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REVERSE LOGISTICS

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REVERSE LOGISTICS Henrique Mendonca Bouchra Mrabet Daniel Restrepo Mario Velez Definitions Logistics (Forward) Process of planning, implementing and controlling ... – PowerPoint PPT presentation

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Title: REVERSE LOGISTICS


1
REVERSE LOGISTICS
  • Henrique Mendonca
  • Bouchra Mrabet
  • Daniel Restrepo
  • Mario Velez

2
Definitions
  • Logistics (Forward)
  • Process of planning, implementing and
    controlling the efficient, cost-effective flow of
    raw materials, in-process inventory, finished
    goods and related information from the point of
    origin to the point of consumption for the
    purpose of conforming to customer requirements
  • - Council of Logistics, 1988 -
  • Reverse Logistics
  • Process of planning, implementing and
    controlling the efficient, cost-effective flow of
    raw materials, in-process inventory, finished
    goods and related information from the point of
    consumption to the point of origin for the
    purpose of recapturing value or proper disposal
  • - Rogers and Tibben-Lembke -

3
Reverse Logistics Activities
  • Handling of returned merchandise
  • Damage
  • Seasonal inventory
  • Resell via outlet
  • Salvage of outdated products
  • Stockbalancing returns
  • Recycling and reuse
  • Material reuse
  • Remanufacturing / refurbishing
  • Hazardous materials disposition

4
The Reverse Logistics Process
Source http//www.rlmagazine.com/img/edition04_up
s.jpg
5
Size of Reverse Logistics
  • Reverse logistics costs in the United States are
    estimated to be approximately 4 of total U.S.
    logistics costs
  • - ROGERS, D., Reverse Logistics Challenges, 2002
    -
  • - Roughly 47 billions in 2006
  • It is estimated that reverse logistics costs
    account for almost 1 of the total United States
    gross domestic product
  • MOORE, R., Reverse logistics The least used
    differentiator, 2006.
  • - Roughly 132 billions in 2006
  • The Center for Logistics Management at the
    University of Nevada conservatively estimates
    that 6 of all goods may be returned, but
    concedes that the true number may be closer to
    8
  • MOORE, R., Reverse logistics
  • The least used differentiator, 2006.

6
Return Percentages
Source Rogers and Tibben-Lembke, Going
Backwards Reverse Logistics Trends and
Practices, 1998
7
Publishing Industry
  • Highest rate of unsold copies (28 on average)
  • Growth of large chain stores More square footage
    requires more books
  • To secure a prominent display in superstores,
    publishers must supply large quantities of books
  • Superstores sell less than 70 of books they
    order
  • Shorter shelf life

8
Computer / Electronic Industry
  • Shorter life cycles
  • Approximately 325 million PCs became obsolete in
    the US between 1985 and 2005
  • Opportunities to reuse and create value out of a
    nearly omnipresent asset
  • How to recover and reuse materials contained
    within E-waste?
  • Lead, copper, aluminum gold, plastics and glass
  • E-waste includes computers, televisions, cell
    phones, audio equipment and batteries
  • Remanufacturing of toner cartridges 12,000
    remanufacturers, employing 42,000 workers, sell
    nearly 1 billion annually

9
Automotive Industry
  • Three primary areas
  • Components in working order sold as is
  • Other components, such as engines, alternators,
    starters, and transmissions are refurbished
    before they can be sold
  • Materials are reclaimed through crushing or
    shredding
  • Automotive recyclers handle more than 37 of the
    nations ferrous scrap
  • Remanufactured auto parts market is estimated at
    34 billion, annually

10
Retail Industry
  • Profit margins are so slim that good return
    management is critical
  • Returns reduce the profitability of retailers
    marginally more than manufacturers
  • Returns reduce the profitability of retailers by
    4.3
  • The average amount that returns reduce
    profitability among manufacturers is 3.80

11
Forward vs. Reverse Logistics
12
STRATEGIC USE OF REVERSE LOGISTICS
  • Reverse Logistics as a Strategic Weapon
  • Many firms have not yet decided to emphasize
    reverse logistics as a strategic variable.
  • The handling of reverse logistics challenges is
    an strategic capability.
  • Reverse logistics is strategically used to
  • Reduce the risk of buying products that may not
    be hot selling items.
  • Increase the switching costs of changing
    suppliers.

