ก ก
ก ก Part 2
ก
ก
ก V-SERVE GROUP 26-2008 1
Implement Operation 1 2 ภ3 ภ4 22 56 ภ789 5 : (1)
(2)
(3)
(4)
ŕ¸
ภInput or Resources
ŕ¸
ภภProcess or Means
ŕ¸
! "#$%&!ŕ¸
ŕ¸
- "-".
KPI
5 !6
7 ภ;
?@!9& ?> 6% $ !A
5 ?$C&ภ"# !
5 !!
7 ภ5 <=.&
$% B ?> 6% 6!6 !
$% B AภD ?> 6% 7 ; ?@! !
5 7 ! 8 9 :
7 ภ>$
$% B ; ?@!
& ; A >#9
7 ภ?@!9&
6 9?9 B ;&!?> 6% A;% ภ?> 6% &&ŕ¸
ภE A >#9
Outcomes or Objectives
2
Change Management
22ภ6 ภ3 ;9<= ;3 < ŕ¸
1.
Marketing Niches : ภ5 !$ 7 @!FB ภ>5 , ? % !6 97$ภ$@ !
2.
Make to order Production : Having the resources and systems necessary to produce the highest-quality Products or services in the most efficient ways possible
3.
Supply Chain Relationship : ภ? % !A6 =&;@ F9>$ H I<@&8B
4.
Financial Status : The long-and short-term financial health of your company
5.
JB & Organization Implement :3 : ;> ภ2 < 22 ?@
6.
Knowledge Base : Your ability to design and develop new products, service, or technologies
7.
ICT : Information Communication Technology : Paperless , eBusiness RFID, Web server data sharing
8.
Risk Management : ภ5 ภ6 9A?"# ! > ภ7;@!; I ภ3
ภ5 56 ภ6 : < 2<5 ภภ6ŕ¸
3 < ŕ¸
Just in Time Transport Design
Information Flow Design
integration
Zero Inventory Design
Efficiency
Supply Chain Design
Total Cost Reduction
Demand Pull
Design
Lean Production Design
Flexible Process
Market
Time Ultility
Competitiveness Strategy
4
LOGISTICS INNOVATION ภA = ŕ¸
56 ภ3 < ŕ¸
1. Customers Responsive : CRM
2. Speed Base Economy 3. Demand Pull Production 4. Chain Collaborate : SRM 5. Outsourcing Advantage 6.
Reverse Logistics Management
7. Cargoes Distribution Management
8. Customer Satisfaction 9. Price Leader 5
ก5 56 ก
9 : ;9 2 ก 2B C ก 3 < ก
6
Organization Structure
"
ŕ¸
!
Business Sustainable
Company Policy
Competitiveness Logistics Cost Reduction Chain Collaborate Inventory Downsizing Lean Production Reliability Value Busines Synergies Relationship Management Just In Time Best Practice. Make to Order Production Productivity Management
Flow of knowledge , Information , Network , Physical , Colaborate capital
Business Gain.
Goal
Mission
Strategies Action Plan
Top management support best practice throghout an organization nescessary management tool : benchmarking , balance score card , ERP , KPI learning organization human capital support.
7
ภภภ! ! ! ! ! ! !
ŕ¸
# $% # (Strategic Plan direction) ŕ¸
67 (Business Goal management) =ภ% ภ> $ ? > (Performance measurement) ภ!A B ภC> 6 D6 # = ภ(Supply Chain Integration) ภ= $ ?ภภ(Team work Communication)
6M ภ= 6M # (Best Practice Organization) PQ ภ/ S (Management must 100% Pay Attention)
8
ภŕ¸
ภŕ¸
?
