in supply chain management, the role of a logistics company is to move inventory at the lowest total cost, send it to designated locations within a specified period of time, and achieve inventory positioning. Inventory has real value only when the product is sent to the right place at the right time, to complete the transfer of ownership, or to realize the value-added process. If an enterprise is unable to meet the customer’s requirements for delivery time and place for a long time, it will eventually lose all customers. If the supply chain wants to achieve maximum strategic benefits with the help of Tianjin logistics, the activities in the supply chain should be highly integrated. This is because any decision in the operation of the supply chain will affect the costs of other links. However, the high degree of correlation between the various operation links has brought great difficulties to the implementation of integrated logistics management. The relationship between 5 operational details: (1) order processing; (2) inventory management; (3) transportation management; (4) warehousing, material handling and packaging; (5) facility network. Below, we will introduce how these links are organically combined, so that they have the ability to create a wonderful eagle.
The second issue that needs to be considered in the
project plan is design constraints. On the basis of situational analysis, senior managers should be bound by the scope of the permitted system revision. The type of these constraints depends on the specific circumstances of each enterprise. However, constraints can affect the overall planning process, and here are two examples to illustrate the impact.
A common constraint in the design of
storage network systems is the classification of existing production facilities and product portfolios. To simplify analysis, managers often maintain existing production facilities and product portfolios when redesigning a logistics system. These constraints are justified by the large amount of financial investment in these existing production facilities and the ability of enterprises to adapt to change.
needs to consider second examples of constraints: customer service activities in separate departments. In traditional enterprises, the profit responsibility is dispersed, and managers may choose some departments in the logistics system to ignore other departments. As a result, only a few departments have been selected as candidates for change, and other departments are not considered.
all design constraints will limit the scope of the analysis. However, as one manager said: "why we need to study those fundamental service plans to do?" so, unless there is a big opportunity can significantly change the logistics strategy or operation, managers can accept the proposal, otherwise these limits most can only be seen as a research constraint.
constraint describes the day in which a good beginning is made for the whole project, and the overall plan is taken as a whole. If you use quantitative analysis techniques, you can consider the restriction of wool later. Unlike the scenario analysis discussed earlier, the constraints describe the groups that should be retained in existing logistics systems