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Auswahl der wissenschaftlichen Literatur zum Thema „Business logistics Shipment of goods“
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Zeitschriftenartikel zum Thema "Business logistics Shipment of goods"
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Deng, Jian Xin. „Matching Model for Scattering Collaborative Logistics Business“. Applied Mechanics and Materials 556-562 (Mai 2014): 6500–6505. http://dx.doi.org/10.4028/www.scientific.net/amm.556-562.6500.
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The mutual discovery of collaborative business between companies has great impacts on the efficiency and cost of collaborative logistics.This paper deals with the discovery method by data matching of collaborative transportation business. A match model is proposed to enable the collaborative transportation business to match automatically. The match between shipments and vehicles depends on the matching of operation dates, the origin and destination, type and amount of goods, size of goods. The detailed match corresponding algorithm is developed. A toolkit was developed based on web data to validate the algorithm. It is indicated that this model and the toolkit decreases search effort of partners on looking for their interested business and improves the efficiency of using business data.
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Maricar, M. Azman, Putu Widiadnyana und I. Wayan Arta Wijaya. „Analysis of Data Mining for Forecasting Total Goods Delivery with Moving Average Method“. International Journal of Engineering and Emerging Technology 2, Nr. 1 (23.09.2017): 7. http://dx.doi.org/10.24843/ijeet.2017.v02.i01.p02.
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In the logistics and distribution of goods, the expedition service is necessary, because the expedition is an important part of a business that has a strong attachment to the distribution. The number of deliveries from an expedition per period is uncertain, sometimes the number increases or decreases. This may result in an imbalance between existing facilities and employees and the number of shipments from customers or company policies. To overcome this, required forecasting techniques that are able to predict total shipments, as well as predict which goods and products are the most widely sent. The moving average method using the last 5 period data is used as a way of forecasting. MAPE (Mean Absolute % Error) is used as a test method, and a result of 34 %, indicates that the method is feasible to use.
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Trushkina, N., H. Dzwigol, O. Serhieieva und Yu Shkrygun. „Development of the Logistics 4.0 Concept in the Digital Economy“. Economic Herald of the Donbas, Nr. 4 (62) (2020): 85–96. http://dx.doi.org/10.12958/1817-3772-2020-4(62)-85-96.
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The transition to a digital economy is becoming a key driver of GDP growth. This is due not only to the effect obtained from the automation of existing processes, but also from the introduction of new, breakthrough business models and technologies, including digital platforms, digital ecosystems, in-depth analytics of big data, Industry 4.0, Logistics 4.0. At the same time, digital transformation is seen as a radical change in the complex of business processes, from product development to customer service, as well as the introduction of modern digital technologies in the organization of business processes in enterprises. The purpose of the article is to analysis the features and trends of organizing logistics activities in the context of digital transformation of business processes; research of the main prerequisites for the formation of the Logistics 4.0 concept; determination of priority directions for its further development in the context of Industry 4.0. Based on the generalization of scientific approaches, the definition of the concept of "Logistics 4.0" has been clarified, which means the modern paradigm of managing logistic (material, financial, information, transport) flows and organizing a complex of logistics activities (purchase and delivery of material resources, warehousing, production, stock formation, recycling of industrial waste, customer service, transportation and sale of finished products) using breakthrough digital technologies and information systems. The priority areas of organizing the logistics activities of enterprises using digital technologies include the following: multichannel logistics; logistics marketplaces; rethinking the use of packaging; mass personalization; Silver Economy (new services for older clients and new opportunities for older workers); sustainable logistics; sharing economy; multi-supply; customer experience; smart containerization; big data analytics; augmented and virtual reality; cloud service applications and APIs; Internet of Things; robotics and automation; new generation wireless communication; blockchain; Artificial Intelligence; unmanned aerial vehicles or "drones"; 3D printing; unmanned vehicles; quantum computing; supergrid logistics; space logistics; the use of digital platforms that unite customers and transport and logistics companies (the parties can enter into digital contracts, exchange transport booking requests and electronic documents, control the delivery of goods in real time). All this can help to reduce costs by optimizing procurement; decrease in personnel costs and decrease in labour costs as a result of automation; reduction of errors in logistics; optimization of the supply process; efficient warehouse management; forecasting shipments; creation of optimal routes; operational planning of loads and control of delivery times; ensuring product delivery on time, improving customer loyalty; optimal interaction with customers on the "last mile".
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Vasantha, S., und S. Meena. „Challenges Faced by Freight Forwarders in their Operations in Chennai City, Tamil Nadu“. Asian Review of Social Sciences 8, Nr. 1 (05.02.2019): 6–8. http://dx.doi.org/10.51983/arss-2019.8.1.1543.
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Logistics is the movement of goods from one place to other.Freight forwarders play a major role in logistics operations.The main objective of the freight forwarders is to dispatch the shipments via carriers. Forwarder has the ability to arrange cargo movement from one destination to another within a short limit of time.It is tough for a company to ship goods at a normal price without a forwarder. Forwarders are having a long-term relationship with carriers and obtain good deals in the least possible time. The forwarding operations and company strategy differ from one company to another, by providing different value-added services. Customer satisfaction plays an important role in business. The present study aimed to find out the challenges faced by freight forwarders in their operations. Due to various factors, they face challenges and that could be the reason for their failures. In some cases, due to hindrance, they may not be able to satisfy the customer needs. The major challenges faced are due to government policies and regulation (GST), importers or exporters, port authorities, warehousing of the goods, red tapism of insurance companies, customs clearance, liner companies, infrastructure problems etc. The study involves both primary and secondary data. A well-structured Questionnaire prepared to elicit the data from the freight forwarders. Sample size identified is 50 forwarders. The study is concluded by giving the ways to ways to overcome the challenges faced by the Freight Forwarders.
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Gruenwald, Hermann. „Special Event Logistics Geopolitical Event Bangkok“. Information Management and Business Review 6, Nr. 3 (30.06.2014): 135–45. http://dx.doi.org/10.22610/imbr.v6i3.1109.
