物流管理作业1-3

物流管理作业（Chapter1-3）

Chapter1：

1.Why can the current movement toward establishing supply chains be

characterized as a revolution?

Because the current movement toward establishing supply chains has reshaped contemporary st rategic thinking.

Two massive shifts, supply chain revolution and a rel ated l ogistical renaissance, in expectation and practice concerning the performance of business operations are highly interrelated but they are significantly different aspects of contemporary st rategic thinking.

https://www.sodocs.net/doc/d018037758.html,pare the concept of a modern supply chain with more traditional distribution

channels. Be specific regarding similarities and differences.

Traditional distribution channels typically had an ord er fulfillment time of 15-30 days. But if something went wrong, this time woul d increase dramatically. It was a common practice to maint ain inventory at every st age of the supply chain like retail ers, whol esal ers, and manufacturers. The market was characterized by scarcity to the primary goal of traditional mod el was to ensure availability of products. However, tod ay customers want more options in product offerings. Mod ern supply chain is geared towards meeting the changing consumer needs. Transportation capacity and operational performance has become more reliabl e and economical. Logistical systems are capabl e of capabl e of d elivering products at exact times. So customer ord ers can be fulfill ed faster. With massive d evel opment in information technol ogy, the need to maintain inventory has red uced dramatically. The occurrence of failures, characteristic of traditional supply chain, has been replaced by a commitment towards zero-d efect of six sigma performance. In essence a high l evel of performance is achieved at a l ower total cost with commitment of fewer financial resources than that in the past.

3.What specific role d oes l ogistics play in supply chain operations?

Logistics is the primary conduit of product and service flow within a supply chain arrangement. It is the work required to move and to position inventory throughout a supply chain. It is a combination of order management, inventory, transportation, warehousing, material handling and packaging as integrated throughout a facility network. Logistics is essential for effective supply chain connectivity.

4.Describe “integrative management”. Be specific concerning the relationship between

functionality and process.

The challenge to achieving integrated management results from the long-standing tradition of performing and measuring work on a functional basis. Since the industrial revolution, achieving best practice has focused managerial attention on functional specialization. The prevailing belief

was the better the performance of a specific function, the greater the efficiency of the overall process.

The fundamental challenge of integrated management is to redirect traditional emphasis on functionality in an effort to focus on process achievement. Integrative process management seeks to identify and achieve lowest total cost by capturing trade-offs that exist between functions. The focus of integrated management is lowest total process cost, which is not necessarily the achievement of the lowest cost for each function included in the process.

5.In terms of enterprise extension, describe the importance of the information sharing and

process specialization paradigms.

The information sharing paradigm is the widespread belief that achieving a high degree of cooperative behavior requires that supply chain participants voluntarily share operating information and jointly plan strategies. The guiding principle is that information sharing is essential among supply chain participants to collectively do the things customers demand faster and more efficiently.

The process specialization paradigm is commitment to focusing collaborative arrangements on planning joint operations with a goal of eliminating nonproductive or non-value-adding redundancy by firms in a supply chain. The basic idea is to design the overall supply chain processes in a manner that identifies a specific firm’s competencies along with the responsibility and accountability to perform each element of essential work in a manner that maximizes overall results.

Importance: Sharing information and joint planning can reduce risk related to inventory positioning. Collaboration can eliminate duplicative or redundant work, such as repetitive quality inspection, by designating and empowering a specified member of the supply chain to be fully responsible and accountable. Such extended enterprise integration introduces new challenges regarding measurement, benefit and risk sharing, trust, leadership, and conflict resolution.

6.Describe and illustrate an integrated service provid er. How d oes the concept of

integrated service provider differ from traditional service providers, such as for-hire transport ation and warehousing?

