Supply logistics
The supply logistics plans and designs the process chain , which relates to the supply of customers with the products or goods of a producer. The supply bundles tasks in the areas of purchasing , procurement logistics and production logistics and is geared towards optimizing the overall process.
Terms
- care
The concept of supply appears early in the economic literature. Some authors use the terms procurement logistics and supply logistics synonymously or only explain them with the change of perspective from the recipient to the supplier (a service provider , a supplier ) or add partial aspects of production supply from the input warehouse to production. Supply logistics must, however , be defined more holistically based on Baumgarten / Darkow .
- Supply logistics
The supply logistics plans and designs the "supply" process chain and thus also with the involvement of external service providers and suppliers through to provision and handover to production. Supply planning is product-related and does not include general, product-neutral logistics activities, but relates to a specific planning object, such as a vehicle in the automotive industry.
It also implements supply chain management in the areas upstream of production. It is the integrated, process-oriented planning and control of the flow of goods, information and money along the entire value chain up to the handover to production as required.
tasks
Supply logistics has the task of ensuring the type and quantity, spatially and temporally coordinated supply of the production processes with the necessary production factors for the manufacture of a certain product.
The tasks can be divided into a planning and a controlling / executing part. Supply planning is a sub-area of logistics planning . It takes place for the first time in the "product creation" phase, is product-specific, and relates to the supply of (series) parts in the order processing phase for the manufacture of a product. Despite its product reference, supply planning is part of the company's integrated logistics planning and also includes aspects of plant and company-related logistics planning.
The core tasks of supply planning in series production can be defined as:
- Supply chain planning
Planning and evaluation of various logistical supply chains starting from the place of demand (place of use or placement of the material at the places of demand) to back to the source of the material (mostly supplier). The scope of supply chain planning includes the manufacturer's entire sphere of influence and thus explicitly the influence on the supplier's processes (logistics processes, production processes, material supply processes).
- Structural planning
Planning of the internal and external logistics infrastructure (warehouse and conveyor technology, building structures, etc.) as well as the areas in the production plant. Planning the integration of new products in existing plants as well as a part family and cross-product capacity and bottleneck analysis.
- Transport planning
Planning of internal and external transport and transshipment concepts and processes from the suppliers to the unloading points in the plant, from the loading points to the warehouse or buffer areas to the installation site as well as the return transport of the empty containers or packaging.
- Packaging planning
Planning and allocation of optimal packaging for each part for all sections of the supply process from the supplier to the installation as well as the timely procurement of the containers and, if necessary, the prior construction of special containers.
- Supplier management
The supplier selection decisions are made on the basis of the logistics requirement specification and the development and implementation of the supply chain processes are then carried out with the participation of the suppliers. The supplier is actively involved in the planning process, upgraded in terms of process and information technology for future series deliveries, and the production start-up is guaranteed.
- Logistics controlling
The cross-investment, cost and performance planning logistically is the responsibility of logistics - controlling . It provides the necessary calculation methods, planning premises and key figures to ensure an optimal product development and production process. Target cost methods ( logistics target costing ), logistics budgeting and logistics key figures as well as mostly process-oriented cost accounting methods are used. Core tasks are the evaluation of target conflicts that occur within the planning and between individual planning domains, the tracking of logistics-relevant key figures in the context of planning and order processing such as variety of variants, logistics times, freight costs, container investment or project-relevant key figures such as planning capacities, schedule compliance, planning progress, etc.
Supporting and cross-sectional tasks of supply planning
- Product-related logistics strategy
Specifications derived from the corporate strategy, which are strategically evaluated and implemented in the product project from a logistical point of view, sometimes also based on location. Target specifications, premises and goals for individual areas such as sourcing strategies, supplier selection strategies, cost strategies, depth of in-house services, degree of modularization, etc. are derived from this.
- Product influencing and variant management
The logistics-appropriate product design through development is an important prerequisite for an efficient material flow and minimal logistics costs. There is optimization potential on the one hand in the areas of packaging and transport optimization, in the parallelization of processing and logistics processes as well as in the standardization and avoidance of variants. In particular, high numbers of variants increase the logistical complexity enormously. Therefore, variant management with targeted variant planning, variant avoidance and reduction as well as variant controlling is a cross-sectional task in supply planning. Therefore, logistics requirements must be formulated and addressed in the product project, and complexity considerations based on the previous model must be derived.
- Data management
Consistent storage and provision of planning and logistics data (products, processes, resources, planning premises) that are updated and detailed as work progresses. During the entire planning process, the database changes and changes in detail due to the planning of all affected areas such as development, purchasing, factory, process or logistics planning, so that individual planning steps have to be repeated iteratively , adjusted and recorded in change management.
- Knowledge management
The knowledge representation, communication, generation and use of planning knowledge from previous planning as well as experiences of the previous model.
- Project management
Planning, management and control of the project from a logistics point of view to ensure the time, financial and content-related objectives of the project. This relates to both the supply planning itself and the representation of logistics in the overall project. These involve everyone involved in the product planning and product development process, internal and external partners. During the project, project controlling has the task of measuring different levels of maturity with regard to the project goals and the project mandate. In relation to the product, this is the product maturity level that reflects the performance features and properties of the product. In relation to production, this is the degree of process maturity, which measures the on-time completion of planning tasks up to the start of series production. For this, manufacturer-specific milestones or quality gates are defined. This is a control point agreed in the product development process, at which the previously agreed services are measured jointly by the named suppliers and customers and evaluated with regard to their quality and completeness. This measurement takes place at the overall project level (project status) and at the sub-project level. The degree of economic maturity on both the product and the process side reflects the achievement of objectives in relation to manufacturing costs and procurement costs.
- IT and retrieval systems
From a logistical point of view, software systems for logistics planning (see above supply chain planning and data management) and delivery schedule systems that support the processing of material disposition and delivery between manufacturer and supplier are relevant. As part of the planning, it must be ensured that the generation of delivery schedules, the transmission of requirements and the electronic transmission of shipping, transport and freight documents on the manufacturer and supplier side work smoothly and without errors. The informational level of the logistics network is the subject of information logistics , which ensures the holistic planning, design and use of internal and external and thus cross-interface information systems. This means that supply planning is only responsible for defining the basic requirements for information logistics from the perspective of supply planning, and not for specific planning activities. The decision as to which information and communication technologies or systems are used and which data is made available to whom in which form are company-specific decisions that are not assigned to the product development phase.
- Start-up and phase-out planning
Planning the integration of the new product into production. In the case of overlapping production, dedicated planning with regard to the containers, the means of transport used, the areas, the processes, etc.
- Special tasks
In addition to supplying series production, supply planning often also has to plan special processes for exotic, individual parts, etc. as part of special tasks. However, these tasks are defined on a company-specific basis.
literature
- Florian Klug: Logistics management in the automotive industry. Springer, Berlin 2010, ISBN 978-3-642-05292-7 .
Web links
Individual evidence
- ^ F. Wittekopf: Systematic purchasing in trade and industry. Leipzig 1919.
- ↑ H. Baumgarten, I.-L. Darkow: Management of logistics processes. In: H. Baumgarten, H.-P. Wiendahl, J. Zentes (ed.): Logistics management, strategies - concepts - practical examples. Springer, Berlin 2000, pp. 1-18.
- ↑ Daniel Palm: Development of a process model for logistical supply planning in the automotive industry, taking into account changes that trigger planning. Dissertation . TU Vienna, 2012, p. 23.
- ↑ Daniel Palm: Development of a process model for logistical supply planning in the automotive industry, taking into account changes that trigger planning. Dissertation. TU Vienna, 2012, p. 57.