Outbound Logistic

Tugas mandiri

Manajemen pergudangan

Outbound logistic

Nama : Farhan Fauzi N.R.

NIM : 180505041204

Kelas : MLM C

JURNAL 1 - Outbound Logistics Performance and Profitability: Taxonomy of Manufacturing and Service Organizations

Abstract

develops a taxonomy of manufacturing and service firms formed by their emphasis on different key performance metrics to monitor and manage the outbound logistics portion of the supply chain

determines whether the use of specific key metrics by firms in these different classifications varies by industry, and what effect,

Cluster analysis was used to develop a taxonomy based on the outbound logistics metrics

·         The clusters were named Inventory Investment Minimizers;

·         Low Cost, Low Service Providers;

·         Planners

·         Efficient Distribution Spenders

·         Heavy Distribution Spenders

issue

this is the first effort to investigate whether a taxonomy of firms can be developed based on the firms’ use of different performance metrics to monitor and manage outbound logistics.

Theory

The process related to the movement and storage of products from the end of the production line to the end user”

exempli gratia

Most retailers including firms such as Walmart and Target hold their suppliers to very stringent product delivery standards. Failure by a supplier to provide reliable delivery service to its retail customers can result in significant financial penalties and even the delisting (i.e., the elimination) of a supplier’s products from a retailer’s active product portfolio. Thus, outbound logistics performance represents a major factor in a retailer’s decision whether or not to stock a supplier’s products

Methods quntitative

1.      Research hypotheses

Hypothesis 1: Firms can be classified into different groups based on their emphasis outbound logistics metrics. Hypothesis 2: Depending upon the outbound logistics orientation of the groups identified the groups will perform at different levels of profitability. Hypothesis 3: His group orientation – i.e., the outbound delivery metrics emphasized by a group – is associated with industry membership

2.      Missing data analysis

pairwise deletion

Pairwise deletion is appropriate for statistical methods such as correlation that require only pairs of data but are inappropriate when full cases are needed as in cluster analysis

either regression

Hot deck requires replacing a missing value with an actual value from a similar case in the data set.

3.      Correlation

RESULT

Clusters emphasizing multiple metrics

The results show that four clusters is best, with five and six clusters relatively close in agglomeration coefficient values

Conclusion

suggests that firms across multiple industries can be classified into several statistically distinct groups (or clusters) based on their different performance priorities with respect to outbound logistics

our research also found that there were not statistically significant differences in the levels of profitability achieved by our four groupings or clusters of firms, where each group had different outbound logistics priorities.

JURNAL 2- Reduction of Turnaround Time for Outbound Logistics (Finished Goods only) in a Food Processing Industry

Abstract

The research work was carried out in the Supply Chain Management department, of Nestle India Pvt Ltd., Nanjangud (Karnataka). The company has two warehouses to handle

The project was about the total turnaround time for outbound logistics (finished goods), in which the objective was to understand the entire process and suggest some steps to reduce it significantly.

Issue

Maggi: The product is supplied mostly to regions in South, East and West of India

Coffee: The product is supplied all over India. It is the only plant in India for Coffee production and supply across the country.

Theory

Outbound Logistics The movement of material associated with storing, transporting, and distributing goods to its customers or distribution centers

Turnaround time is defined as the time taken by the transport vehicles to complete the whole process of loading finished goods, starting from the point of entry to its exit from the factory premises.

Method

analytical and graphical tools

Result

Coffe issue

·         Malfunction of loading gates (this may not be major factor during lean season and towards month end for stock clearance). Also, only 2 sets of workers at a time for loading activities could be a major block during peak season.

·         The process in the coffee warehouse is time consuming because of significant manual efforts.

·         Same set of workers are used for finished goods, semi-finished goods, and packaging material.

Maggi issue

·         Delay in reporting by the workers at the time of shift change and a longer break while sometimes is the case for security guards too.

·         No empty slots for goods loading, which increases the idle time before loading

·         Vehicles loaded in the evening / night are cleared only the next day morning and some are extended till noon awaiting completion of documentation, loading receipt etc.

·         Documents are prepared in the coffee warehouse and shunted every time resulting in more delay

Steps Implemented

·         Pick slip was handed over to the truck driver at the entry gate, after the security personnel checks all the documents.

·         The truck driver hands over the pick slip to the security personnel at the warehouse for batch identification

·         Challan generation was initiated after the completion of loading

·         The challan and other documents, except Loading Receipt, are handed over to the driver along with the keys by the security personnel.

·         The driver was allowed to exit the factory premises with the challan, checklist and count slip.

·         Loading Receipt is collected by the driver after exiting the factory premises

Improvement achive

Conclusion

Simple elimination of steps by virtue of segregation of responsibilities between logistics representatives and transporter agents was quite fruitful in improving the situation during the pilot run. It could reduce the average turnaround time to nearly 3 hours if these steps are implemented before the start of the peak season.

JURNAL 3 - THE INFLUENCE OF INBOUND AND OUTBOUND LOGISTICS ON THE COMPETITIVENESS OF THE SOUTH AFRICAN AUTOMOTIVE INDUSTRY

Issue

inbound and outbound logistics costs formed a relatively large component of total costs.

Theory

Council of Supply Chain Management, Terms and Glossary (2013): Outbound logistics is the process of moving and storage of products from the end of the production line to the end user.

Method

A research questionnaire

The sample was identified as respondents from vehicle assemblers and component manufacturers who would have sufficient knowledge of this topic.

Result

the questionnaire. This served as the primary tool to gather information from a sample of respondents active within the automotive industry. The sample consisted of representatives from vehicle assemblers as well as component manufacturers present in South Africa

It became apparent that the South African automotive industry has a longer supply chain than most automotive industries in other parts of the world

The importation of raw material and components are not as high as the importation of vehicles for sale in South Africa but together all the sector’s imports contribute to the country’s trade deficit.

The biggest influence on comparing competitive positions is cost Again the road freight issue was raised as the biggest portion of this cost is related to fuel costs

Conclusion

It was found through the research questionnaire that the respondents agreed with some of the influences identified by the literature that logistics have on the competitiveness of the South African automotive industry. I