Kerkhoff Consulting物流与库存管理

Logisticsandinventory

managementAgendaAgendaIIntroIIIIIIIVAgendaIIIIIIVLogisticsInventorymanagementSummaryLogisticsandinventorymanagementSCMasacompetitivefactorIIIIIIIVLogisticsProducerSupplierCustomerTradeInvolvementoflogisticsinallupstreamanddownstreamprocessesfromrawmaterialsprocurementasfarastothefinalcustomerallowsthefulfilmentofcustomerrequirements,as:OrderatshortnoticeQuickdeliveryDeliverypromisesAdherencetodeliverydates

integratesprocessesintovaluechainsLogisticsLogisticsandinventorymanagementSCMasacompetitivefactorIIIIIIIVInventoryManagement

ProducerSupplierOptimisationofvaluechainsthroughinventorymanagement

Customer

TradeImprovementofthedeliveryservicewithsimultaneouscostreduction.Adherencetodeliverydates,shortpass-throughtimesandlowstocksareachievedthroughSCM.Optimisationofthevaluechainsthroughcross-companyinventorymanagementCross-linkingofindividualenterprisesviaERPsystems,insightintotheflowofmaterialsandinformation

integratesprocessesintovaluechainsLogisticsLogisticsandinventorymanagementSCMasacompetitivefactorIIIIIIIVSummary

ProducerSupplierOptimisationofvaluechainsthroughinventorymanagementCustomerTrade

integratesprocessesintovaluechainsLogisticsProfitCostreductionSalesincrease

Logistics, storage, productionand processcosts Stocks,purchaseprice,orderpass-throughtimesandlostsalesreduction

Customersatisfaction, Gradeofservice, Flexibility, QualityAgendaAgendaIIntroIntroBasicsPAprocedureStartingpointsforprojectsIIIIIIVInventorymanagementLogisticsSummaryIIIIIIIVAgendaBasicsIDefinitionWiedefinierenSiedenBegriffBestandsmanagement?Whatstandsforinventorymanagement?„Inventorymanagementinvolvesallinsightscontributingtotheachievementoftheoptimumconnectedwithenterpriseresourceplanning.“Source:Bundschuh,2005,p.271Definitionofinventorymanagement„Inventorymanagementdealswiththereductionofstocklevelswithsimultaneousmaintenanceorincreaseofthedeliveryserviceinanenterprise,andthecustomersatisfactionasaconsequencethereof.“Source:WikipediaDefinitionofinventorymanagementIIIIIIIVInventorymanagementBasicsIAimInventoryoptimisationKCReductionofthedispositioncostReductionofthestocklevelsCostreductionReductionofcapitalcommitmentImprovementofthegradeofserviceIncreaseofavailabilityRedistributionofresourcesInventoryoptimisationwithKerkhoffConsultingIIIIIIIVInventorymanagementVorräte10%BasicsIBenefitsExample:inventoryreductionby10%accordingtothekeyfiguressystematicsofDuPontInventoryoptimisation

8%ROI=+-Gewinn4,2%IIIIIIIVInventorymanagement149BasicsIBasicmodulesBasicmodulesExternalfactors1.Suppliers 2.Customers,servicelevel3.Purchasingscheme 4.ExternalisationInternal

factorsOrganisation: Disposition: Controlling:A. Purchasingorganisation D. ITsupport G. KeyfiguresB. Dispositionorganisation E. Dispositionrules H. ObjectivesC. Planning F. Enterprise,network I. ControllingcircuitInventoryoptimisationIIIIIIIVInventorymanagementPAprocedureIPotentialderivationThe2-componentsmodelPotentialderivationQualitativeanalysisSavingpotential&measuresQuantitativeanalysisIIIIIIIVInventorymanagementPAprocedureIQuantitySystematisationofthekeyfiguresofinventorymanagementaccordingtoactualsituationTopkeyfiguresClassificationkeyfiguresOptimisationkeyfiguresMethodologyDeterminationofthecurrentperformancelevelIdentificationofitemswiththegreatestneedforactionIdentificationofitemswithwrongstockparametersDeterminationofoptimalstockparametersstockvalueInventoryTurnoverDaysofSupplyReturnonAssetsABCanalysisXYZanalysiscustomisedclassificationdeadstockgradeofservicenomoversstochasticplanningdeterministicplanningIIIIIIIVInventorymanagementPAprocedureIQuantityTopkeyfiguresStockvalueAnalysisbyuseofthiskeyfigureisbasedonthevalueofevaluatedstockofanitem,acommoditygrouporthetotalstockofanenterprise.Fromtheproductfromstockvalueandinventorycostratethecostsofstorehouses

