Trends and Strategies in Global Logistics Networks II. Annual Expo and Conference Logistics in Serbia Belgrade, the 5th of June 2012 Alfonz Antoni ELA vice-president, member of Slovenian Logistics Association - PowerPoint PPT Presentation

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Trends and Strategies in Global Logistics Networks II. Annual Expo and Conference Logistics in Serbia Belgrade, the 5th of June 2012 Alfonz Antoni ELA vice-president, member of Slovenian Logistics Association

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Title: Trends and Strategies in Global Logistics Networks II. Annual Expo and Conference Logistics in Serbia Belgrade, the 5th of June 2012 Alfonz Antoni ELA vice-president, member of Slovenian Logistics Association


1
Trends and Strategies in Global Logistics
NetworksII. Annual Expo and Conference
Logistics in SerbiaBelgrade, the 5th of June
2012 Alfonz AntoniELA vice-president,
member of Slovenian Logistics Association
2
Scientific directors and international partners
of the survey
3
Questioning duration
57.200 minutes 953 hours
4
Data basis
n 1008
all figures in
5
Global LogisticsThe globalisation is
irreversible and still progressing. Logistics
is more and more impacted by Mega Trends.
6
The globalisation, the increasing requirements
regarding security, protection of the environment
and resources, as well as innovations in
technology
Europe
significantly impact the current and future
logistics practices.
of respondents
7
Logistics objectivesreliability and costs
8
The logistics targets prioritisation is almost
similar across Europe, the USA, and China.
(1 low priority to 5 high priority
arithmetic means of all responses)
9
The long term trend of decreasing logistics costs
is broken.
Logistics managers of the retail and industry
sector expect increasing logistics costs.
(logistics costs in of the cost of goods sold)
10
Industry Inventory and Administration are
potentials for improvement
Many logistics managers do not know their total
logistics costs!
Industry
11
Cross-company requirement and capacity management
still offers untapped potential
Cross-company requirement/capacity management
(Europe and US)
Sending of forecasts to suppliers
56
13
69
48
12
60
Long-term call-offs with confirmation fr. supplier
10
16
26
Direct information on requirements via multi-tiers
36
16
52
Sending of capacity requirements to suppliers
25
13
Confirmation of maximum capacity availability
38
(in of surveyed companies)
12
Logistics Service Providers and OutsourcingHigh
outsourcing potentials are expected by the
industry, retail, and service providers equally
13
Requirements on Logistics Service Providers (LSP)
by 2015
Companies with LSP as a partner in the
management, administration and coordination of
further LSPs.
44
Requirements on Logistics Service Providers
  • Lead Logistics Provider
  • Networking of transport and logistics
  • Establishing of a supply chain organisation as a
    single point of contact for customers
  • More pro-activity and innovation
  • Global IT-standards and balanced mix of
    flexibility and reliability

17
Today
in 2015
  • Areas / Criteria
  • Management and administration of logistics
    processes
  • Coordination of further LSPs of the customer

Source Straube, F., Borkowski, S. (2008) Global
Logistics 2015. Chair of logistics. TU-Berlin
14
Green Logistics Relevance Sensitivity
Drivers
15
Climate change
Average global anomaly of the surface temperature
Smelting of glaciers and polar caps
Average per year
5 years average
Source NASA (2007)
Source Global Warming Art Robert A. Rhode
(2007) McCarthy Gletscher, Alaska
  • The climate change occurs meanwhile proven by
    measured data and not just forecasts
  • Dramatic development of smelting at the polar
    caps, disappearing glaciers, sliding climate
    zones are already reality
  • Logistics and transport come under criticism,
    efforts for climate change are requested urgently

16
Sensitivity of the logistics by the increasing
environmental and resource protection
requirements
today
Industry
2015
today
Retail
2015
today
Logistics Service Provider
2015
very much
much
low
very low
neutral
More than 74 percent of the respondents see their
logistics in future affected by the increasing
environmental and resource protection
requirements.
of respondents
17
Implementation of environmental and resource
protective efforts
lt very advanced
infancy gt
Industry
Retail
Logistics Service Provider
Large Enterprises
SME
(Likert-Scale 1 very advanced to 5 in
the beginnings in of respondents)
18
Organisational integration of environmental and
resource protection.
Environmental and resource protection is
...a formal part of our corporate policy by
guidelines and visions. ...emphasized in our
corporate strategy. ...defined in our logistics
/SCM strategy. ...defined in our logistics
KPI-system/ target system.
Large Enterprises
...a formal part of our corporate policy by
guidelines and visions. ...emphasized in our
corporate strategy. ...defined in our logistics
/SCM strategy. ...defined in our logistics
KPI-system/ target system.
SME
yes, developing further
not, but planned
not tackled
yes,
of respondents
19
Lacking concepts, methods, and tools for concrete
actions
Cost-Benefit calculation methods Tools and
measures to evaluate cause-effects
interrelationships Innovation management for
green products and services Assessment of the
firm in regard to green logistics to determine
appropriate actions Carbon Footprint
Measurement Integration into existing IT-System
(e.g. ERP-System) Methods and tools for
Implementing green techniques CO2- Emission
Trading Systems Standardization, Certifications
Industry
Retail
LSP
of respondents
20
Leaders Best in class
21
Leaders and Professionals
Leaders
Professionals
22
Project agenda of Leaders Strong focus on
strategic, cross-company, and innovation projects
of respondents
23
Need for logistics managers Leaders are much
more satisfied and are more able to find suitable
recruits
Country-specific need for logistics managers
international comparison
Country-specific need satisfaction
international comparison
of respondents
24
Leaders expect from their employees alongside
specialist expertise soft skills, professional
project management, and especially ICT
competencies.
of respondents
25
Cost and performance leaders are more focused.
They emphasize
  • Straight forward logistics strategy consequently
    aligned to the corporate strategy
  • end-to-end-approach
  • Cost transparency and permanent service
    monitoring
  • High level of IT and process standards,
    especially in close customer related processes.
  • Modern concepts of cooperation with suppliers,
    LSP, and partly with competitors.
  • High intercultural competencies
  • Continuous improvement, e. g. by internal
    Benchmarking within global networks

26
Network competencies of the Leaders the
Network Maturity Model
27
Thank You !
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