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Logistics Department

Trends and Strategies in Global Logistics Networks II. Annual Expo and Conference Logistics in Serbia Belgrade, the 5th of June 2012 Alfonz Antoni ELA vice-president, member of Slovenian Logistics Association. Logistics Department. Scientific directors and international partners of the survey.

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Logistics Department

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  1. Trends and Strategies in Global Logistics NetworksII. Annual Expo and ConferenceLogistics in SerbiaBelgrade, the 5th of June 2012Alfonz AntoniELA vice-president, member of Slovenian Logistics Association LogisticsDepartment

  2. Scientific directors and international partners of the survey

  3. Questioning duration 57.200 minutes 953 hours

  4. Data basis n = 1008 all figures in %

  5. Global LogisticsThe globalisation is irreversible and still progressing. Logistics is more and more impacted by “Mega Trends”.

  6. The globalisation, the increasing requirements regarding security, protection of the environment and resources, as well as innovations in technology … Europe … significantly impact the current and future logistics practices. % of respondents

  7. Logistics objectives:reliability and costs

  8. The logistics targets prioritisation is almost similar across Europe, the USA, and China. (1 = „low priority“ to 5 = „high priority“; arithmetic means of all responses)

  9. The long term trend of decreasing logistics costs is broken. Logistics managers of the retail and industry sector expect increasing logistics costs. (logistics costs in % of the cost of goods sold)

  10. Industry: Inventory and Administration are potentials for improvement Many logistics managers do not know their total logistics costs! Industry

  11. Cross-company requirement and capacity management still offers untapped potential Already implemented today Implemented by 2015 Cross-company requirement/capacity management (Europe and US) 56% 13% 69% Sending of forecasts to suppliers 48% 12% 60% Long-term call-offs with confirmation fr. supplier 10% 16% 26% Direct information on requirements via multi-tiers 36% 16% 52% Sending of capacity requirements to suppliers 25% 13% Confirmation of maximum capacity availability 38% (in % of surveyed companies)

  12. Logistics Service Providers and OutsourcingHigh outsourcing potentials are expected by the industry, retail, and service providers equally

  13. Requirements on Logistics Service Providers (LSP) by 2015 Lead Logistics Provider Networking of transport and logistics Establishing of a supply chain organisation as a single point of contact for customers More pro-activity and innovation Global IT-standards and balanced mix of flexibility and reliability Companies with LSP as a partner in the management, administration and coordination of further LSPs. 44% Requirements on Logistics Service Providers 17% Today in 2015 • Areas / Criteria: • Management and administration of logistics processes • Coordination of further LSPs of the customer Source: Straube, F., Borkowski, S. (2008): Global Logistics 2015+. Chair of logistics. TU-Berlin

  14. Green Logistics Relevance – Sensitivity – Drivers

  15. The climate change occurs – meanwhile proven by measured data and not just forecasts Dramatic development of smelting at the polar caps, disappearing glaciers, sliding climate zones are already reality Logistics and transport come under criticism, efforts for climate change are requested urgently Climate change Smelting of glaciers and polar caps Average global anomaly of the surface temperature Average per year 5 years average Source: NASA (2007) Source: Global Warming Art: Robert A. Rhode (2007) McCarthy Gletscher, Alaska

  16. ”Sensitivity“ of the logistics by the increasing environmental and resource protection requirements today Industry 2015 today Retail 2015 today Logistics Service Provider 2015 very much much low neutral very low More than 74 percent of therespondentsseetheirlogistics in futureaffectedby the increasing environmental and resource protection requirements. % of respondents

  17. Implementation of environmental and resource protective efforts < very advanced infancy > Industry Retail Logistics Service Provider Large Enterprises SME (Likert-Scale: 1 = „very advanced “ to 5 = „in the beginnings “; in % of respondents)

  18. Organisational integration of environmental and resource protection. Environmental and resource protection is … ...a formal part of our corporate policy by guidelines and visions. ...emphasized in our corporate strategy. ...defined in our logistics /SCM strategy. ...defined in our logistics KPI-system/ target system. Large Enterprises ...a formal part of our corporate policy by guidelines and visions. ...emphasized in our corporate strategy. ...defined in our logistics /SCM strategy. ...defined in our logistics KPI-system/ target system. SME yes, developing further not, but planned not tackled yes, % of respondents

  19. Lacking concepts, methods, and tools for concrete actions Cost-Benefit calculation methods Tools and measures to evaluate cause-effects interrelationships Innovation management for “green” products and services Assessment of the firm in regard to “green logistics” to determine appropriate actions Carbon Footprint Measurement Integration into existing IT-System (e.g. ERP-System) Methods and tools for Implementing green techniques CO2- Emission Trading Systems Standardization, Certifications Industry Retail LSP % of respondents

  20. Leaders – Best in class

  21. „Leaders“ and „Professionals“ Leaders Professionals

  22. Project agenda of “Leaders”: Strong focus on strategic, cross-company, and innovation projects % of respondents

  23. Need for logistics managers: „Leaders“ are much more satisfied and are more able to find suitable recruits Country-specific need for logistics managers – international comparison Country-specific need satisfaction – international comparison % of respondents

  24. „Leaders“ expect from their employees alongside specialist expertise: soft skills, professional project management, and especially ICT competencies. % of respondents

  25. Cost and performance leaders are more focused. They emphasize: • Straight forward logistics strategy consequently aligned to the corporate strategy • end-to-end-approach • Cost transparency and permanent service monitoring • High level of IT and process standards, especially in close customer related processes. • Modern concepts of cooperation with suppliers, LSP, and partly with competitors. • High intercultural competencies • Continuous improvement, e. g. by internal Benchmarking within global networks

  26. Network competencies of the „Leaders“ – the Network Maturity Model

  27. Thank You !

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