IET 065T0003N Logistik 2

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IET 065/T0003N - Logistik 2

• Lärare
• Anders Sörqvist
• Rum A 526
• mobil 070-33 62 711
• e-mail anders.sorqvist_at_ltu.se
• I90 Industrell logistik
• Volvo (Exjobb), Ericsson, LTU, NyströmCo,
  Avantra, Tarinfo AB, iTid
• Stefan Karlsson
• Rum A525

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Industriell logistik

• Har avslutning på I-linjen
• Tillhör IES-institutionen
• Leds av ämnesföreträdare
• Anders Segerstedt

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Kursutbud

• Logistik 1, grundkurs i logistik
• Logistik 2, fortsättningskurs i logistik
• Industriell logistik, fördjupningskurs
• Industriell logistik, projektkurs
• Operationsanalys, linjär optimering
• Inköp
• Simuleringsteknik stokastiska processer
• Operations Management and Logistics (För
  utbytesstudenter)
• Examensarbete, industriell logistik

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Information

• Informationskällor
• Kurshemsida www.ies.luth.se/log/courses/iet065.ht
  ml
• Mitt postfack i Logistik korridoren.
• Fronter

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Logistik 2

• Kursens mål är
• Att ge en vidare förståelse för de idéer, metoder
  och tekniker efter vilka man planerar, styr och
  kontrollerar materialflöden och produktion
• Innehåll
• Kursen utgör en fortsättning av Logistik 1, en
  djupare insikt ska ges.

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Kurslitteratur

• Kursböcker
• Krajewski. Lee, Malhotra. Manoj, Ritzman. Larry
  (2007), Operations management Processes and Value
  Chains, 8e ed.
• Segerstedt. Anders (1999), Logistik med fokus på
  material- och produktionsstyrning, Liber AB
• Artiklar
• Kompletterande artiklar som kommer ingå i kursen,
  finns på kursens hemsida.

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Examination

• Tenta, 3 poäng (Betygsgrundande)
• Fördjupningsuppgift 2 poäng (U eller G)
• Obligatorisk redovisning
• Löses i grupp om 3 4 personer
• Ett verkligt företag, case med egna antaganden.

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Moment i kursen

• Obligatoriska
• Fördjupningsuppg, Redovisning, 2007-10-18
• Gästföreläsning, ERP-system, 2007-10-10
• Tentamen
• Valfria
• Studiebesök , 2007-10-04

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Operations as aCompetitive Weapon
Chapter 1
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• Trends in Operations Management
• Service Sector Growth
• Productivity improvement
• Productivity Measures
• Global Competition
• Competition not only Based on Quality, Time,
• Rapid Technological Change
• Environmental, Ethical, and Work-Force Diversity
  Issues

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How Operations As a Competitive Weapon fits the
Operations Management Philosophy
Operations As a Competitive Weapon Operations
Strategy Project Management
Process Strategy Process Analysis Process
Performance and Quality Constraint
Management Process Layout Lean Systems
Supply Chain Strategy Location Inventory
Management Forecasting Sales and Operations
Planning Resource Planning Scheduling
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Operations Management is

• The systematic design, direction and control of
  processes that transform inputs into services and
  products for internal, as well as external,
  customers.

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External vs. Internal Customers

• External Customers are those who purchase the
  goods and services.
• Internal Customers are those who receive the
  output of others within the firm. They are part
  of the transformation process.

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Operations Management as a Function
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Processes

• Processes should add value.
• Processes can be broken down into
  sub-processes, which in turn can be broken down
  further.
• Any process that is part of a larger process is
  considered a nested process.
• Each process and each nested process has inputs
  and outputs.

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Internal Value-Chain Linkages Showing Work and
Information Flows
Figure 1.4
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Service Sector Jobs
Figure 1.5
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Manufacturing and Service

• Goods Production
• Tangible
• Can be inventoried
• Low customer contact
• Capital Intensive
• Quality easily measured

• Service Production
• Intangible
• Cant be inventoried
• High customer contact
• Labor Intensive
• Quality hard to measure

Most firms provide both goods and services.
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Operations as a Set of Decisions
Tactical Decisions
Strategic Decisions

• Process improvement and performance measures
• Management and planning of projects
• Generation of production and staffing plans
• Inventory management
• Resource scheduling

• Development of new capabilities
• Maintenance of existing capabilities
• Design of new processes
• Development and organization of value chains
• Key performance measures

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Productivity

• Productivity is the value of outputs (services
  and products) produced, divided by the value of
  input resources(wages, costs of equipment, etc.)

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Global Competition

• Businesses accept the fact that, to prosper,
  they must view customers, suppliers, facility
  locations, and competitors in global terms.
• Most products today are composites of materials
  and services from all over the world.
• Forces that created increased global competition
• Improved Transportation and Information
  Technologies
• Loosened regulations on Financial Institutions
• Increased Demand for Imported Services and Goods
• Reduced Import Quotas and other Trade Barriers
• Comparative Cost Advantages

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Global Competition Disadvantages

• May have to relinquish proprietary technology.
• Political risks.
• Alienate U.S. customers by sending jobs overseas.
• Lower skill levels in some areas.
• Difficulty with cross-functional coordination.
• Harder to produce products and services that can
  compete.

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Other Challenges in Operations Management

• Rapid technological change
• Ethical issues across cultures
• Increasing diversity of the workforce
• Environmental impact issues

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Addressing the Challenges in Operations Management