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2012 | Buch

Comprehensive Logistics

verfasst von: Timm Gudehus, Herbert Kotzab

Verlag: Springer Berlin Heidelberg

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Modern logistics comprises operative logistics, analytical logistics and management of logistic networks. Central task of operative logistics is the efficient supply of required goods at the right place within the right time. Tasks of analytical logistics are designing optimal networks and systems, developing strategies for planning, scheduling and operation, and organizing efficient order and performance processes. Logistic management plans, implements and operates logistic networks and schedules orders, stocks and resources.

This reference-book offers a unique survey of modern logistics. It contains proven strategies, rules and tools for the solution of a multitude of logistic problems. The analytically derived algorithms and formulas can be used for the computer-based planning of logistic systems and for the dynamic scheduling of orders and resources in supply networks. They enable significant improvements of performance, quality and costs. Their application is demonstrated by several examples from industry, trade and service providers.

Apart from corrections and modifications the second edition contains a new chapter on maritime logistics. It demonstrates how the methods of this book can be used to solve complex logistic problems of practical relevance for economy, society and environment.

The book is written for professionals, scientists, teachers and graduate students. An extensive index makes it a dictionary of modern logistics.

Inhaltsverzeichnis

Frontmatter

Principles, Strategies and Organization

Frontmatter

Chapter 1. Tasks and Aspects of Modern Logistics

Abstract

Consumers and companies need products, material and other physical objects at a time when and a place where they are generally not produced. This leads to the task of operative logistics or the four rights of logistics (4R):

• Logistics has to provide the r ight quantities of goods most efficiently at the r ight place in the r ight order within the r ight time.

Timm Gudehus, Herbert Kotzab

Chapter 2. Organization, Scheduling and Control

Abstract

The organization of performance stations and networks, the scheduling of orders, inventories and resources, and the control of the processes determine the productivity and efficiency of companies and logistic systems.

The common terms organization, planning, scheduling and control have different meanings in business and engineering, in production, logistics and informatics as well as in theory and practice. The same holds for the term management, which involves planning, scheduling and control, but comprises in practice far more (Christopher 1992; Cooper et al. 1997; Schönsleben 1998).

Timm Gudehus, Herbert Kotzab

Chapter 3. Project Planning and Realization

Abstract

Tasks of project planning are the design and organization of a logistic-, production- or performance-system which fulfills certain requirements under given restrictions at lowest costs. This includes the selection and dimensioning of equipment, resources and other elements, the connection of these elements to performance chains and the design of logistic networks. The tasks of project realization are the scheduling of the implementation, the construction and manufacturing of the system elements, the build-up of the whole system and finally the start-up and tests. Both, planning as well as realization, need qualified project management (Miebach/Bühring 2010; Nicholas 1990; Pintot/Slevin 1987; Lock 1996).

Timm Gudehus, Herbert Kotzab

Chapter 4. Potential Analysis

Abstract

The task of a potential analysis is to compare the services and performances of a company with the external and internal requirements. During a logistic audit, the capabilities, capacities and performances of the logistic stations, the network structure and the processes are scrutinized and evaluated (Straube/Gudehus 1994).

Timm Gudehus, Herbert Kotzab

Chapter 5. Strategies of Logistics

Abstract

Strategies are rational procedures to reach certain goals. Suitable strategies are prerequisites for the effective use of resources and often the simplest mean to improve efficiency and to reduce costs. In logistics, the conception of new strategies and the analysis of their effectiveness are as important as the development of new techniques and the design of new systems.

Timm Gudehus, Herbert Kotzab

Chapter 6. Logistic Costs and Controlling

Abstract

Logistic costs are defined differently in companies. In many cases, the reported logistic costs of companies even within the same business differ more than justified by their operations. Some companies do not count interest and depreciation on inventories as logistic costs. Others include the distribution costs of their suppliers or the purchasing costs. In some cases, even the purchase value of the procured goods is included in the logistic costs (Baumgarten et al. 1993; Gudehus/Kotzab 2004; Weber 2002).

Timm Gudehus, Herbert Kotzab

Chapter 7. Logistic Pricing and Marketing

Abstract

For many companies, logistics is only a cost factor, although it can be also a value driver. With the help of professional marketing strategies based on competitive quality and customer oriented pricing, logistics can generate additional revenues and higher profits (Andraski/Novack 1996; Shapiro 1984; Weber 1993).

