Chapter 03 物流系统
物流运输模式的选择
按照运输线路分类
包括直达运输、中转运输和联运等。
02 物流运输模式的比较
CHAPTER
公路运
灵活性强
公路运输能够实现门到门的直达 运输，不受地形限制，可以到达 铁路和水路无法到达的地区。
运输速度快
公路运输的车辆可以根据需要随 时出发，不受其他运输方式的限 制，因此运输速度较快。
成本控制
在保证运输质量和效率的前提下，尽可能降低运输成本。
运输时间
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02
03
时间效率
选择运输模式时需要考虑 时间效率，选择快速、可 靠的运输方式。
时效性
对于时效性要求较高的货 物，应选择速度较快的运 输方式。
时间安排
合理安排运输时间，避免 运输延误或提前到达。
货物特性
1 2
货物类型
不同类型货物需要选择不同的运输方式，如大宗 货物、危险品、易腐品等。
航空运
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航空运输的优点
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安全性高：航空运输的安全性较高，能够保证货物的安全 到达。
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航空运输的缺点
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成本高、能耗高：航空运输的单位成本和能耗较高，是一 种昂贵的运输方式。
安全法规
安全法规的加强，将促使企业加大对物流运输安全方面的投入，提 高物流运输的安全性。
税收政策
税收政策的变化，将影响企业的物流运输成本，进而影响企业的物流 运输模式选择。
新的物流运输模式的发展趋势
绿色物流
随着环保意识的加强， 绿色物流将成为未来的 发展趋势，企业将更加 注重采用环保的物流运 输方式。
智能运输系统的发展与应用
降低运输成本
智能运输系统通过提高运输效率和降 低能耗，降低运输过程中的成本，为 企业节省开支。
智能运输系统能够实现自动化和智能 化管理，减少人力成本和运营成本， 提高企业经济效益。
提高运输安全性
智能运输系统通过实时监测车辆和货物状态、预警潜在危险和紧急救援等措施， 提高运输过程的安全性。
智能运输系统能够减少交通事故和货物损失的风险，保障人员和财产安全，提升 企业信誉。
耗。
基于人工智能的智能决策支持系统
人工智能技术将应用于智能运 输系统的决策支持，提高运输
系统的智能化水平。
基于人工智能的智能决策支 持系统能够根据实时数据和 历史数据，预测运输需求和
供给，优化资源配置。
通过机器学习和深度学习技术 ，智能决策支持系统能够不断 自我优化和改进，提高决策的
准确性和效率。
大数据技术
数据存储
大数据技术能够存储海量的运输数据 ，包括车辆位置、速度、货物信息等 。
数据分析
通过对运输数据的分析，挖掘出有价 值的信息，优化运输路线、提高运输 效率。
云计算技术
云服务平台
云计算技术为智能运输系统提供了一个 统一的云服务平台，支持各种应用和服 务的运行。
VS
弹性扩展
云计算技术能够根据运输系统的需求动态 扩展资源，满足系统的灵活性和可扩展性 。
特点
智能运输系统具有智能化、信息化、自动化和安全性的特点 ，能够提高道路运输的效率和安全性，降低交通拥堵和事故 风险。
智能运输系统的组成
01
02
03
04
智能交通管理系统
包括交通信号灯、交通监控中 心、交通诱导系统等，用于实
时监测和调控交通流。
智能车辆系统
现代物流学
= 0 9876 ……
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26
Y1 = 0 4442
Y7 = 0 9333
Y2 = 0 6398
Y8 = 0 9552
Y3 = 0 7498
Y9 = 0 9729
Y4 = 0 8204
24
解答思路和步骤：
接着;需要计算产品的累积销售比例;即Y 由于已知产品累积销售比例为68 3%;累计产品比
例为21 4%;且X和Y的关系保持不变;由此可得
A0.2（11-0.6） 8 0.68-0.21
= 0 143 将A带入式31中;可得到各产品累积销售比例
07.02.2024
25
将A=0 143分别带入式3 1;可得到不同的Y Y1= 1+0 143 × 0 0909/0 143+0 0909
应比率也控制在较好的水平上
4 衰退期：产品的销量下 为保持高效的配送;需调整产品
降
运输和存货调度的模式 存储点
将减少;产品库存将下降;存放地
点将更集中
07.02.2024
10
如果产品进入市场后;得到了市场的认可;销售量可 能会迅速增长;实物配送的计划工作在这一阶段尤 其困难;因为通常没有销售的历史记录来帮助确定 存储点的库存水平或者决定该使用几个存储点
07.02.2024
22
解答思路和步骤：
首先;需要计算出累积产品比例;即X 第一种产品的累积产品比例是1/N;第二种产
品的累积产品比例是2/N;第三种是3/N;以此 类推
07.02.2024
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产品 编号 D204 D212 D1850 D192 D193 D1790 D195 D1980 D199 D200 D205
现代物流管理教案(2024)
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流通加工技术与方法
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包装技术
采用先进的包装材料和技术，确保货物在运输过程中的完好无损 。
分拣技术
运用自动化分拣系统，提高分拣速度和准确性。
加工技术
根据客户需求，提供切割、组装等简单的流通加工服务，增加附加 值。
26
07
物流信息管理
Chapter
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物流信息系统的构成与功能
物流信息系统的构成
包括硬件系统、软件系统、网络通信系统、数据资源系统以及用户构成等部分 。
物流信息系统的功能
实现物流信息的收集、处理、存储、传输、分析和利用，为物流企业的决策提 供支持，提高物流运作效率。
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物流信息技术的应用
条码技术
通过扫描条码快速准确地识别物 品信息，提高物流运作效率。
03
通过整合多种运输方式，实现门到门的一站式服务，提高运输
效率。
12
运输路线的优化
路线规划
根据货物的起点和终点，规划出 最优的运输路线，减少绕行和等 待时间。
实时交通信息应用
利用先进的导航和定位技术，实 时获取交通信息，避开拥堵路段 ，提高运输效率。
路线优化算法
运用数学规划、遗传算法等优化 方法，对运输路线进行自动优化 ，降低运输成本。
02
物流系统规划与设计
Chapter
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物流系统规划的原则与方法
物流系统规划原则
整体性、长期性、动态性、经济性、 可行性
物流系统规划方法
战略分析、需求分析、供给分析、系 统设计、评价与优化
2024/1/28
智慧物流课件ppt
成熟阶段
智慧物流逐渐成为物流行 业的主流模式，实现跨行 业、跨领域的深度融合和 创新发展。
智慧物流的应用场景
01
02
03
04
智能仓储
通过智能化手段实现仓储管理 的高效化和精细化，提高库存
周转率。
智能运输
通过智能化手段实现运输过程 的优化和调度，提高运输效率
。
智能配送
通过智能化手段实现配送过程 的优化和调度，提高配送效率
应用领域拓展
新零售
智慧物流将在新零售领域 发挥重要作用，实现线上 线下融合，提升消费者购 物体验。
智能制造
智慧物流将与智能制造深 度融合，满足个性化生产 的需求，提升制造业的柔 性化水平。
跨境物流
随着跨境电商的快速发展 ，智慧物流将在跨境物流 领域发挥关键作用，提高 跨境物流效率和便利性。
政策支持与行业标准
智慧物流涉及到多种先进技术的集成 ，如物联网、大数据、人工智能等， 技术实现难度较大。
数据安全
智慧物流高度依赖数据，如何保障数 据的安全和隐私是一个重要的问题。
法规与政策
随着智慧物流的发展，相关的法规和 政策也需要不断更新和完善。
人才短缺
智慧物流需要具备跨学科知识的专业 人才，目前市场上这类人才较为短缺 。
04 智慧物流的优势与挑战
CHAPTER
优势
效率提升
通过智能化的物流管理 系统，优化了物流流程 ，提高了物流运作的效
率。
成本降低
通过数据分析，精准预 测需求，减少了库存和
运输成本。
信息透明
实现了实时的优化
提供了个性化的物流服 务，提升了客户满意度
。
挑战
技术难题
人工智能技术
物流车辆管理系统
提升客户服务质量
提供准确的货物到达时间 和预计到达地点，提高客 户满意度和忠诚度。
系统的历史与发展
早期发展
早期的物流车辆管理系统主要依 赖于简单的GPS定位技术，功能
相对单一。
现代发展
随着信息技术和通信技术的不断 发展，现代的物流车辆管理系统 集成了更多的先进技术，如大数 据分析、人工智能等，功能更加
总结词
提高运输效率，降低运输成本
详细描述
某快递公司通过引入物流车辆管理系统，实现了对车辆的实时监控、调度和路 径优化。这不仅提高了车辆的运输效率，减少了空驶和等待时间，还降低了运 输成本和碳排放。
案例二：某大型零售商的物流配送系统升级
总结词
提升配送准确性，增强顾客满意度
详细描述
某大型零售商通过对原有的物流配送系统进行升级，运用物流车辆管理系统进行 智能调度和优化。这使得配送准确性得到显著提升，减少了错配、延误等问题， 从而增强了顾客满意度，提高了企业竞争力。。ຫໍສະໝຸດ 系统设计与开发架构设计
