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Файл:TOPICAL ISSUES OF LOGISTICS. Учебное пособие для студентов-магистров направления «Экономика»
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not be sent to Sydney– Port Botany container traffic is
predicted to grow by 272% in 20 years.
With proper planning, warehouses that receive containerised
goods can be encouraged to locate close to the new northern
intermodal terminal, which will minimise the need to put
containers onto trucks. At present, around 80% of containers
are trucked up to 50 kilometres from Port Botany to
warehouses in south-western Sydney, while the empty
containers are returned the same way.
The investment in a dedicated freight rail line from
the Port of Newcastle to south-western Sydney will generate
measurable and enduring economic benefits to the NSW
economy and improve quality of life for Sydney’s residents.
Even the return of empty containers to Newcastle opens up a
new export market in containerised coal.Australia’s coal
exports are limited to customers who have the capability to
unload coal from bulk carriers. There are niche markets for
containerised coal delivered by truck and rail to customers who
do not have access to a coal loader.
The NSW and Australian governments are currently hawking
their Port Botany expansion and Sydney road infrastructure
projects to Australia’s superannuation funds to tap into this
important source of local capital. But super funds know that
their responsibility to members is to invest in projects that are
socially beneficial, as well as profitable.
Expanding Sydney Airport into the Port Botany Container
Terminal site, building a container terminal at Newcastle, and
building a dedicated freight rail line from Newcastleto southwestern Sydney is a nation-changing project that is
commercially viable and beneficial to all super fund members.
It’s time for the super funds to request innovative proposals.
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Text 33.Container detention rules to impact on cost and
supply chain efficiency
The decision of certain container shipping lines to reduce the
free time available for import containers to be de-hired will
increase international trade costs inAustraliafor both importers
and exporters.
Effective from 1 August 2012, Maersk Line, ANL, CGMCMA, and Mediterranean Shipping Company (MSC) Container
Free Time and Container Detention Tariffs have changed. In
most cases, the import container free time period has been
reduced from ten (10) calendar days to seven (7) calendar days.
The executive director of the Customs Brokers and Forwarders
Council of Australia Inc. (CBFCA) Stephen Morris said if
Australian port and supply chain efficiency met the benchmark
of other global port and supply chains then such change may be
acceptable. However, it does not.
Considering the current mismatch of operating hours in the
supply chain, container availability, and Customs and
biosecurity interventions, the return of the empty container to a
de-hire facility with limited operating hours will make it
difficult to meet the seven calendar days.
“Maersk had advised it was part of the Maersk global standards
to bringAustraliain line with the rest of the world. What Maersk
has failed to take into consideration in its global benchmark
decision is that the port and supply chain efficiency
inAustraliais not at global best practice or standards,” Mr
Morris said.
It was also important to note that Maersk determined the empty
container parks (ECP) that would receive its containers in
Australia and needed to ensure it played its part in improving
efficiency as to availability of containers as well as ensuring
operating hours at their ECP met industry’s, as well as
Maersk’s, needs.
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Mr Morris also observed that it was intriguing that the three
carriers had opted for the same period of detention even though
each would have a different business pattern and vessel
operating schedules.
Text 34. New container detention rules will hurt industry
The decision of major container shipping lines to reduce the
free time available for import containers to be de-hired and for
export containers to be returned full for export will increase
international trade costs inAustralia, and will reduce
profitability and competitiveness.
Effective from 1 August 2012, major shipping lines Maersk
Line, ANL, CGM-CMA, and Mediterranean Shipping
Company (MSC) have changed their container free time and
container detention tariffs charged to importers and exporters.
In most cases, the import container free time period has been
reduced from ten (10) calendar days to seven (7) calendar days.
This means that from the first day of availability (and from the
day of discharge for some lines), importers will have only
seven (7) days for the container to be collected from the wharf,
delivered to the unpack point, unpacked, and then returned for
de-hire to a designated empty container park.
The chief executive of the Victorian Transport Association
(VTA) Neil Chambers described these tighter container
detention rules as “a blatant exercise in revenue-raising by
these market-dominant shipping lines.”
“The shipping lines know that many shippers will not achieve
these container turnaround times through their inland logistics
chains. As a result, the shipping lines are banking on collecting
many more thousands of dollars in container detention charges
per annum to boost their flagging freight rate revenues,” Mr
Chambers added.
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“Add in weekends, perhaps a public holiday, quarantine
inspections and treatments, Customs X-Ray, inland transport,
time to pack or unpack the container, then the time needed to
return the empty container to a de-hire facility – in many
instances it will be impossible to achieve this task in seven
calendar days,” Mr Chambers observed.