maybecalculated

.TimeStockJanuaryJulyØstockcurrentstockvalue=currentstock*priceØstockvalue=Østock*priceIIIIIIIVInventorymanagement149PAprocedureIQuantityTopkeyfiguresInventoryTurnoverThekeyfigureInventoryTurnoverindicateshowoftentheaveragestockwithinadefinedperiodwashandled

(mostlyrelatedtothelast12months).Itresultsfromthequotientofcumulativeconsumption(uppercurveshape)andaveragestock(dashedline).cum.consumptionJanuaryJuly1234567InventoryTurnover=cum.consumption(period)Østock(period)TimeIIIIIIIVInventorymanagement15089InventoryTurnoverØstockPAprocedureIQuantityTopkeyfiguresDaysofSupplyThekeyfigureDaysofSupplyindicatesforhowmanydays(calendarorworkdays)thecurrentstockwithaverageconsumption

willsuffice

.DaysofSupplyTimeStockJanuaryJulyOctoberDaysofSupply(calendardays)=currentstockØconsumption(year)/360DaysofSupply(workdays)=currentstockØconsumption(year)/240IIIIIIIVInventorymanagement151PAprocedureIQuantityTopkeyfiguresReturnonAssetsByuseofthiskeyfiguretheprofitabilityoftheitemconsidered

iscalculated

.Anadvantageofthiskeyfigureisthatapartfromthepurestockvaluealsotheprofitmarginofindividualitems

istakenintoaccount

.IIIIIIIVInventorymanagementROA=Revenue-costsØstockvalue*interest*ROAhasdifferentdefinitions.Thedefinitionpresentedhereinisrelevantparticularlytothefieldofinventorymanagement.ROA=ProfitperitemØstockvalueoftheitem÷TurnoverCostPracticalexample–TopkeyfiguresPAprocedureIQuantityITO=InventoryTurnover; DOS=DaysofSupply

IIIIIIIVInventorymanagementPurchasedpartinventories2.000.0004.000.0006.000.0008.000.00010.000.00012.000.00014.000.000KW04KW07KW10KW13KW16KW19KW22KW25KW28KW31KW34KW37KW40KW43KW46KW49KW52Valuein€Remain.purch.p.Pur.p.dispoDeadstockInventorytargetInventorytarget:ITO=7.2orDOS=50*PAprocedureIQuantitySystematisationofkeyfiguresofinventorymanagementaccordingtoactualsituationTopkeyfiguresClassificationkeyfiguresOptimisationkeyfiguresMethodologyDeterminationofthecurrentperformancelevelIdentificationofitemswiththegreatestneedforactionIdentificationofitemswithwrongstockparametersDeterminationofoptimalstockparametersstockvalueInventoryTurnoverDaysofSupplyReturnonAssetsABCanalysisXYZanalysiscustomisedclassificationdeadstockgradeofservicenomoversstochasticplanningdeterministicplanningIIIIIIIVInventorymanagementPAprocedureIQuantityClassificationkeyfiguresABCanalysisTheABC

analysisisa

categorisationtechniqueusedfor

classification

ofalargequantityofdata.ItdividesanumberofitemsintoclassesA,BandC

whicharecategorisedaccordingtodecreasingimportance.Theideabehindthisclassificationisthatby

