Partnership In Logistics

Petr Pernica, Jörg Horst Mosolf

448 pages, hardback, format 200x230 mm, price 29 $
ISBN 80-86031-24-1

• Doc. Ing. Petr Pernica, CSc.:
• The first part, except for the case studies "Ford Motor Company" and "Mazda Motor Corporation"
  
• The second part, except for chapter 2.4 and the case study "Horst Mosolf GmbH & Co. Internationale Spedition"
  
• Jörg Horst Mosolf, MBA:
• Chapter 2.4
• The case studies "Ford Motor Company", "Mazda Motor Corporation" and "Horst Mosolf GmbH & Co. Internationale Spedition" have been contributed
• by Ing. Pavlína Vondrová
• from the Department of Logistics of the University of Economics, Prague.

The publication is aimed at:

• top and middle management, mainly in the automotive industry and associated businesses
• management of logistical, delivery and transportation companies
• experts in dispatching spheres
  
• business consultants
• students of logistics in European universities, which are members of CEMS, or students of other management colleges with economic or technical emphasis.

TABLE OF CONTENTS:

• PREFACE / 7
• 1. LOGISTICS AS A SOURCE OF COMPETITIVENESS / 11
• 1.1 THE WAY TO WORLD CLASS LOGISTICS / 11
• The external circumstances of the origination and development of logistics / 11
• Dominance of the market economy and the western lifestyle, individualism / 14
• Changes in the ladder of values, lifestyle and the attitude towards work / 15
• Turbulent development / 15
• Changes in the character of competition / 16
• The importance of information is growing / 17
• Time as a strategic factor / 20
• New corporate strategies / 24
• The development of logistics / 26
• The new concept of the corporate logistics system / 29
• The American concept of logistics / 31
• The European concept of logistics / 32
• World Class Logistics attributes / 34
• 1.2 CLIENT SERVICE / 35
• The American concept of client service / 36
• The European concept of client service / 41
• The optimum level of client service / 46
• 1.3 THE CORPORATE LOGISTICS SYSTEM / 47
• The logistics system as a multi-system / 47
• The process of creating a logistics system / 48
• The initial analysis / 49
• The logistics audit / 49
• Benchmarking / 49
• The company´s objectives / 55
• The corporate strategy / 55
• The objectives of the corporate strategy / 57
• Two approaches to the formulation of the corporate strategy / 57
• Productivity / 58
• The strategy of the corporate logistics system / 64
• Feasibility study and detailed solution / 67
• The selection of methods / 69
• The relation of methods to the steps of the process / 71
• Prognostic methods / 72
• System-oriented methods / 74
• Systematically oriented methods / 80
• The methods of selecting options and evaluating effects / 84
• Logistics controlling / 88
• Preconditions for success / 90
• Feasible effects / 91
• Logistics reengineering / 92
• Logistics in the Central European region and in Eastern Europe / 100
• Differentiation of logistics services / 102
• 1.4 THE TOTAL SUPPLY CHAIN CONCEPT / 104
• Logistics chain, supply chain / 104
• Logistics channel / 104
• Flexibility / 110
• Logistical functions / 110
• Conflicting objectives of corporate departments / 111
• Integrated logistics / 113 The components of logistics and logistics management / 113
• The types of logistics chains / 119
• Chain effects / 122
• Logistics chains in multinational companies / 126
• Globalisation / 130
• Logistics and the environment / 132
• Logistics and European transport policy / 149
• Zone arrangement in Europe / 158
• 1.5 SPECIFIC PROBLEMS OF LOGISTICS CHAINS / 163
• The beginning of logistics activities / 163
• Time compression / 163
• Concurrent engineering / 165
• Sequential engineering / 165
• New tendencies in manufacturing / 170
• The logistics typology of production / 170
• The arrangement of manufacturing workstations / 171
• "Postmodern factory" / 173
• The factory of the future / 175
• Production planning and control / 178
• Manufacturing Resources Planning / 182
• Distribution Resources Planning / 183
• Planning in a closed circle / 184
• Enterprise Resources Planning / 192
• Specialised application software / 194
• Advanced planning and Scheduling / 195
• Data Warehouse and software for forecasting / 196
• Decoupling point / 197
• The end of logistical activities / 202
• Trade Load / 202
• The structure of distribution and trade logistics chains / 204
• Multi-level warehousing / 206
• 1.6 LOGISTICAL TECHNOLOGIES / 213
• The establishment of handling groups / 213
• Kanban / 218
• Just in Time / 219
• Quick Response / 222
• Efficient Consumer Response / 222
• Hub and Spoke / 224
• Concentration of warehouse networks and centralisation of warehouses / 226
• Combined transport / 229
• Automatic identification / 240
• Information and communication technologies / 247
• Computer integrated technologies / 259
• Excursus: Logistics chains in the automotive industry / 260
• Case studies: Ford Motor Company / 294
• Mazda Motor Corporation / 298
• Mazda. The history of performance growth / 301
• Seat Martorello / 304
• Chrysler Graz - Eurostar / 305
• Elimination of waste through the adoption of the Toyota Production System / 307
• The Rover Group / 310
• The Volvo engine production plant in Skövde / 311
• Peguform-Werke GmbH Neustadt an der Donau / 314
• Volkswagen Wolfsburg / 317
• Isri France Lemgo / 318
• Mazda Motor Parts Center Willebrök / 319
• Adam Opel AG / 327
• The sea container terminal in Singapore / 328
• 2. LOGISTICS AS PARTNERSHIP / 331
• 2.1 OUTSOURCING IN LOGISTICS / 331
• Outsourcing versus insourcing / 331
• Strategic alliances / 331
• The structure of logistics management positions affected by outsourcing / 335
• 2.2 STRATEGIC ALLIANCES WITH SUPPLIERS / 343
• Outsourcing in purchasing and supply / 343
• The relations within logistics, purchasing and supply / 344
• Strategic alliances with suppliers / 345
• The selection of suppliers / 346
• The purchasing and supply strategy / 348
• JIT in supply chains / 354
• 2.3 STRATEGIC ALLIANCES WITH LOGISTICS PROVIDERS / 360
• Logistics providers / 360
• Logistics companies / 361
• Strategic alliances with logistics providers / 361
• Transport-related services / 363
• Forwarders / 365
• The selection of a forwarder / 367
• The selection of a transport company / 368
• The goods owners´- consignors´ views / 369
• 2.4 CULTURE AND CULTURAL MANAGEMENT AS A FUTURE CHALLENGE FOR SUCCESS / 381
• The fundamental factors for a company culture / 383
• Cross - cultural management in logistics on a global market / 384
• Cultural leadership in logistics companies / 389
• Vision, strategy and human resources / 390
• Guidelines for human resources development / 391
• Human resources policy / 393
• Identification of staff potential / 394
• An implementation concept for human resources in logistics / 400
• A lifetime learning company and the management of change / 409
• Excursus: Incoterms 2000. The international rules for the interpretation of delivery terms. The transfer of costs and risks. / 411
• Case studies: ERF/LYNX / 420
• Horst Mosolf GmbH & Co Internationale Spedition / 422
• LIST OF TABLES / 427
• LIST OF ILLUSTRATIONS / 428
• LIST OF REFERENCES TO LITERATURE / 434
• INDEX / 438