INTEGRATED LOGISTICS & JUST IN TIME

LOGISTICS and Logistics Management:

1. The Council of Logistics Management [CLM] defines logistics as

“that part of the supply chain process that plans, implements and
controls the efficient, effective flow and storage of goods, services
and related information from point of origin to point of
consumption in order to meet customer requirements. ”

2. Schmidt describes logistics management as : “ the management

(i.e. the planning, execution and control) of all factors that affect
the materials flow and the information about it, seen from the
perspective of the customer requirements, for the purpose of
achieving : high delivery reliability , a high degree of delivery
completeness and a short delivery time.”

Logistics management is concerned with the development and

implementation of a methodology for ensuring the efficient and cost-
effective attainment of logistic objectives. Logistics objectives are
defined as “Getting the right item to the right customer, in the right
quantity, in the right condition, at the right place, at the right time and at
the right cost.”

Role of logistics.

• Accurate interpretation of customer requirements or orders and / or

marketing strategy, as also providing manufacturing / operation
support.
• Precise execution of the process of reaching the product from the
point of origin to the point of requirement / consumption.
• Suitable care of the product from the point of origin to the point of
requirement / consumption in order to avoid damage and / or
deterioration.
• Efficiency to ensure the lowest cost during execution.
Logistics Functional Areas:
1. Facility location and network design.
2. Information Management.
3. Transportation Management.
4. Inventory Management.
5. Warehousing Management.
6. Material Handling and
7. Packaging.

INTEGRATED LOGISTICS.
Logistics integrates the above activities into a single activity or
process of logistics directed towards servicing the customer effectively
and at the lowest total cost of all the functional activities taken together.
The application of logistics management principles frequently represents
a compromise among conflicting interests within the enterprise.

Logistics, within the concept of integrated logistics support (ILS),

requires an ILS manager, the “interface” among logistics elements,
whose objective is to design a package of logistics resources
characterized by harmony and coherence.

INTEGRATED LOGISTICS is defined as “ the process of anticipating

customer needs and wants; acquiring the capital, materials, people ,
technologies and information necessary to meet those needs and wants;
optimizing the goods-or-service-producing a network to fulfill customer
requests; and utilizing the network to fulfill customer request in a timely
way.”

Integrated logistics is a service-oriented process. It incorporates actions

that help move the product from the raw material source to the final
customer.

INTEGRATED LOGISTICS MANAGEMENT.

The movement of raw materials and components to a
manufacturing company must be managed. So must the movement of
finished goods from the manufacturing plant to further processing, to the
retail, or to the final consumer. The management of this movement is
called integrated logistics management.

Variables affecting the Evaluation and Growth of Integrated Logistic.

Many variables affected the evaluation and growth of

integrated logistic.
The first was the growth of the consumer awareness and the
marketing concept. Product line expanded to meet the rising demand for
more selections. This product line expansion put great presser on
distribution channels to move more products and keep cost down,
especially in transportation and inventory.

A second factor was the introduction of the computer.

Computer experts and integrated logistic manager quickly found a
multitude of computer application for logistic. This application offered
still greater efficiency in transportation routing and scheduling,
inventory control, warehouse layout and design, and every aspect of
integrated logistic. In fact computers allowed integrated logistic
managed to modal integrated logistic system and then analyze the effect
of proposed change. This application greatly advance the system’s
approach

The third variable leading to the growth of integrated

logistics was the world wide economy in the 1970s and 1980s. Global
recession and rising interest rates caused many firms to refocus attention
on reducing cost advantage; many firms were forced to revaluate overall
transportation needs. Also, rising interest rates turned attention to
maintaining minimum inventory levels because of the cost of capital

Globalization of business and the development of world trade

blocks are a fourth factor influencing the growth of integrated logistics.
Integrated logistic can provide firms with a cost advantage. Furthermore,
trading blocks in Europe. Southeast Asia, Asia, Africa and the Americans
(European Union, association of Southeast Asian nations and the Asian-
pacific economic cooperation, southern African development
community, North American free trade agreement and now the free trade
agreement of the Americas) require integrated logistics to tie the
participating countries into single marketplaces.

The final factor affecting integrated logistics is the growth of

just-in-time manufacturing (JIT), supply management, transportation,
and electronic data interchange (EDI) in the 1980s and 1990s. As
manufacturers adopted total quality management (TQM), JIT, and EDI,
integrated logistics management has come to the forefront. Effective
TQM and JIT require optimizing the inbound and outbound
transportation and more efficient inventory management.

