International Logistics

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International Logistics

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CARREFOUR / PENSKE. Situation: To centralise logistics network; Improve order accuracy; ... General Motors Mexico (GMM)/ Penske (Cont.2) Results: (in the 3 plants) ... – PowerPoint PPT presentation

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Title: International Logistics


1
International Logistics 3PLs
2
Contents
  • Basics of International Logistics
  • Trends in International Logistics
  • Case Study

3
International Logistics - Basics
  • Definitionthat part of the supply chain
    process that plans, implements, and controls the
    efficient effective flow and storage of goods,
    services, and related information from the point
    of origin to the point of consumption in order to
    meet customers requirements.

4
International Logistics - Basics
  • Why is international Logistics necessary?
  • - Reducing Cost
  • - Improving Service (adding value for
    customers)
  • - Competitiveness in Globalization
  • Positive result of a liberal market?

5
Difference int. Logistics SCM
  • Logistics
  • Focuses on transportation and storage of
    materials and final goods
  • The 7 Rs ensuring the availability of the
    right product, in the right quantity and the
    right condition, at the right place, at the right
    time, for the right customer, at the right cost
  • SCM
  • Also includes the management of supplier and
    customer relations

6
International Logistics - Basics
The key to making a companys international
Logistics work is information -gt how can this
information in an MNE be provided and supervised?
7
International Logistics - Basics
  • EDI (Electronic Data Interchange) - standardized
    format structure to exchange documents and
    financial flows
  • ERP (Enterprise Resource Planning)
  • - every process of a company can be exercised
    via one integrated Information System (SAP, Baan,
    Oracle, MBS Navision Axapta)
  • e-Commerce / e-Procurement / Intranet
  • Enterprise Portals for managing controlling
    the flow and storage of goods from any place at
    any time (part of ERP, or at least directly
    linked)

8
International Logistics - Trends
  • Government Trade Facilitation Systems
  • - new trade facilitation systems support
    globalization of internat. LogisticsSingapore
    -gt trade permitting system allows traders to fill
    out one single form, a mainframe system routes
    form to 18 different agencies. Estimated savings
    for Traders 1 billion per yearMexico -gt
    Computerization reduced steps for Traders from 12
    to 4. Numbers of operations at 1 entry point from
    U.S. increased from 800 to 1200. The processing
    time was reduced from 3 days to 20 minutes!!
    Estimated savings for Traders 2 billion per
    year

9
Globalization Logistics
  • Globalization drives Logistics outsourcing
  • Public and private companies are offering
    logistic services
  • Complex business needs require specialization in
    logistics (eg. hazardous cargo)
  • Companies doing business globally can benefit
    from outsourcing their logistics and supply-chain
    management needs
  • Logistics is becoming an important source of
    revenue for MNEs (IBM offers IT Outsourcing
    since 1990, now shifting to logistics, takeover
    of PWC in 2002)

10
International Logistics - Trends
  • The extended Enterprise
  • - Total real time connectivity between extended
    Enterprise Partners
  • Global Third Party Logistics Providers(3PL)
  • - avoid costs in IT-Systems and warehouse
    capacity
  • - greater market leverage (air, ocean and
    surface transport)
  • - volume purchasing discounts through
    aggregating its shipment base with those of the
    Providers other clients
  • - higher flexibility in meeting customer needs
    because of access to more diverse channels
  • eLogistics web based logistic portals which
    seek to bring together shippers, 3PLs and other
    interested parties to provide more effective
    collaboration

11
Logistics Outsourcing 3PLs
  • The 3PL market will grow 5 to 10 times faster in
    the next decade then the traditional freight
    forwarding market
  • 3PLs include
  • Engineers, business consulting, materials
    handling, material specific skills, change
    management, business modelling, IT and management
    consulting

12
3PL Trends
  • ¾ of MNEs use 3PLs
  • Most important feature of 3PLs is RFID (radio
    frequency identification) e.g.. Wal-Mart, US Dep.
    of Defense

13
3PL Trends
14
3PL Pros Cons
  • downsizing to core business
  • longer experience in internat. Logistics
  • reduce cost of ownership
  • increase flexibility
  • Lack of core knowledge during outsourcing process
  • open, honest communication necessary
  • Giving up of internal control of a business
    function and trusting others

15
Case Studies
  • Examples of 3 PLs and Business Solutions

16
FILA / KUEHNENAGEL (KN).
  • Situation.
  • Increasingly complex supply chain ( Incr.
    markets, product line and clients)
  • Centralised supply chain management
  • PB
  • delays and inaccuracy in customer order
  • Lack of visibility
  • Variety of product/services additional
    complexities.

