Details

Logistics


Logistics


1. Aufl.

von: Joelle Morana

139,99 €

Verlag: Wiley
Format: EPUB
Veröffentl.: 21.06.2018
ISBN/EAN: 9781119528678
Sprache: englisch
Anzahl Seiten: 224

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Beschreibungen

<p>As a first destination for Bac + 4 and above students, but also for teachers and researchers, this book presents in 42 sheets - from 4 to 5 pages each - the fundamental elements to the setting up of a logistics. Indeed, many books exist in logistics, but they usually focus on the development of a particular theme. In this case, the logistics in 42 sheets offers an overview of the key elements to consider for the implementation of a logistics. And to go further, each sheet offers a bibliography "development" themes and subtopics.</p>
<p><b>Introduction xiii</b></p> <p>I.1. Sheet 1: The Logistics Function xiii</p> <p>I.1.1. Definitions related to the supply chain xiv</p> <p>I.1.2. Definitions related to Supply Chain Management xv</p> <p>I.1.3. Definitions related to Sustainable Supply Chain Management xvi</p> <p>I.2. Sheet 2: Supply Chain Flows xviii</p> <p>I.2.1. Fundamental flows in the supply chain xviii</p> <p>I.2.2. “Internal” flow policies in the supply chain xix</p> <p>I.3. Sheet 3: The Main Models of the Global Supply Chain xxi</p> <p>I.3.1. The Supply Chain Management structure according to Christopher (1992 onward) xxi</p> <p>I.3.2. The World Class Logistics model xxii</p> <p>I.3.3. The SCOR® Supply Chain Operations Reference Model (1996) xxiii</p> <p>I.3.4. The model of the Global Supply Chain Forum Structure of [LAM 98] xxiv</p> <p>I.3.5. The model by Mentzer <i>et al</i>. xxiv</p> <p>I.4. Sheet 4: The Main Logistics Associations xxv</p> <p>I.4.1. The main national and international associations of logistics professionals xxv</p> <p>I.4.2. The main clusters of French competitiveness in logistics xxviii</p> <p>I.4.3. The main French associations of teacher–researchers in logistics xxix</p> <p>I.4.4. France’s leading transport and logistics research laboratories xxx</p> <p><b>Chapter 1. Operators in Logistics 1</b></p> <p>1.1. Sheet 5: Transport and Logistics Jobs 1</p> <p>1.1.1. Families of jobs in transport and logistics 1</p> <p>1.1.2. Key Transport and Logistics Functions according to ASLOG and Recruitment Firm, Michael Page 2</p> <p>1.2. Sheet 6: The Supply Chain Manager 5</p> <p>1.2.1. Tasks, activities and skills of the Supply Chain Manager 5</p> <p>1.2.2. The Supply Chain Manager and his/her relationship with other company activities 5</p> <p>1.3. Sheet 7: Logisticians and Interactions with Other Internal Departments of the Company 8</p> <p>1.3.1. Daily relationships with other services 9</p> <p>1.3.2. The “new” relationships: the ecology/environment service 11</p> <p>1.4. Sheet 8: The Supplier–Customer Relationship 14</p> <p>1.4.1. The supplier, the focal company and the customer according to Lambert <i>et al</i>. 14</p> <p>1.4.2. The supplier – the industry – the distributor – the end customer: the supply chain quartet 15</p> <p>1.4.3. Other operators in the supply chain 16</p> <p>1.5. Sheet 9: Operators of Distribution 17</p> <p>1.5.1. Principles of distribution in a supply chain 17</p> <p>1.5.2. Distribution jobs 18</p> <p>1.5.3. The case for wholesalers 18</p> <p>1.6. Sheet 10: Logistics Service Providers 20</p> <p>1.6.1. Logistics services: between subcontracting and outsourcing 21</p> <p>1.6.2. Levels of expertise in logistics services 22</p> <p>1.7. Sheet 11: Operators in the Transport of Goods for Third Parties 25</p> <p>1.7.1. Modes of freight transport 25</p> <p>1.7.2. Operators in freight transport for third parties 25</p> <p>1.8. Sheet 12: Operators in Urban Logistics 28</p> <p>1.8.1. The classification of Chanut <i>et al</i>. 