20%ofwork80%oftheresult(Pareto

distribution)maybegenerated

.ABCmediumimportant,ofmediumvalue,mediumlevelsofturnoverlessimportant,oflowvalue,lowlevelsofturnoverimportant,ofhighervalue,top-selling%inproportiontoquantityValuepercentageABCIIIIIIIVInventorymanagement152PAprocedureIQuantityClassificationkeyfiguresXYZanalysisAimoftheXYZanalysisinthematerialsmanagementistofindoutwhichpredictionaccuracyshowsaprocurementitem(material,part,etc.)withregardtoitsconsumption.XYZinconstant,upwardordownwardtendencies,e.g.seasonalfluctuationsunsteadyPredictionaccuracyrelativelylowrelativelyconstant,onlyoccasionalfluctuationsPredictionaccuracyrelativelyhighIIIIIIIVInventorymanagement153PAprocedureIQuantitySystematisationofkeyfiguresofinventorymanagementaccordingtoactualsituationTopkeyfiguresClassificationkeyfiguresOptimisationkeyfiguresMethodologyDeterminationofthecurrentperformancelevelIdentificationofitemswiththegreatestneedforactionIdentificationofitemswithwrongstockparametersDeterminationofoptimalstockparametersstockvalueInventoryTurnoverDaysofSupplyReturnonAssetsABCanalysisXYZanalysiscustomisedclassificationdeadstockgradeofservicenomoversstochasticplanningdeterministicplanningIIIIIIIVInventorymanagementOptimisationkeyfiguresPAprocedureIQuantityTimeStockJanuaryJulyDeadstockDeadstockDeadstockstandsforthepartofthestockwhichwasnot

movedoveradefiniteperiodinthepast.Deadstock=theloweststockvalueoftheexaminedperiodIIIIIIIVInventorymanagement154OptimisationkeyfiguresPAprocedureIQuantityGradeofserviceByuseofthegradeofserviceitiscalculatedtowhatextentthedemandforanitemmaybesuppliedpromptlyfromtheexistingstocks.Herethreedifferentclassesofthegradeofservicemaybedistinguished:i)order-oriented ii)quantity-orientediii)time-orientedOrder-oriented=NumberofordersdeliveredTotalnumberofordersQuantity-oriented=NumberofitemsdeliveredTotalnumberofitemsTime-oriented=Periodswithstock>0TotalperiodsTimeStockJanuaryJulyIIIIIIIVInventorymanagementOptimisationkeyfiguresPAprocedureIQuantityNomoversAsnomoverssuchitemsarecharacterised

incaseofwhichforalongerperiod

anyconsumptionhasnottakenplace

.Ananalysisofthiskeyfigureaimsattheselectionofitems

without

current

use.Examinationofthevalues„dayswithoutconsumption“or„lastconsumption“TimePeriodwithoutmaterialconsumptionStockJanuaryJulyIIIIIIIVInventorymanagement155PAprocedureIQuantitySystematisationofkeyfiguresofinventorymanagementaccordingtoactualsituationTopkeyfiguresClassificationkeyfiguresOptimisationkeyfiguresMethodologyDeterminationofthecurrentperformancelevelIdentificationofitemswiththegreatestneedforactionIdentificationofitemswithwrongstockparametersDeterminationofoptimalstockparametersstockvalueInventoryTurnoverDaysofSupplyReturnonAssetsABCanalysisXYZanalysiscustomisedclassificationdeadstockgradeofservicenomoversstochasticplanningdeterministicplanningIIIIIIIVInventorymanagementPAprocedureIQuantityMethodologyDeterminationofoptimalstockparametersOrderingpolicySizeoflotsorderedReorderpointSafetystock