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Special event logistics covers a broad area from concerts, trade fairs, to public gatherings and beyond. This qualitative research is looking at special event logistics from a technical logistics management standpoint. The paper focuses on the logistics issues of the geopolitical events of the so called Shut down of Bangkok in 2014. The paper does not address the political issues surrounding the events and takes a neutral position only focusing on the technical logistics elements of the special event. Geopolitical special events are different as they involve thousands of volunteers at various levels of engagement over a more or less undetermined period of time with very fluid dynamics of the event. The emotions of the volunteers and participants are running high as it involves political and ideological viewpoints and therefore provides a high tension high pressure environment with a great level of uncertainty and risk. Supply chain risk management (SCRM) takes on a new meaning in the context of special events. Security is a major issue which goes beyond normal SCRM and business continuity planning. There needs to be access and crowd control as well as VIP and critical infrastructure protection. The logistics issues that need to be addressed include: site selection and preparation down to site dissolution, various sorts and types of assets and supplies from numerous and often daily varying sources need to be mobilized and demobilized. Infrastructure has to be provided and in some cases created including public utilities such as electricity, water, sewer, phone, fax, internet and mobile telephones, cable, wireless networks, satellite up and down links, to ATM machines which have to be brought to the site. Food and beverages (F&B) services range from drinking water to feeding thousands to special diets for vegetarians, Buddhist monks and Muslim participants. Storage on-site and off-site involves coldsupply chain (CSC) as well as perishable items and bulk items ranging from less than a truck load (LTL) to large bulk shipments. Audio visual (AV) services and multi-media needs to be covered both on a close circuit (CCTV) network for the site as well as national and international news and media coverage. There are also the demand planning and transportation issue, goods and people have to be transported to and from and in between often multiple venues which adds to the complexity.
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Jat, Mohsin Nasir, und Muhammad Shakeel Sadiq Jajja. „TCS: ‘Hazir SubKuch’—Making Everything Present“. Asian Journal of Management Cases 17, Nr. 1 (16.01.2020): 17–35. http://dx.doi.org/10.1177/0972820119892738.
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The case describes the journey of TCS as it became Pakistan’s leading logistics service provider. It highlights how and when TCS acquired different logistics and other value-adding capabilities and how these capabilities, in turn, complimented the diverse logistics services that TCS offered to a wide variety of businesses. TCS had been offering a top-notch Express and Logistics service around Pakistan for 30 years. TCS started as a company providing secure distribution of letters and packages. Customers perceived TCS as a shipping solution provider for all their goods transportation needs which included parcels, documents, E-commerce products and even their groceries. Table 1 of the case study highlights that TCS had taken up some unique and new initiatives. TCS handled four main clientele areas: Corporate, Consumer, International and E-commerce. For consumer wing, TCS oversaw bookings of documents and parcels at the express centres, door-to-door containerized shipments, domestic and international air ticketing, visa application drop box facility for various countries and financial services in the form of insurance plans. On the corporate side, TCS provided warehousing and distribution, digital printing and bulk mail solutions. International and e-commerce both catered consumer and corporate segments. Over the last decade, TCS had established a warehousing and distribution wing and a mail management and printing facility. Other ventures and services that TCS offered were Visatronix, Hazir, Home Movers, E-COM, TCS Aviation, Mail Management System, Warehouse and Distribution, Intiana, Sentiments express and Octra. The case focusses on the decision of whether or not to run an ambitious new logistics service, that is, Hazir SubKuch (HSK), meant to deliver anything non-prohibited that a customer wanted, on a crowdsourcing model. In the proposed crowdsourcing model, after training and evaluation, anyone could assume the role of a customer service provider by connecting to the system remotely. Similarly, pickup and delivery jobs could be performed under an Uber-like model by anyone who owned a ride and had smartphone connectivity. The service was a brainchild of the new CEO, hired by the founder and chairman as part of the new management team to bring a fresh dynamism in the company.
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Ala‐Risku, Timo, Mikko Kärkkäinen und Jan Holmström. „Evaluating the Applicability of Merge‐in‐transit“. International Journal of Logistics Management 14, Nr. 2 (01.07.2003): 67–82. http://dx.doi.org/10.1108/09574090310806602.
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The physical distribution of goods is one of the key success factors in fast moving markets. Many companies are involved in the search for efficient distribution alternatives, as the lead times for customer order fulfillment need to be shortened while the costs and risks of warehousing need to be minimized. Merge‐in‐transit is a distribution model where several shipments originating at different dispatching locations are consolidated into one customer delivery, without inventories at the consolidation points. This removes the need for distribution warehouses in the supply chain, and allows the customers to receive complete deliveries for their orders. However, no guidelines are available for logistics managers on how to evaluate the applicability of merge‐in‐transit operations for their particular business situation. This paper presents a systematic procedure for the evaluation of merge‐in‐transit distribution in a specific supply chain of a company. The procedure is based on recent research on activity‐based costing models in distribution operations. Additionally, the paper clearly defines merge‐in‐transit and makes a distinction between it and cross‐docking with which it is often confused.
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Lalou, Panagiota, Stavros T. Ponis und Orestis K. Efthymiou. „Demand Forecasting of Retail Sales Using Data Analytics and Statistical Programming“. Management & Marketing. Challenges for the Knowledge Society 15, Nr. 2 (01.06.2020): 186–202. http://dx.doi.org/10.2478/mmcks-2020-0012.
