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Information management in logistics

for proper and efficient warehouse management is not possible without a complete knowledge of all the flows of goods and information exchange processes that can affect the warehouse.
The assumption of logistics lies in its very definition, which reinterpreted and made concrete, can be summarized as follows: Logistics is responsible for coordinating in time and space, the flow of goods and information , with the objective of supporting business purchases and sales of equipment, with optimal effectiveness and efficiency .

So, to handle all the logistics process (the case of transport or storage), you need to know (and how) the flows of interest.
flows of goods: in the case of stock, are the incoming flows of goods (finished or unfinished), the internal flows of entry and exit from stock, in addition to handling and reconditioning, and finally the outflows represented from the sorting and shipping.
information flows: each flow of goods, to be managed by the logistic point of view, must be accompanied by their flow of information. This information through the warehouse just as the goods, and how they, during this step undergo clearings, modifications, consolidations.

The warehouse should then outline how a physical place that has some points of entry and exit well-defined, entering or exiting from which goods and information are moved and manipulated.

real and constant adherence to the goods information to which they relate is essential for the proper management of the entire logistics process inventory. The information, in fact, the means by which those who manage the store can make decisions and take action to improve effectiveness and efficiency, of course, if they are correct and up to date, the decisions will be better.

Thus, a first and fundamental principle of inventory management is the consistency and adherence between goods and information . Indeed, this attribute is a pre-requisite for the management of the store.
For example, it is easy to see what bad decisions can be taken if, for example, the stock amount of a given item is different from the physical reality: it will arise error in the calculation of supply problems in the provision of materials, and ultimately risk of lost sales. This principle

warehouse management teaches that logistics is not just the physical movement of goods, but also, and I would say first of all, information management, and their best use for handling the goods, looking for performance .
It 'clear that the logistics management information system, which allows processing of data and information, take the same strategic importance of other key logistics assets, such as specific know-how, warehouses, stationary and mobile, and indeed assume the role of "nervous system" which oversees and coordinates all logistical phases.

Good Logistics!

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Operational activities of the transport and storage

We have seen that the expected supply to play its role adequately and proactively, in terms of facilitating change and improvement of logistics processes, must have the ability to create and develop an information system functional logistics activities, and contribute to the optimization of the processes by consultative approach to their management (although it would be better to call co-management, in coordination with the client).

On these issues, by their very large and important, we will return certainly later.
we pause now, instead, on the first and perhaps most important characteristic that must have the logistics: the operational capability, or, in other words, the ability to realize in practice the logistics activities associated with his role. As well of course, be able to do work is the prerequisite to do it ... and of course to sell it.

But what we summarize the operations of the logistics?
They differ depending on the position occupied by the operator in the logistics chain. We summarize these roles, and give the list of operational activities of each one, specify the necessary resources, in future articles we will analyze in detail each of them.

Role of the Carrier or Carrier
It 's the person who delivers the goods, inbound or outbound from a warehouse (one each in and out of the stock in question), and operational steps that are supposed to handle:

- Transport: vehicles, drivers, system geographic information system for travel planning
- intermediate storage : This is the transit of goods in the stores so-called interchange or transit points. Stores are exclusively handling and outgoing goods, which do not have stock, and identify often in distribution platforms: small deposits where, within a few hours, the goods are unloaded and reloaded, so the end of the business cycle appears to be empty warehouse
- Management of transport documents : according to the nature of the goods transported, must be drawn and used to transport documents required by the rules in case of intermediate stops and reloading of goods, documents of the second section of travel shall be made by carrier.

Role of Stock
It 's the person who stores the goods, and performs some processing on them that the only change in content or in the package, and that often include several steps of disaggregation and reaggregation of products according to varying criteria.
Operational activities more typical of a warehouse are:

- Reception goods: we need adequate spaces, mobile platforms (such flaps), operating personnel and moving equipment to move the weights appropriate
- Check and set up stock of goods: it takes systems (manual or information) for checking cargo, and storage facilities suitable for the type, size and weight of the goods
- Reception and preparation of orders : order management systems are required, equipment sampling (pickers, etc..) equipment for the packing and sorting of packages, and of course the operating personnel can perform these tasks.
- Shipping goods : the activity is similar to that of input, for which there must be adequate equipment and personnel.

In general, the operational activities "concrete" that the expected supply must be able to play are closely tied to the ability to have , organize, coordinate in time and space resources typically labor-intensive, such as human resources , and also typically money-intensive resources, such as those related to transport vehicles, warehouses, stationary and mobile and operating systems.

It is therefore complex and expensive resources management, which requires skills and vocational training as well as a potentially vast market and able to repay the costs. All These elements that contribute to the consistency of the reduced number of logistics operators actually able to operate effectively and efficiently in the field.

emphasize that the same requirements and capabilities must also possess the internal logistics functions to companies that choose to handle the logistics chain directly, without recourse to outside contractors.

Links to other articles and further insights on the skills required of the operator logistics.

Good logistics!

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The role of logistics operators - part

We saw in the first part of what the requirements are that a Logistic Operator must have to express its activities and to initiate the added value that customers expect from it: ability to work, consulting skills, and ability to develop their information systems to support the first two.
Let's see these features in detail.

- Ability to work effectively in logistics

E 'the necessary basis, which is what available, or make available adequate resources to operate in the logistics field. It's instrumental resources, such as warehouses, vehicles, equipment, infrastructure in general, and human resources, understood as operators and employees, whose skill is often the result of a good logistic service. In addition, but not least, the ability to manage these activities-labor agreements, without the organization of which the results will come.

