当代物流学案例一

1、CASE 1-1 SUDSY SOA P , INC.弗兰克约翰逊出是Sudsy肥皂公司的境外物流经理。他在肥皂公司的工作五 年了，公司的分销工作做的很好，因为航运格局和数量是不变的惯例， 他的工作 变得比较容易了。该公司的管理层夸耀说，它在“一个稳定的市场”有十份稳定 的市场份额，尽管少数股东抱怨说，Sudsy肥皂在不断增长的市场上所占份额下 降了。Sudsy肥皂厂在俄亥俄州阿克伦。它通常一周生产 1000,000 48盎司粉末 洗碗剂。每个纸箱大约50立方英尺，每个工作日，15至20列车的产品被装载 运输到各个食物连锁店的仓库和几个大型超市经纪人那里。约翰逊与营销人员一 起制定价格来使几乎

2、所有的肥皂都被整车地购买。出货量不到一车的情况并没有 频繁发生。买方依赖于可靠的运输，一般从一箱肥皂离开Sudsy生产线到达到零 售商的货架是19天。最短的时间为6天（到达分布在俄亥俄州的连锁店），最长 的时间是43天（到达在阿拉斯加和夏威夷的零售商）.Sudsy肥皂公司的CEOfi 心股东就Sudsy缺乏增长的批评，所以他聘请了一位新的销售经理，E.GerardBeever （从他在Big Ten大学，有个昵称叫“渴望”）。Beeve签了 1年的合同， 并知道他必须有所作为。在他的大学聚会中，他遇到了他的一名兄弟一样的室友， 他现在是一个进口中国生产的厨房用具的销售经理。产品质量是很好的，但

3、竞争很激烈。在厨房餐具市场立足甚至占有一席之位很难。Beever和他弟有着共同的困境：他们都需要为自己所在的公司扩大它们的市场份额。第二周，Beever惊讶地从他的老室友那收到了一封电子邮件：“我们提议一个将Sudsy肥皂和我们的餐具来个捆绑式的推广。我们会免费为您提供12英寸的盘子，7英寸的馅饼板，9英寸的面包和奶油板，咖啡杯和碟共 100000只。每周你必须在各个包 裹中放不同的餐具，第一周盘子，第二周馅饼板，直到第五周结束。建议在今年 的10月3 日，10月10 日，10月17 日，10月24日和10月31日这几个星期做 推广。时机很重要，因为国家的广告链接到我们赞助的新的电视节目。我们

4、将提供连续购买5周的买方五包Sudsy肥皂，获得一个盘子的消费者会为了凑齐一套 盘子而买更的的肥皂。时机非常重要，也需要及时的建议，Beever为收到的提议感到高兴，但他意识到在他提议那个建议被采纳之前有很多问题需要回答，他发了信息给约翰逊，并补充说明：关于捆绑推广的几点补充说明。餐具要质量好。 有什么附属点是我们在提议之前需要知道的？尽快联系我们。Question 1: Assume that you are Frank Johnson s assistant, and he asks you to look into various scheduli ng p roblems that m

5、ight occur. List and discuss them.First,It will take extra time to package the dishes and the soaps together,then delivery devices will n eed some cha nges which costs extra mon ey.A no ther p roblem is that if some quality p roblems occur to the p lates ,who will han dle the in flue nee of problem.

6、Last but not least,where to store the plates and who will pay the storage p ackage and the delivery of the p lates.The n, whether the soa p company can en sure the tie-in product could be delivered to the same place at same time.Becauseofpro moti on ,the soa p company should cha nge its p roduct ion

7、 plan for exa mple they n eed to p roduce more soa ps .thethe,thetheWill one p ackage hold all five dishes, or will some require a unique p ackage size ? What external changes in printing on the package will be needed? Will the packages safely transport the dishes? Will the cha nged weight of p acka

8、ges have an impact on han dli ng, or on transpo rtati on costs?Questi on 3: Many firms sell ing con sumer goods are concerned with p roblems of p roduct liability. Does the dish offer p rese nt any such p roblems? If so, what are they? Can they be accommodated?If the customer found the p lates were

9、broke n, who will pay the customer,If the customer wouldn buy the soap because of the broken plates ,who will pay the damage to the soap company .what respon sibility is there to p rovide con sumers with dishes they could not obta in duri ng the p romoti on? Does the firm s p roduct liability in sur

10、a nee cover p roblemsthat may occur from the dinn erware pro motio n?Questio n 4:Should the exterior of the Sudsy Soap p ackage be altered to show what dishit contains? If so, who should pay for the extra costs?The p ackage should be altered exter nally to remi nd the customer of the pro moti on and

11、 in dicate that there is a free item in side. Because the dish-maker gets free advertis ing from the soap packages, they should pay part of the costs. The splitting of these costs is subject to negotiation and would depend upon the overall agreement between the two firms.assista nts and your princip

12、al inpu ts, fini shed p roducts, andQuestio n 5:Assume that you are ano ther one of Joh nsonrespon sibility is man agi ng the inven tories of all the firm outbo und inven tories. What additi onal work will the dish propo sal cause for you?There might be a rise in sales, an in creased n eed for all i

13、nputs into p roducti on, as well asneed for higher capacity and inventories. There would need to be an estimate of the po ssible sales in crease, dema nds impo sed by new delivery requireme nts, and the cha nge in p ackage size and weight. I n additi on, incoming dishes would n eed to be mon itored,

14、 as would sp ecially-prin ted p ackages and outgo ing p ackaged soa p . After the pro moti on, by how much, and for how long, will soa p sales decli ne?Questio n 6:You are Mr. Beever. Your staff has give n many object ions to the dish tie-i nproposal, but you believe that much of the problem is your

15、 staffs reluctanee to try anything innovative. Draft a letter to the company that although not accepting their proposal attempts to clarify points that may be subject to misinterpretationand alsotakes into acco unt some of your staff s legitimate concerns.Dear friend:I Beever,thanks to your tie-in p

16、roposal idea ,lt maybe a good idea for us all,but some of my staffs thought that there will be some p roblems occur to this plan like:If we cannot fulfill delivery on schedule to all markets, to have the dishes in the right p lace whe n your TV camp aig n breaks, are we liable to you? To the custome

17、r?What if the dishes break in route from you to us?What quality assuranee of your dinnerwareproduct can youp rovide?lf, for some reas on, a customer cannot find pi eces for an en tire p lace sett ing, will you supply them miss ing p ieces? At what cost? We don wa nt any backlash aga inst ourcompany

18、and soa p p roduct.Who p ays the freight and in sura nee charges to get the dishes to our factory?Who p ays for our in creased p ackagi ng and han dli ng costs?Who p ays for the in creased costs caused by comp licatio ns added to our scheduli ng of outbo und shipmen ts?What is the content of the TV camp aig n? What shows will it app ear on? How much men ti on will be made of our p rod