透過戰爭解讀物流古代戰爭“凡用兵之法，馳車千駟，革車千乘，帶甲十萬，千里饋糧。則內外之費，賓客之用，膠漆之材，車甲之奉，日費千金，然后十萬之師舉矣。”——孫武解放戰爭二戰“淮海戰役是靠老百姓用獨輪車推出來的。” ——陳毅元帥“戰爭打到后來成了后勤的較量！”——隆美爾二戰－1940年的德國陸軍師編制為例

步兵師：17900人每人每日消耗2.2-2.5公斤給養后勤部隊供給能力：

面包連：12000個面包，每個1.5公斤

肉制品加工站：每日處理15頭牛或120只豬或240只羊，合計3000公斤香腸。軍馬飼料：戰馬：10公斤（5公斤燕麥，3.5公斤干草，1.5公斤秸稈）

牽引用馬：14.5公斤（6.5公斤燕麥，5公斤干草，3公斤秸稈）每個步兵師每日消耗給養22噸每個步兵師每日消耗飼料45噸。二戰德國供給一列滿載的后勤補給列車：

長550米毛重850噸，凈重500噸

1941年11月東線一個集團軍群每日所需后勤補給量（以后勤補給列車計算）：

需求運抵

北方集團軍群2019

中央集團軍群3216

南方集團軍群2215

Videoclip–TroopTrain19430~3’444’44~7’45海灣戰爭在“沙漠盾牌”行動中，短短3個月，運往海灣地區的作戰物資就超過了在越南戰爭時期一年運往越南的作戰物資總和，其中包括：13億多噸物資；11萬多臺車輛；25億多美元的彈藥。而美軍50多萬軍事人員和5％的裝備、800多萬噸物資都是在短時間內通過空運（行程1.12萬多公里、需15小時）和海運（行程1.5萬多公里、需10-12天）運抵沙特阿拉伯戰場CommondefinitionLogisticsrelatestogoods,people,manufacturingcapacity,information: -(therightproduct) -totherightplace -attherighttime -intherightquantity -attherightquality -attherightprice(cost) -fortherightcustomer7RsDefinitionofModernEnterprisesandLogisticsAutomotivelogisticsLogisticsbehindasupermarket-SeeSCnewsP3LogisticsactivitiesMaterialsflowSuppliersProcurementOperationsDistributionCustomersRequirementsinformationflow-Rawmaterialscosts-Transportationcosts-manufacturingcosts-inventoryholdingcosts-transportationcostsLogisticsactivitiesProcurement/sourcingIn-boundtransportWarehousingHandling,packingandstorageDistributionValue-addedservicesAdministrationReverselogisticsLogisticsmanagementdefinedLogisticsispartofthesupplychainthatplans,implements,andcontrolstheefficient,effectiveflowandstorageofgoods,servicesandrelatedinformation,fromthepointoforigintothepointofconsumptioninordertomeetcustomerrequirements.--CouncilofLogisticsManagement

物流作為供應鏈的一部分，主要指的是自原材料點到消費點之間按照客戶要求規劃，實施和控制貨物，服務及相關信息的有效流動與存儲。 --物流管理理事會SomebasiclogisticstermsDistribution–theprocessofmovingthepeople,resourcesandservicestowheretheyareneededorwillbeused.Distributioninvolvestransportingandstorage.Merchandising–planningandcontrollingtheflowofgoodsthroughseasons,atbothcentralandstorelevel.Outsourcing–contractingoutoperationspreviouslyundertakenwithinthebusinesstoanoutsidecontractor,i.e.,warehousing&transport.Thirdpartylogistics(3PL)–alogisticsprovider,usuallyasset-based,whichfocusesonspecificelementsofthesupplychaininordertooptimizethephysicalmovementofgoodsthroughthosespecificnodes.Fourthpartylogistics(4PL)–asupplychainoperationthattakesabird’seyebroadviewofheentiresupplychainusinginformationtechnologytoenhanceandoptimizethemovementofgoodsthroughthevariousprocessesinsupplychain.Itisusuallyanon-assetoperation.SomeimportantrelatedconceptsTotalcostsanalysisBenchmarkingthesupplychain&keyperformanceindicators(KPI)ManagingtheglobalpipelineStrategiclead-time(alsocalledordertodeliverytime)managementJust-in-timeandquickresponselogisticsContractlogistics&thirdpartylogistics(TPL)ComponentsofLogisticsManagement

LogisticsManagementRawIn-processFinishedMaterialsinventorygoodsSUPPLIERCUSTOMERNaturalresources(land,facilitiesandetc)HumanresourcesFinancialresourcesInformationresourcesInputsintologistics