DemandmanagementordemandforecastBillexplosionPlanningoflotsizesandorderingtimeSafetystockDeterministicplanning(demand-orconsumption-oriented)StochasticplanningIIIIIIIVInventorymanagementPAprocedureIQuantityStochasticplanning-overviewRT*ØconsumptionInventorychangeStockSizeoflotsorderedSafetystockReorderpointOrderingpolicy*ReplenishmentTimeTimeIIIIIIIVInventorymanagementPAprocedureIQuantityStochasticplanningOrderingpolicyOnthebasisoftheorderingpolicydecisionswhentotriggeranorderandhowmuchtoorderaretaken.MethodsVariableorderingtime,constantsizeoflotsorderedConstantorderingtime,variablesizeoflotsorderedVariableorderingtime,variablesizeoflotsorderedIIIIIIIVInventorymanagement156157158PAprocedureIQuantityStochasticplanning-overviewRT*ØconsumptionInventorychangeStockSizeoflotsorderedSafetystockReorderpointOrderingpolicy*ReplenishmentTimeTimeIIIIIIIVInventorymanagementStochasticplanningPAprocedureIQuantitySizeoflotsorderedTheoptimalsizeoforderedlotsintheinventorymanagementsignifiessuchquantityincaseofwhichthesumoffixedandvariableorderingorstoragecostswithintheplanningperiodshowsaminimum.Influencingfactors:EOQMinimumorderquantityPackingStoragerestrictionTransportrestrictionGraduatedpricesAdjustmentoftheDaysofSupplyCostOptimalorderquantityOverallcostsStorageandinventorycostOrderingprocesscostQuantityIIIIIIIVInventorymanagementPAprocedureIQuantityStochasticplanning-overviewRT*ØconsumptionInventorychangeStockSizeoflotsorderedSafetystockReorderpointOrderingpolicy*ReplenishmentTimeTimeIIIIIIIVInventorymanagementPAprocedureIQuantityStochasticplanningReorderpointstandsforsuchstockbalanceafterreachingorfallingbelowofwhichanorderistriggered.ReorderpointReorderpoint=(Ødailyconsumption*ØRT)+safetystockMaximumstocklevelQuantityTimeReorderpointØ

stocklevelSafetystockRT*OrderpointArrivalofdeliveryConsumptioninRTSafetystockOrderquantityConsumption*ReplenishmentTimeIIIIIIIVInventorymanagementPAprocedureIQuantityStochasticplanning-overviewRT*ØconsumptionInventorychangeStockSizeoflotsorderedSafetystockReorderpointOrderingpolicy*ReplenishmentTimeTimeIIIIIIIVInventorymanagementStochasticplanningPAprocedureIQuantitySafetystockThesafetystockiskeptinordertocompensatelongerthanaveragedeliverytimesordemandfluctuations.Influencingfactors:availabilityØdeliverytimestandarddeviation fromdeliverytimeØdemandstandarddeviation

fromdemand100%AvailabilityOptimumCostsofnon-availabilityInventorycostSafetystockisnotnecessarytoobtain50%availability50%StockIIIIIIIVInventorymanagement160PAprocedureIQuantityInspiteofdifferentdemandbehaviourofitems103701and103702,theyaredepositedinthesamemin-maxprinciple.Incaseof103701,thedangerofastock-outisveryhigh.DataextractfromItemMaintenanceStockchangesPAprocedureIQuantityIIIIIIIVInventorymanagementPAprocedureIQuantityMethodologyDeterminationofoptimalstockparametersOrderingpolicySizeoflotsorderedReorderpointSafetystock

