OMSAN LOJİSTİK

Logistics from a European

PerspectiveA Birds‘ Eyes View on

Recent Trends:

Part I:

„Long Waves in Management Thinking”

„Breaking Frames“: It Helps to See the Broader Picture

The Broad Task: Making Businesses Successful - Yours and Your Customers

Stepping out of the Frame - Backwards: Thoughts on „Long Waves“ in Management Thinking

The Hypothesis of a Convergence

Looking Ahead: Three Fundamental Trends in the Future of Logistics and Supply Chain Management

Thread of the ArgumentThread of the Argument:

-> Keys to Business Success!-> Keys to Business Success! Yours and your Customers‘! Yours and your Customers‘! Best Practices to Get There....!Best Practices to Get There....!

I. The Broad Task

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What we are looking for in the Art and ScienceWhat we are looking for in the Art and Scienceof „Management“/„Betriebswirtschaftslehre“:of „Management“/„Betriebswirtschaftslehre“:

II. „Making Businesses Successful:

Seven „long waves“ in Management Thinking

II-1. From a “Cost“ and “Factors of Production“- World ...

... to an Orientation towards creating VALUE for STAKEHOLDERS

Employees-Participation

„Shareholder“-Value

EnvironmentalEnvironmentalResponsibilityResponsibility

Good CitizenshipGood Citizenship

„Customer Value“

II- 2. ROI, Break Even, EVA: from „manipulating financial constructs“,

i.e. „Profits without Production?“

Quelle: Suzaki, The New Shop Floor Management, New York, 1993

MBWA Time-Based

Management Andon-Principle „hands on“

Management

Back to Back to ““managing themanaging thereal phenomena“:real phenomena“:

„Genba ..“

III-3. From „reacting to problems“ ...

“Quality is Free” and “Zero-Defekt”

Poka Yoke Total Quality Management Robust System Designs

Crisis Management Department of Claims and Shortages Expeditors„Customer Service“

... to preventive ... to preventive Quality Management Quality Management

II-4. from growing systems to master and control complexity ...

Cell DivisionCell Division Loose/tight coupling Loose/tight coupling Self organization, learning Systems Self organization, learning Systems Organization by “Fractals“ Organization by “Fractals“ SAP (??)SAP (??)

... to the idea of... to the idea ofreducing complexity inreducing complexity inthe first place!the first place!

II-5. from pushing capacity utilization and products

Kanban Just-in-Time Mass Customization,

lotsize 1, Micro-Marketing Quick Response ECR SCM ... ?

pull

push

... towards „lean“ flows and... towards „lean“ flows and activities stimulated and product „pulled“ activities stimulated and product „pulled“ by demand only: by demand only:

II- 6. from „atomized“ external and internal spot market-

transactions

OutsourcingLeasingContract Logistics“Partnering”, KyoseiWin-Win-Orientation

... towards integrated long-term ... towards integrated long-term „symbiotic“ relationships:„symbiotic“ relationships:

Quelle:Prof. P. Klaus

and back? E-procurement, auctions etc. ???

II-7. from closed, hierarchical „functional silos“ and organizational boxes ... .

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customer

7-2. towards simple, lateral process-structures

Quelle:Prof. P. Klaus

But: what does this allmean for current and future

„best practice“ in management?

Quelle:Prof. P. Klaus

after looking back at the „long waves“...

III. The “Convergence“ Hypothesis:

IV. Looking ahead:

Some extrapolation and speculationThree fundamental trends?

The First Trend: New kinds of customer relationship,

new „depths“ of individualization and integration with customers

IV-1. The case: Customer Integration and Radical Process Streamlining

EffizienteCash-Logistik:

Bargeldlos

EffizientesReplenishment:

schmaler Sortiment,kontinuierlicher Warenzu-/Abfluß

Effizientes„Order Processing“:

getaktet, programmiert,zentralisiert

EffizienteBestellung

aktiver Verkauf

EffizientesFlächenmanagementKostengünstige Lage

Effiziente Kommissionierung: zeitlich entkoppelt

EffizienteAuslieferung:entkoppelte

Tourenplanung

Integration of the customer into the „Supply Chain“ for customization: the Würth-Orsymat

IV-2. The „SoHo“/“Point-of-Use“- Orientation Service Industries

Intelligent Food-, Office-, Everything-Supplies

Intelligent Hospital Supplies (Allegiance!)

