Logistics Management
Introduction to the Course
Jing Yuan
Feb, 2012
Introduce Yourself
 Let’s me know who you are.
 What’s logistics management?
 Supply chain management Vs. logistics
management
…
Outline
 Introduce yourself
 Who I am
 Course introduction
– Course description
– Learning objectives
– Textbooks
– Grading policy
– Schedules
Outline
 Introduce yourself
 Who I am
 Course introduction
– Course description
– Learning objectives
– Textbooks
– Grading policy
– Schedule
Course description
 An introductory course in the analysis,
design and operation of logistics and
supply chain
 Presented through lectures along with
several case studies and experiments
 The lectures consist of nine parts
Learning objectives
 Knowledge the strategic role of the supply
chain
 An understanding of logistic systems &
their management problems
 Ability to devise workable solutions in
business situations
Textbooks
 Textbook
– Harrison, A. and Hoek, R. V. (2010) Logistics
Management and Strategy, third edition, 中国
人民大学出版社
 References (not required)
– Christopher, M. (2006) Logistics and Supply
Chain Management: Creating Value-adding
Network, third edition, 电子工业出版社
– 张余华，现代物流管理，清华大学出版社，
2010年。
Lecture Organization
 Lecturing
 Videos
 Group exercises
 Case discussion
 Case study presentations
Grading Policy
 Grading
– Assignment and Quiz 10%
– Midterm
20%
– Final Project
70%
 Midterm
– Case study
– Final presentation
 Final project
– A closed examination held in the last week of term
Schedule
 Lectures
– 14 weeks
 Case study presentations
– 2 weeks
 Experiments
– 2 weeks
Logistics Management
Logistics and supply chain
1
logistics and Supply chain
2
Material and information flow
3
Competing through logistics
4
Logistics strategy
Case study
 Seven-eleven convenience store
– Describe the key logistics processes at 7-11.
– What differences between the early reform
and the regional distribution center at 7-11.
– What do you think are the main logistics
challenges in running the 7-11 operation.
Case study
First stage
No
distribution
center
Second stage
Centralized
distribution
Third stage
Built its own
distribution
center---joint
distribution
Key issues
1
What is supply chain, and
how is it structured?
2
What is the purpose of a
supply chain?
The Supply Chain Concept
 Development of the Concept
– Total systems cost - remains an important element
of logistics analysis.
– Outbound logistics – the warehousing and
distribution of finished goods.
– Inbound logistics – the receiving and warehousing
of raw materials, and their distribution to
manufacturing as they are required.
– Value chain analysis integrated logistics activities.
Business Logistics in a Firm
The Supply Chain management Concept
 A supply chain is a group of partners who
collectively convert a basic commodity (upstream)
into a finished product (downstream) that is
valued by end-customers, and who manage
returns at each stage.
Definition
Planning and controlling all of the processes
that link partners in a supply chain together in
order to serve needs of the end-customer.
Supply chain:
structure and tiering
The process starts with
several external suppliers
that move milk, cardboard,
and plastic to the processing
plant.
After the milk is processed
and packaged, it is delivered
to retailers, who sell it to
customers. The alternative
delivery system is delivery
from a warehouse directly to
customers’ homes.
Supply chain:
structure and tiering
Supply chain can be fairly
complex. The supply
chain for a car
manufacturer includes
hundreds of suppliers,
dozens of manufacturing
plants (for parts) and
assembly plants (for cars),
dealers, direct business
customers, wholesalers,
customers, and support
functions such as product
engineering and
purchasing.
Logistics concept
Definition
The task of coordinating material flow
and information flow across the supply
chain.
Activity 1
Wheat
Flour
Praline
Printed
materials
Confectionery
manufacturer
Fiberboard
Multiple
retailers
Wafers
Chocolate
Aluminium
Packing
Wholesalers
End
customers
Others
(hospital etc.)
