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Logistics Vs. Supply Chain Management : An International Survey

Logistics Vs. Supply Chain Management : An International Survey.

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Logistics Vs. Supply Chain Management : An International Survey

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  1. Logistics Vs. Supply Chain Management: An International Survey International Journal of Logistics: Research and Applications Vol.7, No.1, March 2004PAUL D. LARSON, ARNI HALLDORSSONIowa State University, College of Business, USACopenhagen Business School, Department of Operations Management, Denmark Park, Mokmin 2005. 10. 14 MAILab Seminar

  2. Contents • Introduction • SCM vs. Logistics • Traditionalist • Relabelling • Unionist • Inter-sectionist • The Result of International Survey • Discussions

  3. Introduction • Supply Chain Management (SCM) has been the “grande passion” of recent times. • But, • “Does supply chain management really exist?” – LaLonde (1997) • “SCM may become just another management fad.” – Burgess (1998) • “A parochial arena for a guild of specialist researchers” – New (1997) • This paper attempts to put limits on the SCM concepts

  4. SCM Vs. Logistics • SCM is • the integration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and other stakeholders. – Stock & Lambert (2001) • the management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole. – Christopher (1998) • Logistics is • that part of the supply chain process that plans, implements, and controls the efficient, effective flow and storage of goods, services and related information from the point of origin to the point of consumption in order to meet customers’ requirements – CLM • But there is lack of agreement on how SCM is related to logistics. CLM:Council of Logistics Management

  5. Four Conceptual Perspectives Logistics Logistics SCM SCM Traditionalist Re-labeling SCM Logistics SCM Logistics Inter-sectionist Unionist

  6. Traditionalist • SCM is one small part of logistics. • The logistics community has tended to view SCM as “logistics outside the firm” – Stock & Lambert (2001)

  7. Relabelling • The relabelling perspective simply renames logistics; what was logistics is now SCM. • An evolution of logistics into “integrated logistics”, which is now often called “SCM” – Tan et al. (1998) • Relabelling narrows the scope of SCM, since SCM equals logistics.

  8. Unionist • This perspective treats logistics as a part of SCM; SCM completely subsumes logistics. • SCM is more than logistics. – Giunipero & Brand (1996) • The components of SCM • Logistics; strategic planning; information technology; marketing & sales • Konezny & Beskow (1999) • Supply chain management is the management of 8 key business processes • Customer relationship/service management, demand management, order fulfillment, manufacturing flow management, procurement, product development & commercialization, returns • Stock & Lambert (2001)

  9. Inter-sectionist • SCM is not a subset of logistics but is a broad strategy which cuts across business processes both within the firm and through the channels. – Giunipero & Brand (1996) • Hiring a third-party logistics (3PL) provider is a strategic decision, while picking and packing in the warehouse are tactical. • At the intersection, SCM co-ordinates cross-functional efforts across multiple firms • SCM is strategic, not tactical.

  10. The Result of International Survey TABLE Logistics Versus SCM: Significantly Different Items

  11. Discussions • 이 논문에서는 강의나 연구를 중심으로 하고 있기 때문에 logistics와 SCM의 연관성이 더 크게 부각된 것으로 보인다. • 산업에 따라서 intersection 부분이 강조될 수 있고, SCM의 전략적인 의사결정이 중요하게 받아들여질 수 있지 않을까? • 단순히 SCM과 logistics를 이차원적으로 비교한다는 게 무리가 아닌가? • SCM은 전략적인 측면이 강하고 logistics는 실행적인 측면이 강하다는 특징을 볼 때 이차원적으로 비교하기보다는 삼차원적으로 비교하는 게 더 낫다고 생각한다. 비슷한 영역을 다루지만 고려하는 레벨이 서로 다르다고 볼 수 있다.

  12. i2 SCM Directions Korea 2005Global, but agile than ever 일시: 2005년 10월 12일 (수) 장소: 코엑스 인터컨티넨탈

  13. Agenda • 공급사슬의 새로운 도전과 기회 – 이재규 교수(KAIST) • Demand Management & Fulfillment in IBM – 박기현 이사 (IBM BCS) • 현대기아 자동차의 Global APS 확산 – 김기현 차장 (Autoeversystems) • 삼성전자 일단위 후보충 도입사례 – 이강운 차장 (삼성전자)

  14. 공급사슬의 새로운 도전과 기회 • 끊임없는 재고 감축의 노력 • 인터넷의 효과 • 바람직한 VMI 모델은? • 공급사의 SCM Readiness가 관건 • Global Supply Chain의 효과는? • BSC for SCM Performance • Opportunity of RFID in Global Supply Chain Invisible Demands

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