By Roman Boutellier, Rochus A. Kobler (auth.), Prof. Dr. Bernhard Fleischmann, Prof. Dr. Jo A. E. E. van Nunen, Prof. Dr. M. Grazia Speranza, Prof. Dr. Paul Stähly (eds.)
Distribution logistics were strongly stricken by contemporary financial developments: globalization of markets, deregulation of the ecu freight site visitors, a starting to be a part of just-in-time deliveries and either elevated pageant and strategic cooperation among all events concerned. The publication covers in a scientific method the strategic, tactical and operational making plans of distribution platforms and techniques. It provides an summary of the suitable quantitative types and strategies in addition to of purposes in provided via quite a few case reviews. Researchers and practitioners will hence both reap the benefits of this volume.
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Additional resources for Advances in Distribution Logistics
Ch. (1996): Logistiksysteme; 5. , Berlin, Heidelberg, New York, Springer. -Ch. A. I Weber, N. (1992): Economies of Scale in Customer Warehouses: Theoretical and Empirical Analysis; in: Journal of Business Logistics; 13(1), pp. 95-124. Schumacher, W. (1988): Die Entwicklung der betriebswissenschaftlichen Logistik und ihr Einfluss auf das zukünftige Leistungsbild des deutschen Speditions- und Lagereigewerbes; Köln. Sharman, G. (1984): Rediscovery of Logistics; in: Harvard Business Review; September-October.
Cycle times between batches of the same product range from 10 days to six months. Process quality and changeover times are highly variable. Pell-Q is cut to size and packaged to customer specifications on-line and stored until shipped. Pellton is the largest supplier with approximately 30% of the total market; four competitors share the balance. We focus on Europe, which Pellton supplies from its plant in Maastricht, The Netherlands. Basco PLC is Pellton's largest customer and accounts for 20% of their output; Perdirelli follows with 15%.
In fact, this supply-chain improvement process is now considered a key ingredient of Pellton' s competitive strategy. 1 Coordination structure Need for a snperstructure With half a dozen or considerably more supply-chain improvement projects running in parallel world-wide, a more formal coordination structure is needed. This has a number of reasons: selection of customers and ensuring resource availability within Pellton becomes more complex; projects with different customers should not move in conflicting directions; and learnings from projects must be captured and embodied in the process roadmap which, after all, is only based on two cases so far.
Advances in Distribution Logistics by Roman Boutellier, Rochus A. Kobler (auth.), Prof. Dr. Bernhard Fleischmann, Prof. Dr. Jo A. E. E. van Nunen, Prof. Dr. M. Grazia Speranza, Prof. Dr. Paul Stähly (eds.)