Total Logistics Cost reduction ภ" " ภ# $% % % Just in Time $% &
'( ) ภ*+ ,(& ' ภ$% & ภ)ภ$ - Customers Reliability ภ% .,(& ( ภ)ภ$% $& ) $ + (
% ภBusiness Value Added ) $ + (
% ภภ&% & $&ภ'( )ภ% % 'ภ(%/,-& (% , Competitiveness ภภ+ ( #'" 0 ภ#$%# Customers Satisfaction ภ)ภ+1%+& Capacity Building ภ+ 2 ภ9
ภ$% B I 5>?$>ภ?K
% ภ5 ภ6 9?9 B H I<@&B8 I 5>?$>ภ?K
Cost Material Requirement
Price Customers Retention
10
ภ6 ภD66 : : (Cost)
A8L ภ5 ภ8M55 $ 78 <N#!9" $@&ภA >#9;N. ;&!$% B =& 8M55 $@ ! <N#!9" H %$% B ! 8 ภ& % O Cost A8L A =#&!;&!$% B ภ>$ .! 9 8 ภ& % $% 5@ .! "# Real Cost 7 5@ <N#!E9@9"9R 6@ A >#9 % 9ภA8L $% B 9;&! >S T (TC) 6 9" ภH-% >F" ABC Analysis O SRM : Supplier Relationship Management ภ5 ภ6 9? 9 FKภ6R@ 6% H5;&!6 9? A D5 "#? 6 Y "#?B ภE9@? 9 Z [ $ !5B ". ภ"#5 E8 [ H ?@ &=# \ 7 E8?R@ภ%9A ;&!I<@&B8 O Chain Collaborate ภ5 ภ8 ? 8 I - K "#A8L ภS: Win-Win Advantage ภ8 ? ! "#9"8 ?> F>a A8L H %I<@&B8 ภA8L Value Chain O Non Valued Cost Reduction ภ@ 9ภ;5 ภ>5ภ9 "#A8L 6&6&
=& Bottle neck <N#!E9@9"9R 6@ A >#9 (Non Value Added Cost) a H$%7 6> "# @ fYour Cost Are Our Costh 11
ภภ6_ (Price) ภภ6_ = ภ= S ภ! Aภ(Customers Management)
O Price 6=& 6 "#FB ภ>5A? &; $@& Rภ6% I Rภ6% 5 $ ?> H5? !# <=.&a H$%ภA8 " A " ภ6 ;&!6R@7;@!; < R <8 >5 = R : = S R ภ6 5 ภ2R ภภ6 TU9 B 3 T ! . Price 5N! 5 ภ8 ?> F>a ;&!ภ> 5 ภ"#5 $%&! E8 7;@!; H $
O CRM : Customer Relationship Management ภ9"6 9? 9 FK "#A8L Partnership ภRภ6% 5 E8?R@ภ5 ภ6 9?9 B % 6 7 $% B A =&# !5 ภภ7 ภA8 "# ;@ ? 7 ภ>ภ"#A8L A >i (Service Excellence Flow) O Business Synergy ภ"#&!6KภFB ภ>5? 9 Z Rภ6% A;% 9 ?R@ภA8L B% ?@ FB ภ>5 5 A8L 8M55 $@&6 9? A D5;&!ภ5 ภO Price Leadership ภ5 ภ$% B a H$% 6 "# ! 5 ?@! H %Aภ>
B a FB ภ>55N! = & R@ ?a R% % 6 "#$# (Price Leader) 7 6!ภH % >ภ"#A8L A >i (Service Value) <N#! A8L 5B
9 FB ภ>5H 8M55B $%&!ภE8H %ZN!5B ". 12
D66 ;9 ภ;9 =R: 3 ภ6 ภ<= 5 R : 5 < O Goods & Material Flow ภE =# & @ !9"8 ?> F>a 7 O O
