14 KEY LOGISTICS ACTIVITIES These can be considered as overall L process and required to facilitate the Flow of goods “POINT OF ORIGIN TO POINT OF CONSUMPTION” 1. Customer Service 2. Demand Fcstg 3. Distrbn Communications 4. Inventory Control 5. MH 6. Order Processing 7. Parts & Service Support 8. Plants & Warehouse selection 9. Procruement 10. Packaging 11. Return Goods Handling 12. Salvage & Scrap Disposal 13. Traffic & Transportation 14. Warehouse & Storage. Primary activities
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1: Challenges for e*Logistics p 233/13 • Problem 2: Otis needed to embrace a culture of service and to develop the processes needed to deliver world-class service. Otis had to re-define its processes, beyond service support tools like OTISLINE customer service center and REM elevatore monitoring. • Problem 3: The major problem facing Otis how can they can continue their dominance and profitability within a new market space, which is providing global logistics and service support
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heavily on the effectiveness of these IT platforms. Customers want to be able to handle all their transactions by the click of a button and this is where lean and agile logistics aids the organization by the use of Information technology to give the customer this versatility, convenience and speed. Green logistics is also practiced here because paper used in banking hall transactions are minimized when customers handle their transactions online. Also, some level of transaction approvals
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supply chain management and logistic management Logistics management is the governance of supply chain functions. Logistics management activities typically include inbound and outbound transportation management, fleet management, warehousing, materials handling, order fulfillment, logistics network design, inventory management, supply/demand planning, and management of third party logistics services providers. To varying degrees, the logistics function also includes customer service, sourcing and
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Rewards And Recognition Some of our awards: Employee of the Month: Individual Business verticals have instituted the employee of the month award. These awards are given to employees to recognize and appreciate their outstanding contribution. Employee of the Quarter: The Employee of the Quarter awards are given to employees who have a positive, professional attitude, excellent customer service and are respectful of organizational policies. Adherence to our core values, innovation, being helpful to
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in regular touch with them. His source of supplies is mainly from Belgaum, Hubli, Mumbai & Delhi. His network is impressive as he gets most of his orders initiated through telephone and usually has reliable contacts for further follow up. LOGISTICS MANAGEMENT The transportation undertaken by the firm is mostly through liaison and mainly through public transport. One such consignment, 20 brass flower pots was transported from Delhi to Goa in a train’s pantry car as personal luggage of the
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The analysis of logistics and supply chain management cases Given by Yang Cheng Assistant Professor, PhD chengyangxy@gmail.com Purposes • This talk is o To outline a framework for analysing supply chain situations o This is not a prescriptive approach that can be applied without thought to all situations, rather it provides a series of checklists of factors to consider • Cases o Some deal with the full scope of an organisation’s supply chain from raw material supplies through to delivery
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service, customer satisfaction, and customer success philosophies of supply chain management. Define Customer Service (logistic perspective) “A customer service program must identify and prioritize all activities required to meet customers logistical requirements as well as, or better than competitors.” And in a “cost effective manner”. Bowersox The three elements of basic Logistics Customer Service are: availability, operational performance and service reliability Customer Satisfaction (logistical
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Paper Title: An Exploratory Study into Failure in Successful Organizations: The case of Marks & Spencer Author: K. Mellahi, P. Jackson and L. Sparks Journal : British Journal of Management, vol 13, 15-29 (2002) Web access: This journal can be accessed through the Polyu library: web.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=3&hid=8&sid=91e8f38e-e681-45f7-af1a-ac2cacb7d0f2%40sessionmgr12 Question: 1. Discuss the reasons of failure for M & S. Internal: 1 Top managers tended
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Cottrill, Inc., a corn refining outfit and industry leader in producing supply inputs for a variety of industries set out to reduce the level of working capital spent annually by $300,000. Judy Stevens, purchasing supervisor at Cottrill was generally granted autonomy in her department and currently was chewing over a proposal set forth by Saxton, a large wireless services company. During a trial of Saxton’s paging service there were some incompatibilities between Cottrill’s ProductionMessaging software
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