根据需求分析结果，设计系统的整体架构和技术选型，包括数据 库、服务器、网络等方面的配置。
功能模块设计
对每个功能模块进行详细设计，包括界面设计、业务流程设计、数 据结构设计等。
系统开发
按照设计文档进行编码、调试和单元测试，确保系统的功能和性能 符合要求。
系统测试与优化
功能测试
丰富和智能化。
未来趋势
未来，随着物联网、云计算等技 术的进一步发展，物流车辆管理 系统将更加高效、智能和绿色， 为物流行业的发展提供更加有力
的支持。
02 系统核心功能与模块
CHAPTER
车辆管理模块
车辆信息录入
支持车辆的基本信息、所有权 信息、保险信息等录入功能。
供应链物流管理专业词汇整理
Chapter11.supply chain management 供应链管理2.zero defect 零缺陷3.perfect order 完美订单4.six-sigma performance 六西格玛管理体系5.marketing channel 营销渠道6.economic value 经济价值7.economy of scale 规模效益8.market value 市场价值9.trade-off 背反关系rmation sharing paradigm 信息共享模式11.process specialization paradigm 过程专业化模式12.electronic data interchange（EDI）电子信息交换13.made to plan（MTP）根据计划推测生产14.lead-time 交货期15.made to order（MTO）根据订单生产16.logistic outsourcing 物流外包17.stock keeping unit（SKU）库存单位18.integrated service provider（ISP）一体化服务供应商19.public warehouse公共仓库20.value-added service 增值服务21.third-party service provider 3PL 第三方物流服务供应商22.fourth-party service provider 4PL 第四方物流服务供应商23.anticipatory business model（push）预测性商业模式24.responsive business model（pull）快速响应型商业模式25.logistics postponement 物流延迟26.cash-to-cash conversion 现金转化周期27.dead net pricing 完全净价28.cash spin 现金周转29.operational performance 运作绩效30.order processing 订单处理31.customer accommodation 市场分销Chapter2 Inbound logistics 采购运筹，进口物流1.Procurement perspective and strategies 采购远景和策略2.continuous supply 持续供应3.minimize inventory investment 减少存货投资-JIT4.quality improvement 质量改进5.lowest total cost of ownership-TCO 所有权总成本最低6.supplier-buyer integration 供方买方整合7.value management 价值管理8.sales synergy 销售协同9.Manufacturing perspective and strategies 生产远景和策略10.brand power 品牌力11.Lead time 备货期12.Make-to-stock（MTS）备货型生产13.Make-to-order（MTO）订货型生产14.Assemble-to-order（ATO）面向订单装配15.Material Requirement Planning(MRP) 物料需求计划Chapter3 Outbound Logistics 出货物流1.Supply chain service output 供应链营运功率2.Spatial convenience 空间便利性3.Lot size 批量4.Waiting time 等待时间5.Stock out frequency 缺货率6.Fill rate 供应比率7. Sales and operations planning 销售和运作计划8.Order shipped complete 订货完成率9.Operation Performance 运行性能：10.Service Reliability 服务可靠性11.Customer Satisfaction 顾客满意度：12.Value added service 增值业务：13.Customer-focused services顾客导向之服务14.Promotion-focused services促销导向之服务15.Manufacturing-focused services 生产导向之服务16.Time-based services 基于时间的服务17.Distribution Resource Planning (DRP) 配送资源计划18.Total Quality Management全面质量管理19.customer relationship management（CRM）客户关系管理20.International Organization for Standardization（ISO）国际标准化组织21.European Article Numbering(EAN)欧洲物品编码22.Total Cost of Ownership所有权的总成本23.Economic Order Quantity(EOQ）经济订货量24.authorized economic operator授权经济运营25.make-to-plan（MTP)计划型生产26.Assemble-to-order面向订单装配27.materials requirements planning(MRP）物料需求计划28.performance-based logistics基于性能的物流29.Master Production Schedule主生产计划30.Bill of Materials 物料清单31.Distribution Resource Planning分销资源计划32.Supply chain information systems 供应链信息系统33.Enterprise Resource Planning（ERP)企业资源规划34.transportation management system运输管理系统35.Warehouse management system存货管理系统36.Yard management system堆场管理系统Advanced Planning and Scheduling(APS) 高级计划与排程系统37. available to promise 可行性承诺38.Collaborative Planning, Forecasting and Replenishment(CPFR)协同规划，预测和补货39.bills of lading提单40. proof of delivery交货证明Chapter4Geographical specialization 地域专门化Decoupling 库存的“分离”作用Balancing supply and demand 平衡供需Buffering uncertainty 降低不确定性因素Service lever 服务水平Average inventory 平均库存Inventory policy 存货政策Cycle inventory, or base stock 周转库存Safety stock inventory 安全库存Transit inventory 在途库存Order quantity 订购数量Transit inventory 已中转存货Obsolete inventory陈旧存货Speculative inventory投机性存货Safety stock 安全储备Reorder point 再订货点Inventory turns库存周转次数performance cycle or lead time绩效循环Inventory carrying cost 库存持有成本Volume Transportation Rates体积运输率Free On board (FOB) 船上交货价Quantity Discount大批量折扣Other EOQ Adjustments其他存货调整Demand uncertainty 需求的不确定性Performance cycle uncertainty 运行周期的不确定性Standard deviation 标准差Poisson distribution 泊松分布Safety Stock with Combined Uncertainty安全库存结合的不确定性Numerical compounding 精确合成Estimating Fill Rate估计填充率Dependent Demand Replenishment相关需求补给Safety time 安全时间Over planning top-level demand 对高水平需求的超额预测Inventory control 库存控制Perpetual Review 永续盘存Periodic Review 定期盘存Reactive inventory system 反应式库存系统Pull inventory system 拉动式库存系统Fair Share Allocation 公平份额分配法Distribution