28</p> <p>1.8.2. Cerema classification 28</p> <p>1.8.3. Urban courier operators 29</p> <p>1.9. Sheet 13: Reverse Logistics Operators 29</p> <p>1.9.1. Different categories of stakeholders in reverse logistics 31</p> <p>1.9.2. The example of waste treatment operators 32</p> <p><b>Chapter 2. Innovation in Logistics 35</b></p> <p>2.1. Sheet 14: Different Types of Innovation 35</p> <p>2.1.1. Social innovation versus technological innovation 35</p> <p>2.1.2. Technological innovation versus non-technological innovation 36</p> <p>2.2. Sheet 15: The Concept of Eco-innovation and Its Application in Logistics 39</p> <p>2.2.1. The use of the prefix “eco” in industry 39</p> <p>2.2.2. The “eco” and innovation relationship 40</p> <p>2.2.3. The “eco” and logistics relationship 40</p> <p>2.3. Sheet 16: Sustainable Logistics Innovation 42</p> <p>2.3.1. The concept of sustainable innovation 42</p> <p>2.3.2. Sustainable logistics innovation: examples of award-winning companies 44</p> <p><b>Chapter 3. Warehouse Management 47</b></p> <p>3.1. Sheet 17: Design of a Warehouse 47</p> <p>3.1.1. The role of a warehouse 47</p> <p>3.1.2. Design of a warehouse 48</p> <p>3.2. Sheet 18: Layout of a Warehouse 49</p> <p>3.2.1. Areas in a warehouse 50</p> <p>3.2.2. Types of process or methods of preparation in the warehouse 53</p> <p>3.2.3. Equipment in a warehouse 53</p> <p>3.3. Sheet 19: Types of Stock 56</p> <p>3.3.1. What is stock? 56</p> <p>3.3.2. The nature of stock 57</p> <p>3.3.3. The destination of stock 57</p> <p>3.3.4. The stock and “its quantity” 57</p> <p>3.3.5. Stock rotation 58</p> <p>3.3.6. The support of goods: the pallet 59</p> <p>3.4. Sheet 20: Inventory Procedures 60</p> <p>3.4.1. Physical, permanent, intermittent and rotating inventory 60</p> <p>3.4.2. The Pareto Principle and the A-B-C classification 61</p> <p>3.4.3. Example of calculation of the A-B-C method 62</p> <p>3.5. Sheet 21: The Supply Quantity 64</p> <p>3.5.1. Types of supply 64</p> <p>3.5.2. Calculation methods 65</p> <p>3.6. Sheet 22: The Valuation of Stock 66</p> <p>3.6.1. When to apply stock valuation methods? 66</p> <p>3.6.2. Example of calculation using the Weighted Average Unit Cost method at the end of the period 67</p> <p>3.6.3. Example of calculation using the Weighted Average Unit Cost method after each input 68</p> <p>3.6.4. Example of calculation according to the First-In-First-Out method 69</p> <p><b>Chapter 4. Upstream and Supply Logistics 71</b></p> <p>4.1. Sheet 23: The Relationship Between the Purchasing and Logistics Department 71</p> <p>4.1.1. The buyer’s tasks 71</p> <p>4.1.2. The Bullwhip, “whiplash” or Forrester effect 73</p> <p>4.2. Sheet 24: Tendering Process, Specifications and Logistics Service Contract 76</p> <p>4.2.1. Tendering process and specifications 76</p> <p>4.2.2. The logistics service contract 79</p> <p>4.3. Sheet 25: The InCoTerms 80</p> <p>4.3.1. Functions of the InCoTerms 80</p> <p>4.3.2. The different InCoTerms 81</p> <p>4.3.3. The Baltic Dry Index 83</p> <p>4.3.4. Packing list 83</p> <p><b>Chapter 5. Production Logistics 85</b></p> <p>5.1. Sheet 26: Key Concepts of Production Logistics 85</p> <p>5.1.1. Criteria in production 85</p> <p>5.1.2. Workflows in production: push, pull and tight flows 86</p> <p>5.1.3. Just-in-time (JIT) 87</p> <p>5.2. Sheet 27: Lean Manufacturing Fundamentals 88</p> <p>5.2.1. Industrial excellence 89</p> <p>5.2.2. The notion of waste 90</p> <p>5.2.3. Kaizen through continuous improvement 90</p> <p>5.2.4. The Heijunka or the smoothing of production (see Sheet 32) 92</p> <p>5.2.5. The just-in-time 92</p> <p>5.2.6. The Jidoka 93</p> <p>5.3. Sheet 28: Lean Manufacturing Tools 93</p> <p>5.3.1. Value stream mapping 93</p> <p>5.3.2. The operations diagram 94</p> <p>5.3.3. The 5S approach 95</p> <p>5.3.4. Delayed differentiation 95</p> <p>5.3.5. The SMED method 95</p> <p>5.3.6. The assembly line 95</p> <p>5.3.7. Ergonomics of the workstation 96</p> <p>5.3.8. The unitary production flow 96</p> <p>5.3.9. The Poka-Yoke 97</p> <p>5.3.10. The Kanban 97</p> <p>5.3.11. The “small train” or Mizusumashi 97</p> <p>5.3.12. Short