The flow-on impact of the unrealistic impost of these fees by
shipping lines is heightened commercial and operational
tension between supply chain participants.
“Transport operators have continual arguments with importers
and freight-forwarders when containers cannot be de-hired
before detention fees are applied. Importers and freight
forwarders engage transport companies to handle their inland
transport needs … that is accepted. But, everyone needs to be
mindful of the lead times needed to undertake the transport task
effectively, including the return of the empty container to the
designated empty container park.”
“The VTA recommends to road transport operators that they
should require at least two business days’ notice from their
clients of the availability of empty containers for de-hire.”
With the implementation of the Containerchain System at all of
the major empty container parks (ECP) in Melbourne,
notification windows for truck arrivals are not always available
at short notice for trucks to be serviced at the designated ECP.
Also, some ECP are still only open 7am to 4pm, Monday to
Friday, adding to the difficulties in returning empties before
container detention applies.
“We recommend that transport operators should charge the true
costs of additional handling and administration when they need
to stage containers through their transport depots, including
times when empties must be staged before they can be
transported for de-hire at the required empty container park.”
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“Importers, exporters and freight forwarders need to factor in
these new container detention rules. They should have in place
systems to track container ‘free time’, and should make early
contact with shipping lines if it becomes clear that containers
will not be able to be returned before container detention fees
apply.”
“However, most of all, think about the potential additional
costs of container detention when making a decision to ship
with the shipping lines who have introduced these unrealistic
container detention rules,” Mr Chambers concluded.
Text 35. How Do You Know If your Supply Chain is Lean
Enough
Having the right metrics is essential because even if you are
measuring performance, you may be measuring the wrong
things.
The following article is excerpted from Lean Supply Chain &
Logistics Management by Paul Myerson (McGraw-Hill, 2012),
and is used with permission from the author and publisher.
According to a Bain & Company (www.bain.com) survey and
report, “Why Companies Flunk Supply Chain 101,” more than
85 percent of senior executives say improving their supply
chain performance is one of their top priorities, but fewer than
10 percent are adequately tracking that performance. Only 15
percent of the companies surveyed said they had full
information on supply chain performance at their own
companies, and only 7 percent go outside their four walls to
track performance of supply chain activities at their vendors,
logistics providers, distributors and customers.
Another Bain & Company survey of 300 global companies
states that “68 percent of managers think they have failed to
optimize their supply chain savings. The ones who do—
Walmart, Ford Motor, Dell Computer—all quantify
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performance indicators for their supply chains by setting targets
that push them toward best-in-class status.”
The feedback from Bain & Company is surprising to say the
least. Now that we have got your attention, what is it we are
supposed to look at?
Policies and Procedures
In general, the performance of a supply chain is the result of
policies and procedures that drive various critical segments of
the supply chain. The question is, “How can we design metrics
to manage organizations recognizing that these organizations
are components of complex and highly interconnected
systems?”
This question is rapidly gaining importance as supply chain
managers face increased pressures on customer service and
asset performance. Sony, for instance, is very aware of the fact
that any inventory of its products at Best Buy and Walmart
ultimately affects its profitability if it remains on the shelf for
more than a few days. Sony has changed its delivery metric
from “sell-in” to “sell-through.” The difference is that the
former metric allowed its sales department to chalk up a sale
when the product was shipped to the customer (Best Buy,
Walmart, etc.), whereas the latter metric chalks up a sale only
when the product is sold and paid for. This is kind of like the
“dock to dock” time measurement used in lean manufacturing.
To give another example, Procter & Gamble uses its VMI
process to routinely measure both its own inventory and the
downstream inventory of its products.
There are many supply chain metrics, some of which can
indicate how lean you are. We will discuss some of them now.
Relevant Lean Supply Chain and Logistics Metrics
The SCOR model, developed by the Supply Chain Council
(www.supply-chain.org), also can be integrated with your
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supply chain metrics as they relate to lean. SCOR has come up
with five performance attributes, all of which can be related to
various forms of waste. They are: delivery reliability,
responsiveness, flexibility, cost and asset management.
Delivery Reliability
Under the category of delivery reliability, we can look for
waste in terms of shipping the correct product to the correct
place and customer at the correct time. This also includes
looking at whether or not we have shipped the product in
perfect condition and packaging, in the correct quantity with
the correct documentation. The resultant metrics measured
would include:
Delivery performance—did it both ship and deliver to the client
when they originally wanted it. Some companies adjust the
delivery date based on availability, change the date in their
system and measure performance based on the new
delivery/promised date. This results in an inaccurate view of
delivery performance.