Just in Time ;&!?> 6% .!ภA6 =#& % 5 AภD 7 ภภ5 $ .!7$@ $% . 5 ZN! Rภ6% 5 ? 9 Z? % !6 9A-=#&9 # "#A8L Reliability Chain Service Value ภ5 ภE =# ;&! >ภ"#9" ภS: 7 A8L A >i5 E8?R@ Value Chain Information Flow ภ5 ภH %;%&9R ;@ ? 9"ภA-=#&9I ! ?=#&? H I<@&B8 A =#&H %? 9 Z? ? B ภ>5ภ9 % I 5>?$>ภ?K H ภ$% B 7 A >#98 ?> F>a ;&!ภภ$@ !\H I<@ &B8 9ZN! H %9"ภ- "-". "#9"8 ?> F>a 9 ŕ¸
A > ;&! @ ! 7 &!6Kภ$@ !\ 13
Managing Inventory ภ"ภ% % ภภ(Inventory Management) ภ= S ภ!ภ! S $ ? ! =ภD ภ! ภภ`! ภa $ ? ภ> ! b c ภ$ ? ? > ภC> 6 ŕ¸
14
WHY.. Logistics?? E9FB ภ>5?9 H 9@5N!$%&!9" I 5>?$>ภ?K Admin Cost, 2.30% transport cost, 7.80%
inventory cost, 8.90%
Transport Cost 41% Inventory Cost 47%
ภ$& GDP #&%H 17.2-19% ภ$& &"# 12-15% 15
Balancing Inventory Management ภภภS c ภ% ? ภb 67 ŕ¸
? 6M 6_ c = ! D ? =$ ภ= ภ! A> S > > (Expense) D > > 6M = (Current Asset) 01% $ % ' Q ภ' % % $ภ&%+ "ภ' % % & '( " ,(&% ภ% % ' ( ภ$% $& ' $& &% +1% 1ภ$ % H $ .$ '( ภ# #&%& ภ16
6M ภ= 1. Achieving Economies of Scale ภ6 ? ภS ภ0,& &% % % % ' Q ภ'( 'ภ"ภ" . R " ภ# " 2. Suppliers Balancing ภภS C ภ$ % ภ'( ภภ#&%/ ++ && /$ &
$% $& Q '( S T % % &% ' % % U '( 3. Seasonal Stock i Aŕ¸
'( &% 'ภV")ภ,& 'ภ.$ % 1(%.$ % "#&% & W ,& Q ภภX&ภH +,(&# *+ .$ % Rภ%& $ % 17
6M ภ= 4. Speculative Stock = ภ`! ภภ` ŕ¸
D % % '( ภ" ภภภ%ภH ภ'( # &%ภภ+ ภU &%ภ#&% )ŕ¸
5. Buffer Stock > ภ% S Q U#&% % % ' ( ภ" ภ-% #&%YZ "ภ'( 'H [&%ภH $ $ & -% ภ&%ภ#&% )ŕ¸
'( 'ภ6. Stock for Stable Production ภภ`! ภ% D > ? ภ% %/1%( ภ" ภ-% #&%YZ "ภภ'( ( & $% $& \ +ภ%% '( $& ,(&% ภ$& ภ" ภ" $& ภS #&% %% (Economy of skill labour) 18
ภaB? = ภ`! (Junk Inventory) ! ! ! ! ! ! ! !
Reject cargoes ภAŕ¸
Damage cargoes = Out of date goods Slow move cargoes C b ภ$ > Sleepy cargoes D > D Scrap & waste cargoes #aC ภ/S = Cargoes on paper =$ > ! p =$ > D > = Non value cargoes D > = ($ > ! p = = A > ) 19
ภ? ภ> =6 ? c r Srb A>ภ! ภภ$ ? ? > 6 $ ? 6 Cr ภ= S ภ! > S ? ? ภ! ? ? ! (Distance & Lead Time Utility) ภ=
=
S t =
20
Inventory Management Principle.
â&#x20AC;&#x153;Keep in mind.. Inventories does not current asset but there are your costâ&#x20AC;?
