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Файл:TOPICAL ISSUES OF LOGISTICS. Учебное пособие для студентов-магистров направления «Экономика»
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and during peak seasons exceeds production capacity;
hence they pre-build some products and ship to
warehouses. Given actual inventory levels, actual and
forecasted demand, and a production schedule, what is the
most cost efficient option to service each customer? What
is the weekly logistics plan for the next few months?
A manufacturer can make products at multiple plants and
ship to all DCs. The options are: multi-source at all plants
and have each plant ship to a dedicated DC; multi-source
at all plants and distribute to all DCs from all plants; or to
single-source product at a plant and serve all DCs from
that plant. Due to the different aspects of each possible
configuration, the best strategy changes depending on the
level of demand and the utilization of the production
lines. Hence, this problem needs to be solved at a product
and weekly level for the full year, making the problem
very large and in the tactical space.
A consumer goods company operates several DCs
nationally whose products are mostly made overseas. The
inventory policies are such that products are stocked at
some DCs, but not all, to keep inventory levels
manageable. Picking orders for customers is laborintensive and to add shifts requires advance notice and is
more costly than a leveled distribution plan. Because
inbound shipments and outbound order fulfillment use the
same labor supply, how should inbound shipments be
scheduled so as to minimize the need to run extra shifts?
Should the inventory policies be adjusted on an on-going
basis? This problem would need to be addressed at a
weekly level, by product, and the result needs to be
implementable, hence making it tactical.
As is evident from the examples provided, the difference
between tactical and strategic planning typically depends
on the time frame involved, the questions that are being
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addressed, and the level of detail the answer needs to
possess. I believe this is the future of supply chain
planning systems.
Alex Scott is a Ph.D. student in supply chain management
at Penn State University. Prior to this he held several
positions at IBM related to supply chain planning and
execution. Scott is also a member of MH&L's Editorial
Advisory Board.
Text 28. How a Mexico City Auto Supplier Cut Cross-
Border Shipment Time in Half
The Comau Div. of Fiat increased the speed of its cross-border
shipments without impacting its bottom line.
Comau Group, a Turin, Italy, division of FIAT, has 24
locations in 13 countries, but it was the robotic assembly
facility in Mexico City that presented one of its more promising
opportunities to combine logistics and manufacturing savings.
This site employs 250 employees devoted to assembling and
testing robots used on automotive assembly lines throughout
Central, South and North America. To be productive, Comau
Group must navigate the intricacies and challenges of crossborder trade on an almost daily basis.
Specifically, Gustavo Ramos, import and export coordinator at
this site, wanted to decrease the transit time of cross-border
LTL shipments from Detroit, Mich., to Mexico City. This
facility receives many of its assembly and automotive spare
parts from manufacturers in Detroit via approximately 400 LTL
shipments a year. Each shipment could take anywhere from six
to seven days, with large lead times often resulting from
complex customs regulations and multiple hand-offs at
the U.S. and Mexico borders.
Typically, once a south-bound LTL shipment arrives at
the U.S. border, the shipment is unloaded and released to a
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Mexican broker. After completing Mexican brokerage protocol,
the shipment is then tendered to a third-party drayage provider
(often working in tandem with the Mexican broker) to present
the freight and documentation at the border gate.
After entering Mexico, the freight is then cross-docked and
transferred to a Mexican trucking company for transportation to
and final delivery in Mexico City. Multiple hand-offs like these
not only slow down cross-border shipments, but also can
increase security risks.
The longer it takes for shipments to move
between Detroit and Mexico City, the greater the risk for
production slow-downs or delays. Ramos felt his facility
needed a faster service for some of its shipments, but wanted to
avoid the cost of air freight.
Since Comau had a 10-year relationship with its transportation
service provider, UPS, it explored the idea of using UPS
CrossBorder Connect, a service that falls between traditional
LTL ground service and air freight service.
Using this service, Comau’s LTL shipments
from Detroit to Mexico City now take about three days. Most
of the time savings come from the carrier’s ability to use team
drivers and eliminate many of the processes and hand-offs that
take place at the U.S.-Mexico border.
In Comau’s case, the freight is shipped via the ground network
that supports UPS North American Air Freight
from Detroit to Laredo. Rather than complete the Mexican
brokerage process at the border, the freight moves in-bond
directly to Mexico City where customs is cleared at the airport.
UPS customers then have the option of working with their own
Mexican customs broker, like Comau, or having UPS work on
their behalf with a customs broker that falls within the UPS
network.
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“The greatest benefit we’ve seen with this service is really
monetary,” said Ramos. “We were able to increase the speed of
our cross-border shipments without impacting our bottom line.
We began using it in the first quarter of 2012, and now our
department uses it anytime we have a need for expedited
service.”
Comau cut transit times of those shipments by 50 percent for
shipments between the U.S.and Mexico.