Source Rogers and Tibben-Lembke, Going
Backwards Reverse Logistics Trends and
Practices, 1998
13
STRATEGIC USE OF REVERSE LOGISTICS
  • Competitive Reasons
  • Liberal return policies over the last few years
    due of competitive pressures.
  • Taking back unwanted products or products
    customers believe do not meet needs.
  • Good Corporate Citizenship
  • Use reverse logistics capabilities for altruistic
    reasons, such as philanthropy.
  • These activities enhance the value of the brand
    and are a marketing incentive to purchase their
    products.

Source Rogers and Tibben-Lembke, Going
Backwards Reverse Logistics Trends and
Practices, 1998
14
STRATEGIC USE OF REVERSE LOGISTICS
  • Clean Channel
  • Clean out customer inventories, so that they can
    purchase more new goods.
  • Fresher inventories can demand better prices,
    which in turn, protects margin.
  • Recapture Value and Recover Assets
  • Large portion of bottom-line profits is derived
    from asset recovery programs.
  • Profit derived from materials that were
    previously discarded.
  • Legal Disposal Issues
  • As landfill fees increase, and options for
    disposal of hazardous material decrease, legally
    disposing of non-salvageable materials becomes
    more difficult.

15
STRATEGIC USE OF REVERSE LOGISTICS
  • Operational Factors in Reverse Logistics Systems
  • A holistic view of reverse logistics is essential
    for a profitable and sustained business strategy.

Source Dowlatshahi S. Developing a theory of
reverse logistics. Interfaces May/Jun 2000
16
REVERSE LOGISTICS CHALLENGES
  • Retailer Manufacturer Conflict
  • Inefficiencies that lengthen the time for
    processing returns
  • Condition of the item
  • Value of the item
  • Timeliness of response
  • They have to develop a working partnership to
    derive mutual benefit.
  • Problem Return Symptoms
  • Lack of information about the process.
  • If you arent measuring it, you arent managing
    it.

Source Rogers and Tibben-Lembke, Going
Backwards Reverse Logistics Trends and
Practices, 1998
17
REVERSE LOGISTICS CHALLENGES
  • Cause and Effect
  • Poor data collection leads to uncertainty about
    return causes.
  • Improving the return process decreases costs.
  • Being able to see defective products and to track
    return issues.
  • Reactive Response
  • Government regulation or pressure from
    environmental agencies .
  • It has not been possible to justify a large
    investment in improving reverse logistics systems
    and capabilities.

18
BARRIERS TO GOOD REVERSE LOGISTICS
  • Numerous barriers to good reverse logistics exist
  • Management inattention and the lack of importance
    of reverse logistics.
  • Corporate strategy for handling returns and
    non-salable items.
  • Legal issues do not appear to be a major problem.
  • Companies can not continue to overlook the
    necessity of good reverse logistics management.

Source Rogers and Tibben-Lembke, Going
Backwards Reverse Logistics Trends and
Practices, 1998
19
Key Reverse Logistics Management Element
  • Avoidance

Goal design its merchandise and systems in a
manner that will minimize returns since the
impossibility of fully prevent customers from
sending purchased products back
Preventive Measures
  • To increase Quality minimize returns by
    defective products
  • Return agreements with retailers / distributors
  • Customer Service providing toll-free numbers
    that customers can call before returning products

