Escolar Documentos
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HH NIVEAU B
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Production company
Production control
Production Internal logistics
Sales market
Middleman Middleman
Consumer Consumer
Outgoing logistics
Collection Waste
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Suppliers of components
Wholesalers
Retailers Dorrit
Consumers
VIRKSOMHEDSKONOMI
HH NIVEAU B
Production strategy
How to coordinate the production resources How to organize the production processes
Distribution strategy
Which distribution channels?
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Varieties
Few Finance
Small Purchasing quantity Large Large
Stock
Production
Short
Delivery speed
Long
Purchasing
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Logistics
Production
Sales
Finance
Purchasing
Storage
Production planning
Distribution
Main advantage a clear overall view of all the logistics activities Main disadvantage conflicts between the managers of the different departments
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Purchasing
Production
Sales
Finance
Purchasing
Storage
Production planning
Distribution
VIRKSOMHEDSKONOMI
HH NIVEAU B
Logistics costs
Stock costs Packaging and packing costs Transport costs Administrative logistics costs Nonconformity costs
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Logistics efficiency - page 498 Delivery service Logistics efficiency = Logistics costs Logistics efficiency improves by:
Look at the fraction
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Ultimo 20x2
Stock 2.500
Ultimo 20x3
Ultimo 20x4
Ultimo 20x5
360 14.800 18.000 20.000 360 360 = 67 days == 5,4 =5,8 6,2 62 58 times times days times 5,4 2.750 5,8 3.100 3.250 6,2
3.000 360 No. of days in stock = Turnover Stock turnover speed = speed 20x3 Primo stock Ultimo stock Total Avarage stock Stock turnover speed 2.500 3.000 5.500 2.750
3.200 3.300 Cost of stock Average stock time 20x4 3.000 3.200 6.200 3.100 5,8 times 62 days 20x5 3.200 3.300 6.500 3.250 6,2 times 58 days
5,4times 67 days
Dorrit
VIRKSOMHEDSKONOMI
HH NIVEAU B
Index figure =
Figure of the year x 100 Figure of the base year
11
Total
VIRKSOMHEDSKONOMI
HH NIVEAU B
Qualitative analyses
Quantitative analyses
12
VIRKSOMHEDSKONOMI
HH NIVEAU B
Gap
Level of stock service based on number of orders Target Performance Gap Level of stock service based on number of order lines Target Performance Gap
2,6 times
20x3 95% 94% 1% 20x3 98% 95% 3%
2,2 times
20x4 95% 95% 0% 20x4 98% 96% 2%
1,8 times
20x5 95% 94% 1% 20x5 98% 97% Dorrit 1%
13
VIRKSOMHEDSKONOMI
HH NIVEAU B
External benchmarking
Compares with the best in the same business
Functional benchmarking
Compares with the best in the same area
14
Dorrit