17
FILA / KUEHNENAGEL (cont 1.).
  • KN Solutions Re-engineering supply chain
    model.
  • optimising transportation, merging shipment
  • Improve inventory management and services
  • Web-based data and documentation collection

18
FILA / KUEHNENAGEL (cont 2.).
  • Results.
  • Flexibility and visibility forward planning
  • Cutting costs and increase space utilisation
  • Adapting standard operating procedures to local
    requirements
  • Build a direct info exchange with partners
  • Automating massive amount of documentation.

19
XEROX / KN.
  • Situation Xerox need 3PL
  • Manage 6 of its District Parts Centres (DPCs)
  • Mobilise and assume operational control of the 6
    DPCs
  • Provide accurate and reliable delivery of parts
    to engineers
  • Maintain and improve defective material
    processing time at the DPCs

20
  • K N solutions
  • Minimise service disruptions
  • Focuses on staff retention
  • Process improvement

21
XEROX / KN (cont. 1).
  • Results
  • Improved service/shipping performance
  • Reduce order cycle time
  • Seamless logistics solutions

22
CARREFOUR / PENSKE
  • Situation
  • To centralise logistics network
  • Improve order accuracy
  • Reduce inventory
  • Increase stock assortment

23
CARREFOUR / PENSKE (Cont.1)
  • Penske Solutions
  • New distribution facilities
  • Warehouse technologies
  • Load planning

24
CARREFOUR / PENSKE (Cont.2)
  • Results
  • Single system
  • ordering and shipping
  • Manage inventory flow
  • Incr. supply chain visibility
  • Deliver value company, store, consumer level
  • Reduce distribution costs
  • Reduce delivery delays
  • Increase variety of products for stores.

25
General Motors Mexico (GMM)/ Penske.
  • Situation
  • 3 locations Pb
  • Individual logistic decisions
  • Lack of collaborations
  • Complex transportation Network.

26
General Motors Mexico (GMM)/ Penske (Cont.1)
  • Penske Solutions
  • New procedure for inbound transportation network
  • Logistics management system software
  • Establish accountability, procedures and measures
    for GMM.

27
General Motors Mexico (GMM)/ Penske (Cont.2)
  • Results (in the 3 plants)
  • Transportation costs decr. 15
  • Increase visibility throughout the supply chain
  • Reduce inventory and freight premium costs
  • Increase delivery of damage-free parts
  • Decrease carrier base from 100 to 20 carriers.

28
Thanks!
29
Bibliography
  • Logistics and the Extended Enterprise, S.
    Boyson
  • TRANSPORT AND COMMUNICATIONS BULLETIN FOR ASIA
    AND THE PACIFIC, Report of UN
  • Freight and Logistics, Dablanc, L. Gart
  • The Role of Logistics in Stimulating Economic
    Development, The World Bank, M.H. Juhel
  • Structuring Logistics Activities In
    Multinational Companies (MNCs), Yong Gao
  • Business Intelligence and Logistics, Srinivasa
    Rao P.
  • Supplier partnership essential to make new
    logistic concept work G. Butschek
  • Latin American booming Logistics, InfoAmericas
    Report 10-06-2004
  • Shaping tomorrows Logistics The Air Force
    Journal
  • http//logistics.about.com/b/a/117614.htm
  • http//www.fool.com
  • http//www.manufacturing.net
  • http//usco.kuehne-nagel.com
  • http//www.penskelogistics.com/casestudies/gm.html
  • http//www.penskelogistics.com/casestudies/carrefo
    ur.html
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