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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.)

ISBN-10: 3540642889

ISBN-13: 9783540642886

ISBN-10: 3642468659

ISBN-13: 9783642468650

Distribution logistics were strongly stricken by fresh fiscal developments: globalization of markets, deregulation of the ecu freight site visitors, a transforming into a part of just-in-time deliveries and either elevated festival and strategic cooperation among all events concerned. The publication covers in a scientific approach the strategic, tactical and operational making plans of distribution structures and approaches. It provides an summary of the proper quantitative types and methods in addition to of purposes in awarded via a number of case experiences. Researchers and practitioners will therefore both take advantage of this volume.

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1 From mapping to analysis and design to implementation "As-is" mapping The failure of the Basco Antwerp pilot was due, in part, to poor understanding (on both sides) of current ordering, forecasting and planning processes. The information mapping then performed was a true revelation for all concerned, and led to removal of many inefficient practices. The Perdirelli Milan project started with mapping exercises, thus avoiding such surprises and resulting time delays 40 during implementation. The importance, of mapping is also recognized by Byrnes and Shapiro (1991) and the Institute of Industrial Engineers (1994).

Bowersox and Daugherty (1995) discuss how internal and external logistics structure should depend on the firms' strategie orientation. This is also central to Hammer and Champy's (1993) re-engineering principles: each process has a customer, and should be designed to meet that customer's needs. Note that this analysis should start from thefinal customer's needs, as the process is aimed towards making the entire supply chain meet those needs more effectively. 3 Supply-chain mapping procedure Within Pellton, separate maps are typically drawn for physical flows and for planning and information flows.

The first workshops with Basco inc1uded c10se to 20 people which was unwieldy and suggests a lack of focus in project scope. The Pellton - Perdirelli Milan team had between two and five people from either side, and worked relatively well. 2. Functional representation. Typical functions to inc1ude are logistics, sales/purchasing, production, and IT, all preferably from the very beginning of the project. 3. Knowledge. Especially during the mapping exercises and subsequent analysis, people with detailed knowledge of current processes need to be involved.

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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.)

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