Activities related to Integrated logistics.

1. Physical distribution.
2. Materials management.
3. Logistics engineering.
4. Business logistics.
5. Logistics management.
6. Integrated logistics management.
7. Distribution management.
8. Supply chain management.

Although the activities include under each term vary, they share one key
ingredient: “The concept of a continuous uninterrupted flow of the
product.”

Operations involved in Integrated logistics model.

1. Inbound logistics: It is referred to as procurement or physical
supply. It deals with the relationship between the firm and its
suppliers. It addresses the flow of materials from the suppliers to
the plant or into service operations.

2. Conversion / operations: It deals with the logistical relationship

between and among the facilities of the firm. It addresses how
goods and materials move among workstations within operations.
 3. Outbound logistics: It is referred to as physical distribution. It is
the logistical relationship between the firm and its customers. It is
the movement of s finished product out of the plant to the final
customer.

Each of these relationships is sustained by the execution of 5

primary logistics activities like transportation, facility structure,
inventory management, material handling and communication /
information. These activities are interwoven throughout the
integrated logistics system. Each is vital and is found at every
stage.

• Transportation: it is necessary in outbound, inbound as well

as conversion processes. It deals with the movement of a
product into, through, and out of the plant / warehouse. It is
the most expensive logistics activity, accounting for 50 % or
more of total logistics costs.
• Facility structure refers to the strategic placement of
warehouses, service centre, and plants throughout the supply
chain. It includes the numbers and types of plants, their
locations and their operations.
• Inventory management refers to product buffers of raw
materials, work in progress, and finished goods in logistics
pipelines.

If every activity worked perfectly, if there were no variation

in transit time, no variation in processing time, no loss or damage, no
volume discounts for transportation, no volume discount for products,
and if firms could forecast demand accurately there would be no need to
store product.
Unfortunately, integrated logistics managers operate in an
imperfect world and buffer inventory is a reality.

Emerging Integrated Logistics Concepts.

Over last 20 yrs more interest has been given to integrated
logistics. Because of this, adaptations five concepts came to the
forefront, service response logistics, quick response logistics, response
logistics recovery, efficient consumer response and reverse logistics.

Quick response logistics. Is another name for JIT and electronic data
interchange (EDI).

JIT

Jit is an integrate set of activities designed to achieve high volume

production using minimal inventories of raw materials, finished goods
and work in process.

Management philosophy … Nothing produced until needed.

Encompasses the successful execution of all production activities

required from design to the delivery of the products.

Attack / eliminate waste— Anything not adding value to the product.

(From customer’s perspective).

Minimize waste of time, energy, materials and errors.

Minimize waste …. In both factories: Manufacturing products and

Hidden.

Achieve streamlined production – By reducing inventory.

Expose Problems and bottlenecks.

Continuous improvement / change.

Objectives of JIT.
 • Produce only the products the customer wants.
• Produce products only at the rate that the customer wants them.
• Produce with perfect quality.
• Produce with minimum lead time.
• Produce products with only those features the customer wants.
• Produce with no waste of labor, material or equipment --- every
movement must have a purpose so that there is zero idle inventory.
• Produce with methods that allow for the development of people.

Types of wastes.
• Over production.
• Waiting.
• Transportation.
• Inefficient processing.
• Inventory.
• Unnecessary motion.
• Product defects.

Common causes of wastes.

• Layout (Distance).
• Long set up time.
• Incapable processes.
• Poor maintenance.
• Lack of proper training.
• Inconsistent performance measures.
• Ineffective production planning.
• Lack of workplace organization.
• Poor supply quality / reliability.
JIT Success Factors.

Suppliers

Employee
Layout
Empowerment

JIT

Quality Inventory

Prventive
Scheduling
manitenance
JIT contribution to Competitive Advantage.

• Increased utilization of machinery and equipment.

• Reduced investment in inventory.
• Improvement in the quality of the product or service.
• Reduction in the space requirements of the firms.
• Reduction in the production cycle time.
• Zero inventory.
• Zero maintenance.

Characteristics.

• Uniform work stations loads.

• Small lot sizes.
• Closer supplier ties.
• Maintenance of high quality.
• Quick and economic set ups.
• Preventive maintenance.
• Continuous improvement.
• Flexible facilities and multi skilled work force.

RESULTS.

• Queue and delay reduction, speeds throughout, frees assets, and

win orders.
• Quality improvement reduces waste.
• Cost reductions, increases margin or reduces selling price.
• Variability reductions in the workplace, reduces waste.
• Rework reduction, reduces waste.