Requirements Planning (DRP) 配送需求计划Collaborate Inventory Replenishment 联合库存补充Vendor-Managed Inventory (VMI) 供应商管理存货Profile Replenishment (PR) 系列补货Product Classification Analysis (ABC) 产品分类分析Product/Market Classification 产品/市场分类Segment Strategy Definition 战略定义Policies and Parameters 政策和参数Chapter5,6(第八、九、十章）第八章Transportation InfrastructureIn-transit inventory在途库存Diversion转移Economy of scale规模经济 economy of distance 距离经济Tapering principle 远距离递减原则Consignor 发货人 consignee 收货人United States Postal Service （USPS）美国邮政服务Department of Transportation（DOT）运输部门Interstate Commerce Commission (ICC) 洲际商会Surface Transportation Board (STB) 陆地运输局Rights-of-way 通行权Ton-mile 吨英里Truckload（TL) 整车运输less—than—truckload（LTL) 零担运输specialty 专项运输North America Free Trade Agreement (NAFTA) 北美自由贸易协定Central America Free Trade Act (CAFTA) 中美洲自由贸易法United Parcel Service (UPS) 联合包裹运输服务公司Piggyback service 驼背式运输服务Land bridge 大陆桥Freight forwarders 货运代理人第九章Transportation OperationsStowability 装载能力Hundredweight （CWT) 英担Transport lane 运输通道Back-haul 可带回去Deadheaded 空车返回Variable costs 可变成本Fixed costs 固定成本Joint costs 连带成本Common costs公共成本Cost-of-service 服务成本策略Value-of-service 服务价值策略Combination pricing strategy 组合定价策略Net-rate pricing 净费率定价策略Tariff 费率表Class rate 费率类别Minimum charges and surcharges最低收费和附加费Commodity rate 商品费率Exception rates 特价费率Aggregate tender rate累计费率Limited service rate 有限服务费率Shipper load and count rate 发货人装载和清点费率Released value rate 免责价值费率Freight-all-kind (FAK) rates 均价费率Local rate 地方费率Single-line rate单线费率Joint rate 联合费率Proportional rate比例费率Transit service 转运服务Diversion and reconsignment 转移并变更收货人Split delivery 分票交付Demurrage 滞期费Detention 滞留费用Special or accessorial service 特别的或者附属的费用Special equipment charges 特殊设备使用费Transportation management system （TMS）运输管理系统Core carrier strategy 核心承运人战略Integrated service providers （ISPs）Reactive and proactive反应性和主动性Market area 市场范围法Scheduled area delivery 定期运送Pooled delivery集中运送Preorder planning 预订计划Multi-vendor consolidation 多卖主集拼Expediting 加急Hours of service（HOS) 服务时间Federal Motor Carrier Safety Administration联邦汽车运输安全管理局Loss or damage 货物丢失和损伤Overcharge/undercharge索价过低Preaudit 事前审核Post audit 事后审核Bill of lading 提货单Order-notified 待命提单Freight bill运费账单Prepaid or collect 预付或到付Shipment manifest装货清单Free on board船上交货Freight on board 离岸价格F.O.B. Origin FOB原产地价格F.O.B. Destination pricing FOB交货地价格F.O.B. 离岸价Delivered pricing 交货价Single-zone delivered pricing单地区定价Multiple-zone delivered pricing多地区定价Base—point pricing system基点定价系统Phantom freight在售价上加计的运费Freight absorption 运费免收Substantially lessen competition 大大减少竞争Forward-buy 提前购买Every Day Low Pricing（EDLP）天天低价Activity-based costing 作业成本法Total cost-to-serve model总成本与服务模型第十章 WarehousingDistribution center 分销中心Just-in-time （JIT）准时制生产Cross-docking 越库式转运Mixing组合作业Assembly 装配作业Lead suppliers or tier one suppliers 主供应商或一级供应商Environmental Protection Agency（EPA）环境保护机构Food and Drug Administration（FDA）食品药物监管会Occupational Safety and Health Administration（OSHA）职业安全与卫生管理局Spot-stocked 定点储存Value-added services（VAS）增值服务Transfer and selection 货物的转移和分拣作业Flow-through or cross-dock distribution通过式配送或越库式转运Extended storage 长期储存Contract warehousing 合同仓储Selection or picking area 分拣作业的区域Discrete selection and wave selection 单独分拣和区域分拣Batch selection 批次挑选Chapter 7 Integrated Operations PlanningSupply Chain Planning供应链计划Supply chain visibility供应链的可见性Simultaneous resource consideration资源的同步考虑Resource utilization资源的利用率Supply Chain Planning Applications供应链计划应用系统Demand Planning需求计划Product Planning生产计划Logistics Planning 物流计划Sales and Operations Planning (S&OP)销售和作业计划系统Maximize production产量最大化Stable schedule稳定的生产进度Long lead times长的提前期Lower margins较低的利润Aggregate forecasts总体预测Rapid response 快速响应Maximize revenue 利润最大化Collaborative planning协同计划Exponential smoothing指数平滑法extended exponential smoothing扩展平滑法Adaptive smoothing调节性平滑法Multiple regression多元回归Chapter 8 Global Supply ChainGlobal Supply Chain Integration全球供应链一体化Stages of international development国际化发展的阶段Use restriction使用限制Price surcharges价格附加费Local presence本地经营Global Sourcing 国际采购Rationale for Low-Cost-Country sourcing低成本国家采购的理由Guidelines for sourcing采购的指导方针Achieve economies of scale实现规模经济Reduce direct cost减少直接成本Reduce market access uncertainty减少市场准入的不确定性Enhance sustainability增强可持续性Combined transport document联运单据Commercial