By Alan Rushton, Phil Croucher, Peter Baker
Now in its fourth version, The instruction manual of Logistics and Distribution administration covers the entire scope of logistics and distribution, supplying a wide strategic framework for making plans in addition to a transparent and easy description of the fundamental capabilities and parts. This definitive instruction manual in actual fact explains: recommendations of logistics and distribution; making plans and logistics; procurement and stock judgements; warehousing and garage; freight delivery; operational management.Fully revised and extended with fresh chapters on provide chain segmentation, air delivery, maritime delivery and outsourcing, there's exact dialogue of the most recent traits and concerns that confront logistics. This booklet might help in logistics managers' quest to enhance carrier and decrease price, in addition to preserving them conscious of the various diverse elements of logistics and the availability chain. it's going to be of curiosity to working towards managers and supervisors, to applicants taking tests for many of the expert institutes, and to scholars who're examining for levels in logistics, distribution and provide chain administration.
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Extra info for The Handbook of Logistics and Distribution Management, Fourth Edition
Another study undertaken by Armstrong and Associ- 10 Concepts of logistics and distribution ates (2007) found that, for the main European and North American economies, logistics represents between about 8 per cent and 11 per cent of the gross domestic product of each country. For developing countries this range is higher at around 12 per cent to 21 per cent – with India at about 17 per cent and China at 21 per cent. 3. These numbers represent some very substantial costs, and serve to illustrate how important it is to understand the nature of logistics costs and to identify means of keeping these costs to a minimum.
Integrated logistics and the supply chain 29 The more complex and sophisticated systems and concepts such as DPP and DRP have been adopted by a number of large, generally multinational, companies. Smaller companies have been slower to adopt these concepts, despite the clear benefits to be gained. The main reasons for this are: • a lack of organizational integration that reflects the role and importance of logistics and distribution; • a failure to develop adequate long-term plans for logistics strategy; and • insufficiently developed information structures and support systems to provide the appropriate databases for good logistics planning and management.
As well as the attributes already mentioned, companies operating in a global market are often involved with the outsourcing of some manufacturing and the use of ‘focused’ factories that specialize in a limited number of products. Linked closely to the globalization of business is the increase in the complexity of supply chain management. As already indicated, globalization almost certainly leads to greater complexity. Complexity provides some significant implications for logistics operations. These include: • extended supply lead times; • production postponement with local added value; • complicated node management; • multiple freight transport options; • extended and unreliable transit times; and • the need for greater visibility in the supply chain.