IV-3. One more example: Integration of the Customer into the Design-Process:

Matsushitas „virtual“ kitchen design lab

online-linkage between customer/user an production and distribution planning

IV-4. Information and Planning Systems

IV-5. ... Opening up a world of new business process design options!

Nr. Prozeßschritt Ausgestaltungsoptionen(eher konventionell -> -> -> -> -> -> eher E-Commerce-typisch)

1 Stimulation derNachfrage

Autonom vomNachfrager

Durch Medien-Impulse, Print-Katolog Modell(Versandhaus)

IndividualisiertesAngebot – Fax,Internet-Angebot(Direktvertrieb)

InteraktiveInternet-Stimulation(Modell Amazon)

AutomatischesReplenishment(Modell „Intell.Kühlschrank“)

2 Auftragsannahme Konvent. MedienBrief, Fax

Call-Center Email-Formular InteraktivesInternet-Formular

Persönlich durchAnlieferer

3 Interne Auftragsabw. Nicht integriert Workflow-Integration

4 Beschaffung/Warennachschub-/Einkaufsabwicklung

ManuellesBeschaffungs-system

Standardprozeß ERP-System

Manuell ausgelöstesReplenishment

AutomatischesReplenishment (VMI –Modell „Walmart“)

5 Produktion(evtl. Vor-Prod. und Besch.)

Serienfertigung(Make-to-stockvorratsorientiert)

Flexible Losfertigung(Make-to-Stockbedarfsorientiert)

„Assemble-to-order“dezentral(HP-Modell)

„Assemble-to-Order“zentral(Dell-Modell)

6 Kommissionierung/Versand

EinstufigeEinzelkommiss.

Ein/mehrstufigeBatch-Kommissionierg.

MehrstufigesWave-Picking mitBelegen

Belegloses halb-automat. Komm.,„pick-to-light“

BeleglosevollautomatischeKommissionierung

7 Verpackung Verlust-verpackung Verpackung mit sep.Rückgabeoption

„Bag in Box“ mit MTV-Behälter

Nutzer-FertigeBereitstellung

8 Zusammenführungvon Teillieferungen

UnkoordinierteAnlieferung(Baustellen-Modell))

durch Log.Dienst-leister in zentr.Sammellager(„Abtrag“modell)

durch Log.Dienstleister im

Transit („Merge-in-Transit“)

durch lokalenServicebeauftragt(„Liberty“-Mod.).

Vor Ort beimKunden –synchronisierteAnlieferung

9 Letzte Meile/Schnittstelle zumKonsumenten

BereitstellungKofferraum(„Net“-Modell)

Shopping BoxZentral -Kund.nah

Home-Deliverykonventionell(ohne/mit AvisoderVertrauensadr.).

„Streamline“-Schnittstelle

Intelligenter.Kühlschrank„autom.Replenishment“

10 Point-of-Use Service Nicht geboten/Gebrauchsanweisung

Hotline Off-line Installations-service

Integrierter Home-Delivery/P-o-U Service

11 Re-IntegrationRücksendungen

Entsorgung Dezentral – Offpreis Vertrieb Zentral – WiedereinlagerBestände

12 Inkasso Vorkasse/Rechnungstellung

Nachnahme Kreditkarte Zertifizierte Elektron.Zahlung

The Second Trend:New Organizational Forms

The BMW-Story of 1992The BMW-Story of 1992

V- 1. New Organizational StructuresV- 1. New Organizational Structures2

V-2. The „Process Organization“ Trend

The „self-organization“/“self-stimulation“ „Kanban“-Idea everywhere!

Small operational units: customer focused process units - the feel and eye of the entrepreneurial manager?

Renaissance of „analog“ information? A nother role for IT? Total „Supply Chain Visibility“ - getting

beyond SAP The Skywa Approach ?

V-3. Dramatic consequences from further efforts towards

complexity reduction ...

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