invoice商业发票Insurance certificate保险证书Certificate of origin原产地证书Logistics Performance Index（LPI）物流绩效指数Chapter 9 Chapter 10(第十五、十六章)SDWT--self-directed work teams 自我指导工作小组Balanced scorecards 平衡计分卡Balance sheet 资产负债表Income statement 利润表The great divide 严重断层Reliability-based trust 以可靠性为基础的信任Character-based trust 以特性为基础的信任Average order cycle time 平均订货周期时间Order cycle consistency 订货周期一致性On-time delivery 准时交货Downtime 停工期Inventory turnover rate 库存周转率ROA---return on assets 资产回报率ROI---return on investment 投资回报率RONW---return on net worth 净值回报率Contribution approach 贡献毛利法Net profit approach 净利润法SPM---Strategic Profit Model 战略盈利模型CMROI---contribution margin return on inventory investment库存投资利润贡献率。
墨菲物流学英文版第12版课后习题答案第3章
PART IIANSWERS TO END-OF-CHAPTER QUESTIONSCHAPTER 3: STRATEGIC AND FINANCIAL LOGISTICS3-1. Discuss the differences between corporate level, business unit level, and functional level strategies.Corporate-level strategy is focused on determining the goals for the company, the typesof businesses in which the company should compete, and the way the company will be managed. Strategy at a business unit level is primarily focused on the products and services provided to customers and on finding ways to develop and maintain a sustainable competitive advantage with these customers. The functional level strategies are related to business activities that support the achievement of the higher-level goals set by the business unit and corporation.3-2. Discuss the cost leadership, differentiation advantage, and focus strategies.A cost leadership strategy requires an organization to pursue activities that will enable it to become a low-cost producer in an industry for a given level of quality. A differentiation strategy entails an organization developing a product or service that offers unique attributes that customers value and perceive to be distinct from competitor offerings. A focus strategy concentrates an organization’s effort on a narrowly defined market to achieve either a cost leadership or differentiation strategy.3-3. What are the two key components of an income statement?Revenues and expenses are the two key components of an income statement. Revenues (sales) provide a dollar value of all the products and services an organization provides to its customers during a given period of time. Expenses (costs) provide a dollar value for the costs incurred in generating services during a given period of time.3-4. What are the three key components of a balance sheet?Assets, liabilities, and owners’ equity are the three key components of the balance sheet. Assets are what a company owns and come in two temporal forms: current assets and long-term assets. Liabilities are the financial obligations a company owes to another party. Liabilities also come in two temporal forms: current liabilities and long-term liabilities. Owners’ equity is the difference between what a company owns and what it owes at any particular time.3-5. What are the three key components of the statement of cash flows?The statement of cash flows contains information from the income statement and balance sheet, but is formatted to highlight the sources and uses of cash in an organization’s operations, and in investing and financing activities. Accounts payable, accounts receivable, revenue growth, gross margin, sales—general and administration, capital expenditures, and inventory are all areas that affect cash flows within an organization.3-6. What are the key components of the Strategic Profit Model? How can it be used to examine the effect of logistics decisions?Briefly, the Strategic Profit Model can be drilled down to Net Profit Margin x Asset Turnover = Return on Assets. Return on assets indicates what percentage of every dollar invested in the business is ultimately returned to the organization as profit. Net profit margin measures the proportion of each sales dollar that is kept as profit, and asset turnover measures the efficiency of the capital employed to generate sales. The Strategic Profit Model has the advantage of assisting logistics managers in the evaluation of cash flows and asset utilization decisions. Suppose, for example, that a logistics manager is able to eliminate some unnecessary inventory. This would reduce