interval animation 98</p> <p>5.4. Sheet 29: Implementation of Workshops 98</p> <p>5.4.1. Implementation methods 98</p> <p>5.4.2. Main types of implementation 99</p> <p>5.5. Sheet 30: Production Planning: the Business Plan 101</p> <p>5.5.1. Levels of production planning 101</p> <p>5.5.2. The business plan 101</p> <p>5.6. Sheet 31: Production Planning: Sales and Operations Planning 104</p> <p>5.6.1. The relationship between sales forecasts and production potential 104</p> <p>5.6.2. Example of a sales and operations plan 106</p> <p>5.7. Sheet 32: The Production Plan: the Master Production Schedule – Material Requirement Plan – Production Smoothing 108</p> <p>5.7.1. The relationship between the sales and operations plan and the master production schedule 109</p> <p>5.7.2. The architecture of a master production schedule 109</p> <p>5.7.3. Determination of net requirements 110</p> <p>5.7.4. Production smoothing 113</p> <p><b>Chapter 6. Downstream or Distribution Logistics 115</b></p> <p>6.1. Sheet 33: The Problem of Downstream or Distribution Logistics 115</p> <p>6.1.1. The problem of downstream or distribution logistics 115</p> <p>6.1.2. The efficient consumer response (ECR) approach 116</p> <p>6.1.3. SSM, CPFR and MMS 117</p> <p>6.1.4. The case of e-commerce 119</p> <p>6.2. Sheet 34: The Warehouse/Platform Alternative in Distribution Circuit 121</p> <p>6.2.1. The difference between channel, circuit and distribution network 121</p> <p>6.2.2. Selection criteria for the location of a repository 122</p> <p>6.2.3. The alternative between warehouses and/or platforms 123</p> <p>6.2.4. The case of the urban distribution center (UDC) 124</p> <p>6.3. Sheet 35: Urban Logistics or Last Mile Logistics 125</p> <p>6.3.1. The problems of urban logistics 125</p> <p>6.3.2. Operators in urban logistics 126</p> <p>6.3.3. The division of urban logistics spaces 126</p> <p>6.3.4. Means to limit the consequent and polluting transport of goods 127</p> <p>6.3.5. Reverse logistics 128</p> <p><b>Chapter 7. The “Companions” of Logistics 131</b></p> <p>7.1. Sheet 36: Traceability 131</p> <p>7.1.1. The challenges of traceability 131</p> <p>7.1.2. Traceability functions: tracking and tracing 132</p> <p>7.1.3. Types of traceability 132</p> <p>7.1.4. The four levels of traceability tools 133</p> <p>7.2. Sheet 37: Freight Transport 135</p> <p>7.2.1. The problem with freight transport 136</p> <p>7.2.2. Regulations in terms of international road haulage and cabotage 136</p> <p>7.2.3. Types of road transport and loading 137</p> <p>7.2.4. Types of road vehicles 138</p> <p>7.2.5. Other types of freight transport 139</p> <p>7.3. Sheet 38: Information and Communication Technologies, and Information Systems 141</p> <p>7.3.1. The difference between a software package and a software 142</p> <p>7.3.2. ICT families in logistics 142</p> <p>7.3.3. Software packages and software in logistics 143</p> <p>7.4. Sheet 39: Quality Implements and Logistics 146</p> <p>7.4.1. Shewhart’s control chart 147</p> <p>7.4.2. The Ishikawa diagram and the Causes and Effect Diagram with the Addition of Cards (CEDAC) of Fukuda 147</p> <p>7.4.3. The Ademiecki–GANTT diagram and the PERT network 149</p> <p>7.4.4. The Pareto diagram by Joseph Juran 149</p> <p>7.4.5. Flow sheets 149</p> <p>7.4.6. Histogram 150</p> <p>7.4.7. The WWWWHHW and the five Why’s 150</p> <p>7.4.8. The PDCA method or the Deming–Shewhart wheel 151</p> <p>7.5. Sheet 40: Environmental Decrees and Directives 151</p> <p>7.5.1. Ecotaxes 151</p> <p>7.5.2. Environmental directives and decrees 152</p> <p>7.6. Sheet 41: Measuring Performance in Logistics 154</p> <p>7.6.1. The notion of quality and quantity indicators 154</p> <p>7.6.2. Indicator themes 155</p> <p>7.6.3. The dashboard 156</p> <p>Conclusion 159</p> <p>Bibliography 163</p> <p>Index 183</p>
<strong>MORANA Joëlle</strong>, Université Lumière Lyon 2.

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