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Файл:TOPICAL ISSUES OF LOGISTICS. Учебное пособие для студентов-магистров направления «Экономика»
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Voice activated picking solutions employ speech
recognition technology and interface with the WMS using
the data emitted by RFID tags (attached to inventory at
pallet or individual product level). These systems guide
staff, via a mobile device, to the exact storage location of
the desired goods. Employees interact with the software,
using a headset and microphone, to specify that the goods
have been picked. This information is conveyed back to
the WMS, which then directs the worker to the next
location. The systems also aid with truck loading,
ensuring that pallets are picked in the correct sequence and
that all items are loaded onto the vehicle before its
departure.
The benefits of these technologies include increased
picking accuracy, staff productivity, reduced training time
and, of course, greater customer satisfaction.
Text 24. Nearly half of senior executives say their supply
chain risk management programs are insufficient or
ineffective
As if CEOs didn’t already have plenty to keep them up at
night, here’s a pair of nightmarish supply chain risk
statistics, from a just-published study conducted by
Deloitte Consulting:
- 53% of the global executives surveyed say that supply
chain disruptions have become more costly to their
organizations over the last three years; and yet
- 45% say their supply chain risk management programs
are either only somewhat effective or aren’t effective at all.
“Supply chains are increasingly complex, and their
interlinked, global nature makes them vulnerable to a
range of risks,” explains Kelly Marchese, principal,
Deloitte Consulting LLP, who specializes in
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manufacturing operations and supply chain strategy. “This
increased complexity, coupled with a greater frequency of
disruptive events such as geopolitical events and natural
disasters, presents a precarious situation for companies
without solid risk management programs in place.”
The definition of supply chain risk itself depends on who’s
doing the defining; Deloitte claims it has identified and
documented more than 200 different sources of significant
supply chain risk. Broadly speaking, though, there are
four basic categories:
- Macro-environment risks, which occur outside a single
company’s supply chain and include natural disasters such
as hurricanes and earthquakes; political unrest; economic
recessions; and severe raw material shortages.
- Extended value chain risks, which arise from problems
with Tier 1 and Tier 2 suppliers, outsourcers and
customers.
- Internal operational risks, which tend to occur within
various operational areas of a company, from product
development to manufacturing to distribution.
- Functional support risks, which take place in support
areas of a company, such as HR, finance, legal and IT.
Of the four categories, the type that executives are most
concerned about are risks within the extended value chain,
with 63% ranking it as either # 1 or # 2 in importance.
Executives see margin erosion as the most costly outcome
of a supply chain disruption, with 53% of the response,
and another 40% identified sudden demand change as a
potentially costly outcome.
In fact, these potential risks have caught the attention of
senior management, as 71% of the respondents say that
supply chain risk management is an important factor in
their strategic decision-making, and nearly that many
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(64%) say they have a supply chain risk management
program in place. Why then do nearly half (45%) say they
lack confidence in these programs, and why do only 13%
say their companies are extremely effective at risk
management? The top two reasons are: lack of acceptable
cross-functional collaboration (32%), and cost of
implementing risk management strategies (26%). The silo
mentality at many companies also plays a part, since risk
management programs tend to be organized around silos,
which can impede visibility and collaboration—the very
qualities supply chain management depends on.
“Many companies have some form of a supply chain risk
management program, but unfortunately they do not
always get the results they need from these programs,”
says Marchese. “To be effective, companies should take a
holistic and integrated approach to managing supply chain
risk and go beyond traditional approaches.”
The most effective risk management strategy, according to
the Deloitte survey, is to build stronger extended value
chain relationships (24% of respondents), followed closely
by developing business continuity and risk contingency
plans (23%). Many types of tools are available to assist in
the development of these programs, with financial risk
modeling tools being the most prevalent choice (45%),
followed by supply chain operational modeling (44%),
supply chain mapping/visualization tools (42%) and risk
intelligence data (42%).
Disruptions are always going to occur, Marchese points
out, but companies can go a long way toward reducing
their impact by “building in the ability to recover
efficiently.”
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Text 25. IATA Urges Plan to Secure Air Cargo Supply
Chain
Secure Freight initiative aims to protect 50 million tons of
air cargo shipped each year.
