獨(dú)立的物流系統(tǒng)

獨(dú)立的物流系統(tǒng)

Independent logistics systems

 

每一個(gè)大型公司的生產(chǎn)或銷(xiāo)售產(chǎn)品都必須有自己的供應(yīng)鏈或至少使用獨(dú)立的物流系統(tǒng)服務(wù)。自從客戶(hù)有一個(gè)優(yōu)先選擇即在他們的家門(mén)口接收產(chǎn)品后，現(xiàn)如今的物流已經(jīng)成為是一個(gè)既定的服務(wù)。此外，客戶(hù)也在公司中選擇交付線(xiàn)路最短的公司。

它基本上評(píng)估了不同物流功能的性能。它專(zhuān)注于時(shí)間，可用性，成本，質(zhì)量，利潤(rùn)和可靠性，這些可以通過(guò)財(cái)務(wù)或非財(cái)務(wù)來(lái)評(píng)估的性能，同時(shí)又包括業(yè)務(wù)各個(gè)階段成功的關(guān)鍵特性。

在商業(yè)工具和經(jīng)濟(jì)理論中性能被區(qū)別對(duì)待。

 

1.操作的單位成本。程序?qū)⑴c托運(yùn)相關(guān)的所有成本通過(guò)單位總數(shù)進(jìn)行分類(lèi)。這也為交通運(yùn)輸方式(火車(chē)、飛機(jī)、卡車(chē))中團(tuán)體成本的運(yùn)算提供了方便。

 

2.運(yùn)輸時(shí)間。時(shí)間的計(jì)算是指一個(gè)產(chǎn)品從從物流站點(diǎn)到達(dá)客戶(hù)所在地所需的時(shí)間。

 

3.損失。與單件物品相關(guān)的損害或損失費(fèi)用。如果這個(gè)數(shù)量太高就需要采取緊急行動(dòng)。

 

物流績(jī)效指標(biāo)-LOGISTIC PERFORMANCE METRICS

 

Every large company producing or selling products necessary have their own supply chain or at least use services of independent logistics systems. Logistics is an established service these days since customers have a preference of receiving products at the gate of their homes. Furthermore, customers choose shortest delivery terms between the companies.

 

Basically it evaluates the performance of different logistics functions. It focuses on time, availability, cost, quality, profit and reliability. These can be evaluating by the financial or non-financial. It also includes the critical success feature for all stages of the business.

 

Performance metrics are treated in a different way in business tools and economic theory.

1.Operating cost per unit. The program divides all costs related to consignment by total number of units. It is also workable to calculate group costs by means of transportation (train, airplane, truck).

2.Transit time. Time calculated from the moment a product departed from the logistic unit to the time it arrives to customer's place.

3.Losses. Expenses related to damage or loss of units. If this amount is too high take urgent actions.

4.Load capacity. This is a very important indicator. Suppose that your trucks can deliver 50,000 lbs of product, but yesterday they carried only 40,000 lbs. By dividing these numbers you get utilization percentage. Higher percentage shows more effectively the progress of Logistics Company.#p#分頁(yè)標(biāo)題#e#

5.Truck turnaround time. The time period, truck spends at warehouse before departure. This is an indication of how your warehouse personnel work.

 

INTERNAL METRICS:

 

It calculates the performance of the system or the internal components of the logistics structure i.e. production plant, warehouses, transportation tools.

 

SYSTEM-LEVEL METRICS

•Financial:

 

Inventory turnover ratio is useful to calculate the speediness of movement of goods through a business. High ratio is good.

•Non-financial:

 

It is an indicator of the operational potential of a business Reasons for low percentage can be poor forecasting, inadequate capacity, low inventory levels, poor value and defective production and distribution system.

 

FUNCTION-LEVEL METRICS

 

The metrics related to the main logistics functions in the supply chain:

•Transportation: Basically, it shows the transit time variability. Non-financial metric takes control of the variation in transit time. It denotes the reliability of transportation function. With the reduction of inconsistency in transit time helps customers arrange the work more efficiently.

•Warehousing: It concerns about operating cost per unit ,financial measure of the cost-effectiveness of operating a warehouse; depends on warehouse size and throughput.

 

Fixed cost goes up with size, i.e. building, equipment, fixed payroll.

 

Variable cost rises with loads processed, i.e. contract manpower, variable utilities, fuel

 

Overhead cost, i.e. heating lighting insurance taxes

•Production: Defectives are not repair so it has to be scrapped and bringing down the production rate.

 

The unit cost of production increases minus cost of repair plus cost of labor plus cost of material

•Maintenance: The average running maintenance time to perform counteractive maintenance. It depends on the type and frequency of failures.

•Vendor selection: It is the percentage of good parts; measure of the reliability of the supply in terms of the quality of the delivered parts total supply subtracts defectives. If not 100% it shows the shortage of parts and additional costs i.e. reverse logistics.