Text 29. An Australian first in wine logistics
Treasury Wine Estates (TWE) has formed a joint venture with
Trebuchet Logistics to manage the company’s Australian
domestic and export warehousing, distribution and logistics
requirements under an innovative fourth-party logistics (4PL)
model.
TWE is introducing the new approach to wine logistics,
warehousing and distribution in Australia. As a result, a new
national distribution centre (NDC) will be built in Penfield, in
the northern suburbs of Adelaide, and a series of satellite state
warehouses will be established and managed via Trebuchet
Logistics.
The first of its kind in the Australian wine sector, the 4PL
model involves Trebuchet Logistics contracting third-party
service providers to manage all elements of the supply chain
including the handling, storage, transport and IT requirements
to deliver wine to customers and consumers in Australia and to
export markets.
Tim Ford, TWE’s global director logistics, said: “Trebuchet has
been our 4PL partner in the Nordics since 2008. It has
demonstrated a unique capability in establishing collaborative
logistics networks in alcoholic beverages and has proven
capability in linking multiple manufacturers and 3PL service
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providers, through Information Technology systems and
management processes.”
Trebuchet Logistics will independently manage the end to end
logistics network from raw materials through to domestic and
export customer deliveries, for all TWE Australian-produced
and imported products. The network will be designed to store
and distribute wine in appropriately controlled environments to
preserve product quality and freshness.
“This approach to logistics is another part of our strategy to
optimise our global supply network. We are reviewing and
improving our entire logistics networks and introducing
innovation, investment and leading practices to ensure our
premium wines reach customers and consumers in the quality
and timeframes expected,” added Mr Ford.
Knut Oksby, one of the founding partners of Trebuchet
Logistics, has moved toAustraliato implement the 4PL model
and manage the joint venture operation.
“I’m really excited to continue our relationship with TWE and
introduce a new fully integrated supply chain management
model to the Australian wine industry. We have seen how this
model delivers efficiencies and value to all participating
companies in Sweden, Finland and Norway, and we are keen to
develop this business model in Australia.”
The new 4PL model will replace TWE’s existing domestic and
export warehousing and logistics service contracts with CUB
and MacKenzie Hillebrand, which expire in the next 12-18
months. All logistics services and the 4PL management model
will be fully operational by April 2014, with a phased
implementation beginning July 2013.
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Text 30. Big DC opens in western Sydney
Greater Western Sydney’s newest major warehouse and
operations centre, the DB Schenker facility at Erskine Park,
was officially opened today by New South Wales Premier and
Minister for Western Sydney, Barry O’Farrell, and Dr Thomas
Lieb, chairman and CEO of Schenker AG. The new logistics
centre employs 80 people and caters to the needs of some of
Australia’s largest electronics, consumer, as well as healthcare
and office supplies companies.
It is the fifth distribution hub in NSW for SchenkerAustralia,
the local arm of DB Schenker, the world’s second largest
transportation and logistics provider. Overall, it is DB
Schenker’s 16th Australian facility.
“Erskine Park forms a vital link in our global chain and the
opening marks an important step in our strategy of expanding
our Contract Logistics footprint in Australia,” Dr Lieb said. “In
Australia, we deliver almost half a million items each year and
many of them will pass through Greater Western Sydney.”
Erskine Park has sustainability at the heart of its operations
with substantial timber pallet, cardboard, paper and plastic
recycling operations as well as a fleet of electric forklifts and
trolleys.
Ron Koehler, CEO of Schenker Australia Pty Limited, said:
“Erskine Park operates 24 hours a day, from Sunday to Friday,
and is one of Sydney’s largest warehouse complexes.”
At 21,000 square metres, it’s as big as the Sydney Cricket
Ground’s playing surface and will hold close to 20,000 pallet
positions. It is as well cared for with four hours of mechanised
sweeping and cleaning each day.
DB Schenker started moving into the new building in April and
it was operating at almost full capacity within three months.
“Moving into a greenfield site means we’ve been able to place
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maximum emphasis on employee safety and best practice in
processes,” Mr Koehler said. “Elevated dispatch signage that
leaves the floor free of clutter is just one innovation brought in
by our own people. We’re also running continuous
improvement programs that will ensure we make it an even
more innovative and green facility. One example is the
innovative voice picking technology that we are introducing to
ensure better and efficient storage as well as reduced handling
while picking the product, leading to less time and costs for our
customers.”
The Erskine multi-user distribution centre includes plug-andplay technologies for different systems and for different
customers, backed up with DB Schenker’s own warehouse
management system to ensure flexibility.
Text 31. Riverina Intermodal Freight and Logistics Hub
gets government boost
Wagga Wagga City Council is one step closer to developing the
Riverina Intermodal Freight and Logistics (RIFL) Hub,
following the $14.5 million funding announcement by Minister
for Regional Development Simon Crean.
Council had been pursuing funding for this key piece of
regional economic infrastructure as part of the Federal
Government’s Regional Development Australia Fund (RDAF),
with success achieved in Round 2 in June 2012.