Timm Gudehus, Herbert Kotzab

Chapter 8. Time Management

Abstract

Time is the fourth dimension of logistics: The locations and distances of the stations define the structure of a logistic network. The dates and times determine the flows within the network. The processes are specified by locations and time.

Timm Gudehus, Herbert Kotzab

Chapter 9. Random Processes and Dynamic Forecasting

Abstract

The actors of a free market economy decide autonomously on buying and selling. Companies, consumers and customers of products and services independently place orders at times and with quantities which correspond to their individual demand.

Within the agreed delivery times producers, suppliers and service providers consolidate, separate and schedule the incoming orders and execute them at optimal times. The output rates of many production and service stations vary randomly. Unpredictable disturbances and breakdowns cause stochastic fluctuations of lead times. The uncorrelated behavior of customers and companies and the deviations between ordered and produced quantities cause random processes within the whole economy (Churchman et al. 1957; Ferschl 1964).

Timm Gudehus, Herbert Kotzab

Chapter 10. Order Scheduling and Operating Strategies

Abstract

Traditionally, order scheduling has been the task of people, the schedulers. Nowadays, scheduling is supported and performed to an increasing extent by computer programs. Schedulers, as well as programs, apply scheduling strategies which result from experience or have been systematically developed. Some strategies are documented as rules and working instructions; others are programmed as algorithms. Many strategies only exist in the mind of the scheduler.

Timm Gudehus, Herbert Kotzab

Chapter 11. Inventory Management

Abstract

Stocks are necessary to balance temporal deviations between demand and supply and between consumption and production. Buffer stocks enable high utilization by decoupling stations with deviating production and consumption rates. Safety stocks ensure availability when demand varies stochastically and when production or supply are temporarily interrupted or delayed. Supply costs are minimal if the right quantities of the right articles are stored at the right stages of the supply network. The productivity can be improved by production on stock.

Timm Gudehus, Herbert Kotzab

Chapter 12. Logistic Units and Master Data

Abstract

Logistic units are the physical objects flowing through logistic networks. For planning, scheduling, controlling and optimization of these networks, the logistic master data of all relevant logistic units, performance stations, transport means and their relations must be known.

As shown in Fig. 12.1, loose goods, article units, parcels, cargo or other filling units can be bundled by load carriers into load units. To bridge shorter internal distances, the load units are handled and moved by fork lift trucks, conveyors, cranes or storing devices. To bridge longer distances between the dispatch ramp of one station and the receiving ramp of another station, the load units are carried either directly or via intermediate stations of an external logistic chain.

Timm Gudehus, Herbert Kotzab

Chapter 13. Limit Performances and Queuing Effects

Abstract

Logistic, production and performance stations, systems and networks are passed by discrete objects [DO]. These objects are logistic units, like article units, load units or vehicles, and information units, like orders, documents, data and other digital information. Within the stations the objects are consumed, processed, generated, assembled or dispatched. The limit performances of the stations and transport elements determine the performance capability of the total system. Waiting queues extend the transfer times from the entries and sources to the exits and sinks. Hence, for the design of new systems and the optimisation of existing systems, the limit performances and the queuing effects must be known.

Timm Gudehus, Herbert Kotzab

Chapter 14. Purchasing, Sales and Logistics

Abstract

Logistics depends on purchasing and sales and vice versa. Purchasing and sales people negotiate the prices of products and services, determine the terms of trade and delivery and initiate the supply and delivery chains between suppliers, companies and customers.

Physical distribution of finished goods is traditionally part of sales and marketing (Pfohl 1990; Wöhe 2000). Sourcing and procurement of raw material, pre-products and merchandise are looked at as tasks of purchasing. However, modern logistics and supply chain management open new competitive advantages and saving potentials (Bowersox et al. 1969; Bucklin 1966; Coughlan et al. 2006; Cooper et.al. 1997; Christopher 1992; Dobler 1996; Kotzab 1997; Schönsleben 1998; van Weele 2004). This, however, requires special competences and separation of logistics from sales and purchasing.

Timm Gudehus, Herbert Kotzab

Systems, Networks and Operations

Frontmatter

Chapter 15. Logistic Networks and Systems

Abstract

The logistic network of a company is part of the global logistic network that is made up of the networks of forwarders, railways, airlines and shipping companies and of industrial enterprises, trading companies and service providers. The global logistic network has many owners and users. It serves different purposes and several interests (see Fig. 0.1 and 15.1).

