Logistics Supply chain

基于《Logistics Supply chain》这本英文阅读材料，构建了涵括我的个人理解的思维导图，快来看看吧！

Logistics & Supply chain

• 1 Logistics, the supply chain and competitive strategy
  • Supply chain management is a wider concept than logistics
  • Different competitive advantages make two leaders
    • cost advantage
    • value advantage
  • The supply chain becomes the value chain
  • The mission of logistics management is the integrated supply chain framework
  • The competitive performance is that Achieving an integrated supply chain
• 2 Logistics and customer value
  • The marketing and logistics interface
    • Two factors have perhaps contributed more than anything else to the growing importance of customer service as a competitive weapon.
      • One is the continual increase in customer expectations
      • The second factor is the slow but inexorable transition towards‘commodity' type markets.
  • Delivering customer value
    • Quality
    • Service
    • Cost
    • Tme
    • Each of these four elements requires a continuous programme of improvement, innovation and investment to ensure continued competitive advantage.
  • What is customer service?
    • It is because of the multivariate nature of customer service and because of the widely differing requirements of specific markets that it is essential for any business to have a clearly identified policy towards customer service.
  • The impact of out-of-stock
  • Customer service and customer retention
    • Using service to augment the core product
  • Market-driven supply chains has become the trodational one.
  • Defining customer service objectives
    • The whole purpose of supply chain management and logistics is to provide customers with the level and quality of service that they require and to do so at less cost to the total supply chain.
  • Setting customer service priorities to Managing product service levels
  • Setting service standards
• 3 Measuring logistics costs and performance
  • Logistics and the bottom line
    • ROI is an important indicator to measure the bottom line of logistics benefits and it affects all links of the supply chain
  • Logistics and shareholder value
    • Generally the effects of trade-offs are assessed in two ways: from the point of view of their impact on total costs and their impact on sales revenue.
  • Logistics cost analysis
    • one of the largest cost elements is also the one that is perhaps least well accounted for and that is inventory.
  • The concept of total cost analysis
    • The most commonly used method is the activity-based costing ABC作业法
  • Principles of logistics costing
  • Main aspects of customer profit analysis is
  • Changing the direct product profitability can make more profit.
  • Cost drivers and activity-based costing
    • The basic purpose of logistics cost analysis is to provide managers with reliable information that will enable a better allocation of resources to be achieved.
• 4 Matching supply and demand
  • The lead-time gap
  • Improving the visibility of demand
  • Demand penetration points can selove the problem of lead-time gap.
  • The supply chain fulcrum
    • The fulcrum is the point at which we commit to source/produce/ship the product in its final form and where decisions on volume and mix are made.
  • Forecast for capacity, execute against demand
  • Demand management and planning
  • Collaborative planning, forecasting and replenishment
• 5 creating the responsive supply chain
  • Product ‘push’ versus demand ‘pull’
  • The Japanese philosophy
    • The Japanese developed the so-called Kanban concept as a way of lowering the water in the lake.
    • Kanban is a ‘pull’ system that is driven by the demand at the lowest point in the chain.
  • The foundations of agility
    • 1 Synchronise activities through shared information
    • 2 Work smarter, not harder
    • 3 Partner with suppliers to reduce in-bound lead times
    • 4 Seek to reduce complexity
    • 5 Postpone the final configuration/assembly/distribution of products
    • 6 Manage processes not just functions
    • 7 Utilise appropriate performance metrics
  • A routemap to responsiveness
    • For organisations to become truly market-driven, there has to be a sustained focus on responsiveness across the business and its wider supply chain.
• 6 strategic lead-time management
  • Time-based competition
    • Customers in all markets, industrial or consumer, are increasingly time-sensitive.
  • Lead-time concepts
    • customer
      • From the customer’s viewpoint there is only one lead time: the elapsed time from order to delivery.
    • supplier
      • from the supplier’s perspective, is the time it takes to convert an order into cash and, indeed, the total time that working capital is committed from when materials are first procured through to when the customer’s payment is received.
  • Logistics pipeline management
• 7 the synchronous supply chain
  • The extended enterprise and the virtual supply chain
    • What has now come to be termed the virtual enterprise or supply chain is in effect a series of relationships between partners that is based upon the value-added exchange of information.
  • The role of information in the virtual supply chain
    • This extension of the information system beyond the classical dimensions of simple planning and control enables time and space to be collapsed through the ability to link the customer directly to the supplier and for the supplier to react, sometimes in real time, to changes in the market.
    • The logistics information system gradually plays an important function
  • Laying the foundations for synchronisation
  • ‘Quick response’ logistics
    • The basic idea behind quick response (QR) is that in order to reap the advantages of time-based competition it is necessary to develop systems that are responsive and fast.
  • Production strategies for quick response
    • In today’s marketplace where customers seek individuality and where segments or ‘niches’ are getting ever smaller, a major source of competitive advantage can be gained by linking production flexibility to customers’ needs for variety.
  • Logistics systems dynamics
    • One of the major advantages of moving to QR and synchronous supply chain strategies is that, by reducing lot quantities and increasing the rate of throughput in the logistics system, modulations in the level of activity in the pipeline can be reduced.
• 8 complexity and the supply chain
  • With that uncertainty comes an increased likelihood that forecast error will increase in line with complexity.
  • The sources of supply chain complexity
    • 1 Network complexity
      • The more nodes and links that exist in a network then clearly the more complex it becomes.
    • 2 Process complexity
      • Lengthy processes containing many different activities will not only create extended lead times but are also more prone to variability in performance.
    • 3 Range complexity
      • Typically as more variants are added to a range the demand per variant will reduce, with a subsequent impact on forecast accuracy.
    • 4 Product complexity
      • Product complexity can arise because the number of components or subassemblies is high, or because there is little commonality across the Bills of Materials for different products.
    • 5 Customer complexity
      • Customer complexity arises as a result of too many non-standard service options or customised solutions.
    • 6 Supplier complexity
      • The size of the supplier base can add to supply chain complexity by increasing the number of relationships that must be managed as well as increasing total transaction costs.
    • 7 Organisational complexity
      • As organisations grow, either organically or through merger and acquisition, the likelihood is that they will become more cumbersome and less able to respond rapidly to change.
    • 8 Information complexity
      • information complexity in a supply chain is directly or indirectly influenced by the preceding seven sources of complexity.
  • The cost of complexity
    • these costs may not be readily transparent as they are hidden in general overheads or the costs of carrying inventory
  • It is important to recognise that often a significant source of supply chain complexity is the actual design of the product itself.
  • Mastering complexity
    • Network simplification and process re-engineering should be on-going in every supply chain that seeks to become less complex.
    • Product complexity will be revealed through a detailed analysis of the Bills of Materials of each product in the range.
• 10 Managing risk in the supply chain
  • Why are supply chains more vulnerable?
    • 1 A focus on efficiency rather than effectiveness
    • 2 The globalisation of supply chains
    • 3 Focused factories and centralised distribution
    • 4 The trend to outsourcing
    • 5 Reduction of the supplier base
  • Understanding the supply chain risk profile
  • How to manage supply chain risk
    • 1 Understand the supply chain
    • 2 Improve the supply chain
    • 3 Identify the critical paths
    • 4 Manage the critical paths
    • 5 Improve network visibility
    • 6 Establish a supply chain continuity team
    • 7 Work with suppliers and customers
  • Achieving supply chain resilience
    • Creating the resilient supply chain
• the output of all logistics activity is customer service.
• In other words the combined impact depends upon the product of all three.
• Lower costs Higher quality More flexibility Faster response times
• The customer profit and loss account