Logistics Tours and Seminars

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Logistics Tours and Seminars

• ISyE 8803 G

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Class leaders

• John Bartholdi
• ISyE 202
• John.Bartholdi_at_gatech.edu
• Pete Viehweg
• ISyE 202
• PViehweg_at_bellsouth.net

www.isye.gatech.edu/jjb/classes/supply-chains/880
3.html
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Introductions

• Origin
• Background, academic otherwise
• Interests
• What you hope to gain from this course

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ISyE 8803 G Logistics Tours and Seminars

• MWF 10001130, IC 107
• ISyE free elective letter grade
• Tours
• Sites of key players in North American or global
  supply chains
• Air, sea, truck, rail package express cold
  chain 3PL logistics/SC software
• Seminars
• Faculty, professionals

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If a picture is worth a thousand words
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A tour is worth a thousand pictures
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Tours (information updated on web)
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Complementary to other classes

• In class, you learn abstraction, modeling,
  thinking and theories
• In tours, you see flows, processes, clutters,
  human issues, complex relations,

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Challenges

• Distractions
• Movement Forklifts, conveyors, trucks
• Noise
• Space limitations
• Arrogance and backward appearances
• People from the same tour get very different
  perceptions

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What one should do

• Stay alert and pay attention
• Take good positions while considering others
• Keep an open mind
• Do not limit yourself to your own or guides
  perspectives
• Keep criticism constructive or keep it within the
  class.
• Most companies do something right to stay in
  business.
• Each has room for improvement. Do not think the
  status quo is the BEST way, as some hosts might
  argue.

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Tour process

• Tour leader bidding and assignment
• Two student leaders per tour
• Pre-tour activities
• Tour activities
• Guided discussion
• Follow up process
• Reporting

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Tour leader responsibilities

• Review prior reports
• Visit company website to find public info
• Find other supporting information such as journal
  articles, books, etc.
• Give a one page overview on the bus
• Others can help tour leaders in info gathering
• Pick up SCL gift to host(s) from Joene Owen

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On tour

• Everyone is expected to participate
• Help with the logistics, note-taking
• Two leaders can divide responsibilities. Leaders
  can assign others to help.
• Leaders
• establish contact with host on site.
• get hosts business card or other contact info.
• are responsible for coordinating note-taking.
• represent the group in thanking the host and
  presenting SCL gift.
• Everyone be considerate
• Let shorter people stand closer

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After the tour

• Soon after the tour, the leaders can consolidate
  and communicate with the host for further
  questions or clarifications.
• The communications must be well prepared and
  professional. Joene can help.
• Within a week after the tour, the leaders should
  send a letter to thank the host.
• In about a week,
• lead the discussion in class.
• send a draft report to the class for comments,
  additions
• In another week, send a final report to class and
  host for comments/feedback. It should have word
  confidential on every page.
• Send a sanitized version to TLI Asia Pacific
  containing only publicly available information.

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Guided discussion Debriefing

• This is very important to help everyone to
  understand better
• The audience fellow students on the same tour!
  However, the leaders have
• done background study before the tour
• been in a better position during the tour
• In better position to ask questions during and
  after the tour
• spend time to summarize and think more after the
  tour
• Under specific pressure to focus
• The objective is to review, digest and enhance
  learning
• It should be a guided discussion session
• Everyone must participate
• If you want to distribute the slides, please send
  me a copy at least one day before the
  presentation

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The focus

• Provide good summary of
• Company profile, facility profile
• Strategies, market, customers,
• Design layout and equipment
• Operations
• Information
• Measurement
• Include pictures, charts, tables

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Importance of meetings

• Consultant over 200/hour
• Managers
• Travel
• Facilities
• Preparations
• It is your job to make meeting worthwhile

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Report

• Audience fellow student, managers in companies
  or professors.
• Focus on
• Strategy
• Design layout, equipment
• Operations
• Material and information flow
• Human processes
• Analysis quantitative analysis of suggestions or
  practice
• Information
• Performance measures

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Strategy

• Mission
• Core competence
• Motto
• Long terms and short term goals
• etc

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Design
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What can be included in the design

• Departments/sections
• Storage and material handling equipment
• Material and information flows
• Important dimensions (rough), you can find by
  counting posts, docks, tiles, etc.

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Operations

• Inbound flows
• Outbound flows
• Internal operations, storage strategies, metrics,
  priorities
• Fleet/transportation management
• Etc.