ManagementactionsPlanningImplementationControlMarketingorientation(competitiveadvantage)TimeandplaceutilityEfficientmovementtocustomerProprietaryassetsOutputsoflogisticsCustomerserviceDemandforecastingDistributioncommunicationInventoryMaterialhandlingOrderprocessingPartsanservicesupportPlantandwhsiteselectionProcurementPackagingReturngoodshandlingSalvage&scrapdisposalTraffic&transportationWh&storageSituationswhichcangiverisetointer-departmentalconflictsLogisticsmixInventory -serviceleveldecisions -materialrequirementsplanningInformation -orderprocessing -demandforecastingWarehousingandhandling -depotlocation(NDC/RDC) -unitizationandpackaging(XDocking)Transport -modechoice -schedulingLogisticsexpenditureInventory–21%Storage–36%Transport–35%Packaging–7%Administration–1%fromILTsurveysof1990sLogisticsEvolutionAchievinganintegratedsupplychainStage1:baselineMaterialflowCustomerservicepurchasingproductiondistributionsalesMaterialcontrolStage2:functionalintegrationMaterialflowCustomerserviceMaterialsmanagementdistributionManufacturingmanagementAchievinganintegratedsupplychainStage3:internalintegrationMaterialflowCustomerserviceMaterialsmanagementdistributionManufacturingmanagementStage4:externalintegrationMaterialflowCustomerservicesupplierscustomersInternalsupplychainLogisticsevolutionarymodelFragmentationEvolvingintegrationTotalintegration196019802000DemandforecastingPurchasingRequirementsplanningProductionplanningManufacturinginventoryWarehousingMaterialshandlingIndustrialpackagingFinishedgoodsinventoryDistributionplanningOrderprocessingTransportationCustomerserviceSupplychainMaterialsmanagementPhysicaldistributionInterfacewithHR&

MarketingFromverticaltohorizontalorganizations

researchManufacturing/marketingfinanceThetraditionalverticalorganizationFromverticaltohorizontalorganizationsThehorizontalorganization–theOstroff/SmithModel

processowners

team

processowners

team

processowners

teamKeyperformanceobjectivesOrdergeneration&fulfillment--ReducecycletimeIntegratedlogistics--ReducecostsCommercializedtechnology--ReducethroughputtimeThemarketinginterface4Psofmarketing:product,price,promotionandplace7Rsoflogistics.Thereisnovalueintheproduct/serviceuntilitisinthehandsofcustomers,i.e.,availabilityincludesdeliveryfrequency&reliability,stocklevel&ordercycletime,etc.Customerservice’sbasicphilosophyisensuringthedesiredproductisavailabletothecustomerwhenrequired.Poorcustomerservicemeans:Foreverycustomerwhocomplains,thereare26elsewhodon’t;Thedissatisfiedcustomertells8-16people;91%ofdissatisfiedcustomerswillnotpurchasefromyouagain;Ifyouattempttoremedythecomplaints,82-95%willremainloyal;Itcostsabout5timesasmuchtoattractanewcustomerasitdoestokeepanoldone.Theimpactoflogistics&customerserviceonmarketingConsumerfranchiseCustomerfranchiseSupplychainefficiencyMarketingeffectiveness

X

X=BrandvaluescorporateimageavailabilityCustomerservicePartnershipQuickresponseFlexibilityReducedassetbaseLowcostsupplierMarketshareCustomerretentionSuperiorROISegmentCustomersBasedonNeedsSegmentationtypicallygroupscustomersbyindustry,product,ortradechannel.Segmentationbasedonserviceneedsallowsacompanytodevelopserviceportfoliostailoredtovarioussegments.One-size-fits-allapproachtoserviceCostsandprofitabilityaveragedacrosssegmentsUnabletogaugelikelyprofitabilityofcustomersNeeds-basedsegmentationofcustomersUnderstandthecosttoserve,predictmarginalprofitabilityforeachcustomersegmentIdentifysegment-specificservicepackageswhichmaximizeprofitabilityIdentifywhichcustomerswillgeneratethehighestlong-termprofitability—Traditional——Opportunities—“Wedon’tfullyunderstandtherelativevaluecustomersplaceonourserviceofferings”Servicebalancedwithprofitability

LogisticsDevelopmentinChinaThenewcompetitiveparadigmisthatsupplychaincompeteswithsupplychainandthesuccessofanyonecompanywilldependuponhowwellitmanagesitssupplychainrelationships.

-fromLogisticsandSupplyChainManagement,Marti