Integrated Service Provid ers (ISP) also known as third-party l ogistics provid ers provid e a range of l ogistics services that includ es all work necessary to service customers. With the regul atory changes in the transportation the traditional l ogistics services provid ers started offering warehousing and shared transportation services. Therefore the ISPs initiated the radical shift from singl e function to multifunction outsourcing. Their services includ e ord er entry to product delivery and in cert ain situations they also provid e wid e range of value-ad d ed services. For exampl e United Parcel Services (UPS) stocks Nike shoes and warm-ups at its Louisvill e warehouse and processes ord ers hourly. All the related communication and financial administration are handl ed by an UPS call center in San Antonio. Therefore UPS handl es the basic l ogistics and value-ad d ed services for Nike.

In contrast the traditional service provid ers, such as for-hire transportation and warehousing

specialize in specific functions. For instance, the for-hire t ransportation industry consists of carriers who specialize in moving products bet ween geographic l ocations. The companies offering warehouse services are t raditionally call ed public warehouses and they provide storage suppl emented by specialized services.

https://www.sodocs.net/doc/d018037758.html,pare and contrast anticipatory and response-based business mod els. Why

has responsiveness become popular in supply chain collaborations?

Anticipatory and response-based business mod els are the two ways used by firms to fulfill customer requirements. However the fundamental difference in the t wo mod els is timing

Anticipatory model has been the traditional business practice, which was mainly forecast driven. Since information about purchasing behavior was not readily availabl e, and the channel partners were l oosely collaborating, businesses were driven by forecasts. However the forecasts used by the manufacturers, whol esal es, distributors, and retail ers were often different that l ed to a l ot of excess inventory in the system. All the work was performed in anticipation of future projections, so the likelihood of misgauging customer requirements was very high. In ad dition each firm in the chain duplicated the anticipatory process.

Response-based mod el aims to reduce or eliminate forecast reliance by joint planning and rapid exchange of information bet ween supply chain partners. This mod el has been mad e possibl e because managers can now obtain and share accurate sal es information faster. Consequently customers can be provid ed with their d esired items faster. This mod el requires fewer steps and therefore l ess cost to compl ete a fulfillment process compared to the anticipatory mod el. Response-based mod el is similar to a buil d to ord er mod el however the former has a faster response time and all ows higher d egree of customization.

Responsiveness propell ed by information technol ogy d evel opment has become the cornerstone of today’s supply chain collaboration. Higher responsiveness can not only increase the l evel of customer satisfaction but can also reduce the overall cost of d oing that.

https://www.sodocs.net/doc/d018037758.html,pare and contrast manufacturing and geographic postponement.

Manufacturing and geographic postponement are st rategies and practices that reduces the anticipatory risks of supply chain performance. The factors favoring one pr the other form d epends on the volume, value, competitive initiatives d esired customer service l evels. Manufacturing or form postponement aims at manufacturing the products one ord er at a time with no preparatory work or component procurement until the customer specifications are fully known and customer commit ment is received. The goal of this postponement strategy is to maintain products in a neut ral or non-committed status as l ong as possibl e. In an id eal situation a standard or base product is manufactured in large quantities to obtain economy of scal e whil e d eferring the finalization until the customer commitment. In this scenario, economy of scope is introduced by producing the base product to accommodate a wid e range of different customers. An exampl e of manufact uring postponement is observed in mixing paint col or at retail stores to accommodate the individual customer’s request. This strategy not only red uces the risks of l ogistics malfunction but also increases the use of light manufacturing and final assembly at l ogistical facilities

On the other hand, Geographical or l ogistical postponement focuses on response accel eration. This strategy aims to buil d and stock a full-line inventory at one or more strategic l ocations. Forward d epl oyment of inventory is postponed until the customer ord er is received. In an id eal situation this postponement st rategy eliminates the risk of anticipatory risk of inventory d epl oyment whil e retaining manufacturing economy scal e. An exampl e of geographical postponement is the Sears Store Delivery System. The l ogistics of the appliances is not initiated till the customer ord er is received. An appliance purchased on Mond ay can be install ed at customer’s home as early as Wednesd ay. And there is a possibility that the product is not manufactured until that night or early Tuesday.

In a number of supply chains both types of postponement st rategies are combined to create a highly responsive strategy.