20
Key Reverse Logistics Management Element
  • GATEKEEPING

The screening of defective and unwarranted
returned merchandise at the entry point into the
reverse logistics process Rogers, Dale, and Don
Tibben-Lembke
The Nintendo example - Rebate retailers if
they register the game player sold to the
consumer at the point of sale -
Nintendo/retailers can determine if the product
is under warranty, and also if it is being
returned inside the allowed time window - The
impact from this new system on their bottom line
was substantial 80 drop in return rates
21
Key Reverse Logistics Management Element
  • Compacting Disposition Cycle Time

Goal to reduce the amount of time to figure out
what to do with returned products once they arrive
  • Important to know beforehand what to do with
    returned goods
  • When material often comes back in to a
    distribution center, it is not clear whether the
    items are defective, can be reused, or
    refurbished, or need to be sent to a landfill
  • The challenge of running a distribution system
    in forward is difficult employees have
    difficulty making decisions when the decision
    rules are not clearly stated and exceptions are
    often made

22
Key Reverse Logistics Management Element
  • Reverse Logistics Information Systems

One of the most serious problems that the
companies face in the execution of a reverse
logistics is the dearth of a good information
systems. To work well, a flexible reverse
logistics information system is required.
  • The system should create a database at store
    level so that the retailer can begin tracking
    returned product and follow it all the way back
    through the supply chain
  • Information system should also include detailed
    information programs about important reverse
    logistics measurements, such as returns rates,
    recovery rates, and returns inventory turnover
  • Useful tools such as radio frequency (RF) are
    helpful. New innovations such as two-dimensional
    bar code and radio frequency identification
    license plates (RFID) may soon be in use
    extensively

23
Key Reverse Logistics Management Element
  • Centralized Return Centers (CRC)
  • Consistency in disposition decisions and
    minimizations of errors
  • Space saving advantage for retailers who want to
    dedicate as much of the shop floor to salable
    merchandise as possible
  • Labor cost reduction due to specialization, CRC
    employees can typically handle returns more
    efficiently than retail clerks can
  • Transportation cost reduction empty truckloads
    used to pick up return merchandise
  • A selling tool the easy disposition of returned
    items represent can be an appealing service to
    retailers, and may be a deal-maker for obtaining
    or retaining customers
  • Faster disposition times it allows the company
    to obtain higher credits and refunds stay idle
    for smaller periods of time, thus losing less
    value
  • Easier to identify trends in returns an
    advantage to manufacturer who can detect and fix
    quality problems sooner than if these returns
    were handled entirely by customer service
    personnel

24
Key Reverse Logistics Management Element
  • Zero Returns
  • A program where the company in question does not
    accept returns from its customers. Rather, it
    gives the retailer an allowable return rate, and
    proposes guidelines as to the proper disposition
    of the items. Such policies are usually
    accompanied by discounts for the retailer
  • It passes the returns responsibility onto the
    retailer, while reducing costs for the
    manufacturer or distributor
  • The drawback the manufacturer losses control
    over its merchandise

25
Key Reverse Logistics Management Element
  • Remanufacture and Refurbishment

The advantage to using reworked parts is felt
through cost saving
  • Five categories of remanufacture and
    refurbishment

Make the product reusable for its intended purpose
Retrieving reusable parts from old or broken
products
Reusing parts of products for different purpose
1) Repair 2) Refurbishing 3) Remanufacturing
4) Cannibalization
5) Recycling
26
Key Reverse Logistics Management Element
  • Asset Recovery

Asset recovery is the classification and
disposition of returned goods, surplus, obsolete,
scrap, waste and excess material products, and
other assets, in a way that maximizes returns to
the owner, while minimizing costs and liabilities
associated with the dispositions Rogers, Dale,
and Don Tibben-Lembke
the objective of asset recovery is to recover as
much of the economic (and ecological) value as
reasonably possible, thereby reducing the
ultimate quantities of waste. Rogers, Dale, and
Don Tibben-Lembke
  • This is a good cash generating opportunity for
    companies who can sell these goods that would be
    otherwise end up in landfills