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IT

• Technology
• DB, software, WMS, Wireless, handheld
• Information handling
• What, when, where, who, how
• Raw data Information - knowledge

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Performance measures

• Quality
• Cycle time
• Item fill rate, order fill rate
• Throughput
• Cost
• Safety
• Etc.

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Grading

• 10 Professionalism
• 30 technical merit of presentation, report and
  seminar
• 30 presentations and report writing
• 30 participation in tour and discussions

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Activities in the near future

• Monday 5 January 57 PM
• Dinner reception
• ISyE Main, 2nd floor
• Tuesday 10 January 3305 PM
• 2nd International student orientation
• Clary Theater of Student Success Center
• Wednesday 7 January, 820 AM at GLC and 825 AM
  at Hemphill
• Tour, Wal-Mart SuperStore

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Wal-mart
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Wal-mart

• 1962 Wal-Mart begins in Rogers, Ark.
• 1972 Wal-Mart goes public
• The 1980s Wal-Mart comes of age
• 1983, the first Sams Club members-warehouse
  store opened
• The first Supercenter opened in 1988
• The 21st century one of the most successful
  retailers in the world
• Today, 7,390 stores and club locations in 14
  markets
• Employ more than 2 million associates
• Serve more than 176 million customers a year
• Sams secret give your customers what they want

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Wal-mart
In his autobiography, Sam Walton said, " if
you think about it from the point of view of the
customer, you want everything a wide assortment
of quality merchandise the lowest possible
prices guaranteed satisfaction friendly,
knowledgeable service convenient hours and a
pleasant shopping experience. You love it when a
store exceeds your expectations, and you hate it
when a store inconveniences you, gives you a hard
time, or pretends you're invisible."
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Wal-mart
Our PurposeSaving People Money So They Can
Live Better
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Wal-mart
3 Basic Beliefs Values 1. Respect for the
Individual 2. Service to our Customers 3.
Striving for Excellence
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Wal-mart
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Wal-mart
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Wal-mart
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Wal-mart

• Supercenters
• Average 187,000 sq. ft.
• General merchandise and a full supermarket
• Discount stores
• Average 108,000 sq. ft.
• General merchandise and a limited selection of
  food products
• Neighborhood markets
• Average 42,000 sq. ft.
• Full line supermarket and a limited selection of
  general merchandise

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Wal-mart Logistics
Logistics its how we get our products from the
manufacturer to our store shelves. Its the heart
of the Wal-Mart operation. We move millions of
products to customers each day of the year. And,
were using the latest environmentally-sustainable
practices in the process.
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Wal-mart Logistics
Distribution Centers We have one of the largest
private distribution operations in the world.

• More than 40 Regional Distribution Centers
• Each one over 1 million square feet in size
• Operate 24/7
• More than five miles of conveyor belt
• Each DC supports between 75 and 100 stores
  within a 250-mile radius.

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Wal-mart Logistics

• Distribution centers for specific product
  categories
• Grocery
• Jewelry
• Pharmacy
• Apparel/shoes
• Sams Club
• DotCom Distribution Centers
• Support the Walmart.com operation
• Site-to-Store program
• Fastest growing segment of our distribution
  network.

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Wal-mart
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Potential Wal-mart Questions

• What is the annual sales volume of this store vs.
  others?
• (Is this considered a small, medium, or large
  store)?
• How many SKUs in the store?
• Are they all delivered via Wal-mart trucks?
• If not, what other methods?
• What frequency?
• For Wal-mart deliveries
• From where?  (Wal-Mart DC?  Which one?  Others?)
   
• As pallets?  How many?  Any mixed pallets?
• What are the receiving hours?
• How many trucks per day?
• How long to unload a truck?
• What is the schedule for Wal-mart truck
  deliveries?

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Potential Wal-mart Questions

• When do you restock the shelves?
• How long from receipt until product is on the
  shelves, available for sale?
• Does the store have any responsibility for
  inventory management (SKU ordering, etc.)?
• If so, what is the time from order submission to
  receipt?
• What sort of seasonalities most affect you?
• What do you do with discontinued/obsolete SKUs?
• Is any inventory kept in the back room?
• Any local input to the store plan-o-gram?
• Who decides on special promotions - what items,
  displays?
• How often does the product offering change?

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Potential Wal-mart Questions

• Do all items have Wal-mart specific
  labels/barcodes prior to arrival, or do some have
  to be labeled on-site?
• Any use of RFID within store?
• How are you experiencing the economic slow-down?
   How do you plan to deal with it?
• How large is the workforce?
• What is the turnover?
• How do you schedule?
• How do you track worker productivity?

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• Questions, comments?

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