9.Define and illustrate cash-to-cash conversion, dwell-time minimization and cash

spin. How d oes supply chain strategy and structure impact each?

Cash-to-cash conversion is the time required to convert raw material or inventory purchases into sal es revenue. It is directly related to inventory turn. Its benefits are realized by red ucing and sharing risk and inventory invest ment. In traditional business the benefits were enjoyed at the expense of business part ners. For exampl e, terms of 2% net 10 meant that a prompt payment discount coul d be earned if the invoice is paid within ten days from the time of d elivery. In a response based system these benefits can be shared by managing the inventory transfer vel ocity across the supply chain. To facilitate such arrangements supply chain partners often use d ead net pricing, which factors discounts and all owances in the selling price. Therefore incentives of timely payment are replaced by performance commitments at a specified net price. Managing supply chain l ogistics as a continuous synchronized process also serves to reduce dwell time.

Dwell time is the ratio of the time that an asset sits idl e to the time required to satisfy its d esignated supply chain mission. As an exampl e dwell time woul d represent the ratio of the time inventory is in store to the time it is moving or contributing to achieve supply chain objectives. Dwell time can be red uced if the supply chain partners are willing to eliminate duplicate work. Therefore each firm coul d be d esignated to perform and be accountabl e for the value-ad d ed work in ord er to reduce the overall dwell.

Cash spin basically refers to free cash spin. This concept aims to reduce the overall assets committed to the supply chain performance. Therefore capital invested on inventory or warehouse can be mad e availabl e for red epl oyment by revising the supply chain arrangement. Free capit al can be reinvested in other projects that woul d have otherwise not been consid ered.

10.Discuss and support the foll owing argument: "Supply chain arrangements may

reduce consumer value."

A somewhat more abst ract but often cited potential d ownsid e of supply chain management coul d be label ed the dark sid e of collaboration. The argument is that the public d oes not benefit across the board from supply chain efficiency.

Supply chain criticism comes in two parts.

First, the line of reasoning is that operating efficiency d oes not automatically translate to or guarantee l ower consumer prices. Firms that collaborate may individually or coll ectively make larger profits and thereby generate large sharehol d er wealth. However, no mechanisms exist to guarantee that efficiencies will be passed on to consumers in the form of l ower retail prices. In fact, the supporting l ogic is that as supply chains.

The second criticism of supply chain arrangements buil d s on the premise that operating efficiency may not always be socially equitabl e. The argument questions the benefits of more precise matching of supply to d emand in terms of the overall reduction in surplus goods.

Chapter2：

1.Illustrate a common trad e-off that occurs between the work areas of l ogistics.

Any illustration that d emonstrates an inherent trad e-off between information, inventory, transportation, warehousing, material handling or packaging is acceptabl e. The foll owing are a few exampl es of such trad e-offs:

Information is increasingly being used as a substit ute for inventory. For instance, a warehouse manager that is in constant contact with a supplier of his/her stocks need not hol d traditional, high l e vels of inventory. By being “connected”, the supp lier realizes when the warehouse is in need of product and can make accommodations of product processing and shipping accordingly. Improved, faster means of transportation also prevent manufacturers and merchandisers from hol ding high l evels of inventory.

Poor packaging can l ead to product damage in transit. Management shoul d either improve packaging or seek a transportation mod e that is more stabl e and l ess damage-ind ucing. Regardl ess, greater costs will be incurred upfront – though they are likely to be offset with reduced costs of product recoll ection and rework.

2.Discuss and elaborate the following statement: "The selection of a superior

location network can create substantial competitive advantage."

The statement “The sel ection of Superior l ocation net work can create substantial competitive advantage” hol ds true with regard to l ogistical networks. The network d esign implies customer service and cost consid erations. Ad d ed val ue (and perhaps a competitive advantage) may be d erived from the “intimacy” of b eing located near customers. Networks that strive for the highest l evels of effectiveness (superior service performance) often d o so at significantly higher expense. Networks may also be d esigned for efficient product fl ows in ord er to lower transportation and inventory hol ding costs. Depending upon the competitive environment in which a firm operates, competitive advant age may result from either being l ocated near the customers to provid e superior service or through l ow cost service with the cost-efficient network d esign.