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AbstractForecasting the demand of network of retail sales is a rather challenging task, especially nowadays where integration of online and physical store orders creates an abundance of data that has to be efficiently stored, analyzed, understood and finally, become ready to be acted upon in a very short time frame. The challenge becomes even bigger for added-value third party logistics (3PL) operators, since in most cases and demand forecasting aside, they are also responsible for receiving, storing and breaking inbound quantities from suppliers, consolidating and picking retail orders and finally plan and organize shipments on a daily basis. This paper argues that data analytics can play a critical role in contemporary logistics and especially in demand data management and forecasting of retail distribution networks. The main objective of the research presented in this paper is to showcase how data analytics can support the 3PL decision making process on replenishing the network stores, thus improving inventory management in both Distribution Centre (DC) and retail outlet levels and the workload planning of human resources and DC automations. To do so, this paper presents the case of a Greek 3PL provider fulfilling physical store and online orders on behalf of a large sporting goods importer operating a network of 129 stores in five different countries. The authors utilize the power of ‘R’, a statistical programming language, which is well-equipped with a multitude of libraries for this purpose, to compare demand forecasting methods and identify the one producing the smallest forecast error.
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Nendi, Nendi, und Arief Wibowo. „Prediksi Jumlah Pengiriman Barang Menggunakan Kombinasi Metode Support Vector Regression, Algoritma Genetika dan Multivariate Adaptive Regression Splines“. Jurnal Teknologi Informasi dan Ilmu Komputer 7, Nr. 6 (02.12.2020): 1169. http://dx.doi.org/10.25126/jtiik.2020722441.
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<p>Sektor usaha logistik telah berkembang sangat pesat di Indonesia saat ini. PT. XYZ adalah sebuah perusahaan logistik yang menyediakan jasa pengiriman barang dari satu tempat menuju ke tempat yang lain. Sebagai perusahaan logistik dengan jumlah kendaraan 2.100 unit armada truk dan akan terus bertambah seiring dengan target yang dicanangkan perusahaan, dimana pada 2020 jumlah armada truk harus mencapai 6.000 unit truk. Saat ini strategi operasional logistik dihasilkan berdasarkan pengalaman dari steakholder. Hal ini tentu tidak bisa dipertanggung jawabkan secara ilmiah. Prediksi jumlah pengiriman barang harian dapat menjadi solusi dalam membantu perusahaan dalam merencanakan, memonitoring dan mengevaluasi strategi operasional logistik. Hasil pengujian menunjukkan penggabungan metode <em>Support Vector Regression</em> (SVR), algoritma genetika dan <em>Multivariate Adaptive Regression Splines </em>(MARS) dapat menghasilkan prediksi jumlah pengiriman barang harian dengan nilai <em>Mean Absolute Percentage Error</em> (MAPE) yaitu 0.0969% dengan parameter <em>epsilon</em>(𝜀) 1.92172577675873E-20, <em>complexitas</em>(𝑐) 62 dan <em>gamma</em>(γ) 1.0.</p><p> </p><p class="Judul2"><strong><em>Abstract</em></strong></p><p class="Abstract"><em>The logistics business sector has developed very rapidly in Indonesia today. PT XYZ is a national logistics company that provides freight forwarding services from one place to another. As a national-scale logistics company, the company is supported by a fleet of 2,100 trucks. The number of fleets will continue to grow in line with the target set by the company, namely in 2020 the number of truck fleets must reach 6,000 trucks. Currently the logistics operational strategy is produced based on stakeholder experience, this certainly causes problems in the company's overall operations. Prediction of the number of daily goods shipments can be a solution in helping companies in planning, monitoring and evaluating logistical operational strategies, based on the company's ability in the availability of a fleet of vehicles for shipping. This study proposes a combination of Support Vector Regression (SVR) methods, genetic algorithms and Multivariate Adaptive Regression Splines (MARS) for problem solving in the prediction process, including in the selection of appropriate training data. The test results show that the combination of the three methods can produce predictions of the number of daily shipments with values of Mean Absolute Percentage Error (MAPE) 0.0969%, epsilon (𝜀) 1.92172577675873E- 20, complexity (𝑐) 62, and gamma (γ) 1.0.</em></p><p class="Judul2"><strong><em><br /></em></strong></p>
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Sotchenko, Yevhen. „BLOCKCHAIN TECHNOLOGY INTO STEEL INDUSTRY CURRENT STATE OF FOREIGN PAYMENT ACTIVITY“. Three Seas Economic Journal 2, Nr. 1 (26.04.2021): 78–84. http://dx.doi.org/10.30525/2661-5150/2021-1-13.
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The purpose of the article is to analyze the current state of foreign trade in the industrial blockchain of the steel industry, the existing digital platform has gradually formed a large-scale heterogeneous distributed environment. The problems of further development of the metallurgical complex of Ukraine in the world electronic system of international cooperation are determined. Methodology. The survey is based on a blockchain technology is an interlinked systematic chain of blocks that contains transaction history and other user data. It works under the principle of decentralized distributed digital ledger. Results. Experimental tests prove that production companies, logistics, international payments and consumers can participate in the information certification of steel products via the modern information system. Consumers can understand the real product manufacturing process, effectively avoiding of the incomplete information and low transparency in the traditional information traceability process, and effectively trace the quality of steel products. The system provides an effective payments scheme for promoting the transformation and upgrading of the modern technology steel industry. Practical implications. In view of the low transparency of information traceability of current steel products and the defects of information islands, in this article the blockchain-based steel smart contract payment technology quality traceability system is developed and adopted the alliance chain mode and the new digital blockchain platform. The article describes the use of smart payment technology in a full-fledged financial transaction as a transfer funds in cryptocurrency to electronic bank accounts, as well as the transfer of commercial information, including contracts. To do this, the assets and terms of the contract are encoded and placed in the block chain, then the contract is distributed is saved on a set of network nodes and is executed after the condition is triggered. The fulfillment of the obligations of the parties is checked automatically. It is worth noting that the fact that smart contracts only react to transactions. If the asset or the currency is transferred to the program, it starts monitor compliance with the terms of the contract. How as soon as they are fulfilled, the seller receives money, and the buyer is a shipment goods. Value/originality. Blockchain technologies enable the use of business information systems that are highly resistant to technical failures and malicious attacks. Costs and time of carrying out business operations are significant.