21
ภ5 : ภ2 <: 789 4 B ภ5 : 56 ภภ^ B
â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘ â&#x20AC;˘
ภ? % ! F9>$ FB ภ>5 % ภ> 5 ภI<@&B8 (Alliance in Supply Chain) ภ?Z 8 ภ?@!9& ?> 6% 7 $ !A (Just in time management) ภ5 H %9"ภ> 5 ภภ; ?@!?> 6% % ? ? A iI 5>?$>ภ?K ภ$% B Z=&6 &!?> 6% 6!6 ! (inventory carrying cost management) 22
Less transport cost Less inventory cost
Cost Push
Origin Source
A
B
Consumption Source
C
=< ก;9 =ก 2ก 6 ก 56 ก
23
Your cost + My cost = our cost TANIT SORAT
Sell
Production
Sell
Production
Buy
Sell
Production
Buy
Defect Pull
Buy
1
ก S> C> 6 c ก ก Supply Chain Relationship Model
2
uChain Synergy Modelv ภภ!A B ภ> C> 6 $ ? 6 ? c > ภChain Synergy
MRP : Material Requirement Planning
JIT Best Practice
Suppliers
Make to Order Production
Service Movement
JIT Best Practice
DRP : Demand Requirement Planing
Customers
Goods & Material Movement Buffer Stock
;9 : (2007) 24
Information Movement
Buffer Stock
3
ภB FKภH-% ภ>$7 E9@9?" $C&ภStockless Manufacturing Model Demand Pull System Material Planning low
Inf ti ma
a ti o nF
or
Inf
Suppliers
Raw Material
Just in Time Delivery
w Flo
orm
on
Stockless Purchasing
Distribution Planning
Make to Order Production
Eliminate Bottle Neck
JIT
Finished Goods
Customers
25
Managing Zero Stock ภ5 ภ?$C&ภ?> 6% A8L iR K6 5 9"ภA > ภ& E % !
Forecasting and Modeling.
Procurement Planning.
Warehouse Planning and Systems.
Production Management Plan.
Logistics Systems.
Distribution Planning.
7 ภC 5 ภ4 > ภ6 T8 S
> 5 22<5 <: > ภ>5
22 56 ŕ¸
> ภภ6 <:
26
4
â&#x20AC;&#x153;JIT Modelâ&#x20AC;? ภ$% B ?> 6% 6!6 ! % ภ?@!9& 7 A JIT has transformed manufacturing. Just in Time (JIT) manufacturing method upstream toward suppliers. One of the key elements of the JIT Excess inventory throughout the production process by timing the movement of materials to each workstation to arrive. 27
TANIT SORAT
s Right Time
Right Place = = ภRight Quantity 6 B ภA Right Quality Bc = ภRight Price ? JIT = Speed Base Economies TANIT SORAT
28
ภ5 : 56 ภ<= 6 9 : 6 ŕ¸
ภ4 ภ5 56 ภ3@: = ภ5 ภ6 9?9 B ;&!$% B ?> 6% 6!6 !ภ6@ ; ?@! Balance costs between transport & inventory
Transport Cost
Inventory Cost Balancing
(41%)
(47%) TANIT SORAT
5
ภ?> 6% 6!6 ! % ภ?$C&ภ?@ Aภ> Buffer Time Model JIT Point
A
B
Lost in Cost
Lost in Sale
Early Time
Late Time Day / Time
Surplus Stocks
Buffer Time Point
Short Stocks
"#9 : F >$ I? $ K (2007) TANIT SORAT
30
ROP
Qâ&#x20AC;&#x2122;ty / 8 >9 :
Buffer Stock
Level
6
EOQ Model ภ? ! ภx ภ> ภSafety stock canyt eliminate stock outs
Time / A
Lead Time
Lead Time
Long Lead Time
Time ROP : Reorder Point
31
EOQ : The Economic Order Quantity ภC b 6 B = 6 ? > b r 6 BภC b = ภD =ภ6 ? # B # $ ? r ภภB ภS Aภc S
ภb DSS ? ? (Distance) $ ? DSS ? ? ภ> ! (Lead Time) $ 6 6M 6 BภC b $ > ? b (Order Quantity) 32
TANIT SORAT
EOQ Inventory Dowzing r 6M S ภภS ภ(Holding Cost) > 6 B = > $ ? 6 ? = ภC b $ > ? (Economies From Order Quantities) TANIT SORAT
33
The EOQ Model Cost
Total Cost
EOQ
rke a M
e ric P t
Demand Used
0
Qâ&#x20AC;&#x2122;ty
TANIT SORAT
34
ก ก EOQ D >D r
ก = $ >$ ` r 6 Bก C b = 6 ? = > ก > ! $ > ? b
TANIT SORAT
35
7
VMI : Vendor Managed Inventory Model ภ5 h ภ:= ภ6 ภ=5 2= A 26 ภ<B <: ภ> 5 ภ"#9"ภ8t>?9 FKA->! R : ภภ6R6@ % H I<@&B8 H ภS: "#5 H %9"ภ?@!9& $ZB > "# A8L Daily made to order H %A8L % ";# &!6R@6 % "#A8L Vendor 5 $%&!A8L R% > 5 ภ?> 6% 6!6 !H ?@ ;&!$ A&! <: ; 9 2 R: 3 ภ>5 3@ R: ภi23 <5 <: 36
ภ" % %" VMI 1. Srb ? != Supplier List (Vendor) 2. VMI Providor | ? 6M %A 6 ? ? > ภ% ภ! Vendor $ ? LSP 3. VMI ?