the value of current assets as well as total asset value. As a result, sales divided by total assets—asset turnover—would be higher, as would the organization’s return on assets.3-7. Discuss how logistics decisions affect net profit margin in an organization.The most relevant net profit margin considerations for logistics managers are sales, costs of goods sold, and total expenses. A primary influence of logistics activities on sales would be through the improvement of customer service. Logistics can impact costs of goods sold through procurement activities or through any logistics-related efficiency improvement that enables labor to be more productive. Expenses can include logistics-related activities such as transportation, warehousing, and inventory. A logistics decision to reduce the number of less-than-truckload shipments through a consolidation strategy would show up in the transportation costs category that is part of variable expenses.3-8. Discuss how logistics decisions affect asset turnover in an organization.Two examples involve inventory and accounts receivable. With respect to inventory, a retailer’s decision to move to a system of vendor-managed inventory, where a supplier of a product maintains control and ownership of an inventory item, can result in a significant reduction of the amount of inventory on an organization’s balance sheet. As for accounts receivable, a decision to invest in an EDI system that would increase invoice accuracy should enable customer payments to be received in a more timely fashion.3-9. D iscuss some ways that inventory can be reduced on a firm’s balance sheet.A decision by a retailer to move to a system of vendor-managed inventory where a supplier of a product maintains control and ownership over an inventory item can result in a significant reduction of the amount of inventory on an organization’s balance sheet. Similarly, the use of premium transportation may also enable a firm to reduce lead time and ultimately reduce pipeline inventory that would show up on the balance sheet.3-10. How does logistics strategy connect to overall corporate strategy? Is it a one-way or two-way connection?While the corporate level strategy ultimately sets the goals for the logistics strategy, the functional expertise that exists in the organization will necessarily influence the corporate strategy formulation. The strategic issues at this level are related to business activities that support the achievement of the higher-level goals set by the business unit and corporation. This hierarch of strategy entails the functional units of an organization providing input into the other levels of strategy formulation. This input could take the form of information on the resources and capabilities available to the organization. After the corporate level and business unit strategies are developed, the functional units must translate these strategies into discrete action plans they must accomplish for the higher-level strategies to succeed.Logistics strategy decisions involve issues such as the number and location of warehouses, the selection of appropriate transportation modes, the deployment of inventory, and investments in technology that support logistics activities. In addition to being influenced by the goals of the corporate and business unit strategies, logistics strategy is directly influenced by strategic decisions in the functional areas of marketing and manufacturing. The ability of the logistics function to ultimately influence the overall financial success of an organization is based on the ability of logistics managers to develop and implement strategies that are aligned with the overall corporate strategy. An appreciation for this interconnectedness and need for alignment of strategies is important for every logistics manager.3-11 What are the three primary areas where the Sarbanes-Oxley Act (SOX) has implications for logistics managers?Three primary areas where SOX has implications for logistics managers are internal controls, off balance sheet obligations, and timely reporting of material events. In terms of internal control, timely and accurate accounting of inventory is expected. With respect to off balance sheet obligations, compliance with