DemandmanagementordemandforecastPlanningoflotsizesandorderingtimeSafetystockBillexplosionDeterministicplanning(demand-orconsumption-oriented)StochasticplanningIIIIIIIVInventorymanagement162168Deterministicdemandplanningbyuseofadd*oneofINFORMDemandPlanning(I/III)PAprocedureIQuantityIIIIIIIVInventorymanagementDeterministicdemandplanningbyuseofadd*ONEofINFORMDemandPlanning(II/III)VorgehenPAIQuantityIIIIIIIVInventorymanagementDeterministicdemandplanningbyuseofadd*ONEofINFORM(II/II)PAprocedureIQuantityIIIIIIIVInventorymanagement163BasicsISoftwaresystemINFORMisaspecialistforsoftwaresystemsusedtooptimisationofbusinessprocessesEstablishedin1984INFORMemploysover270workers:inGermany:Aachen,Frankfurtabroad:London,Chicago30%annualsalesgrowthduringthelast15yearsITsolutionsinareasof:salesplanningandmaterialsmanagementproductionplanningtransportandintralogisticsairportresourcesmanagementfinancialmanagementRespectivesoftwareproductsarerunasadd-onstoadministrativeITsystemsanddatabasesDataIIIIIIIVInventorymanagement163Practicalexample-keyfigures(I/XI)PAprocedureIQuantityIIIIIIIVInventorymanagementPracticalexample-keyfigures(II/XI)PAprocedureIQuantityIIIIIIIVInventorymanagementPAprocedureIQuantityItemnumber1KeyfiguresConsumption:44,309€Østock:27,240€Deadstock:10,266€InventoryTurnover:1.6IIIIIIIVInventorymanagementPracticalexample-keyfigures(III/XI)PAprocedureIQuantityIIIIIIIVInventorymanagementPracticalexample-keyfigures(IV/XI)PAprocedureIQuantityItemnumber2KeyfiguresConsumption:22,225€Østock:9,560€Deadstock:5,004€InventoryTurnover:2.32IIIIIIIVInventorymanagementPracticalexample–keyfigures(V/XI)PAprocedureIQuantityIIIIIIIVInventorymanagementPracticalexample–keyfigures(VI/XI)PAprocedureIQuantityItemnumber3KeyfiguresConsumption:186,136€Østock:98,006€Deadstock:29,488€InventoryTurnover:1.9IIIIIIIVInventorymanagementPracticalexample–keyfigures(VII/XI)PAprocedureIQuantityIIIIIIIVInventorymanagementPracticalexample–keyfigures(IIX/XI)PAprocedureIQuantityItemnumber4KeyfiguresConsumption:109,840€Østock:56,283€Deadstock:8,858€InventoryTurnover:1.95IIIIIIIVInventorymanagementPracticalexample–keyfigures(IX/XI)PAprocedureIQuantityIIIIIIIVInventorymanagementPracticalexample–keyfigures(X/XI)PAprocedureIQuantityItemnumber11KeyfiguresConsumption:55,757€Østock:3,488€Deadstock:1,164€InventoryTurnover:16.0IIIIIIIVInventorymanagementPracticalexample–keyfigures(XI/XI)FindingpotentialPA

procedureIQuantityValueofoutgoinggoodsStockvalueABCABCItems:

1166Stock:

8.449,605€Potential(20%):

1,689,921€Items:

541Stock:611,568€Potential(5%):

30,578€Items:

201Stock:

-284,262€Potential(5%):

0€Items:

274Stock:

721,873€Potential(50%):

360,937€Items:

1184Stock:

1,160,941€Potential(20%):

232,188€Items:

1377Stock:

270,059€Potential(5%):

13,503€Items:

1

Stock:

22,750€Potential(80%):

18,200€Items:309Stock:

238,955€Potential(50%):

119,478€Items:

4846Stock:

575,883€Potential(20%):

115,177€HighLowHighStocksinredareasshouldbeavoided!Criticalstockincl.nomovers:DistributionABCanalysisSalesforecast(80%/15%/5%)KeyfiguresTotalstock:11,767,372€Stockreduction:2,579,981€(22%)Annualsavings(15%):386,997€IIIIIIIVInventorymanagement148164PAprocedure2-componentsmodelFindingpotentialSavingspotential&measuresQuantitativeanalysisQualitativeanalysisIIIIIIIVInventorymanagementPAprocedureIFindingpotentialRetrospection–basicmodulesExternalfactors1.Suppliers 2.Customers,levelofservice3.Purchasingscheme 4.ExternalisationInternal