3.Why are customer-accommodation operations typically more erratic than

manufacturing support and procurement operations?

Market or physical distribution operations are typically more erratic because they are initiated by the customer, whose behavior cannot be controll ed by the firm. Manufacturing and procurement operations, on the other hand, are initiated by the firm and consid ered to be within the firm’s span of control. However, better communications between the l ogistics organization and customers can reduce the uncert ainty and erratic nat ure of market-distribution operations.

4.How has transportation cost, as a percentage of total logistics cost, tracked

since 1980

The transportation costs as a percentage of total l ogistics costs in US has increased over the last 20 years. In 1980, the percent age was approximately 47 percent and this has increased to over 63 percent in 2004. Therefore transportation represents a significant portion of the overall l ogistics cost.

5.Describe the logistics value proposition. Be specific regarding specific

customer accommodation and cost.

Logistical value proposition is a cost framework that aims to match of operating competency and commitment to meet the individ ual of sel ected groups of customers’ expectation s and requirements. A well-d esigned l ogistical network must have high customer response with l ow operational variance and minimum inventory commit ment. However the combinations will be different for different groups. Well d esigned and operated l ogistical system can help firms to achieve competitive advantage.

6.Describe the fundamental similarities and differences between procurement,

manufacturing support and customer-accommodation performance cycles as they relate to logistical control.

Procurement performance cycl es consist of the many activities that maintain the fl ow of materials, parts, or finished goods into a manufacturing or distribution facility. The scope of procurement activities is limited. Although similar to the customer ord er processing cycl e, shipments are generally larger and cycl es often require much more time. Maintaining raw materials inventory is sometimes l ess expensive relative to finished goods, since time of d elivery and material security is often l ess sensitive into facility than out to the customer. Another difference is that the number of suppliers of a firm is generally l ess than the number of customers, making the procurement cycl e more direct.

Manufacturing support performance cycl es serve as the l ogistics of production. These functions maintain ord erly and economic fl ow of materials and work-in-process inventory to support production schedul es. The goal is to support manufacturing requirements in the most efficient manner. These are internal cycl es to the firm, thus they are rarely affected by behavioral uncertaint y.

Customer-accommodation performance cycl es are those associated with processing and d elivering customer ord ers. They link the customers through timely and economical product availability. Physical distribution integrates marketing and manufacturing efforts. To improve the effectiveness of the distribution system, forecast accuracy must improve to reduce

uncertainty. In ad dition to the value of sound forecasting methods, the firm must emphasize fl exibility and responsiveness to d eal with the uncertainty of customers in the physical distribution cycl e.

https://www.sodocs.net/doc/d018037758.html,pare and contrast a performance cycle node and a link. Give an example

of each.

Nod es are facility l ocations. Forms of communications and t ransport ation represent links between the nod es. Most l ogistical work takes place at nod es whereas links represent the interface among l ocations. Nod es represent network facilities where materials are processed and base inventories and safety stocks are maint ained. Inventory that is in bet ween nod es is call ed “in transit”.

8.How d oes the "quest for quality" affect l ogistical operations? Does the concept of

tot al quality have rel evancy when applied to l ogistics?

Though l ogistical service quality is often in the eye of the behol d er – that is, the d efinition of quality varies among suppliers and customers, it is possibl e to pursue a quest for quality. The quest requires l ogistics organizations to id entify the service qualities that customers most highly value. Upon id entifying these key dimensions of service, it is up to the firm to flawl essly execute those functions that ad d value. Ultimately, customers may d emand “perfect ord er” performance, a l evel of service that requires suppliers to meet expectations without error.