Order fill rate—it is important to know if an entire customer
order shipped complete. This metric is typically a lower percent
performance than line item fill rate, which should also be
measured.
Accurate order fulfillment (at various levels of detail)—this is a
quality measurement that looks at shipping errors, such as the
wrong order or item(s) shipped to the customer (or the wrong
quantity of requested items).
The culmination of this is the perfect order measure, which
calculates the error-free rate of each stage of a purchase order.
This measure should capture every step in the life of an order.
It measures the errors per order line. For example, consider
the following measurements:
- Order entry accuracy: 99 percent correct
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- Warehouse pick accuracy: 99 percent
- Delivered on time: 95 percent
- Shipped without damage: 98 percent
- Invoiced correctly: 99 percent
Our perfect order measure in this case would be 90.3 percent
(99 percent ? 99 percent ? 95 percent ? 98 percent ? 99
percent). This can be a challenging goal to meet when set at a
high level, but it is a valuable form of measurement that points
out the interrelationships between different aspects of your
supply chain and gives a good idea as to how lean your total
supply chain really is.
Responsiveness
Responsiveness measurements relate to how quickly your
supply chain and logistics function can deliver products to the
customer. They can include measurements such as order
fulfillment lead time, transit times, on-time delivery, and even
overall cycle or dock-to-dock time (total time key material sits
in a facility, which is a good measure of how lean your
organization is).
Flexibility
This is a measure of your supply chain’s agility and response
time when there are changes in the supply chain. As we know,
there can be many unanticipated changes caused by economic,
environmental, political and other issues that make this
something that can be used for a competitive edge.
Cost
It is, of course, important to manage your supply chain and
logistics costs as they are a sign of potential waste. These
measures would include cost of goods sold (COGS), total
supply chain and logistics cost (in dollars and as a percent of
revenue), transportation and distribution costs, warranty/
returns, and a host of other individual costs.
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Asset Management
These metrics look at how effectively a company manages
assets to meet demand. This includes fixed assets and working
capital. Metrics include order-to-cash cycle, inventory and asset
turns.
Balanced Scorecard
As there are literally hundreds of potential metrics to measure
in the supply chain and logistics function, the use of the
balanced scorecard approach can help to narrow it down.
A balanced scorecard is a tool that comes from the principles in
the original Malcolm Baldrige Quality Award Criteria, stating
that effective leaders take a balanced look at key results
measures of an organization instead of relying too much on
financial measures, which provide an historical look at
organizational performance. So the basis for this tool is that
business results are integrated and that management should not
view one measure by itself without considering the relation to
other results. A balanced scorecard looks at four different
views of the business:
1. Financial—to succeed financially, how should we appear to
our shareholders?
2. Customer—to achieve our vision, how should we appear to
our customers?
3. Internal business processes—to satisfy our shareholders and
customers, at what business processes must we excel?
4. Learning and growth—to achieve our vision, how will we
sustain our ability to change and improve?
Objectives, measures, targets and initiatives are developed for
each of the identified perspectives to ensure success.
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Finding the Right Metrics
As competition increases and market forces continually change,
supply chain performance management is a critical area for
companies to help sustain and gain competitive advantage by
enabling an agile, lean and efficient customer-oriented supply
chain. One of the first steps in the lean journey is to identify
lean project objectives that tie to overall business strategies and
objectives, and this includes metrics to measure whether or not
your company is successful in attaining these objectives.
As they say, “If you can’t measure something, you can’t
improve it.” In some cases, even if you are measuring
performance, you may be measuring the wrong things.
Examples of where this might occur include where engineering
designs products that are without a lean supply chain in mind;
accounting focuses on measures for individual processes, but
does not consider the performance of the entire process; sales
focuses primarily on booking orders without regard for what
product mix was planned to be sold and produced; and plant
management is focused on shipping dollars, efficiency,
utilization and overhead absorption metrics that go “head to
head” with the goal of reducing cycle time and customer
satisfaction.
Dashboards to Display and Control Metrics
A very common way to measure, analyze and manage supply
chain performance is with the use of a dashboard. The
dashboard can be as simple as data manually collected and put
into a spreadsheet with some graphs, to a more automated,
visually pleasing dashboard generated by an ERP system. A
supply chain dashboard helps in decision making by visually
displaying in real time (or close to it) leading and lagging
indicators in a supply chain process perspective.
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