SOX can involve providing transparency to external relationships with suppliers to manage inventory and/or purchasing agreements. Finally, timely reporting of material events involves the need to provide visibility of late supplier deliveries and/or the inability of suppliers to provide the products or services that are expected to drive revenue for the organization.3-12. Most managers believe that although it is possible to connect logistics decisions to costs, the connection to revenue enhancement is difficult to impossible. Provide an example of how logistics could improve sales.A decision to provide overnight delivery of service to e-commerce customers might have a positive influence on customer retention and sales.3-13. What are some common logistics measures in transportation, warehousing, and inventory management?Transportation:The major transportation measures focus on such things as labor, cost, equipment, energy, and transit time. Measurements in this area include items such as return on investment (investments in transportation equipment), outbound freight costs, transportation labor productivity, on-time deliveries, and in-transit damage frequency.Warehousing:The primary warehousing measures include such things as labor, cost, time, utilization, and administration. Some common measurements focused on warehouse activities include return on investment (investments in warehousing facilities or equipment), warehouse order processing costs, and warehouse labor productivity.Inventory Management:Inventory management measures tend to relate to the inventory service levels to customers as well as controlling inventory investment across an organization’s logistics system. Some common performance measures include obsolete inventory, inventory carrying cost, inventory turnover, and information availability.3-14. Do you think corporate cultures are relevant for designing a logistics measurement system? Why or why not?A re curring theme in the logistics research is that an organization’s logistics capabilit ies need to be directly connected to objective firm performance measures. In addition, this research stream asserts that logistics managers must continue to find ways to effectively communicate how these logistics capabilities provide value and ultimately support corporate strategy and success in financial terms. The ability of the logistics function to ultimately influence the overall financial success of an organization is based on the ability of logistics managers to develop and implement strategies that are aligned with the overall corporate strategy. This entails working directly with other functional areas such as marketing and manufacturing. This working relationship is directly influenced by the corporate culture that exists with a firm and thus holds the potential to help or hinder these alignment efforts.3-15. How do you measure gross margin return on inventory (GMROI)?Gross margin return on inventory is a common metric that is used by retailers and distributors to examine inventory performance based on margin and inventory turn. GMROI can be measured as (Gross Profit in Dollars/Sales in Dollars) x (Sales in Dollars/Average Inventory at Cost).3-16. Describe how logistics decisions might affect an organization’s cost of goods sold. Cost of goods sold includes all the costs of materials and labor directly involved in producing a product or delivering a service. A significant part of this expense category is the cost of materials that are used to make a product. As such, logistics can influence these costs through procurement activities (e.g., purchasing at volume discounts, reverse auctions) or through any logistics-related efficiency improvements that enable labor to be more productive (e.g., enhanced materials handling processes on a production line).3-17. Discuss the common types of information included in traditional logistics measurement systems.Logistics measurement systems have been traditionally designed to include information on five types of performance: asset management, cost, customer service, productivity, and logistics quality. Several measures are designed and implemented in each of these categories to manage logistics activities such as transportation, warehousing, and