By Roman Boutellier, Rochus A. Kobler (auth.), Prof. Dr. Bernhard Fleischmann, Prof. Dr. Jo A. E. E. van Nunen, Prof. Dr. M. Grazia Speranza, Prof. Dr. Paul Stähly (eds.)
Distribution logistics were strongly plagued by fresh fiscal developments: globalization of markets, deregulation of the ecu freight site visitors, a growing to be a part of just-in-time deliveries and either elevated festival and strategic cooperation among all events concerned. The booklet covers in a scientific means the strategic, tactical and operational making plans of distribution structures and methods. It provides an outline of the proper quantitative types and methods in addition to of functions in awarded via a variety of case reports. Researchers and practitioners will hence both reap the benefits of this volume.
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Extra info for Advances in Distribution Logistics
Attempts to reduce the cost of individual physical-distribution activities may be sub-optimal and lead to increased total costs. For example, consolidating finished-goods inventory in a small number of warehouses will reduce inventory-carrying costs and warehousing costs, but may lead to substantial increase in freight expense or lower sales volume as a result of reduced levels of customer service. Similarly, the savings associated with large, optimised batch-size production may be less than the increased inventory costs; or the reduction of field inventory may result in increased production set-up at production sites.
Organizing this management review as a presentation by the entire team (not distinguishing between Pellton team members and customer team members) to joint senior management reinforced the team-building effect. Senior management will generally have to decide on how to actually share the benefits, an issue the design team did not address other than by providing information necessary for the discussion. 1 Implementation Change management and project management Once implementation approval was given the Perdirelli Milan project shifted into a different mode; the Basco project continued to be loosely managed throughout.
That plant's logistics manager was sceptical: "we don't take all that, I don't believe it". No speciftc plans resulted, but they agreed that Pellton would draw up a list of proposals to be reftned before a follow-up workshop two months later. 3 Working towards SKU rationalization Afterwards, the sceptical Basco logistics manager did some homework and found, to his surprise, that Pellton's commercial director had not exaggerated. That convinced hirn of the need to work together. SKU rationalization was identified as a major opportunity: rather than supplying Pell-Q in every possible size, Pellton would offer only a more limited variety.
Advances in Distribution Logistics by Roman Boutellier, Rochus A. Kobler (auth.), Prof. Dr. Bernhard Fleischmann, Prof. Dr. Jo A. E. E. van Nunen, Prof. Dr. M. Grazia Speranza, Prof. Dr. Paul Stähly (eds.)