Funding for the $60 million project is primarily from the
Federal Government, the council and private industry, with the
council’s investment reaching nearly $20 million.
In order to cement the remaining private sector investment,
Wagga Wagga City Council is currently calling for expressions
of interest (EOI) from companies interested in developing and
operating the container terminal. Interested parties can find the
EOI documentation at www.tenderlink.com/wagga.
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The RIFL hub will provide vital freight consolidation, logistics
support and rail transport services for businesses throughout the
Riverina and Murray regions. The Riverina and Murray regions
continue to experience strong growth in manufacturing and
primary industry outputs and a consequent increased demand
by businesses for rail freight services. The project also enjoys
strong support from ARTC and the broader business
community.
The nearly $60 million project involves the construction of new
major rail and road infrastructure and a container freight
terminal. The rail infrastructure comprises of a 5 kmmaster
siding that is being constructed within the rail corridor, and two
additional rail spurs that connect the container terminal to the
master siding.
The RIFL hub will operate under the principles of open access,
and the rail infrastructure approach, which centres on the 5
km master siding, will ensure the long-term viability of the
terminal by catering for future increased train lengths. The
terminal design itself also ensures economic train and container
operations. The road infrastructure includes a rail underpass
and new link roads connecting the RIFL hub to the Olympic
and Sturt Highways.
The RIFL hub’s location is ideal as it sits on an 80-hectare site
reserved for rail-related industry, within a 300-hectare
industrial-zoned greenfield site at Wagga
Wagga’s BomenBusiness Park, only 10 km from the city
centre. The RIFL Hub Project will further stimulate investment
at Wagga Wagga’s Bomen Business Park with strong interest
shown from road freight businesses and companies in the grain
and bulk commodity sectors wanting to co-locate with the new
terminal.
Opportunities to establish customs facilities are also being
explored for the site.
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Wagga Wagga’s mayor R Kendall reiterated the economic
stimulus potential of the project: “As a result of its
development, Wagga Wagga will continue to be able to build
on its ideal geographic location to attract large-scale industry
that requires freight transport and distribution to be costeffective.”
Text 32. Solution - move Port Botany containers to
Newcastle and expand Sydney Airport
Transport planning in NSW is compromised by the NSW
government’s unwillingness to consider the option of
expanding Sydney Airport into the Port Botany Container
Terminal site. Although ministers and bureaucrats say there are
no alternatives to their recent transport proposals, the Port
Botany terminal can easily be relocated to the best deep-water
port on Australia’s eastern seaboard, Newcastle. Port Botany
container terminal is the sacred cow of NSW transport policy.
The container terminal is dependent on a road system that is
operating beyond capacity. Doubling the M5 East in 10 or so
years’ time in the hope that this will provide a sustainable
solution for moving containers to and from Port Botany is a
gamble.
Competition for space between the airport and the container
terminal guarantees sub-optimal performance from both. And
even though the container terminal has dedicated rail capacity,
it will carry only a small, and declining, proportion of
containers over the next 30 years, a fact the government
acknowledges.
Sydney Airport is hamstrung by lack of space but the
government has no plan for dealing with the problem of how to
manage increasing passenger numbers. Throughput at the
airport has less to do with aircraft movement and everything to
do with getting passengers on and off aircraft efficiently. A
130
solution is to build new airport passenger facilities by
expanding into the container terminal site.
By eliminating freight from the urban rail system and using all
rail resources for passenger trains, it should be possible to
vastly improve rail services for the south-western region
of Sydney, linking to the airport and CBD.
But two major transport reports from the NSW government –
the draft NSW Transport Master Plan released in September
and the Infrastructure NSW plan released in early October –
show the futility of attempts to share the road and rail system
between passengers and freight.Sydney’s road and rail system
needs to meet the transportation needs of people, not freight.
Removing freight from Sydney’s urban rail system is a logical
and sensible decision.
A dedicated freight rail by-pass of Sydney is the logical
extension of a dedicated freight line extending
from Newcastle to a new intermodal rail/road terminal in the
Hornsby-Calga area. The freight rail line is commercially
viable when it carries all of the container freight
for Sydney together with interstate rail freight, which at present
is mostly carried by truck. The freight rail by-pass enables the
lowest cost solution for expanding the airport and taking cars
off congested roads by making rail services more efficient,
cost-effective and, therefore, appealing to commuters in the
south-west. Passenger services on the Sydney-Newcastle rail
line will benefit by removing freight.
While the NSW government wants 100% of Sydney’s
containers to be delivered by rail to outer western Sydney, it
has given up on the possibility of this occurring from Port
Botany. But a container logistics terminal in the Hornsby-Calga
region will enable 100% of Sydney’s containers to be delivered
into north-western Sydney by rail from Newcastle.
Containerised goods that are not consumed in Sydney should
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