inventory management. Research suggests that leading-edge organizations are highly focused on performance measurement across these five areas and this serves as a platform on which competitive position, value-adding capabilities, and supply chain integration can grow.3-18. What are the major parts of a balanced scorecard? Why are these parts needed?The Balanced Scorecard (BSC) is made up of performance measures that address particular goals or capabilities in the areas of customers, internal business processes, learning and growth, and financial. This holistic approach is needed in order to force management to look beyond the traditional financial measures when conducting a strategic analysis.3-19. What are the steps for developing an effective logistics scorecard?To develop a n effective logistics scorecard, management first defines the organization’s vision and goals. Next, logistics strategies are designed to ensure achievement of this vision and goals. These strategies are then translated into specific tactical performance-enhancing activities, and, finally, appropriate measures are established for each activity.3-20. Identify some of the key considerations for a logistics manager who is designing and implementing a logistics measurement system in his or her organization.Some of the key things to consider when applying performance measures to logistics activities include:1.Determination of the key measures should be tailored to the individualorganization and level of decision making.2.Data collection and analysis are a major part of a performancemeasurement system in logistics. This complexity is increased in globalsettings.3.Behavioral issues should be considered when establishing andimplementing a system of logistics measures. Top management supportcan help tremendously in this area.4.Frequent communication and constant updating of the measures is anecessary condition for ensuring they are supporting the stated goals of theorganization.PART IIICASE SOLUTIONSCASE 3-1 BRANT FREEZER COMPANYQuestion 1: When comparing performance during the first five months of 2017 with performance in 2016, which warehouse shows the most improvement?St. Louis is the only one showing any improvement, using cost per unit shipped as the performance criterion. The cost for the first five months of 2016 was $9.97 and for the first five months of 2017, it fell to $9.07.Question 2: When comparing performance during the first five months of 2017 with performance in 2016, which warehouse shows the poorest change in performance?The worst change is the company’s own warehouse (located in Fargo), where costs per unit shipped increased 31%. Among the public warehouses used, Denver was the worst in terms of cost per unit handled. It is also the most expensive public warehouse that Brant uses.Question 3: When comparisons are made among all eight warehouses, which one do you think does the best job for the Brant Company? What criteria did you use? Why?Using the cost per unit handled criterion, St. Louis does the best job, closely followed by Chicago.Question 4: J. Q. is aggressive and is going to recommend that his father cancel the contract with one of the warehouses and give that business to a competing warehouse in the same city. J. Q. feels that when word of this gets around, the other warehouses they use will “shape up.” Which of the seven should J. Q. recommend be dropped? Why? Denver has the lowest volume and highest unit costs among all the public warehouses used. In addition, it had been closed by a strike which must have inconvenienced the Brant Company. It may be that the warehouse workers’ unions are strong in the Denver area. J. Q. should probably check out rates and productivity measures of other Denver warehouses before deciding to drop its current warehouse there.Question 5: The year 2017 is nearly half over. J. Q. is told to determine how much the firm is likely to spend for warehousing at each of the eight warehouses for the last six months of 2017. Do his work for him.There is not enough information to do a very precise forecast. J. Q. assumes that the proportion of costs occurring during the first five months of 2016 should be the same proportion in 2017.The projected costs