供应链管理13-16供应链管理15

1、CHAPTER 15Organizing for Effective LogisticsTraditionalLogistics Management15-2 aResponsibilities Sales service Channels of distribution Product returns and warranties Manufacturing Purchasing/ procurement Traffic Warehousing Information systems Budgeting Inventory Data processingObjectivesLarge inv

2、entoriesLow inventoriesSmall and frequentproduction runs Decentralized warehousingLarge product assortmentLarger and infrequent production runswarehousingPlant warehousingCentralizedFewer productsMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-3 bTraditional

3、 Logistics Management cont. 15-2 bResponsibilities Sales service Channels of distribution Product returns and warranties Manufacturing Purchasing/ procurement Traffic Warehousing Information systems Budgeting Inventory Data processingObjectivesRapid order processingGenerous returned goods policies F

4、ast transportationExpedited shipmentsInexpensive order processingMore rigid returned goods policiesLow cost transportationMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-4Control Exercised By Logistics Executives Over Selected Logistics Functions 15-3Percent

5、 of Reporting CompaniesActivities19661976198519901999Transportation89%94%97%98%90%Warehousing7093959788Inventory control5583817974Order processing4376676155Packaging870374839Purchasing and procurement1558445141McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-

6、5Optimal Organizational Forms 15-4 Hollow corporation A small organization of managers and “idea people” who hire external companies to perform various types of activities, including manufacturing, logistics, distribution, billing, sales, and marketing. Virtual corporation A number of companies come

7、 together to develop, produce, sell, and distribute a product or a service of limited scope.McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-6Organizational Strategies used by Manufacturers Process-based Market-based Channel-based 15-5McGraw-Hill/IrwinCopyrig

8、ht 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-7Organization Design for Logistics as a Function 15-6Human ResourcesLogisticsMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-8Organization Design for Logistics as a Program 15-7PresidentLogist

9、icsEngineeringManufacturingHuman ResourcesMarketing/ SalesFinance/ AccountingMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-9Components of Corporate and Logistics Mission Statements Targeted customers and markets Principal products/services Geographic domai

10、n Core technologies 15-8 aMcGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-10 bComponents of Corporate and Logistics Mission Statements(cont.) Survival, growth, and profitability Company philosophy Company self-concept Firms desired public image 15-8 bMcGraw-

11、Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-11Components of an Optimal Logistics Organization 15-9 Organizational Structure Technology Environmental Internal External Employee Organizational attachment Job performance Managerial Macro MicroMcGraw-Hill/IrwinCopy

12、right 2001 by The McGraw-Hill Companies, Inc. All rights reserved.15-12Ways of Improving Logistics Organizational Effectiveness Strategic goal setting Resource acquisition and utilization Performance environment Communication process Leadership and decision making Organizational adaptation and innovation 15-10McGraw-Hill/IrwinCopyright 2001 by The McGraw-Hill Companies, Inc. All rights reserved.Logistics Management Evaluation Measures Logistics cost as a percent o