Timm Gudehus, Herbert Kotzab

Chapter 16. Storage Systems

Abstract

Storage systems and their operation are highly underestimated areas of logistics. Due to lack of knowledge, many stores are wrongly planned or not optimally operated. This causes underoccupation or shortages of storeplaces and underutilization or bottlenecks of storage devices. Comparatively few problems are originated by storage technique, which is well approved and reliable since many years. Another problem, caused by lacking knowledge of the cost drivers of storing, is the uneconomic use of the available stores.

Timm Gudehus, Herbert Kotzab

Chapter 17. Commissioning Systems

Abstract

Commissioning of orders is the most difficult and underestimated task of intralogistics. It is far more than just picking articles (Gudehus 1973b; VDI 1976): Commissioning is the collection and consolidation of required quantities from an assortment of articles due to given orders.

Timm Gudehus, Herbert Kotzab

Chapter 18. Transport Systems

Abstract

Transport systems convey goods from the entries and sources to the exits and sinks of a logistic-, performance- or production-network. The transport good, load or freight can be gas, liquids, bulk cargo, single items or load units filled with bulk cargo, general cargo or other goods.

Timm Gudehus, Herbert Kotzab

Chapter 19. Design of Logistic Halls

Abstract

In a logistic hall or logistic center, physical goods are handled, stored and transported. Due to the manifold of options, partly incompatible goals and unquantifiable influence factors, the optimal design of logistic halls requires special skills, experience and judgment. It cannot be performed by a computer program alone. However, digital simulation, OR-based programs and CAD are useful tools to improve in detail a start solution which has been designed analytically (Armour et Dutta 1963; Arnold 2002; Dangelmaier 1999; Francis et al. 1992; Gudehus 1971; Tompkins et al. 1996).

Timm Gudehus, Herbert Kotzab

Chapter 20. Production Logistics

Abstract

Production systems are special performance systems which transform input material into physical goods. They are central parts of the business networks of manufacturing companies. As logistic networks supply the input and distribute the output of production systems, production and logistics are closely interrelated. Production planning without taking into account logistics is as incomplete as logistics without considering production.

Timm Gudehus, Herbert Kotzab

Chapter 21. Optimal Networks and Supply Chains

Abstract

The tasks of network management are the design, organization, set up and operation of production- and logistic-networks for the supply of consumers and companies with the required goods and services in due time at lowest costs. This includes scheduling of orders, resources and stocks in the logistic chains.

Timm Gudehus, Herbert Kotzab

Chapter 22. Logistic Service Providers

Abstract

A company must regularly check and decide which products should be made and which services should be executed by itself and which should be bought from outside (Coase 1937; Penrose 1959; Williamson 1985). This holds true also for logistic services. The make-or-buy-decision for logistic services depends on the goals and core competencies of the company, on the kind and extent of the required services and on the available logistic service providers (Barney 1991; Coyle et al. 1996; Peteraf 1993; Van Damme/Amstel 1996).

Timm Gudehus, Herbert Kotzab

Chapter 23. Maritime Logistics

Abstract

Maritime logistics is quite a new, integrative approach to modern shipping. The operative task of maritime logistics is to convey cargo with ships on rivers, channels and seas at minimal possible costs, fuel consumption and emissions. For this purpose optimal shipping networks and maritime transport chains have to be designed, implemented and operated (see Figs. 21.4 , 21.7 and 21.21 ). Maritime service providers are the charter ship operators and shipping companies, the operators of harbours, and the transhipment, stevedoring and warehousing companies, who connect maritime and land transport (see Sect. 22.3 ).

Timm Gudehus, Herbert Kotzab

Chapter 24. People and Logistics

Abstract

People are the actors and producers, and at the same time, the customers and beneficiaries of logistics. As producers, they determine the services, performances and costs. As customers, they take the benefits of services and performances, but are also affected by deficiencies and high prices. Most people are not aware of the goal conflicts between suppliers and customers and of the influences and consequences of human behavior in logistics. In order to draw the attention to this matter, the last chapter of this book deals with the role of people in logistics, which has been mentioned only briefly in Sects. 1.10, 2.4, 2.8., 3.1, 3.4, 7.2 and 13.6.

Timm Gudehus, Herbert Kotzab

Backmatter

Titel: Comprehensive Logistics
verfasst von: Timm Gudehus
Herbert Kotzab
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-642-24367-7
Print ISBN: 978-3-642-24366-0
DOI: https://doi.org/10.1007/978-3-642-24367-7