Dissertationen zum Thema "Business logistics Shipment of goods"
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Law, Kwai-sun Jeffrey. „Ways of enhancing the competitiveness of Hong Kong as a regional logistics hub /“. View the Table of Contents & Abstract, 2005. http://sunzi.lib.hku.hk/hkuto/record/B35080899.
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Lee, Wai Lun. „Destination re-assignment and time control strategies for routing in integrated automatic shipment handling systems /“. View abstract or full-text, 2007. http://library.ust.hk/cgi/db/thesis.pl?IELM%202007%20LEE.
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Kumar, ML Vinod. „Analysis and optimization of cross-docking systems through simulation and analytical modeling“. Ohio : Ohio University, 2001. http://www.ohiolink.edu/etd/view.cgi?ohiou1173979005.
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Reshalin, Kumesh Sivaram Jay. „An assessment of factors affecting distribution models: an FMCG perspective“. Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1021024.
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The Fast Moving Consumer Goods (FMCG) industry in South Africa is now more than ever, facing a new era with strong competition and a need for innovative and sustainable distribution strategies to remain competitive in the market. Organisations are continuously searching for ways to increase their competitiveness and sustainability as markets change and develop, so do the strategies used to enter them. Organisations must therefore be able to choose the most effective approach to enter markets in order to remain competitive. Recent approaches require organisations to identify innovative distribution methods to meet consumer needs due to a considerable increase in competition, which makes it very difficult for organisations to differentiate their products solely on the basis of cost or quality. The research problem addressed in this study comprised an assessment of factors affecting distribution models from an FMCG perspective. This necessitated a comprehensive literature review of the various definitions, trends impacting on distribution as well as investigating the status relating to distribution models. Strategies and attributes of successful distribution models were evaluated to determine an effective distribution model to assist the organisation in challenging competition. The researcher found that a significant number of authors have suggested the following key attributes for a successful distribution model, namely operational excellence, performance management, strategic partnership, technology drivers, and relationship marketing. An empirical study was conducted after the appropriate measuring instrument was developed. The purpose of the measuring instrument was to validate the literature findings, identify the rank importance of the identified attributes and to evaluate the extent to which these factors are provided for in the organisation, based on the points above. The present study assessed innovation at Coca-Cola Fortune (Pty) Ltd., a local FMCG firm in an effort to develop a distribution model that would be successful for the company. The study comprised a sample of 40 Official Coca-Cola Distributors which form part of the distribution model of Coca-Cola Fortune (Pty) Ltd. Questionnaires were sent to each of the 40 Official Coca-Cola Distributors and a response rate of 100 percent was obtained. The major findings indicated that the respondents agreed with the literature in respect of the important attributes of a successful distribution model. Overall the majority of the respondents identified the distribution model between Coca-Cola Fortune and the Official Coca-Cola Distributors as a successful distribution model. The literature findings together with the empirical study findings resulted in the development of a strategic model to maintain a successful and competitive distribution model. The current investigation highlighted the overall perception of Coca-Cola Fortune’s distribution model and the importance of having a successful model. To sustain this distribution model the organisation must maintain the key attributes of a successful distribution model as identified in the literature to ensure competitiveness, sustainability and meeting changing consumer demands.
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Qukula, Temba. „Analysis of the efficiency of the transport logistics supply chain with specific reference to liner shipping in South Africa“. Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51585.
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Study project (MPhil)--University of Stellenbosch, 2000.ENGLISH ABSTRACT: Liner shipping supplies a frequent scheduled transport service between designated ports to meet the needs of importers and exporters. Those needs are becoming more specific as a result of increasing competition attributable to globalisation of trade while importers and exporters are requiring more exacting services from the liner operators. The elements of service which most concern the importers and exporters are obviously the costs they must bear for the conveyance of the cargo and the time taken for its delivery. In order to meet the requirements of importers and exporters and at the same time enable the operators of the services to remain in business in the face of increasing competition within the industry, liner shipping worldwide is undergoing major changes. These changes are intended to increase the economies of scale and to extend control of the liner operators over the landside transport services. A discussion on liner shipping and current developments is contained in Chapter 3. Liner shipping plays an indispensable role in the economy of South Africa because almost 50% by value of South African imports are containerised. That equates to 8% of South African imports by volume (Moving South Africa: 1998), although it must be borne in mind that some of the cargo moving through South African ports is ultimately destined for countries in SADC (Southern African Development Community). According to Drewry Shipping Consultants, containerised cargo worldwide has been growing at the rate of about 8% per annum since 1980 and the South African trade has experienced a similarly high growth. The actual transport of containers, by sea is only one of the elements in the transport logistics supply chain (TLSC) between exporters in one country and importers in another with which liner operators must concern themselves. A conceptual background explaining the entire TLSC is provided in Chapter 2. In that chapter, the TLSe is defined and two models are used to identify key elements of the TLSC as well as interaction between them. Inefficiencies existing in individual elements of the TLSC as well as suggested solutions to the underlying problems are discussed in Chapter 4. Emphasis is placed on the need to use information technology as a vehicle to integrate the individual elements of the TLSe and as a means of saving costs and time. A discussion of the economic benefits of an efficient TLSe is contained in Chapter 5, while Chapter 6 includes a discussion on local and regional developments that have a bearing on the efficiency of the TLSe. The conclusions of the study together with recommended action are contained in Chapter 7.