The International Air Transport Association (IATA) has
identified four priorities it believes can make air cargo
more secure, as part of its Secure Freight initiative to
promote global security standards. The goal of Secure
Freight is to facilitate safe, secure and efficient operations
of air cargo.
“The stakes are high. If regulators and governments lose
confidence in the security of air freight, then bureaucracy
will increase and ultimately some items may not even be
viable to be air freighted,” says Tony Tyler, IATA’s
director general and CEO. “Commerce as we know it
would look very different.”
Tyler points out that nearly 50 million tons of cargo are
transported by air per year, representing $5.3 trillion of
business, or roughly 35% of the value of goods traded
internationally.
IATA’s four air cargo priorities are:
1. Closer cooperation between all stakeholders.A team
effort engaging the entire air cargo supply chain and
governments is necessary to enhance and deploy global
standards for security.
2. Harmonization and convergence of regulations.The
International Civil Aviation Organization should be the
focal point for this work, which could embrace a roadmap
for states to obtain mutual recognition of cargo security
regimes.
3. Global capacity building. Mutual support among
governments will strengthen the security network. Tyler
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cites the example of Canada assisting Mexico with security
programs for cargo and passenger traffic.
4. Long-term commitment. Harmonization and recognition
of air cargo security requires a continued commitment
from all parties over the long-term.
IATA represents 240 airlines comprising 84% of global air
traffic.
Text 26. Transport and Logistics Efficiency Improvement
Pilot Project
GS1 Australia is seeking to conduct a pilot project in the
Australian transport and logistics sector to unlock the
gateway to efficiency improvements between consignors
and their logistics service providers.
GS1 standards in the transport and logistics chain drive
efficiencies and interoperability across road, rail, sea and
air.
To further harness the future growth and prosperity of the
transport and logistics industry, GS1 Australia is taking
expressions of interest from consignors and transport
operators to participate in a ‘GS1 Standards for Transport
Management’ pilot project to assess and determine the
applicability of new XML based EDI messages for the
Australian market.
The pilot involves testing the first release of open global
EDI messages for transport planning and execution,
including:
- Transport capacity requirements and capacity plan.
- Transport capacity booking and response.
- Transport instruction and response.
- Transport status request and notification.
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- Transport pick-up and drop-off request and confirmation.
The key aims of the project are to:
1. Demonstrate the power of these new message formats
and the mutual benefits to be expected for both consignors
and their T&L partners.
2. Ensure the functionality is fully aligned to the needs of
our local market.
Other benefits expected to emerge will be improved data
accuracy, timely data exchange, better visibility of goods
and shipments, as well as minimised development costs
with a scalable, standards-based solution.
The pilot project will be based on the GS1 Logistics
Interoperability Model Version 1 (LIM), a common
framework of logistical processes.
As early adopters, project participants can expect to reap
competitive advantage benefits along with GS1 technical
support and training as part of the value proposition of
joining the project.
Text 27. Planning and Doing Meet in Today's WMS
and TMS
Historically, the supply chain software space has been
bifurcated into two distinct groups: execution systems and
planning systems. Despite the fact that synergies exist
between the two, for technological reasons they have not
typically been well-integrated or useful to one another. In
this article we'll look at aspects of each type of system,
(see chart) discuss why there will be more and more
integration in the future, and provide a few examples of
how supply chain managers can take advantage of the
future developments.
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Execution Systems
Execution systems have been important for a long time. It
seems that nearly every major corporation at this point
uses SAP, Oracle, JDA, or some other ERP system as the
backbone of its operations. The advantages after
implementation are numerous: visibility across the entire
company, software and operational consistency across
departments, various reporting and business intelligence
capabilities, modularity and upgradeability, and a single
vendor to interact with. However, these do come at a
significant cost: Implementations can take several years to
complete and are usually quite expensive.
Additionally, ERP systems are difficult to customize,
require workers to learn new systems and skills, and the
flip side of having a single vendor to interact with is that
the user is locked-in with that same vendor. Warehouse
management systems (WMS) and transportation
management systems (TMS) are similar to ERP systems in
terms of costs and benefits, although the costs are orders of
magnitude lower for implementation and complexity.