Creamery
(milk)
Cocoa
beans
Sugar
Vegetable
oil
Cocoa
butter
Lecithin
Emulsifiers,
Salt, etc.
1
logistics and Supply chain
2
Material and information flow
3
Competing through logistics
4
Logistics strategy
Key issue
1
What is the relationship between
material flow and information
flow?
Case study: Seven-eleven
Case study: Seven-eleven’s distribution
strategy
 Delivery arrives from over 200 plants
 Delivery is cross docked at DC (over 80 DCs for
food)
 Food DCs store no inventory
 Combined delivery system: frozen foods, chilled
foods, room temperature and hot foods
 11 truck visits per store per day (compared to 70
in 1974)
 No supplier (not even coke!) delivers direct
Case study: Seven-eleven’s
Information Strategy
 Quick access to up to date information (as
contrasts with data)
– High speed data network linking stores, headquarters,
DCs and suppliers
– Store hardware
–
–
–
–
Store computer
POS registers linked to store computer
Graphic Order Terminals
Scanner terminals for receiving
Integrated Logistics Management
Material and information flow
Material and information flow
Material flow
Information flow
Activity 2
 Describe the material and information flow in the
supply network affecting one of the major
products in Activity 1.
1
logistics and Supply chain
2
Material and information flow
3
Competing through logistics
4
Logistics strategy
Key issues
1
How do products win orders in
the marketplace?
2
How does logistics contribute
to competitive advantage?
Creating logistics advantage: three
basic ways
time
quality
Logistics advantage
cost
Creating logistics advantage:
controlling variability
 Variability undermines the dependability with which a product or
service meets target.
Order winners and order qualifiers
Different logistics
performance
objectives
Order winners
are factors that directly and
significantly help products to
win orders in the
marketplace.
Customers regard such
factors as key reasons for
buying that product or
services.
Order qualifiers
are factors that are regarded
by the market as an ‘entry
ticket’.
Unless the product or service
meets basic performance
standards, it will not be taken
seriously.
Activity 3
 Compare the details for characteristics of
both household appliance and mobile
phone’s product lines.
 Go on to identify the principal order
winners and qualifiers for each product.
Vs.
1
logistics and Supply chain
2
Material and information flow
3
Competing through logistics
4
Logistics strategy
The value chain: Linking supply chain
and business strategy
Business Strategy
M
Supply Chain Strategy
a
New Product
Marketing
rk
Strategy
Strategy
et
in
New
Marketing
g
Ope
Distri
Se
NewProduct
product
and
Operations
a
ratio
butio
rvi
Development
Development
Sales
n
ns
n
ce
d
s Information Technology, Human Resources
Finance, Accounting,
al
e
s
How to Achieving Strategic Fit
 Understanding the Customer
– Lot size
– Response time
– Service level
– Product variety
– Price
– Innovation
How to measure?
Implied Demand
Uncertainty
Levels of Implied Demand Uncertainty
High Fashion
Detergent
Customer Need
Price
Responsiveness
Low
High
Implied Demand Uncertainty
Understanding the Supply Chain: CostResponsiveness Efficient Frontier
Responsiveness
High
Low
Cost
High
Low
Achieving Strategic Fit
Responsive
supply chain
Responsiveness
spectrum
Efficient supply
chain
Certain
demand
Implied
uncertainty
spectrum
Uncertain
demand
Strategic Scope
Suppliers Manufacturer Distributor
Competitive
Strategy
Product Dev.
Strategy
Supply Chain
Strategy
Marketing
Strategy
Retailer
Customer
Drivers of Supply Chain Performance
Competitive strategy
Efficiency
Responsiveness
Supply chain strategy and structure
Inventory
Transportation
Drivers
Facilities
Information
Considerations for Supply Chain Drivers
Driver
Efficiency
Responsiveness
Inventory
Cost of holding
Availability
Transportation
Consolidation
Speed
Facilities
Consolidation /
Proximity /
Dedicated
Flexibility
What information is best suited for
each objective
Information