AFRIKAANSE OPSOMMING: Lynvaart bied 'n gereeld geskeduleerde vervoerdiens tussen bepaalde hawens om in die behoeftes van in- en uitvoerders te voorsien. Weens toenemende mededinging voortspruitend uit die globalisering van handel, raak hierdie behoeftes egter al hoe veeleisender, terwyl in- en uitvoerders ook al hoe meer eise begin stel aan die gehalte van die diens wat deur lynvaartoperateurs gelewer word. Die elemente van hierdie diens waarby in- en uitvoerders die grootste belang het, is uiteraard die koste en die tyd verbonde aan vragverskeping. Om aan die vereistes van in- en uitvoerders te voldoen en dit terselfdertyd vir operateurs moontlik te maak om hul besighede te midde van toenemende mededinging in die industrie te bly bedryf, is die lynvaartbedryf wereldwyd besig om groot veranderinge te ondergaan. Hierdie veranderinge is bedoel om skaalvoordele te verbeter en lynvaartoperateurs se beheer oor vervoerdienste aan land uit te brei. Lynvaart en huidige ontwikkelinge in die bedryf word in Hoofstuk 3 bepreek. Lynvaart speel 'n onontbeerlike rol in Suid-Afrika se ekonomie omdat ongeveer 50% van die waarde van Suid-Afrika se invoere in houers vervoer word. Dit is gelyk aan 8% van Suid-Afrika se invoere per volume (Moving South Africa: 1998), alhoewel daar ook in gedagte gehou moet word dat 'n gedeelte van die vrag wat deur Suid-Afrikaanse hawens beweeg, uiteindelik bestem is vir lande in die SAOG (Suider-Afrikaanse Onwikkelingsgemeenskap). Volgense Drewry Skeepskonsultante, groei die vervoer van houerverskeping sedert 1980 teen 'n tempo van ongeveer 8% per jaar, en het die Suid-Afrikaanse handel 'n soortgelyke hoe groeikoers ondervind. Die werklike verskeping van houers is net een van die elemente in die vervoerlogistiekvoorsieningsketting (VL VK) tussen uitvoerders in een land en invoerders in 'n ander land waarmee lynvaartoperateurs rekening moet hou. 'n Konseptuele raamwerk wat die VLVK in die geheel verduidelik, verskyn in Hoofstuk 2. Die VLVK word ook in hierdie hoofstuk gedefinieer en twee modelle word gebruik om elemente daarvan asook die interaksie tussen daardie elemente te identifiseer. Die ontoereikendheid van individuele elemente van die VLVK asook moontlike oplossings vir die onderliggende probleme word in Hoofstuk 4 bespreek. Klem word geplaas op die noodsaaklikheid om informasietegnologie te gebruik om die individuele elemente van die VLVK te integreer ten einde tyd en koste te bespaar. Die ekonomiese voordele van 'n doeltreffende VLVK word in Hoofstuk 5 bespreek, terwyl Hoofstuk 6 handel oor plaaslike en streeksonwikkelinge wat die VLVK se doeltreffendheid beinvloed. Die gevolgtrek
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Law, Kwai-sun Jeffrey, und 羅貴申. „Ways of enhancing the competitiveness of Hong Kong as a regional logistics hub“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2005. http://hub.hku.hk/bib/B45014176.
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Dearman, Shawn Kale. „Improving Performance in a Global Logistics Company: Operational Performance Before and After Process Improvement“. Thesis, University of North Texas, 2004. https://digital.library.unt.edu/ark:/67531/metadc4712/.
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The purpose of this study was to determine the effectiveness of an intervention designed to eliminate damage notification failures in a customer-specific standard operating procedure used by a global logistics company. Process maps identified locations in the process where damage notification failures could most likely occur. A revised process was designed overnight to eliminate as many notification failure points as possible. In addition, a job aid was included to help facilitate the process change for the drivers. The results of the intervention showed a rapid and profound decrease in damage notification failures leading to the retention of a large, profitable account with a minimal initial investment of time and money.
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Botha, Maria. „Tshwane logistics hub : an integration of freight transport infrastructure“. Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/2656.
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Thesis (MComm (Logistics))--Stellenbosch University, 2008.One of the results of globalisation is that supply chains are getting longer, in both time and distance. For example, the local bookstore around the corner now competes with the bookstore in the USA. Logistics ties together geographically distant sources and markets. The implications of this are that there is a greater need for efficiency in specifically transportation and distribution networks. The integration of transport infrastructure into a logistics hub is seen as an enabler of distribution on a global basis. A solution to overcome the above complications is the development of logistics hubs as a means to simplify supply chain processes. Logistics hubs are generally defined as integrated centres for transhipment, storage, collection and distribution of goods (Jorgenson, 2007). Universally logistics hubs have intermodal or multi-modal solutions to abridge transportation difficulties and creating seamless movement of goods and in doing so optimising general operations. Freight shipments now have the ability to be consolidated at a central point and distributed from that point to its final destination. This creates added value for freight products. Customers now receive products at the right time, at the right place and in the right quantity, but with the benefit of paying less as a result of economies of scale created by the value added at the logistics hub. Logistics hubs are very well established internationally and many examples exist where these have been successfully built and implemented. This does not suggest that there is one specific recipe to success. Each region has its own demands which need to be satisfied. There are however numerous common characteristics which were identified during the course of the study. It is important for South Africa to integrate existing transport infrastructure to optimise logistics in the country and in doing so, ascertaining itself as a regional logistics hub.
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Richer, Raphael. „Key success factors for the implementation of an inland port in Cape Town“. Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8477.
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Thesis (MBA)--University of Stellenbosch, 2010.According to the 6th State of Logistics Survey for South Africa (2009: 5), logistics costs for 2008 reached R339 billion, equivalent to 14.7% of GDP. Transport represents 50.4% of these logistics costs compared to a world average of 39%. This major gap between South Africa and the world average shows that there are inefficiencies in this domain that need improvement. This report focuses on the issues faced by the port of Cape Town, the benefits that could be generated by the implementation of an inland port in the Cape Town area and the key success factors for this implementation. The Centre for Supply Chain Management of the University of Stellenbosch created a forecast model for South Africa and expects a demand of over 2.4 million Twenty-foot Equivalent units (TEUs) in 2039 for the port of Cape Town with a current throughput of 740,000. In 2012, this capacity will reach 1.4 million TEUs thanks to an on-going project that includes the widening of berth, investment in equipment, training of operators and a better utilization of the available storage space. The port therefore has to find a solution to increase a throughput on the long term. Along with capacity, the port is facing other issues such as low productivity, poor infrastructure and congestion in the port area that causes increased delivery time and trucking costs. The inland port has to bring solutions to these issues. Capacity must be addressed with a large piece of land that can accommodate growing volumes and also large investment in equipment and training to increase the productivity and therefore the throughput of the supply chain. In order to decrease congestion in the port area, the inland port has to be located out of the city in an area that can sustain growing traffic. Belcon is a Transnet Freight Rail facility located in Bellville that can offer sufficient storage capacity in a low traffic area. Investments must be made in order to increase its throughput but it has the potential to absorb a large part of the flows going through the port of Cape Town and a management with the will to develop the inland port concept. At the same time, this inland port is an opportunity to develop intermodal transport for a more sustainable transport system in South Africa. Belcon being a TFR terminal, it is the best location to implement this inland port and offer a competitive intermodal solution for the stakeholders of the South African transport industry.
