Logistics and Supply Chain Management (Логистика и управление цепями поставок). Учебное пособие

услуг, формированием отправок, и ЛП на основе компаний, разрабатывающих программное обеспечение. Согласно исследованиям Armstrong & Associates в 1999 г. более трети доходов приходилось на логистических провайдеров, занятых в сфере предоставления, услуг добавленной стоимости в области складирования и на компании по оптимизации транспортировки, не имеющие собственных активов. В логистике существует множество комплексных активностей, которые могут быть переданы на аутсорсинг. Это могут быть: управление входящими потоками материалов (управление закупками), управление запасами, управление процедурами заказов, упаковка, транспортировка, поставки «just-in-time», складирование и информационно-компьютерная поддержка. Но прежде чем передать ту или иную функцию на аутсорсинг, следует тщательно продумать, на какие аспекты работы предприятия это повлияет (например, на затраты на дистрибьюцию, контроль цепочек поставки, гибкость предприятия, обслуживание покупателей, сезонные колебания спроса на продукцию и/или на внедрение нового продукта). Наиболее активные пользователи услуг 3PL провайдеров — среди компьютерной промышленности и производства товаров широкого потребления (90 и 85% соответственно). Среди компаний, не так активно пользующихся логистическим аутсорсингом, автомобильная, химическая промышленность и розничная торговля. В 2001 году наиболее часто передавались в аутсорсинг функции складирования (73,7%), внешней транспортировки (68,4%), оформления грузов/платежей (61,4%), внутренней транспортировки (56,1%) консолидации грузов/дистрибьюции (40,4%), прямой транспортировки (38,6%). Из складывающегося процентного отношения можно сделать вывод, что существует тенденция передавать в аутсорсинг стратегически важные логистические функции (активности) и активности, ориентированные на покупателя, а также функции, в значительной мере связанные с информационными технологиями.

3. Translate the given logistics functions in the table into English. Compare the percentage of functions being given by American companies to outsourcing.

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1. Translate the text:

According to the modern concepts, there are three stages of port development, which are determined by port development policy and strategy, differences in the method of approach, scope of the port’s activity and expansion level, and the port’s activity integration level.

(a) The First generation port

The second-generation ports are those built between 1960 and 1980, and had a system comprising of government and port authority, so the port service providers could understand each other and cooperate for mutual interests. The activities in these ports were expanded ranging from packaging, labeling to physical distribution. A variety of enterprises have also been founded in ports and hinterlands. Compared to first-generation ports, the second generation ports have a characteristic that freight forwarders and cargo owners had a tighter relationship. We can say that the second-generation ports had begun to notice the needs of customers, but when it came to keeping a long-term relationship with customers, they took a /passive attitude.

From 1980, container transportation has been developed quickly, and the new intermodal transport system emerged. The activities of production and transportation have linkage to form an international network. The former services function has been enlarged to include logistics and distribution services. The environment protection facilities are becoming more important, so the ports are developing closer relationships with those in their surrounding neighborhoods. Compared to the past, today’s port authorities are focusing on efficiency rather than effectiveness. In the third­generation ports, the needs of customers were analyzed in detail and port marketing has been actively engaged.

an integral part of their supply chain. As a result, ports must attempt to satisfy these needs by offering differentiated services. This poses a particular challenge for port management. Studies show that the most successful ports are those that not only have a productivity advantage in cargo-handling services, but that also offer value-added services.

1. Name three stages of port development.

5. Comparing to the First-Generation ports, what were the Second Generation ports characterized by?

7. Are today’s port authorities focusing on efficiency or on effectiveness?

8. What place do the needs of customers have in the port marketing nowadays?

9. Why is there need these days for a combination of traditional cargo-handling service and value-added service?

10. What are the most successful ports nowadays according to the fulfilled study?

The advanced ports around the world have continuously emphasized the function of logistics centers mainly due to the high degree of global production and the need for value-added logistics (VAL) services. These trends in international logistics strongly suggest that the trend toward VAL in the ESCAP region is likely to continue into the future. Some ports are already modifying the warehousing function to include the VAL functions when they develop new ports or reshaping existing ports.

Although the history of JIT traces back to Henry Ford who applied Just in Time principles to manage inventory in the Ford Automobile Company during the early part of the 20th Century, the origins of the JIT as a management strategy traces to Taiichi Ohno of the Toyota Manufacturing Company. He developed Just in Time strategy as a means of competitive advantage during the post World War II period in Japan. The post-World War II Japanese automobile industry faced a crisis of existence, and companies such as Toyota looked to benchmark their thriving American counterparts. The productivity of an American car worker was nine times that of a Japanese car worker at that time, and Taiichi Onho sought ways to reach such levels. Two pressing challenges however prevented Toyota from adopting the American way:

- American car manufacturers made “lots” or a “batch” of a model or a component before switching over to a new model or component. This system was not suited to the Japanese conditions where a small market required manufacturing in small quantities.

- The car pricing policy of US manufacturers was to charge a mark-up on the cost price. The low demand in Japan led to price resistance. The need of the hour was thus to reduce manufacturing costs to increase profits. To overcome these two challenges, Taiichi Onho identified waste as the primary evil.

How Toyota Implemented Just in Time: Kanban

To control the flow of items in the new environment, Toyota introduced kanban, or information on what to do that controlled all movements throughout the factory.

- withdrawal kanban that details the items marked for withdrawal from the preceding step in the process

Europe’s transport policy has been characterized by liberalization and harmonization over the years. This has slowly shaped the transport system into what is today. Globalization and concept of wider Europe create further challenges. Te fast growth of freight transport – driven to a large extent by economic decisions – contributes to growth and employment but also causes congestion, accidents, noise, pollution, increased reliance on imported fossil fuels, and energy loss. Infrastructure resources are limited and any disruption in the supply chain (i.e. energy) has necessarily a negative impact on the EU economy. Without adequate measures, the situation will continue worsening and increasingly undermine Europe’s competitiveness and the environment that we all live in. To overcome such problems, Europe’s transport system need to be optimized by means of advanced logistic solutions. Logistics can increase the efficiency of individual modes of transport and their combinations. As a result, fewer units of transport, such as vehicles, wagons, and vessels should carry more freight. Impact on the environment will decrease accordingly. Rail and inland waterways need to be modernized. Air freight should be more closely integrated in the system. The positive development of short sea shipping should be accelerated. Deep-sea shipping and its hinterland connections need to be enhanced. Shifts to more environmentally friendly modes must be achieved where appropriate, especially on long distance, in urban areas, and on congested corridors. At the same time each transport mode must be optimized. All modes must become more environmentally friendly, safer, and more energy efficient. Finally, co-modality, i.e. the efficient use of different modes on their own and in combinations, will result in an optimal and sustainable utilization of resources.