factorsOrganisation: Disposition: Controlling:A. Purchasingorganisation D. ITsupport G. KeyfiguresB. Dispositionorganisation E. Dispositionrules H. TargetsC. Planning F. Enterprise,network I. ControllingcircuitInventoryoptimisationIIIIIIIVInventorymanagementDetailedexaminationoftheoptimisationareasPAprocedureIQualityOrganisation:FieldofresponsibilityITsupportOrderingpolicyDemandplanningintegrationKeyfigurescompiledKeyfigurescontrolControlling:Degreeoftargetachievement*Area0%100%ProcurementmanagerassignmentSupplierassessment50%Disposition:*Source:analysedquestionnairesandon-sitevisit*DatamaintenanceOverallpotentialTargetachievementbythecompanyXXXIIIIIIIVInventorymanagement165166167Practicalexample–questionnaireanalysis(I/III)PAprocedureIQualityIIIIIIIVInventorymanagementPracticalexample–questionnaireanalysis(II/III)PAprocedureIQualityIIIIIIIVInventorymanagementPracticalexample–questionnaireanalysis(III/III)PA

procedureIQualityOrganisation:Controlling:0%100%50%Disposition:FieldofresponsibilityITsupportOrderingpolicyDemandplanningintegrationKeyfigurescompiledKeyfigurescontrolAreaProcurementmanagerassignmentSupplierassessmentDatamaintenancePotential2.5%0.0%10%5.5%3.1%0.8%1.3%2.5%2.0%Overallpotential27.6%Degreeoftargetachievement**Source:analysedquestionnairesandon-sitevisitTargetachievementbythecompanyXXXIIIIIIIVInventorymanagementPracticalexample–target-performancecomparison:OrganisationPAprocedureIQualityEachprocurementagentorganiseshis/herworkindividually.ImplementationofuniformstandardsConsiderationofa„DispositionDepartment“DescriptionofactualsituationThecross-departmentresponsibilitiesarenotclearlyregulatedwithregardtoinventorymanagement(e.g.betweenPMandPD).CleardefinitionofinfluenceonthestocksbyrespectivedepartmentsCross-departmentprocessdefinitionwithregardtodispositionprocessesTargetconceptIIIIIIIVInventorymanagementPracticalexample–target-performancecomparison:DispositionPAprocedureIQualityDescriptionofactualsituationTargetconceptTheprocurementagentsaresupportedonlybyanITbasewhichdoesnotprovidereorderpointsandlotsizes.ClearimprovementoftheITsupportisnecessaryinordertorelievetheemployees.Itisakeyconditionfortheoptimisationofthestocks.Thecompanyworksonthebasisofamin/maxorderingpolicywithoutreorderpointsandreplenishmenttimes.Themin/maxprinciplerequiresclearrevisionandparticularisationInclusionofthetargetparametergradeofserviceInclusionofseasonalitiesor(de)listingsDifferentiationofreplenishmenttimesonthebasisofsupplierassessmentsOptimalreactiontorequirementchangesisnotpossiblebecauseoflackingintegrationoftheDistributionwiththerequirementplanning.Implementationofanintersectoralrequirementplanningprocess:RegularmeetingsbetweensalesandpurchasingteamsaswellasprocurementmanagersofthesameareaPossibilitiesfortheSalesDepartmenttofeedininformationrelatingtoindividualitemsintotheITsystemIIIIIIIVInventorymanagementPracticalexample–target-performancecomparison:ControllingPAprocedureIQualityGoodkeyfiguresatthemanagementlevelcannotbeimplementedbytheprocurementmanagerbecauseoflackingsystematisation.Improvedsystematisationbyabreak-downofkeyfiguresasfarasintothelevelofprocurementmanageranditemsBecauseofthegreatdiversityofitems,onlyslightimprovementmaybeexpectedwithoutsystemsupportDescriptionofactualsituationAdaptationofthesystemsImplementationofahighstandardisationofthedatamaintenanceThedatamaintenanceisnotoptimalbecauseofinsufficientsystemsupport.Supplierassessmentislacking.IntroducesupplierassessmentMaintainproperreplenishmenttimesOptimisationofthereplenishmenttimesintheSupplyChainManagementTargetconceptIIIIIIIVInventorymanagementPAprocedureIQualityPracticalexample–FindingpotentialFindingpotential