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Vischio, Andrew Joseph. „An analysis of methodologies to estimate the economic impacts of freight transportation system disruptions“. Thesis, Georgia Institute of Technology, 2010. http://hdl.handle.net/1853/37284.
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Disruptions to the freight transportation system are costly due to freight's critical relationship to economic productivity. This research will analyze the current methods of estimating the economic impacts of disruptions to the freight transportation system. A review of existing literature will be conducted with the intent of finding methods that address different types of disruptions and impacts. Due to varying economic scopes and disruptions studied, the results will likely indicate a broad range of methodologies and trends. The results will be used to better understand the different approaches taken when quantifying the economic impacts of disruptions and therefore enable more informed policy, regulation and investment.
Bücher zum Thema "Business logistics Shipment of goods"
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Supply chain management and transport logistics. New York: Routledge, 2011.
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James, Cooper. European logistics: Markets, management, and strategy. 2. Aufl. Oxford: Blackwell Business, 1994.
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Michael, Browne, und Peters Melvyn, Hrsg. European logistics: Markets, management, and strategy. Oxford, UK: Blackwell Business, 1991.
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Transportation: A supply chain perspective. 7. Aufl. Mason, OH: South-Western Cengage Learning, 2011.
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Sētthanan, Kānčhanā. Kānsưksā khrōngsāng krabūankān lōčhittik khō̜ng Čhangwat Mukdāhān. [Khon Kaen]: Sūn Wičhai Phahulak Sangkhom Lumnam Khōng, Khana Manutsayasāt læ Sangkhommasāt, Mahāwitthayālai Khō̜n Kǣn, 2007.
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Lopez, José Manoel Cortiñas. Os custos logísticos do comércio exterior brasileiro. São Paulo: Aduaneiras, 2000.
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Basic business logistics: Transportation, materials, management,physical distribution. 2. Aufl. London: Prentice-Hall International, 1987.
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Basic business logistics: Transportation, materials management, physical distribution. 2. Aufl. Englewood Cliffs, N.J: Prentice-Hall, 1987.
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Kühn, Manuel. Dryports: Local solutions for global transport challenges : a study by the Institute Labour and Economy (IAW) of the University of Bremen. Frankfurt am Main: Peter Lang, 2012.
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Nam-Pukhan mullyu ch'egye t'onghap mit hwaryong pangan. Sŏul T'ŭkpyŏlsi: Han'guk Haeyang Susan Kaebarwŏn, 1990.
Den vollen Inhalt der Quelle findenBuchteile zum Thema "Business logistics Shipment of goods"
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Moen, Olof. „Municipal Co-distribution of Goods: Business Models, Stakeholders and Driving Forces for Change“. In City Logistics 1, 303–23. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2018. http://dx.doi.org/10.1002/9781119425519.ch16.
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„Sustainable City Logistics Practices for Goods and Waste“. In Markets, Business and Sustainability, herausgegeben von George Malindretos und Konstadinos Abeliotis, 51–71. BENTHAM SCIENCE PUBLISHERS, 2015. http://dx.doi.org/10.2174/9781681080253115010007.
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Peck Jr., Jeffrey Drue, Michael S. Gendron und Tera Black. „Transformative Analytics and Logistics Pricing“. In Advances in Business Strategy and Competitive Advantage, 275–90. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5718-0.ch015.
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Raw materials and products are moved and created globally through complex supply chains. Within those supply chains, logistics is what enables the goods to move through distribution and reach the end consumer. Being such a widely used process, this is what motivates the researchers to examine the logistics portion of the supply chain from an analytical perspective and attempt to determine the relationship between various market forces and their impact on the cost of logistics. This will be accomplished with transformative analytics techniques, such as multivariate regression modeling focusing on areas such as directionality and precipitation. That should enable logistics managers, researchers, and others to better understand the factors that go into the cost of logistics services, and thus impact pricing of goods dependent on those services. In a world where logistics managers rely heavily on “gut feel,” utilizing business intelligence and analytics can better enable decision making.
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Gleghorn, Gregory D., und Alan Harper. „Logistics and Supply Chain Management and the Impact of Information Systems and Information Technology“. In Advances in Business Information Systems and Analytics, 295–301. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6473-9.ch014.
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Supply chain management is the backbone of the movement of goods and services. Supply chain management is a term that has evolved from logistics. Traditional supply chain management involved a salesperson, who was the focal point in the supply or logistical chain. In a traditional supply chain model, a business would contact a salesperson to inquire about a product or a salesperson would pitch a product to a business; then the ordering process or supply chain management of movement of goods would funnel through the salesperson as the initial interface. Today, the supply chain has evolved; IT has changed the landscape of the supply chain with applications, such as RFID (Radio Frequency Identification), CRM (Customer Relationship Management systems), and ERP (Enterprise Resource Programs). The result is major changes in competitiveness, efficiency, costs, and strategy. This chapter examines the evolution of supply chain management and the impact of IT.
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Raisinghani, Mahesh S. „Leveraging Supply Chain Management in the Digital Economy“. In Business Information Systems, 1215–22. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch074.