= 6M Buffer Stock | ? $ %A % = $ ?#A ภ?
4. VMI ? 6M %A ! $ ? ŕ¸
$ ? ภ> ! S D6 ภ% ภ! ภ% 5. ! b VMI ?
= ภ! Back Haul / S > = 6 > $ ? Milk Run ภ!%A % 37
Customers
Suppliers1
Just in process delivery
Manufacturer
Suppliers List
Suppliers2
VMI Provider
Suppliers3
Document Process Production Planning
Daily Supply
Back Haul (Outbound)
Direct Supply
8
Just in Time Process Delivery ภ5 ภA 7 5 $ZB > H %A;% E8H 7 ภภ>$I $ !
VMI Warehouse Re-Palletize Re-Package Items Selection 38 Value added process
Real Time Production
Inflow of Raw Material Stockless
Outflow of Finished goods End Sources
Original Sources
9
Kanban Model Delivery JIT 22ภ2 22ภ2 (Kanban)
Stockless
Real Time Delivery Chain Collaborate Information Flow Responsiveness
;9 : (2007)
TANIT SORAT
39
Kanban Method ภ> !$!!ภ! ! 6M ?!!ภ% Cr =ภภ6 B ! = ! S $ > ? > ภ!6 B = ? > ! $ > ? ,& ! ! ?% $ ?% ? > !
` A6 Aภ/1(% $% $&ภ" U % % -% 0 " , $ % ) ! Kanban Philosophy Q "" .m ภ$& ,(& ' (% /,-& 'ภภ" $% & # H ภ" % " H $ &% $ # H ภ% #&% Kanban 1%H $ ' -% 0 " % % % % Kanban 0,& Q ภ"ภ/$&
& )$ " )% " " S $ %o/1(%& )$ /$&
&% 'ภ+ 2
ภH )$ " '(ŕ¸
40 TANIT SORAT
Raw Material Inflow
Just in Sequent Time Delivery
Production Line 2
Stockless
Finish Goods Out Flow
End Customers
Production Line 1
Stockless
Batch Processing
Supplier Sources
10
Lean Pull Production Model ภ>5 225;
Production Line 3
Production Line 4
;9 : (2007)
TANIT SORAT
Just in Time Delivery
41
Just in Sequent ภ$% & # H ภ1. 6M ?!!ภ> ! = S D6 ภ% $!! Lean Production 2. 6M ?!! = = Value Chain $!! = ~ A D6 A> Reliability Value 3. ? =ภ6 ? b ภ! Vendor ภ% LSP ? S D6 ?!!ภ% $ > ? ภ% $ ?
