Strategic design and operational management optimization of a multi stage physical distribution system

Author(s):  
Riccardo Manzini ◽  
Filippo Bindi
Author(s):  
R. A. Malairajan ◽  
K. Ganesh ◽  
M. Punnniyamoorthy ◽  
S. P. Anbuudayasankar

In today’s highly competitive and demanding environment, the pressure on both public and private organizations is to achieve a better way to deliver values to end customers. There has been a growing recognition that the two goals, cost reduction and customer service are achieved through Logistics and Supply Chain Management (SCM). Transportation of goods continues an important part of in-bound as well as outbound logistics of Supply Chain Management (SCM). Efficient distribution of goods and services is of great importance in today’s competitive market, because transportation constitutes a considerable portion of the purchase price of most products or services. Vehicle routing is considered as an important resource in a distribution logistics management system. Effective plan and control of vehicle operation can significantly reduce the cost of physical distribution system. To overcome the challenges of changing environment, the scheme of vehicle control of a physical distribution system should be dynamic. Thus India has become the top milk producing country in the world. This study addresses the vehicle routing aspect of distribution logistics in Sangam dairy supply chain of Guntur district in Andhra Pradesh. The problem is viewed as Vehicle Routing Problem with Backhauls (VRPB) and a mathematical model is developed with the consideration of various practical constraints. Moreover, a decision support system is developed for dynamic VRPB, which would help the manager in making operational and tactical decisions.


2017 ◽  
Vol 1 (2) ◽  
pp. 28
Author(s):  
Michael Boima Kemokai

Purpose: The purpose of this study was to identify the managerial challenges in using lean techniques in designing a comprehensive characterization of the organization logistics and physical distribution system. The study further sought to determine the extent to which these challenges impact the logistics and physical distribution of goods and informed managerial practices.Methodology: The study employed a qualitative research design. The study targeted all the senior managers at Director Levels at the GSC and the RSC and all the senior operational staff from supply chain and service delivery pillars in three (03) large Field Missions. These field missions are namely United Nations Stabilization Mission in Congo (MONUSCO); United Nations Mission in South Sudan (UNMISS); and the United Nations Support Office for AMISOM (UNSOA). This study used purposive sampling technique. The researcher purposively sampled fifteen (15) personnel; with three (03) participants each from the GSC, RSC, and three (03) participants each from the three (03)  Field Mission. Primary data was obtained from the original sources using questionnaires and interview.Findings: The results revealed that DFS did face various challenges in the implementation of lean strategies and that the operational difficulties experienced within its operations across field missions resulted in reduced customer satisfaction, increased supplier lead time and increased operational costs. The respondents indicated that they experienced a lack of understanding of the complexity of supply chain at the senior leadership level whereby most initiatives are tainted with personal agenda as a consequent the biggest hurdle to overcome is gaining enthusiasm and trust of the staff. They also indicated that there is a high risk of asset waste and loss due to assets remaining in stock for over one year without use. Further, they indicated that there are weaknesses in the management of construction or “self-constructed” projects; and weaknesses in the restructuring of the department of peacekeeping operations.Unique contribution to theory, practice and policy: The study recommends that     DFS should foster a continuous performance improvement mindset among staffs through planning, doing, checking and taking corrective actions on a balanced scorecard that integrates and aligns staff motivation and interest to the objectives of the organization. Also, objective and fair work plan and performance management are an ingredient to foster continuous improvement


2019 ◽  
Vol 158 ◽  
pp. 2915-2921 ◽  
Author(s):  
Yanli Liu ◽  
Liangchen Deng ◽  
Ning Gao ◽  
Xu Sun

1966 ◽  
Vol 30 (4) ◽  
pp. 37-41 ◽  
Author(s):  
J. L. Heskett

Spatial concepts of system design have outlived their usefulness, says the author of this article. He holds that a more useful framework for future analysis can be based on temporal measures—that it offers the opportunity to develop an analytic approach devoid of crippling assumptions.


2018 ◽  
Vol 14 (1) ◽  
pp. 139
Author(s):  
R. Singh ◽  
M.R. Prajapati ◽  
Snehal Mishra ◽  
Dilip R. Vahoniya ◽  
Y.A. Lad ◽  
...  

Author(s):  
Miguel A. Velásquez ◽  
José L. Morillo ◽  
John E. Barco ◽  
Ángela I. Cadena

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