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A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. In other words, supply chain encompasses all of the activities associated with moving goods from raw-materials stage through to the end user. The information systems needed to monitor all of these activities are a critical part of the mix. Successful supply chain management (SCM), then, coordinates and integrates all of these activities into a seamless process. It embraces and links all of the partners in the chain. In addition to the key functional areas within the organization, these partners include vendors, carriers, third-party logistics companies, and information systems providers.
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Stępień, Beata. „The “Day-After” Gleam“. In Advances in Business Information Systems and Analytics, 92–114. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1865-5.ch004.
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The aim of the chapter is to show the relationship between reverse logistics operations in retail and the value they can create (or depreciate) for luxury fashion consumers. The content of the chapter is an attempt to answer the questions: in what way reverse logistics operations create or destroy the value of luxury fashion goods and which of the operations constitute an undeveloped niche to create additional value. Chapter starts with a discussion about challenges in capturing and measuring the value for consumers in luxury fashion sector followed by a description of excess inventory operations in this industry. The main part elaborates on relations between the reverse logistics operations in luxury fashion retail and their value creation possibilities. In the conclusions section, the new areas and possibilities of value creation for consumers are brought up together with drawing attention on the dangers stemming from the cost - efficient optimization of excess stock management.
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Dey, Debasri, und D. Sinha. „System Dynamics Simulation of a Supply Chain Intelligence Model“. In Supply Chain and Logistics Management, 1285–98. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0945-6.ch061.
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Supply chains today are, primarily, measured by Key Performance Indicators (KPIs) such as order-fulfillment, availability to the consumer (percent in-stock) and cost reduction, as well as financial KPIs such as return on investment (ROI), return on brand equity and inventory. These KPIs measure the performance of supply chain as a whole. A supply chain is a network of nodes. The performances of individual nodes are measured with KPIs such as production rate, shipment rate, inventory and the like. These metrics may indicate the performance but may not indicate the cause of such performance. For example, a node whose production rate is below the desired level may be because of poor supply of inputs of production by its supplier node.Thus mere identification of KPIs and their evaluation will not enable to identify the root cause of a problem in a supply chain. Therefore, we need a business intelligence framework that will satisfy the objectives, namely, identification of outcome of each node of the supply chain and its cause. The existing Supply Chain Intelligence (SCI) frameworks aims at identifying metrics that reflect the performance of individual nodes and the total supply chain, but fail to identify the cause of such outcomes. It implies that the linkages or association between the KPIs of individual nodes are required to be identified and defined. In this paper, contingency and systems approach has been used to identify the dimensions of the firm, its internal environment, the complement and the external environment. A system dynamics based approach has been used to identify the causality and resulting behavior of the supply chain. The paper proposes a SCI framework and a System dynamics Model that help in identifying the reasons for supply chin performance and lead to the actions required to be taken for improvement in performance of the supply chain.
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Warkenton, Merrill, und Akhilesh Bajaj. „The On-Demand Delivery Services Model for eCommerce“. In Managing Business with Electronic Commerce, 131–49. IGI Global, 2002. http://dx.doi.org/10.4018/978-1-930708-12-9.ch008.
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Traditional business models are increasingly being replaced by newer business models based on relationships enabled by information technologies. In this chapter, we survey and categorize many of these new business models enabled by electronic commerce (e-commerce). The main contribution of this chapter is the proposal and analysis of a new business model enabled by e-commerce: the On-Demand Delivery Services (ODDS) model. The ODDS model of e-commerce is one in which the physical products for sale are delivered directly to the customer without the use of a third-party logistics provider, such as a common carrier. For purpose of analysis, we sub-categorize the ODDS model into three submodels: The ODDS Model A applies to business-to-consumer (B2C) online sellers of physical goods who own or control their own delivery vehicles and may provide further services to extend the value proposition for the buyer. The online grocer is a typical example of businesses in this category. The ODDS Model B applies to business-to-business (B2B) sellers of physical goods, who also own a significant portion of their delivery fleet and deliver goods on demand to local distributors or business customers. Office supply eMerchants provide an example of this model. The ODDS Model C applies to businesses that typically provide virtually instantaneous delivery of third-party goods to consumers or businesses. Businesses in this category own or control their own delivery fleet and add value by delivering items within very short periods of time, usually one-hour delivery.
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Newlands, David J. „Supply Chain Reengineering“. In Information Systems Reengineering for Modern Business Systems, 201–18. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0155-0.ch010.
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This chapter describes a debacle that occurred when a large assembler of fast moving consumer electronics commissioned the set up of a new supply chain. Four key players undertaking five processes were involved. These companies planned to operate sell-buy relationships. Upon starting to ramp-up of the first product component sets, it became clear that companies did not trust their successors to pay for all goods delivered. Similarly, suppliers were not trusted to deliver perfect goods. Companies receiving component sets refused liability for damage or defects introduced by companies further up the supply chain. A remedial quick-fix using centralised inspection at the principal supplier soon was adopted to facilitate supply of complete sets of mechanical parts to the assembler. Significant similarities exist between the case study supply chain and the concepts used in business process reengineering. The chapter identifies stages undertaken to improve an inbound supply chain for complex plastic mouldings assemblies. The principal research methods used were participant-observer and action orientation. All company names have been disguised to comply with confidentiality agreements. The author was a Logistics Project Leader during the period of this research. He acted as an internal consultant for Alpha Co, with responsibilities for encouraging new product development teams to modify the products to take into consideration ‘design for logistics’ concepts.
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Ceyhun, Gokce Cicek, und Hilal Yıldırır Keser. „Introduction to International Transportation and Logistics“. In Handbook of Research on the Applications of International Transportation and Logistics for World Trade, 1–17. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1397-2.ch001.
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Logistics is the management of the flow of goods, information, and resources between the point of origin and the point of consumption. It is a business concept that evolved during the 1950s due to the increasing complexity of supplying businesses with materials and transporting products in an increasingly globalized supply chain. The complexity led to a call for experts in the process called logisticians. Work in logistics involves the integration of information, transportation, inventory, warehousing, material handling, packaging, human resources, and sometimes security. The goal is to manage the life cycle of a project from birth to completion. The main functions of a qualified logistician include inventory management, purchasing, transportation, warehousing, consultation, and organizing and planning of these activities. Logisticians combine a professional knowledge of each of these functions to coordinate resources in an organization.