The id eals of total quality –namely, d oing things right the first time, d oes find rel evance in l ogistics. It is far bet ter in terms of customer service and l ow cost to provid e customers with d esired service on the first effort. Customers more highly value suppliers that meet their promises, d elivering product on time, in proper quantities, and without d amage. Costs are reduced in the process as fewer products are recoll ected and reworked. These costs of service or product failure can be eliminated if processes are corrected, ensuring that the probl em is not a recurring one. Over time, customers tend to rely on those suppliers that provid e sound service time and again.

9.Discuss uncertainty as it relates to the overall l ogistical performance cycl e. Discuss

and illustrate how performance cycl e variance can be controlled.

One of the major objectives of l ogistical management is to reduce the uncertainty in performance cycl es. Since the performance cycl es are mad e up of many activities, each with its own volatility or variance, variance over the entire cycl e can significantly imped e the l ogistics organization’s efficiency and effectiveness.

To control variance, the firm must conform expected cycl e time to actual cycl e time. If cycl e time is l ess than expected, the d elivered product becomes inventory to be stored. If the cycl e time is l onger than expected, then the firm must rely on safety stocks to satisfy customer d emand. In either case there are costs associated with variance. The id es is to eliminate variance by equating actual cycl e time to the expected cycl e time. This may require adjust ments in product fl ows into or out of the organization.

10.What is the l ogic of d esigning echel oned l ogistical structures? Can echel oned and

direct structures be combined?

The echel oned l ogistical structure is built on the l ogic of stocking some l evel of inventory or performing specific activities at consecutive l e vels of supply chain. This structure utilizes warehouses to create inventory assortments and achieve consolidation economies associated wi th large volume transportation shipments. The inventory is position to meet the customers’ requirements faster. Typical echel on systems use either break bulk or consolidation warehouses. However the service commitment and ord er size economies d etermine the most d esirabl e and economical structure to service the specific customer. So many supply chains use a combination of echel oned and direct structures to meet their l ogistical needs.

Chapter3：

1.Explain the differences between transactional and relationship marketing. How

d o thes

e differences lead to increasing emphasis on l ogistical performance in

supply chain management?

Transactional marketing is generally focused towards short-term interaction with customers. Traditional marketing st rategies foll owed this approach wherein exchanges/transactions are carried out with customers in ord er to increase their revenues and profits.

Relationship marketing focuses on the l ong-term relations with the key supply chain partners such as the consumers, intermediate customers and suppliers. This strategy aims to d evel op and retain l ong term preference and l oyalty because it has been realized in many industries that it is more important to obtain greater share of the purchases mad e by the existing customers than to att ract new customers. This approach t ries to id entify the individ ual customers in ord er to satisfy their unique needs in the most cost-efficient and effective way. This requires a greater emphasis on l ogistical performance of the entire supply chain.

2.Why are the four primary service outputs of spatial convenience, lot size,

waiting time, and product variety important to logistics management?

Provide examples of competing firms that differ in the level of each service output provided to customers.

Since every customer has different requirements regarding service outputs, spatial convenience, l ot size, waiting or d elivery time, and product variety represent the four generic outputs to accommodate customer requirements.

Spatial convenience measures the amount of shopping time and effort that needs to be out by the customer. Higher convenience is offered by making the product availabl e in more number of places. As an exampl e some househol d furnit ure manufacturers offer their products through d epartment store, mass merchandisers and other ind epend ent d epartment stores whereas Ethen All en offers its products only at its own All en retail stores.

Lot size refers to the number of units that can be purchased in each transaction. A customer who wish to buy larger quantity of items for exampl e 12 or 24 rolls of paper towels to get a l ower unit price can get it from Sam’s Cl ub and Costco. However they can buy singl e rolls from

grocery or convenient stores. The basic t rad eoff in such purchases is bet ween the unit price and the storage or maintenance cost of such volumes.

Waiting time is the amount if time a customer has to wait between ord ering and receiving products. The l ower the waiting time, the higher is the l evel of service. Buying products from retail or grocery stores has no waiting time however if someone wants to ord er from a catal og or via the Internet, he has to wait for the product. Although higher waiting time is associated with inconvenience, customers are reward ed in the form of l ower prices.

