Logistics planning

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In analogy to other planning processes , logistics planning is understood to be a fundamentally systematic process carried out on the basis of incomplete information to solve (decision) problems, taking into account subjective goals in the field of logistics.

Goals and tasks of logistics planning

The following tasks arise as part of logistics planning:

  • the planning of the standard logistics processes and the material flow,
  • the forecast of logistics costs,
  • the material and financial investment planning and
  • the logistics and production-oriented product influencing.

The area of logistics is characterized by a networking problem, ie the interdependence in finding suitable measures in which every change in a process can result in changes in structures, resources or changes in other process chains. There are conflicting goals and cost dependencies, for example between

  • Transport and storage costs depending on the order quantity
  • Storage and handling costs depending on the turnover rate
  • Inventory costs and the shortage costs depending on the readiness for delivery.

Software-based support for the planning processes, for example in the context of virtual logistics , is therefore required.

Logistics planning phases

Basically, a distinction can be made between logistics planning before and after the start of production (SOP) . Since 70–80% of the costs of a product are determined in the product development process, i.e. before the start of production, the quality of the results of the logistics planning before the start of production largely determines the costs at which a product can be manufactured later. The logistical and production-related planning of multi-variant products must start in the development phase and be pursued over the entire product life cycle.

Analogous to other areas of planning, logistics planning can also be subdivided into a strategic, tactical and operational level, whereby the planning levels differ fundamentally in increasing precision, level of detail, differentiation and different reference periods.

The strategic logistics planning before SOP decides on the basis of technical product descriptions and information from reference products primarily cost-oriented about locations.

Under the tactical logistics planning before SOP should "[...] all of the design of a logistics system and taking place in logistics processes on the flow system level [.] Unique measures to be taken with regard to" be understood. Their spatial range extends from the supplier locations to the provision of the material in the assembly plant. This phase begins with concept planning. Different scenarios for logistics and packaging concepts are set up and evaluated on the basis of the parts list. The subsequent detailed planning (up to the start of production) plans out the preferred alternative, details the material flow from the assembly line to the supplier and derives resource requirements. Finally, the start-up process and the transition to series production are supported.

In the phase of operational logistics planning before SOP , the start-up management takes on the timely and quality-based supply of start-up production with parts and gradually transfers the pre-series processes into the series processes set up as part of tactical logistics planning. This phase can be further divided into the three phases of pre-series, pilot series and production ramp-up.

The planning object of logistics planning according to SOP is order processing on the basis of existing (customer) orders. The resources that are “ready for operation” and the defined delivery concepts are available for this purpose.

See also

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  1. ↑ W. Domschke, A. Scholl: Fundamentals of Business Administration - An introduction from a decision-oriented point of view. 2nd Edition. Berlin / Heidelberg 2003.
  2. ^ M. Schneider, A. Otto: Tactical logistics planning before the start of production (SOP). In: logistics management. 8, 2, 2006, p. 63.
  3. ^ S. Bernemann: Suitability and application possibilities of methods and tools. In: Wiendahl (Ed.): Success factor logistics quality - procedure, methods and tools to improve logistics performance. 2nd Edition. Berlin 2002, p. 66.
  4. ↑ HC Pfohl: logistics systems. 6th edition. Berlin 2000, p. 18 and GB Ihde: Logistics planning. In: N. Szyperski (Ed.): Handbook of planning. Poeschel, Stuttgart 1989, p. 987.
  5. ↑ L. Bongulielmi, P. Henseler, E. Zwicker: The digital product - the basis for the IT-supported sales and logistics process. In: Industry Management. 19, 1, 2003, p. 17.
  6. ^ BRA Sierke: Logistics planning. In: J. Bloech , GB Ihde (ed.): Vahlens large logistics dictionary. Munich 1997.
  7. ↑ T. Bierwirth: Virtual logistics planning for the automotive industry - methods and models in the context of the digital factory. Aachen 2004, p. 57.
  8. ^ M. Schneider, A. Otto: Tactical logistics planning before the start of production (SOP). In: logistics management. 8, 2, 2006, p. 60.
  9. ↑ T. Bierwirth: Virtual logistics planning for the automotive industry - methods and models in the context of the digital factory. Aachen 2004, p. 70ff.
  10. ↑ D. Fitzek: Start-up management in networks - basics, success factors and design recommendations for the automotive industry. Haupt Verlag, Bern / Stuttgart / Vienna 2006, pp. 51–55.
  11. ^ M. Schneider, A. Otto: Tactical logistics planning before the start of production (SOP). In: logistics management. 8, 2, 2006, p. 62.