Konferenzberichte zum Thema "Business logistics Shipment of goods"
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Villafuerte, Jaime. „Implementation of Environmental Friendly Multi Regional Packaging and Logistics Solutions for Semi-Finished Goods“. In ASME 2006 International Mechanical Engineering Congress and Exposition. ASMEDC, 2006. http://dx.doi.org/10.1115/imece2006-15485.
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In order to take advantage of the global economy, manufacturing companies have developed a complex and an extended supply chain which includes manufacturing components or parts in LCCs (low-cost countries) and shipping them to factories near to their consumer market for final assembly, customization and distribution. These activities involve several different organizations that follow widely different approaches in logistical management. In order to sustain the long shipment distances in different geographic regions, (i.e. China-Mexico-US-Europe), handling & environmental conditions & shipping modes (Air vs Ground vs Sea); suitable, flexible and economical packaging solutions are required. This flow of semi-finished goods usually requires packaging materials such as carriers (i.e. wooden pallets) and moisture inhibitors (i.e. desiccants) to protect the goods. Competitive pressures, environmental consciousness, customer awareness and legislative requirements have driven manufacturers to review business practices and redesign solutions that are environmentally friendly, as well as help reduce costs in the long run. The author of this paper will present an experience where "non-traditional" packaging is used as an economical and environmental friendly solution to globally transport goods between multiple facilities.
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Arip, Mohd Sabri Mohd, Mohamed Noor Bin Mohid, Abdul Malek A. Tambi und Idrus Abd Shukor. „A framework of logistics village in reducing the problem regarding goods transportation in peninsular Malaysia“. In 2012 IEEE Business Engineering and Industrial Applications Colloquium (BEIAC). IEEE, 2012. http://dx.doi.org/10.1109/beiac.2012.6226066.
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Karn, Arodh Lal, und Rakshha Kumari Karna. „Supply line engineering on importation and exportation: bimstec perspective“. In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.016.
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Purpose – the purpose of this paper is to investigate whether supply line engineering strategies of goods and service exports, exports transport services and export time have a significant impact on GDP growth of BIMSTEC countries or not. Research methodology – the study employed a panel vector error correction model (VECM) instead of loose VAR to examine the short and long-run relationship among the selected indicators and GDP growth. Findings – in the long-run, the time of export negatively and suggestively associate with GDP. Conversely, VECM based Granger causality test signposted that in short-run only unidirectional causality running from goods and service exports (GSE), trade duration like exports time (ET) toward GDP and for the rest of the variables no causality found. Research limitations – this study is contextualized only on Bangladesh, Bhutan, India, Myanmar, Nepal, Sri Lanka and Thailand. Practical implications – to investigate the current position of the link between supply line logistics strategies and economic growth by using annual data for the period of 1980 to 2014 and possible weaknesses and logistics presence. Originality/Value – this paper is an attempt, first of its kind, to fill up this shortfall, to estimate the relationship of exports transport services, exports time, and goods and services exports with GDP growth of BIMSTEC countries.
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Al Majzoub, Mohamad, und Vida Davidavičienė. „MULTI-LAYERED MODEL OF E-LOGISTIC“. In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.14.
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Coordinating transactions among companies that allow the appropriate movement of goods, services, and information to consumers from suppliers effectively and efficiently still is hard to accomplish. There are many situations in which the logistic performance failed, frequently because of the difficul-ty of synchronising the business technological systems with the logistic processes, thereby yielding disastrous consequences. Thus causing the loss of time, money, and even certain companies could close and will be weeded out if they do not cope with application of e-logistics while performing their business. This article presents discussion of e-logistics and its application in e-commerce. The applica-tion of innovative solutions in logistics will yield posititve outcomes that will help improve the compa-ny’s overall performance. The consumer satisfaction by e-commerce will be taken in consideration, and in particular by e-logistic solutions. Such methods as literature review, synthesis and and compar-ison wil be employed.
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„Research on the Innovative Method of the Third-Party Logistics Distribution in City: An Application in Fast-moving Consumer Goods Business-Retailer Industry“. In 2017 3rd International Conference on Innovation Develpment of E-commerce and Logistics. Francis Academic Press, 2018. http://dx.doi.org/10.25236/icidel.2017.041.
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Zhang, Guangcun, und Hailin Zhang. „Notice of Retraction: The design of a Just-In-Time dynamic logistics as the supply chain mode — Building a collaborative platform for fast-moving-consummer-goods“. In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5887199.
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Şirin, Bayram, und Hakan Emanet. „Analysis of Logistics Performances of Central Asian Turkish Republics within the Context of Logistics Performance Index“. In International Conference on Eurasian Economies. Eurasian Economists Association, 2017. http://dx.doi.org/10.36880/c09.01982.
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Along with the rapidly developing industrialization and technology, companies have moved to markets outside the regions they usually serve and have tried to supply different regions of the world. This trend has been increasing day by day and the world has transformed into a single market. With this globalization process, the trade volume between the countries and the continents has reached unprecedented numbers which has directly affected the logistics industry. It is a challenging process to move such a large volume of goods between countries and continents safely and quickly. It also significantly affects the cost of doing business. For these reasons, logistics processes need to be managed efficiently and effectively which in turn ensures competitive advantage. Thus, logistics process efficiency and effectiveness have gained importance and a need to measure logistics performance has emerged. The World Bank has started to publish the Logistics Performance Index (LPI) every two years by measuring the logistics performances of the countries using a set of six criteria. This study examines the logistics performances of Central Asian Turkish Republics (Azerbaijan, Kazakhstan, Kyrgyz Republic, Turkmenistan, Uzbekistan) within the scope of Logistics Performance Index (LPI). In addition, the logistics performances of these countries were compared with the performances of the countries in the same region.