Product variety refers to the different assortments or variety offered to the consumers and end-users. Supermarkets offer a large variety of items, whereas the warehouse stores offer a much l ess variety. And convenience stores offer even l esser variety.

3.What is meant by availability in logistics customer service? Provide examples

of the different ways to monitor a firm’s performance in availability.

Availability is the capacity to have inventory when d esired by a customer. As simpl e as this may seem, it is not at all uncommon for an organization to expend consid erabl e time, money, and effort to generate customer d emand and then fail to have product availabl e to meet customer requirements. The t raditional practice in organizations is to stock inventory in anticipation of customer ord ers.

Availability is based on three performance measures: Stockout Frequency, Fill Rate, and Ord ers Shipped Compl ete.

Stockout Frequency: For exampl e, a study of retail supermarkets reveal ed that at any point in time during a week, the average supermarket is out of stock of approximately 8 percent of the items planned to be on the shelves. It is important to note, however, that a stockout d oes not actually occur until a customer d esires a product. The aggregation of all stockouts across all products is an indicator of how well a firm is positioned to provid e basic service commitments in product availability. Whil e it d oes not consid er that some products may be more critical in terms of availability than others, it is the starting point in thinking about inventory availability.

Fill Rate: For exampl e, if a customer wants 100 units of an item and only 97 are availabl e, the fill rate is 97 percent. To effectively consid er fill rate, the typical procedure is to evaluate performance over time to incIud e multipl e customer ord ers. Thus, fill rate performance can be evaluated for a specific customer, product, or for any combination of customers, products, or business segments. Fill rate can be used to differentiate the l evel of service to be offered on specific products. In the earlier exampl e, if all 100 products ord ered were critical to a customer, then a fill rate of 97 percent coul d result in a stockout at the customer's plant or warehouse and severely disrupt the customer's operations. Imagine an assembly line schedul ed to produce 100 automobil es that receives only 97 of its required brake assemblies. In situations where some of the items are not critical to performance, a fill rate of 97 percent may be acceptabl e. The customer may accept a back ord er or be willing to reord er the short items at a later time. Fill rate strategies need to consid er customer requirements for products.

Ord ers Shipped Complete:The most exacting measure of performance in product

availability is ord ers shipped compl ete. It views having everything that a customer ord ers as the standard of acceptabl e performance. Failure to provid e even one item on a customer's ord er results in that ord er being record ed as zero in terms of compl ete shipment.

https://www.sodocs.net/doc/d018037758.html,pare and contrast speed, consistency, and flexibility as optional

performance activities. In some situations,is one activity more critical than others?

Performance cycl e speed is the elapsed time form when a customer establishes a need to ord er until the product is d elivered and is ready for customer use.Speed is an essential ingredient in many just-in-time and quick-response l ogistical strategies as fast performance cycl es reduce customer inventory requirements.

Ord er cycl e consistency is measured by the number of times that act ual cycl es meet the time planned for compl etion.most l ogistical managers place greater value on consistency because it directly impacts a customer’s ability to plan and perform is own activities.the issue of consistency is fundament al to effective l ogistics operations as it is becoming increasingly common for customers to actually specify a d esired date and even specify a d elivery appointment when placing ord ers.

Fl exibility involves a firm’s ability to accommodate special situations and unusual or unexpected customer requests.

In some situations,adjustments can be impl emented to prevent or accommodate special situations,thereby preventing malfunctions.so one may be more critical than others.

5.Why is perfect order service so difficult to achieve?

An ord er shoul d be d elivered compl ete,d elivered on time,at the right l ocation,in perfect condition,with compl ete and accurate d ocumentation.Each of these individ ual el ements must comply with customer specifications.thus,compl ete d elivery means all product the customer originally requested,on time means at the customer’s specified date and time.

https://www.sodocs.net/doc/d018037758.html,ing the ten categories of customer expectations in Table 3-1, develop your

own examples of how customers might evaluate performance of a supplier.