$!!D > =S -D > = ภ4. ?!!ภ> ! > =b ? 6M ภ% $!! Stockless Production 42
Lean pull Method Strategies ภ> !$!! = ?!!ภ6 = $6 ภ% = > $ ? > > ภ6 ! 6 = ? =ภ! ภ=ŕ¸
6M ภ> $ ? !% ! > ภ? !! !! p b = (Flat Organization) ?!!S = ? =ภA $ ? ภ! = =6 ? c S $ > ? > C> 6 6 ?ภ> ภTANIT SORAT
43
ภ>$7 " Lean Paradigm Partnership Pull System A8L ภA % 8 ?> F>a ;&!ภ>$ "#A8L ภ$> A =#&?@!9& ?> 6% H % Rภ6% 7$@ 5 $%&!& i 6 9? 9 FKH ภS: "#A8L F9>$ A->!FB ภ>5 .!ภRภ6% 7 6R@6% Lead Time Reduction Aภ"# ;%&!ภภ8 8 B!8 ?> F>a ;&!ภ? &!$& a H$% ?> 6% 6!6 ! "# %& "#?B ! . ภ> 5 ภ-@ !A ;&!ภ& ?> 6% 5N!A8L 8M55 "#? 6 YH ภ"# ภB @ ! .!a H 7 a &ภ&!6Kภ5 $%&!9"ภ!7 ภ$> @ 9ภInformation Integration ภ5 ภ" 5 Aภ"# ;%&!ภภA-=&# 9I !;%&9R ;@ ? ;&! @ ! @ !&!6KภH ภ?> 6% 6!6 !7 $% B ; ?@! @ 9ภSupply Chain 6 9? 9 ZH ภ5 ภH %7$@ @ ! .!a H 7 a &ภI<@ &B8 $@ !$%&!9";%& Rภ9 @ 9ภH ภA > ภF ภ>5$ 9 "#E %9"ภ$ภ!Aภ"# ภภ?@!9& ?> 6% $ !$ 9A 7 A!=#& E; <N#!$@ !E %$ภ!ภJIT Delivery 8 ภ& % Right Time , Right Place , Right Quality ,Right Quantities, Right cost ภ"7# $@ @ ! $@ ! N 9 # H ;%&$ภ!;&!ภ?@!9& 7 Just in Sequent Time ?@! H %E9@9" =&Aภ=& E9@9"?> 6% 6!6 ! 44
Value Chain Innovation
45
Lean Production A8L ภ$> I H %9"?> 6% 6!6 ! %& "#?B
Demand Pull Production ภ>$A9=#&9"H ? #!<=.&7 ภA ?@!9& "#7 @ & E9@H-@ภ$> 8 Aa Make To Stock Supply Chain Best Practice ภ" # I<@&B8 "# A8L A >i 9 H-% 5 ?@! H % BภFB ภ>5 "#& R@H ภภI<@&B8 I 5> ?$>ภ?K % 7$@E %8 I - K .!?>. Economies of speed production ภ$> z 7 @!6 9 A D 7 $ !A Reliability Value ภ5 ภH %Aภ> 6 9A-=#&9 # A->!6B:6@
ภ5 ภ?9 H 9@7 " H ภ$% B I 5>?$>ภ?K 1.
(Hierarchical Structures)ภ(Flat Structure) .
ภ/012 ภ3 4 56 257/ /0 4 8 5
2. 5 5ภ2 ภ: 3 ภ: 3 : ภ(Push production) 7/ ภ: 3 . (Pull Production) 3. AB 3 3ภC 1 1 D/07 A 05/ E F ภ4. ภ57AHCH7 ภ3 7 / 4ภ25 ภ4 I4 7 / 4 0 ภ0
EภJ K6 0 4 Lภ/ 1 5 5 4
46
11
â&#x20AC;&#x153;Logistics Transportation Efficiencyâ&#x20AC;?
?!!S > = =6 ? c ? 6M ภDภ= ! > ภภภS b = A
D6 ภภEnergy Save Choice Space & Time Utilize GPS Line Watching Leak & Lost Protection 47
Balance costs between transport & inventory
ภ$% B I 5>?$>ภ?KA8L ภ5 6 9?9 B ;&!6@ ; ?@!ภ?> 6% 6!6 !