27
Key Reverse Logistics Management Element
  • Negotiation
  • Negotiation is a key element for all parties of
    the reverse logistics process. Because of the
    inherent lack of expertise on product returns,
    negotiations usually are informal and approached
    without formal pricing guidelines. Firms often do
    not maximize the residual value of returned
    product
  • Financial Management
  • Probably the most difficult part of reverse
    logistic and also one of the most important
  • Returns are sometimes charged against sales.
    People in the sales department may tend to fight
    returns and delay them as much as possible.
    Furthermore, accounts receivables are impacted by
    returns
  • Outsourcing
  • Reverse logistic is usually not a core
    competence of the firm. In many cases, however,
    it makes more sense for the firm to outsource
    their reverse logistics functions than keep those
    in-house.

28
Reverse Logistics and the Environment
  • Environmental considerations have a greater
    impact on many logistics decisions.
  • For example
  • Many products can no longer be placed in
    landfills
  • Firms forced to take back their products at the
    end of their useful lifetime.
  • Decrease of landfill availability and increase in
    Landfill costs.

29
Green Logistics and Reverse Logistics
  • Reverse Logistics refers to all efforts to move
    goods from their typical place disposal in order
    to recapture value.
  • Green Logistics refers to minimizing the
    ecological impact of logistics, for example,
    reducing energy usage of logistics activities and
    reducing usage of materials.

30
Landfill costs and availability
  • There is a shortage of landfill space
  • Prices of landfill usage have been rising.
  • Considering the rate at which Americans generate
    waste, landfill alternatives must be developed.
  • New ways are considered to prolong the lives of
    existing landfills by reducing the volume of
    material that goes into them.
  • The reduction in material sent to the landfill
    can be achieved through recycling, composting and
    incineration.

31
Disposal Bans and Reverse Logistics
  • Products are banned from being placed in a
    landfill either because they present a health
    risk, example the cathode ray tubes (CRTs) in
    computer monitors, or because they take up too
    much space.
  • Products banned from landfills are motor oil,
    household batteries, household appliances, paper
    products, tires, and some medical and electrical
    equipment.
  • Product ban represents a new reverse logistics
    opportunity.

32
Product Take-Back
  • A number of societal changes regarding the
    environment are having a profound impact on
    reverse logistics.
  • Firms are forced to take their products back when
    they are banned this benefits the firms in two
    ways. They reuse the products and recapture their
    value. The firm is exposed as an environmentally
    friendly company.

33
Product Take-Back
  • Companies have begun to examine new ways to
    regain value from products once they have reached
    the end of their useful lives.
  • Companies have begun to realize the potential
    marketing benefits of a take-back program.

34
Product Take-Back
  • Many companies such as Compaq, Hewlett-Packard,
    and Xerox have adopted the Extended Product
    Responsibility (EPR) program. EPR focuses on the
    total life of the product, looking for ways to
    prevent pollution and reduce resource and energy
    usage through the products life cycle.

35
CONCLUSIONS
  • More firms will give considerable attention on
    reverse logistics
  • Efficient handling and disposition of returned
    product can make a competitive difference.
  • Excellent reverse logistics practices add to the
    companys bottom line.
  • Aspects to reduce the cost of reverse logistics
  • Improved Gatekeeping technology
  • Partial returns credit
  • Earlier disposition decisions
  • Faster processing / shorter cycle times
  • Better data management

36
CONCLUSIONS
  • Within reverse logistics, maintaining the
    environment and making profits are complementary.
  • Fewer disposed products can benefit companies and
    the environment.
  • Alternate uses of resources by extending
    products normal life cycles.
  • Cost effective and ecologically friendly
    solutions.
  • Video

http//www.youtube.com/watch?vLh5Vft8Q0FY
Reverse logistics is not simply a matter of
driving the truck the opposite way.
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