Reliability refers to performance of all activities by the supplier. If Fed ex promises overnight d elivery and fails to d o that, then it will be consid ered unreliabl e, even if it is d one faster than any other provid er. Customers can judge reliability in terms of all aspects of basic service platform.

Responsiveness refers to the customer’s expectation of the ability and willingness to provid e timely service. If Walmart experiences a stockout of certain product, its supplier’s responsiveness will be measured by the time it takes for repl enishment.

Access measures the ease of contact and approachability of the supplier. For exampl e the ease of obtaining information about the st atus of a pending ord er will measure accessibility.

Communication means to proactively keeping the customer informed. If the supplier expects a shortage of raw material that can affect d elivery in the future, an advance notice to the

customer will not only help to expl ore alternative but also buil d s a stronger partnership.

Credibility refers to the customer’s expectation that the communication from the suppliers will be believabl e and honest. The real essence of this measure is the compl eteness of the information.

Security refers to the customer’s feeling of risk in d oing business with a supplier. For exampl e a customer bases its production schedul e in anticipation of d elivery. If the supply is d elayed the customer faces the risk of changing its plans. Another aspect of security concerns the confid entiality of business d ealings. For exampl e, Sol ectron und ertakes the manufacturing for competitors like Nortel and Cisco, so confid entiality is a major issue.

Courtesy involves politeness, friendliness and respect of contact person. Since the customer may have to d eal with different individuals in the supplier’s organization, failure by one person can d estroy the best efforts of all the others.

Competency is judged by customers in every interaction with the suppliers. Therefore a truck drivers competency is measured when d eliveries are mad e, customer service personnel when phone calls are mad e, etc. Failure by any individual can affect the customer’s perception of the supplier.

Tangibles refer to the customer’s expectation of the physical appearance of facilities, equipment and personnel. For exampl e a ol d and dilapidated warehouse can be an indicator of the firm’s overall performance to the customers.

Knowing the customer refers to the customer’s expectation regarding supplier’s und erstanding of their unique requirements and supplier willingness to adapt to those needs. For exampl e WalMart woul d expect its suppliers to und erstand its unique need and respond to that accordingly.

(Your own examples)

7.Which of the gaps in figure3-1 do you think represents the major problem for

most firms? how can a company attempt to eliminate the knowledge gap?

The communication gap?

1>Knowl edge gap is the first and most fundamental gap.

2>since sal es has the major responsibility for customer interactions,we shoul d have an und erstanding of customer expectation,how the prioritized,and how they are formed.

3>There should be no gap between what a firm is capabl e of d oing and what customer are tol d about those capabilities.over commit ment or promising higher l evels of performance shoul d not be provid ed.

https://www.sodocs.net/doc/d018037758.html,pare and contrast the customer service, customer satisfaction, and

customer success philosophies of supply chain management.

Customer service, customer satisfaction, and customer represent three l evels of customer accommodation.

Customer service represents l ogistics rol e in fulfilling the marketing concept. It aims to provid e the right amount of the right product at the right time at the right place in the right condition at the right price with right information. The fundamental attributes of customer service are avail ability, operational performance, and service reliability.

Customer satisf action measures the d egree to which a customer is satisfied with the supplier’s performance. However, customer satisfactions d epends a l ot on the customer’s expectations. Mod els have been d evel oped to id entify some of the gaps that arise due the failure of many firms to satisfy their customers.

Customer success phil osophy requires the firms to work very cl osely with the customers to und erstand their requirements, internal processes, competitive environment and try to make their customer successful. In contrast to the typical focus of basic service and satisfaction programs to meet standards and expectations of the customers, a customer success program tries to und erstand the entire supply chain, different l evels of customers and tries to ensure that customer at each l evel is abl e to meet their customers.

9.What is meant by value-added services? Why are these services considered

essential in a customer success program?

Value add ed services refer to the unique and specific activities that firms can jointly perform to enhance their efficiency and effectiveness.

