IET 065/T0003N - Logistik 2

1. IET 065/T0003N - Logistik 2 • Lärare • Anders Sörqvist • Rum A 526 • mobil 070-33 62 711 • e-mail: anders.sorqvist@ltu.se • I90 Industrell logistik • Volvo (Exjobb), Ericsson, LTU, Nyström&Co, Avantra, Tarinfo AB, iTid • Stefan Karlsson • Rum A525

2. Industriell logistik • Har avslutning på I-linjen • Tillhör IES-institutionen • Leds av ämnesföreträdare: Anders Segerstedt

3. Kursutbud • Logistik 1, grundkurs i logistik • Logistik 2, fortsättningskurs i logistik • Industriell logistik, fördjupningskurs • Industriell logistik, projektkurs • Operationsanalys, linjär optimering • Inköp • Simuleringsteknik & stokastiska processer • Operations Management and Logistics (För utbytesstudenter) • Examensarbete, industriell logistik

4. Information • Informationskällor • Kurshemsida: www.ies.luth.se/log/courses/iet065.html • Mitt postfack i ”Logistik” korridoren. • Fronter

5. Logistik 2 Kursens mål är: • Att ge en vidare förståelse för de idéer, metoder och tekniker efter vilka man planerar, styr och kontrollerar materialflöden och produktion Innehåll: • Kursen utgör en fortsättning av Logistik 1, en djupare insikt ska ges.

6. Kurslitteratur Kursböcker: Krajewski. Lee, Malhotra. Manoj, Ritzman. Larry (2007), Operations management Processes and Value Chains, 8e ed. Segerstedt. Anders (1999), Logistik med fokus på material- och produktionsstyrning, Liber AB Artiklar: Kompletterande artiklar som kommer ingå i kursen, finns på kursens hemsida.

7. Examination • Tenta, 3 poäng (Betygsgrundande) • Fördjupningsuppgift 2 poäng (U eller G) • Obligatorisk redovisning • Löses i grupp om 3 – 4 personer • Ett ”verkligt” företag, case med egna antaganden.

8. Moment i kursen Obligatoriska: • Fördjupningsuppg, Redovisning, 2007-10-18 • Gästföreläsning, ERP-system, 2007-10-10 • Tentamen Valfria: • Studiebesök , 2007-10-04

9. Operations as aCompetitive Weapon Chapter 1

10. Trends in Operations Management • Service Sector Growth • Productivity improvement • Productivity Measures • Global Competition • Competition not only Based on Quality, Time, • Rapid Technological Change • Environmental, Ethical, and Work-Force Diversity Issues

11. How Operations As a Competitive Weapon fits the Operations Management Philosophy Operations As a Competitive Weapon Operations Strategy Project Management Process Strategy Process Analysis Process Performance and Quality Constraint Management Process Layout Lean Systems Supply Chain Strategy Location Inventory Management Forecasting Sales and Operations Planning Resource Planning Scheduling

12. Transformation Processes(Adding value) Outputs Inputs Operations Management is… “The systematic design, direction and control of processes that transform inputs into services and products for internal, as well as external, customers.”

13. Outputs to Internal or to External customers Inputs from other processes Transformation Processes(Adding value) External vs. Internal Customers • External Customers are those who purchase the goods and services. • Internal Customers are those who receive the output of others within the firm. They are part of the transformation process.

14. Functions • Accounting • Distribution • Engineering • Operations • Finance • Human resources • Marketing Types of Organizations Bank Construction Government Health care Manufacturing Retailing Transportation Wholesaling • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- Operations Management as a Function

15. Processes • Processes should add value. • Processes can be broken down into sub-processes, which in turn can be broken down further. • Any process that is part of a larger process is considered a “nested process.” • Each process and each nested process has inputs and outputs.

16. Support processes New service/ product development process Customer relationship process External suppliers External customers Supplier relationship process Order fulfillment process Internal Value-Chain Linkages Showing Work and Information Flows Figure 1.4

17. Manufacturing, mining, and construction Other services 40 – 30 – 20 – 10 – 0 Wholesale and retail sales Percentage of workforce Government | | | | | 1959 1969 1979 1989 1999 Service Sector Jobs Figure 1.5

18. Goods Production Tangible Can be inventoried Low customer contact Capital Intensive Quality easily measured Service Production Intangible Can’t be inventoried High customer contact Labor Intensive Quality hard to measure Manufacturing and Service Most firms provide both goods and services.

19. Operations as a Set of Decisions • Development of new capabilities • Maintenance of existing capabilities • Design of new processes • Development and organization of value chains • Key performance measures Tactical Decisions Strategic Decisions • Process improvement and performance measures • Management and planning of projects • Generation of production and staffing plans • Inventory management • Resource scheduling

20. Output Productivity = Input Productivity • Productivity is the value of outputs (services and products) produced, divided by the value of input resources(wages, costs of equipment, etc.)

21. Global Competition • Businesses accept the fact that, to prosper, they must view customers, suppliers, facility locations, and competitors in global terms. • Most products today are composites of materials and services from all over the world. • Forces that created increased global competition: • Improved Transportation and Information Technologies • Loosened regulations on Financial Institutions • Increased Demand for Imported Services and Goods • Reduced Import Quotas and other Trade Barriers • Comparative Cost Advantages

22. Global Competition Disadvantages • May have to relinquish proprietary technology. • Political risks. • Alienate U.S. customers by sending jobs overseas. • Lower skill levels in some areas. • Difficulty with cross-functional coordination. • Harder to produce products and services that can compete.

23. Other Challenges in Operations Management • Rapid technological change • Ethical issues across cultures • Increasing diversity of the workforce • Environmental impact issues

24. Managing Value Chains Managing Processes Using Operationsto Compete Supply Chain Strategy Location Process Strategy Operations As a Competitive Weapon Inventory Management Process Analysis Forecasting Operations Strategy Process Performance & Quality Sales & OperationsPlanning Constraint Management Project Management Process Layout Resource Planning Lean Systems Scheduling Addressing the Challenges in Operations Management