Transport Cost
Inventory Cost Balancing
(41%)
(47%) TANIT SORAT
48
Back Haul Transport Model ภ> ; ?@!A "# A8 @
; ?@!A "# A$D9 Revenue
<= 5
; ?@!A "# A8 @ Cost
â&#x20AC;&#x153;Triple oil priceâ&#x20AC;? 49
TMS Model ภ; ?@!A "# A8 @ A =#&ภ8 $% B ; ?@! Customers 5Bภ<:
8 E % 6 > ? ?!@
TMS
Shippers >B:>5
Transportation Management System
$ZB
> ŕ¸
Suppliers T 775
50
ก ก A := 22 = ; (GPS)
4 R A
A R A ก k <= i=R A
51 TANIT SORAT
ก 5 ก 3@:75 ก k =5 5 <= i=
ก < 89 2
ก 2 < 89
52 TANIT SORAT
GPS ก =6 2 : ก = 9 A 789 ก4 : ;9 75
: ก = 9 A ก
: ก = 9 A ;9 : =6 2 53 TANIT SORAT
12
Outsourcing Model # ภ! ภS %A ! ภc ภEconomies of Scale R87 Aภ@
R87 8M55B
R87 & 6$
>? i K Management Vision
Push Idea
Pull Idea
Gain Win/Win
8 I - K @ 9ŕ¸
I Company Policy
Customers Center
Chain Collaborate
ภ@ 99=&H I<@&B8
Fภ>5 Mission
Production Center A % >$9 ภHigh Inventory ?$C&ภ?R!
8t> $>ภAction
High Asset >S A&! Bภ& @ !
Low Inventory Low Asset
Zero Stock Management High Outsouces Service (LSP)
ภ5 ภ?$C&ภA % ภH-% >ภ;&! LSP
54
u6_ $ > ก 6 ? !
` ก ก A> = S ! a ก ! ก S S r > ก
> ก ! S> C> 6 | ? 6M > ก D > > 6M = A> v 55
Logistics Supply Chain Best Practice Strategic ภC> 6 ภ6M ภS ภ1. 2. 3. 4. 5.
Internal Improvement ภ6 !6 c ภ=ภ6 !6 ภc Collaborate Network Chain ภภ$ ,& ,&#$ #&% / ++ && Customer Service Establishment 'ภ" -% ภภ)ภ+,(& ภ" ภ% ภ# & ) -% S ภ)$
Communication Linkage ภ.,(& % ภ,(& $ &% ภ-% \ \ &ภ/$&
Business Strategic Plan &% Q % ภSU Q R #&% S T 56
@ ;9 :6 กก 4 ก5 56 ก 3@:3 < ก
1. 5 A H ก ; ?@!7 ?@!9& ?> 6% $ !A 2. 5 $% B I 5>?$>ก?K .! % ?> 6% 6!6 !7 6@ ; ?@! ?> 6% I A~ H ?a $% B . 9 ?R! 3. 5 ก ?RYA?" I&ก ?5 กก A?" Rก6% 4. 7 9 ;" 6 9? 9 ZH ก 7;@!; H ? ก 5. 7 9 8 ?> F>a 7 8 ?> F> H ก A;% ZN!$
6. 7 9 Rก6% 7 ก E & @ ! #! = H %ก FB ก>5 57
Why Logistics Strategy are fail. E9ภ5 ภB FKI 5>?$>ภ?K5N! %9A ! Organization & culture structure. $ ? ~ S ภ= D > b
/ =ภ> b ! $ ? ! Communication fail build resistance. ภ= D > = ! Used package management. ?!!ภภ!` ` ! Non flexible personal. D > > / = iaÂ&#x201A;=$ >6Â&#x192; ! D >D ! Too many change in a short time. ! Lack of top management support. S ภ! ภ%A ! / % 6 ? !C ! Lack of skill training. S ภa?ภ!
58
ภp$ $ >
` ŕ¸
ภภLogistics Strategic Key Achievement ! ! ! !
Supply Chain Collaborate $ ,& /$&
Economy of speed " ภShort Lead Time Management ภ" ภ$% & JIT Demand Responsiveness ภ&% $& &%ภ)ŕ¸
! Reliability & Trust ภ% .,(& ( ! Total Cost Efficient \ +#&% $ ภ! Information Network ,&#$ # & ) #$ 59
END PART 2 60