Such services foster customer success. These services are typically customer specific and therefore cannot be generalized. These services enabl e the customers to achieve their specific objectives. These are consid ered essential in customer service programs because by providing unique product packages, creating customized unit l oads, offering unique information services, providing VMI, etc, firms enhance their customers’ success.

Some of the value-ad d ed services like warehousing, transportation, proper sequencing and sorting of products involve specialists due to their fl exibility and capability to concentrate on providing the required services.

10.How could a company use the four-stage process of cost-effectiveness, market

access, market extension, and market creation to gain competitive superiority?

Cost effectiveness is the first and most fundament al step of l ogistical competency to gain competitive superiority. It is essential for a firm to provid e basic services at a consistently high l evel of performance and in a cost-effective manner. Without this basic pre-requisite there is limited possibility of buil ding any relationship.

Market Access stage represents a higher l evel of commitment to the customers who are willing to cooperate. This involves sharing of basic information between the buyers and sell ers to facilitate smooth operation. This stage however d oes not require a high d egree of customer sel ectivity.

Market extension aims to move towards zero d efects and introducing value-ad d ed services in ord er to buil d and strengthen business relationship. This stage witnesses customer sel ectivity

since the number of customers that are willing or abl e to participate is limited. The companies coul d be involved in innovative value-ad d ed services, which are d esigned to increase operating efficiency and extend overall competitiveness.

Market creation is the final stage and requires full commitment for customer’s success. This coul d involve creative arrangements like el ectronically linking with the customers. Buil d ing such relationships take time and l ong term commitment to be successful.

物流管理试卷及答案

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物流管理作业题答案

82333 】日本的西泽修提出的学说有（）A. 第三利润源泉说 C.物流冰山说 【82334】关于物流和商流的关系，正确的说法有（）。 A. 商流和物流都是流通的组成部分 C.产权交易，属于有商流而无物流 E.赊销中，有商流也有物流，但时间上不同步 【82336】关于运输，正确的说法有（）。 A. 对运输辅以装卸搬运及配送活动，就能完成改变物资资料空间状态的全部任务 C.运输可以对物质资料进行短时存储 D.运输是形成空间效用的主要手段 E.运输的基本职能是实现物质资料的移动 【82337】关于集装箱，错误的说法有（）o B.集装箱只能适合于一种运输方式运送货物，途中需要倒装D.集装箱不便于箱内货物装满和卸空 【82339】按照其所涉及的领域及发挥的作用进行分类，物流不包括（）o B.第三方物流【82341】一体化物流管理组织结构的特点是（）o C.利于物流管理的总体优化【82342】第三利润源泉说是由（）提出的。B.西泽修 【82343】物流冰山说是由（）提出的。B.西泽修 【82344】有关物流的运输职能，表述错误的是（）o D.运输包括配送

【82347】有关商流与物流的关系，表述错误的是（）o C.商流与物流不存在分离的 情况 【82348】物流活动的基本构成要素包括（）。A.运输B.存货管理C.装卸搬运D.配送E.包装加工 【82355】（）指的是货物从销地流回产地或起运地的一种运输现象。 D.倒流运输【82356】公路运输适合（）。B.短距离的运输 【82357】（）是指本来可以直接将货物运到目的地，但却在到达目的地之前将货物卸下，再重复装运送达目的地的运输方式。 C.重复运输 【82358】（）是跨越大洋的水路运输方式。A.远洋运输 【82359】管道运输的优点是（）。A.适合24小时连续运输 【82360】水路运输的特点是（）。A.运输批量大B.运输费用低C.速度较慢D.受 自然条件影响大 82361】航空运输的特点是（） A.速度快B.灵活性差C.受天气影响大E.不 受地形条件的限制 【82362】与集装箱相比，托盘（）。A.自重小C.容量小E.保护性差 82363】集装化的好处是（）。 间幵展联合运输D.防止货物的损毁、丢失 E.便于装卸搬运的机械化操作