Quantitativeassessment:Reductionpotential(meanvalue)22%(2,579,981€)Qualitativeassessment:Reductionpotential27.6%(3,247,795€)Inventory:Reductionpotential(24.8%):11,767,372€2,918,308€Annualsavings(interest15%):Relevant437,746€Inventoryanalysis(50%)Organisation(50%)IIIIIIIVInventorymanagement164Practicalexample–InventoryManagementSoftware(I/III)StartingpointsforprojectsIPracticeStepNumberofprovidersThesearchforprovidersandpreliminaryselectionresultedinafirstpresentationdaywithfourdifferentprovidersofInventoryManagementSoftware.Preparationofacatalogueofrequirements-1Sendingofinvitationstoselectedproviders74Marketanalysisandsearchforproviders342Preliminarytalkswiththeproviders45Sendingofprequalificationquestionnairesandtheiranalysis93PresentationdayI46IIIIIIIVInventorymanagementPracticalexample–InventoryManagementSoftware(II/III)StartingpointsforprojectsIPracticeIIIIIIIVInventorymanagementPracticalexample–InventoryManagementSoftware(III/III)StartingpointsforprojectsIPracticeStepNumberofprovidersResultoftheentireselectionprocessisthefinalproposalconcerningtheselectionofasoftwareprovider.Offersoftheproviders21SelectionofaproviderbyKC15PresentationdayII23Finalpresentationincl.KCproposalconcerningthefinalproviderselectionbyKlöckner16Assessmentoftheprovidersonthebasisoffeedbackquestionnaires24Implementationplan2IIIIIIIVInventorymanagementPracticalexample–InventorycontrollingStartingpointsforprojectsIPracticeIIIIIIIVInventorymanagementAgendaAgendaIIntroIntroLogisticsInventorymanagementIIIIIIVInventorymanagementLogisticsSummaryIIIIIIIVSummarySummaryILogisticsCorefunctionsoflogisticsWhatcorefunctionsperformslogistics?Therightproductissuppliedintherightquantity,intherightquality,attherightplace,attherighttime,attherightcost,totherightcustomer.IIIIIIIVSummarySummaryILogisticsLogisticssystemsWhatlogisticsystemsaredistinguished?IIIIIIIVSummaryHubandSpokesystemGroupagetrafficMilkRunServiceproviderswithastorehouseneartheplantDirecttransportGoodsareconveyeddirectlyfromthesuppliertothebuyerIncominggoodsinspectionalreadyinthestorehouseoftheserviceprovider;JISorJITSpecialformofthedirecttransport;routedeterminedbythecustomer;stipulatedcollectionandarrivaltimesTransportofconsolidatedcargo,viaforwardingagencies;goodsfromdifferentsenders;todifferentrecipientsConnectionbetweensourceandsinknotdirect,butviaacentralknot,theHubSummaryILogisticsLogisticsareasIntowhatareasthelogisticsofanenterprisemaybesubdivided?IIIIIIIVSummaryDisposallogisticsEnterpriselogisticsProductionlogisticsDistributionlogisticsOutsidetheenterpriseWithintheenterpriseProcurementlogisticsSummaryILogisticsWaysoftransportationWhatdifferentwaysoftransportationareavailable?IIIIIIIVSummaryRoadtransportAirtransportShiptransportRailtransportEventhegoodsthataredeliveredbyairorseausuallyarecarriedfurtherontheroad.Transportofrelativelyvaluableorurgentlyneededgoods.98%oftheintercontinentalgoodstransportstakeplaceonaship.Carriagebyrailissuitablemostlikelyforrecurring,plannableinadvance,completetraincargos,SummaryILogisticsDriversoflogisticsPleasedescribethedriversoflogistics.IIIIIIIVSummarySocioeconomicsSupplyChainManagementEcologyE-commerceSummaryILogisticsDriversoflogisticsPleasestatethereasonsfortheriseoflogisticscostsinfuture.IIIIIIIVSum