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Proposition
What is Logistics?
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Logistics has risen to a key position in the global
economy
• Postwar U.S. (1945-1995)
– Global leader in distribution and logistics, as a direct result of
World War II
• Rise of EEC and Asia (1980-2000)
– Both regions became major exporters and distributors
• e-Commerce (1998-Present)
– Global logistics capability almost everywhere
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Logistics will continue its renaissance in the
future
• Information technologies will automate many of the
traditionally manual logistical functions:
– Automated port and rail operations
– RFID tagging of materials
– Advanced technologies for warehousing and inventory operations
• Removal of trade barriers will continue to expand global
trade and logistics
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Goal of logistics management
• To satisfy customer
expectations for delivery of
products (or services) while
minimizing the total cost
• Managers must support the
requirements for procurement,
manufacturing and customer
accommodation supply chain
operations
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Transportation has become the major
logistics cost component in the USA
1200
1100
1000
$ Billion 900
800
700 Logistics
600
500 Transportation
400
300
200
100
0
1980 2007
1980 2007
• Logistics Cost of $451 billion is 16.1% of GDP • Logistics Cost of $1398B is 10.1% of GDP
• Transportation ($214B) is 47.5% of Logistics Cost • Transportation ($857B) is 61.3% of Logistics Cost
Source: “19th” Annual “State of Logistics Report” © Council of Supply Chain Management Professionals, 2008 2-6
Logistics costs trends from Table 2.1
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Logistical value proposition
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Service benefits are created by logistical
performance in 3 areas
• Availability involves having inventory to consistently meet
customer material or product requirements
• Operational performance deals with the time required to
deliver a customer’s order
– Key metrics for this area involve delivery speed and consistency
• Service reliability involves the quality attributes of logistics
– Key to quality is accurate measurement of availability and
operational performance over time
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Basic logistical service may not fit all customers
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Cost minimization using the total cost logistics
model
Traditional Cost Logistics Model Total Cost Logistics Model
• Focused on achieving the lowest • Focused on achieving the lowest total
possible cost for each individual cost across each function of logistics
function of logistics • A cost decision in one function should
– For example, Transport the material consider impact to costs of all other
the cheapest way possible logistics functions
• Expected lowest cost based on – For example, Transporting material
decisions that were cheapest for the cheapest way is slower than
individual functions other choices. This requires an
increase in storage cost to hold the
• Ignored the impact of cost decisions
material longer
across logistics functions
– Would it still be a lower cost to use
the cheapest mode of transport?
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Different perspectives on cost minimization
Traditional Cost Logistics Model Total Cost Logistics Model
Minimize order processing cost Minimize (order processing + inventory +
+ transportation + warehousing,
Minimize inventory cost materials handling and packaging +
+ facility) cost
Minimize transportation cost _________________________
+ Lowest total logistics cost
Minimize warehousing, materials
handling and packaging cost
+
Minimize facility cost
__________________________
Lowest logistics cost
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Example of evaluating alternatives to find lowest
total cost
• Compare two alternative shipping carriers to
move a shipment of electronic chips
– Value of shipment = $25,000.00
– Faster shipping is generally more expensive than
slower shipping
• Carrier 1 costs $250 to ship
• Carrier 2 costs $20 more but delivers 1 day faster
– Product in transit is a form of inventory
• Holding costs for shipment is 40% of value per year
– No other cost differences across remaining logistics
functions
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Example of evaluating alternatives to find lowest
total cost
Traditional Cost Method
• Minimize transportation cost
– Compare 1st carrier at $250 vs. 2nd carrier at $270
• Decision is to use 1st Carrier to save $20
• Order Processing
• Inventory
• Transportation
• Warehousing,
Materials Handling,
and Packaging
• Integrated through a
network of facilities
– E.g. warehouses and
distribution centers
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Integrated logistics framework
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The five functions of logistical work are
interrelated
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Inventory
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Transportation
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Warehousing, materials handling and packaging
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Facilities network
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The 3 areas of the value-added logistic process
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Information flow
• Information flow identifies specific
locations within a logistical system
that have requirements
– Information also integrates the three
operating areas
• Information facilitates coordination of
planning and control of day-to-day
operations
• Logistical information has two major
components
– Planning / coordination information
– Operational information needed to
complete work
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Logistical integration requires achieving six
objectives simultaneously
Responsiveness
Variance reduction
Inventory reduction
Shipment consolidation
Quality
Life cycle support
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Logistical operating arrangements
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Figure 2.3 Echelon Structured Logistics
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Figure 2.4 Combined Echelon and Direct
Delivery
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Flexible structures are programs to service
customers using alternatives
• Flexible operations are preplanned contingency strategies to prevent
logistical failures
– For example, a warehouse is out of an item so a contingency policy assigns
the total order to another warehouse
• The structure appears the same as a combined arrangement, but
with the ability to change the logistical structure to suit the service
need
– Different approaches for different situations
– Very common with “factory-less” companies like Nike and Best Buy
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Example situations for flexible logistics structure
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Figure 2.5 Flexible Echeloned and Direct
Delivery
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Supply chain synchronization
• Supply chain
synchronization is the
operational integration of
multiple firms across a supply
chain
– Seeks to coordinate the flow of
materials, products and
information between supply chain
partners to reduce duplication of
effort
– Seeks to reengineer internal
operations of individual firms to
leverage overall supply chain
capability
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The logistics performance cycle is the basic unit
of supply chain design and operational control
• The performance cycle represents elements of work
necessary to complete the logistics related to customer
accommodation, manufacturing or procurement
• A performance cycle consists of the following elements
– Nodes
– Links
– Inventory
• Base stock
• Safety stock
– Input and output requirements
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Figure 2.6 Logistical Performance Cycles
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Performance cycle uncertainty
2-37
Total time to complete the customer delivery
cycle is based on each task within the cycle
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Performance cycle synchronization seeks to
achieve planned time performance
• Delayed or faster performance at any point along
the supply chain results in potential disruption of
operations
• Once consistent operations are achieved,
managers can focus on reducing the time to
complete the performance cycle to a minimum
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