanning2.Majorplanningareas Fourmajorproblemareas:a.customerservicelevelsb.facilitylocationc.inventorydecisionsd.transportationdecisions?SeeFigure2-3,thetriangleoflogisticsdecisionmaking.3.ConceptualizingthelogisticsplanningproblemLinks:thelinksofthenetworkrepresentthemovementofgoodsbetweenva
8、riousinventorystoragepoints.Nodes:thestoragepointsretailstores,warehouse,factoriesorvendors.Logisticssystem:includeproductflowandinformationflow.Ordercycletimeinventorylevelscustomerservice.affectaffect4whentoplana.logisticssystemnotexist.b.tomodifytheexistingsystem.(1)Demand(2)Customerservice:inclu
9、desinventoryavailability,speedofdelivery,andorder-fillingspeedandaccuracy.(3)ProductcharacteristicsEx:productweight,volume(cube),valueandrisk.(4)logisticscostsa.totalcost.b.toimprovethelogisticssystem.(5)PricingpolicyExf.o.bfactorypricevs.deliveredprice.Guidelinesforstrategyformulation1.Totalcostcon
10、cept2.Differentiateddistribution3.Mixedstrategy4.Postponement5.Consolidation6.StandardizationTotalcostconceptqTrade-offanalysis:istherecognitionthatcostpatternsofvariousactivitiesofthefirmfrequentlydisplaycharacteristicsthatputtheminconflictwithoneanother.aTransportationservicecharacteristics:Transp
11、ortationcostvs.Inventorycost.aThebesteconomicchoiceoccursatthepointwherethesumofbothcostsislowest.(dashedline)(a)settingthecustomerservicelevelvimprovedcustomerservicelevelwillreducelostsalescost.vimprovedserviceusuallymeansthatmoremustbepaidfortransportation,orderprocessingandinventories.(b)Determi
12、ningthenumberofwarehousesinalogisticssystem.Whenthenumberofstockingpointsisincreased(1)transportationcostsdecline.(2)inventorycostsrise.(c)SettingsafetystocklevelsWhensafetystockisincreased:(1)customerservice(2)inventorycarryingcost(3)lostsalescost(4)transportationcostsremainrelativelyunaffected.(d)
13、SettingthesequenceofproductionrunsformultipleproductsAstheproductionsequenceischanged.1.inventorycarryingcost(massproduction)2.productioncosts(setuptimes changeovercost)Box2.4ApplicationMarineproductsmanufacturerconstructingawarehouseinSt.LouisConsidertransportationcostsminimizeConsiderinventorycost
14、sminimizeConstructingwarehouseinChicago.Final,thepartiallyconstructedwarehouseandmovetheinventorytoChicagoDifferentiateddistributionNotallproductsshouldbeprovidedthesamelevelofcustomerservice.Differentcustomerservicerequirement,differentproductcharacteristics,anddifferentsaleslevels.Inventorylocatio
15、n.Transportationrate(vehicleloadvolumes)Salesvolume.vvFast-movingitemsFast-movingitemsforwardlocationsinthedistributionchannel.forwardlocationsinthedistributionchannel.vvMediumvolumeitemsMediumvolumeitemsinfewerregionallocations.infewerregionallocations.vvSlowmovingitemsSlowmovingitemscentralizedsto
16、ckingpointssuchasplants.centralizedstockingpointssuchasplants.DifferentiateddistributionSeeBox2.5application.Asmallspecialtychemicalcompany.Allproductswereproducedatasinglelocation.Alllargecustomerorders(top10%ofthecompanysvolume),willtobeshippeddirecttocustomersfromtheplant.Othersmallshipmentsizes,
17、weretobeshippedoutoftwostrategicallylocatedwarehouse.Saved20%distributioncosts.Others:Regular customer orders:Regular customer orders:regulardistributionchannelmightbetofillordersfromwarehouses.Back orders:Back orders:out-of-stock,abackupdistributionmightbetofillordersfromsecondarystockingpoints.Mix
18、edstrategyTheconceptofamixedstrategyissimilartothatofdifferentiateddistribution.SeeBox2-6application.Drugretailer:Sixwarehouseswasusedtoserviceabout1000stores.Strategy:1.Privatewarehousesandtruckstoprovidehighlevelsofservicetothestores.2.Usesomepublic(forrent)warehousespace,couldofferlowertotalcosts
19、.MixedstrategyAtotalcostcurveforsingleandmixedwarehousingstrategies.PostponementThetimeofshipmentandthelocationoffinalproductprocessinginthedistributionofaproductshouldbedelayeduntilacustomerorderisreceived.Ex:Dellcomputercorporation,practicesformpostponementbyconfiguringmicrocomputersystemtocustome
20、rorderfromavailableoptions.Postponement type Postponement is favored when the following characteristics appear to be present:Technology&process characteristicsProduct characteristicsMarket characteristicsConsolidationCreatinglargeshipmentsfromsmallones.Ex:customerordersarrivingatawarehousemightbecom
21、binedwithordersreceivedatalatertimeperiod.Box2.9applicationBAfirmhadamasterwarehouseintheRochester,NY.BThemerchandiseconsistedofmanyitemspurchasedinsmallquantitiesfromthousandsofvendorsEstablishedconsolidationterminalsinmajorvendorregions.StandardizationStandardizationinproductioniscreatedbyintercha
22、ngeableparts,modularizingproduct,andlabelingthesameproductsunderdifferentbrandnames.Ex:Clothingmanufacturersdonotattempttostockexactsizesthatmanycustomersrequire,butalterstandardsizestofit.ConcludingcommentsGoals:1.costreduction2.capitalreduction3.serviceimprovementFourkeyareas:1.customerservice2.lo
23、cation3.inventories4.transportation物流管理之策略變數1經濟性變數經濟成長率通貨膨脹企業營運成本資金成本勞工成本生產力國民所得物流管理之策略變數2人口統計變數人口城市集中性年齡趨勢家計單位勞工數物流管理之策略變數3相關能源變數管制因素政治環境9、静夜四无邻，荒居旧业贫。5月-235月-23Friday,May 12,202310、雨中黄叶树，灯下白头人。09:42:2009:42:2009:425/12/2023 9:42:20 AM11、以我独沈久，愧君相见频。5月-2309:42:2009:42May-2312-May-2312、故人江海别，几度隔山川。0
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