While these systems are well designed and effective for
their intended use, they have major drawbacks when it
comes to questions that reside a level above operational
issues. For instance, assume I have the capability to make
a set of products at two different factories. From a
transportation perspective, it is of course cheaper to
produce in both factories. However, this will require more
changeovers at the factory, lowering my
productivity. This indicates that in slow periods I should
consider utilizing both factories for each product, whereas
in peak periods I should single-source for maximum
production efficiency. How does the best policy change
with oil prices (and hence transportation costs)? How
robust is the plan with regards to differing demand
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forecasts? Typically, executional systems do not provide
much support for this type of “what if” question.
Planning Systems
Planning systems have proven to be useful for answering
strategic supply chain questions. Of course, the classic
example that has long been in existence is “how many
distribution centers should I have and where should they
be located?” Software has been used to answer this
question since at least the 1970s. Due to its success, many
different questions have been asked and answered of a
strategic supply chain nature since then. For example,
manufacturing capacity planning, plant location analysis,
customer-to-DC assignments, setting inventory levels in a
multi-echelon network, seasonal pre-build strategy, among
many other examples, have been explored by
practitioners.
While many of these questions have been successfully
addressed, the scope of the solutions has typically resided
in the one-off, strategic space. The reason for this is that
the size and complexity of the solution to the question is
immense.
Take for example a relatively simple network of 1,000
SKUs, 10 production lines, five DCs, 500 ship-tos
(perhaps aggregated), and 52 time periods. Multiplying
these together to get the size of the problem, the order of
magnitude of the number of variables is around 1 billion
(of course dependent on the actual problem). And this
does not even consider potential plant or DC locations. So
obviously, these problems are difficult to solve. This is
why, to get answers, the analyst is required to aggregate at
some level, such as combining 52 weeks into one year,
SKUs into product families, etc.
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Due to this requirement to aggregate, these systems have
not been widely and effectively used in a tactical or
operational environment. For instance, to plan your
seasonal inventory plan at a product- and production-linelevel, you cannot aggregate products to a product family,
and you certainly cannot aggregate time periods above, in
my opinion, a weekly level.
Why They Will Integrate
To make planning systems effective on an operational or
tactical level, three things need to happen. Computer
memory (specifically, RAM) needs to get significantly
larger, processing power needs to increase dramatically,
and the optimization algorithms need to continue to
improve.
For the first, memory and data storage continues to get
cheaper and larger at a fast clip. For instance, two years
ago a 4 GB RAM computer was relatively standard; now it
is easy to find options with 16 GB RAM—a four-fold
increase. The change to 64-bit operating systems has
helped in this regard, where 4 GB was the upper limit with
the 32-bit operating systems.
With regards to processors, they continue to get faster and,
more importantly, more parallel. For instance, top-end
computers now typically have four cores. This means that
the computer can solve four problems at once, as opposed
to a single-core processor, which used to be standard. As
more and more processors are added, larger problems can
be solved (for instance, state-of-the-art supercomputers
have thousands and thousands of standard processors
operating in parallel).
Finally, the algorithms used to solve these problems need
to continue to improve. Here, academia has typically
taken the lead. Many researchers, often associated with
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INFORMS, have studied for years how to structure supply
chain problems and how to solve them efficiently and
optimally (or, at least, close to optimally). This work will
continue so long as our research institutions exist.
Another interesting wrinkle will be the movement of these
planning systems to the cloud. This will relieve the need
for companies and departments to manage their own large
computer systems. The cloud will eventually make nearly
limitless space and computing power available to everyone
at a relatively low cost. Some optimization companies
have already made this move.
For all of these reasons, supply chain planning systems
will start to become more tactical and useful in nature for
the day-to-day manager. Operational questions will be
solved at a level that is implementable. The companies
that provide this software are either moving in this
direction with their current research and development or
will do so in the next few years.
Examples for Managers
Over the last three to four years I have noticed a shift in
client requests in the tactical direction. Here are a few
representative problems that have been posed:
A food producer whose products need to be stored at
different temperatures for windows of time (i.e., the
products have minimum and maximum storage times at
each temperature). The producer has limited pallet
positions for each temperature-controlled
warehouse. Given actual and forecasted demand, how
should product be deployed through the set of warehouses
and how should the production plan be altered to ensure all
warehouses are well-utilized but not over-capacitated?
A soft drink producer/bottler has multiple production
facilities and warehouses. Customer demand is seasonal
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