 

EXTERNAL METRICS:

 

It shows the expectations of the business by external entities i.e. customers, stock markets, third-party agencies, government.

 

CUSTOMERS

 

Customer service has three levels:

•Quality

•Time

•Cost#p#分頁(yè)標(biāo)題#e#

 

Metrics:

• Service consistency

•Customer objections

 

GOVERNMENT

 

Government watches over to measure industry. Performance evaluation is based on the following:

•Number of new jobs created

•Revenues from taxes

•New infrastructures development

•Impact on other industries

 

They also assess negative aspects such as

•Pollution

•Congestion

•Crimes

 

INVESTORS:

 

Investors view the monetary conditions of the company performances.

 

Metrics:

•Earnings per share

•Financial leverage

 

Internal Metrics Support The External Metrics:

•For example, the percentage of deliveries on-time of shipments by a delivery service is an external metric.

•However it is determined by internal metrics such as: on time leaving of delivery trucks, reliability of trucks, and percentage of time on road.

•External metrics are usually financially and service oriented

 

性能度量和管理在企業(yè)物流的重要性-IMPORTANCE OF PERFORMANCE MEASUREMENT AND MANAGEMENT IN BUSINESS LOGISTICS

 

In order to assess logistic department of the company one should not look only at income. There are various factors that manipulate the work of a logistic company. These factors are commonly called key performance indicators. Every company has its own indicators. Logistic is using Supply Chain Balanced Scorecard which includes 4 elements: financial matters, customer issues, internal business and training. Balanced Scorecard system assesses key performance indicators which are parts of the aforementioned 4 groups.

 

Performance measurement is also important because it is not possible to arrange anything before knowing what is going inaccurate in the company, otherwise small problems will grow into big ones.

 

In order to measure the performance of logistic unit we need to review the following:

1.Customer order cycle time. This is a number represented by difference between booking date of the order and delivery date. Cycle time can be assured and actual. If the figures have only slight variation then your logistic company is doing fine.

2.Line count fill rate. This is figure of order lines sent on the shipment vs. the number oflines which have been ordered.

3.Inventory carrying rate. This amount includes costs for storage, handling, administrative costs, damage, costs related to deficit of shipment.

4.On time shipment is evaluated as a ratio of orders distributed on time and all line orders delivered. In other words, this indicator shows how efficiently logistic unit is working.#p#分頁(yè)標(biāo)題#e#

5.Perfect order measurement. An order is passes through many stages. Consequently, it evaluates how many orders have passed all stages with no fault it will show a clear consideration of how logistic unit works. When a fault occurs a corrective credit note is issued. There should be an explanation code, or simply a reason for fault. You can group these reasons to observe what the most common reasons of problems are. This is the best way to assess performance of a logistics company or unit.

 

Focusing on most essential key performance indicators is extremely important. You may concentrate on points that do not deserve very much of attention, overlooking about major issues. Balanced Scorecard is directly connected with the strategy of future development. It is not possible to develop and raise capacities without being confident that the company has selected the right path.

 

Due to balanced Scorecard a logistic manager can find and check problems at all stages. Therefore, everyone should be aware of company's faults and weaknesses: workplace clerks, warehouse staff, drivers, shipment manager etc. If all employees identify their own weak points they will be additionally provoked to work better. Besides, you can use Balanced Scorecard to calculate organization situation which is also very important in a large company

 

案例研究-CASE STUDY

 

One section of a large multinational company calculates the logistical performance of its Supply Chain Management systems through five key performance metrics. These metrics are calculated each month for each particular product. The metrics are defined as follows:

 

FILL RATE:

 

The percentage of orders delivered on time that is, not after the delivery day requested by the customer.

 

CONFIRMED FILL RATE:

 

The percentage of orders delivered as booked that is, delivered not later than the day fixed between the customer and the supplier.

 

RESPONSE DELAY:

 

It is the difference between the requested delivery day and the booked day expressed in working days. Actually, is a positive integer, however, we may also want to measure early deliveries, not only delayed deliveries, in which case is negative. We add that we may also measure the frequencies of the various delay values, so that we can calculate approximately the statistical distribution of orders with a specific delay value. In this example, however, the managers are interested only in the probability of exceeding a specific top figures value.

 

STOCK:

 

Total work in process actually, the substantial product changes as it moves from terminal to terminal, where value is added. The total Work In Process can be denoted as a percentage of total sales over the preceding months. The smaller this percentage is, the higher the financial metrics will be-at least, in the short run (in the longer run, a small WIP may lead to low fill rates, so customers will terminate their relationship with this company: loss of goodwill).#p#分頁(yè)標(biāo)題#e#

 

DELAY:

 

Actual delivery day minus confirmed delivery day. Note that a fill rate (see (i)) less than 100% implies some delay; metric (v)me asures the size of that delay. As with metric (iii), management is interested only in the probability of exceeding a specific threshold value.