in 2017 (column 3) are calculated by dividing the actual costs for the first five months of 2017 (column 2) by the percent of 2016 costs that occurred in the first five months (column 1). Fo r example, Atlanta’s actual 2017 costs of $40,228 divided by 2016’s 22.88% yields projected 2017 costs of approximately $175,822.The projected costs in the last six months of 2017 (column 4) are calculated by subtracting the actual costs for the first five months of 2017 (column 2) from 2017’s projected total costs (column 3). This gives us the projected costs for the last seven months of 2017. However, we are only interested in the last six months of 2017, so this number is multiplied by 6/7, or .857. Continuing with Atlanta, 2017’s projected total costs of $175,822 minus the first five months’ actual costs of $40,228 equals $135,394. Multiplying this by 6/7 yields projected six months’ costs of approximately $116,204. Question 6: When comparing the 2016 figures with the 2017 figures shown in the table, the amount budgeted for each warehouse in 2017 was greater than actual 2016 costs. How much of the increase is caused by increased volume of business (units shipped) and how much by inflation?There are several ways to approach this question. One involves calculating the volume difference and inflation difference for each warehouse, as follows:Volume difference = 2016 unit costs x (2017 units shipped – 2016 units shipped) Inflation difference = 2017 units shipped x (2017 unit costs – 2016 unit costs) For example, A tlanta’s volume and inflation differences are:Volume difference: $8.99 x (18,000 – 17,431) = $8.99 x 569 = $5,115Inflation difference: 18,000 x ($9.97 - $8.99) = 18,000 x $.98 = $17,640Question 7: Use the 2016 Income Statement and Balance Sheet to complete a Strategic Profit Model for J. Q.Sales =$4,003,450COGS = $937,000-Total Expenses = $2,486,167Gross Margin =$3,066,450Other Current Assets = $706,034Accounts Receivable= $355,450Inventory =$1,590,435Current Assets =$2,651,919Fixed Assets =$803,056Sales =$4,003,450Net Profit = $580,283Sales =$4,003,450Total Assets =$3,454,975Net Profit Margin =14.495%Asset Turnover =1.159ROA =16.796%+++-//Question 8: Holding all other information constant, what would be the effect on ROA for 2016 if warehousing costs declined 10% from 2016 levels?Given that warehousing costs were $735,982 for 2016, a 10% reduction would beapproximately $73,598. Thus, total expenses would decrease to $2,412,569 ($2,486,167 – $73,598), with the following SPM:Sales =$4,003,450COGS = $937,000-Total Expenses = $2,412,569Gross Margin =$3,066,450Other Current Assets = $706,034Accounts Receivable= $355,450Inventory =$1,590,435Current Assets =$2,651,919Fixed Assets =$803,056Sales =$4,003,450Net Profit = $580,283Sales =$4,003,450Total Assets =$3,454,975Net Profit Margin =16.333%Asset Turnover =1.159ROA =18.926%+++-//。
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3.1 物流系统概述
3.1.1 物流系统的概念
• 系统的定义：由相互作用和相互依赖的若干组成
部分结合的、具有特定功能的有机整体。 • 系统的内涵：
–系统由两个或两个以上要素组成。 –各要素之间相互联系。 –系统具有层次性。 –系统有一定的结构。 –系统各要素之间相互制约。 –系统对外部环境具有适应性。
指流体借以流动的设施和设备 指流体从起点至终点的流动方向 通过载体的流体在一定流向上的数量表现
流程
流速 流效
借助于载体的流体在一定流向上行驶路径的数量表现
指流体的平均运动速度 指整个物流系统的效益
3.1 物流系统概述
3.1.2 物流系统的构成
2.从物流具体运作的角度
要素
一般要素
功能要素 支撑要素
特点
费用和 效益
3.2 物流系统分析
3.2.3 物流系统分析的过程
界定问题的范围 确定目标 收集资料，提出方案 建立模型 系统最优化 系统评价 否
满足否？ 是 建议可行方案
3.2 物流系统分析
3.2.4 物流系统分析的方法
数学规 划方法 启发式 方法
统筹法
系统 仿真法
………
3.3 物流系统规划
3.3.1 物流系统规划的层次
物流系统的含义
物流系统是由运输、储存、包装、装卸搬运、 配送、流通加工、信息处理等基本功能要素所组 成的有机综合体。
物 流 系 统 知 识 维
物流系统逻辑维
系统三维结构图
3.1 物流系统概述
3.1.2 物流系统的构成
1.从“物的流动”的角度
要素
流体
载体 流向 流量
特点
指物流中的“物”，即物质实体
劳动者、资金、物
运输、储存保管、包装、装卸、流通加工、配 送、物流信息 体制制度、法律规章、行政命令、流装备、物流工具、信息技术及 网络、组织及管理
3.1 物流系统概述
3.1.3 物流系统的模式
物流系统的约束条件 物流系统的内部结构 物流系统的内部运作 物流系统的主要输出
物流系统模式图
3.2 物流系统分析
3.2.1 物流系统分析的概念 物流系统分析是指从系统的最优出发，在选
定系统目标和准则基础上，分析构成系统的各级
子系统的功能与特点、它们间的相互关系、系统
与系统、系统与环境及它们间的相互影响。
3.2 物流系统分析
3.2.2 物流系统分析的内容
评价
标准
目标 可行 方案 模型
1.规划层面 物流系统战略层规划
物流系统策略层规划 物流系统运作层规划
2.行政级别 国家级物流系统规划 和地理范围 区域级物流系统规划
行业级物流系统规划 企业级物流系统规划
3.3 物流系统规划
3.3.2 物流系统规划的原则
1.系统性原则 2.可行性原则 3.经济性原则 4.社会效益原则
L/O/G/O
《现代物流管理（第2版）》配套幻灯片
3
第3章 物流系统
1
2 3
物流系统概述 物流系统分析
物流系统规划
本章学习要求及考核要点
基本要求 • 掌握物流系统的概念和 模式 • 掌握物流系统的7个组成 要素 • 熟悉物流系统分析的概 念和内容 • 熟悉物流系统规划的内 容和原则 考核要点 • 物流系统概念和模式 • 物流系统中存在的制约 关系 • 物流系统设计要素 • 物流系统的7个组成要素 • 物流系统分析的内容