-

advisory capacity translates into the ability to understand, codify and standardize the exact customer requirements, designing and implementing logistics systems belonging to them. This ability is central to achieving logistics services appropriate to the request, providing exactly what the customer requires, without overdoing offerings do not want, and without restriction within the bid too low compared to the desired boundaries. While in the case of operational capability, it is a condition without which the operator may not even exist, in the latter case, this feature is quite rare, and limited to a few companies.

The third, last and functional capacity of the logistics operator lies in knowing how to design, develop and adapt to different needs its own information system, this part, representing the nervous system and cognitive del servizio, è ciò che rende possibile l’efficiente ed efficace utilizzo delle risorse operative, oltre che l’analisi e l’ideazione di nuove soluzioni. Un buon operatore logistico investirà quindi massicciamente in questa area.

Ma quali sono le criticità incontrate nel corso della cessione di attività a operatori logistici?
Sostanzialmente due, entrambe di tipo organizzativo e “politico”.

La prima consiste nel fatto che l’azienda cliente, cedendo attività all’esterno, deve rinunciare al controllo o per lo meno accettare una ridotta conoscenza del proprio futuro logistico: ciò porta spesso a “irrigidire” the contract logistics, thereby preventing the logistics provider to apply its expertise in improved function.
The second, all the operator is tied to the need for use of human resources "outside" (cooperatives, temporary workers), which, for lack of loyalty, "participation" for the company's values \u200b\u200band voltage improvement, it is difficult to apply management policies based on employee participation and the achievement of business objectives.

To overcome these problems, the solution is that of clarity and unity of the division of tasks and responsibilities, so clear and service contracts explicit, objective service levels and tariffs, contract management entrusted to professionals.

are very interesting topics that we will investigate later in life.

Good Logistics!

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The role of logistics - the first part and the economic crisis

The figure of ' Logistic Operator , understood as a complex entity that can take over the management of not only basic activities that constitute the supply chain logistics, but also their organization and their coordination, was born in the United States in the early '80s, when some companies that specialize in certain functions (eg, transport, warehouses, quality control), took a more autonomous and independent.

It is therefore of subjects and skills, relatively young in business, and for that very still during the definition and design of operational and management boundaries.

Today the definition of these individuals is that of companies providing all its logistics activities by acting as an outsourcer providing specialized services.
The role that these parties now hold is two-fold, from the point of view of operations and the expected added value.

From operational point of view, these companies are fully operational partners that, as responsible for blocking the logistics of the client, surpass and redefine the multitude of small entities to which the customer previously relied on the parts supply chain.

Not more then one operator for transport by the manufacturer, a warehouse management for raw materials, one for inventory management of production, one for the finished product warehouse, and another for distribution to the sales network , and so on, but a single point with full know-how, infrastructure and information systems adequate. So
subject unifying role of expertise and cost .

The second role, co-existing with the first, is to subject that, just as holder of the technical know-how, logistics can be introduced in the activity of the account of "reforms", or structural changes that can improve the outcome for the customer in terms of quality and service costs.
So the role of promoter of proposals to improve quality and cost.

But what requirements must have the knowledge and logistics to be able to cover adequately these complex roles?
Li can be summarized as follows:
Ability to work effectively in
logistics capacity to act as "Internal consultant"

Functionally these two, also ability to develop their information systems .

In the next episode we will analyze these in more detail their requirements of modern logistics. Logistics

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The 2009 is, for all sectors of the economy and without a doubt, one of the worst years in terms of economic growth. Recent estimates speak, within the area of \u200b\u200blogistics, decrease market on a worldwide basis, around values \u200b\u200bof 90 to 10% . This general figure is actually quite variable across sectors, because there are areas that have lost volume in different percentages.
However, as I wrote , logistics shows decreases in volumes smaller than those of the corresponding sectors, which would mean that, despite the annus horribilis of the world economy, the logistics sector has continued in relation to himself to grow.

But how to deal with the crisis , in logistics?
Assuming that the recovery of volumes, of which the first tentative signs are beginning to see, back the economy on the values \u200b\u200bof at least 2007 between 2 - 4 years, it is clear that you can not "wait" passively that the market will recover, and then automatically return to the pre-crisis levels.

The moment of crisis is indeed a problem, but also an opportunity , it becomes particularly for those companies that already starting from a position of strength, using the crisis to optimize processes and costs, leaving it even more strengthened. The period of crisis is an opportunity in which there is a sort of "selection" of firms, after which the system again on the scenario only those companies that have the ability di affrontare attivamente la crisi, ne hanno sfruttato gli effetti per ridurre i costi; mentre non ricompariranno quelle aziende, purtroppo molto spesso piccole o poco strutturate, la cui debolezza ha loro impedito di “gestire” il momento di calo dei fatturati.

Ma COME si deve gestire la logistica in un periodo di crisi? Quali sono le cose da fare per evitare che un momento come questo possa far morire l’azienda, e quali quelle per dotarsi di un vantaggio competitivo che tornerà utile passato il periodo nero?

Per essere molto concreti, ecco cosa.

1) Anzitutto capire da cosa nascono le difficoltà logistiche:
- allungamento del ciclo di incasso per i servizi forniti
- reduction in the volume of the market (with generation of excess inventory and excess of capacity)
- less "supply chain collaboration" due to the spread of difficulties in all its actors
- risk, thus, to take emotional decisions

2) for each of these "risk factors", identify the most effective medium to long term: the first error to avoid is to reduce inputs indiscriminately, stocks, etc.. Innovative solutions, implement changes in the supply chain can mean being ready, and the pole position when the markets return to growth.

Innovate
- Do not reduce the quality to cut costs, however, savings from studying the processes in their detail, and identify elements
-
CHANGE - DELETE
- SIMPLIFY
According to the principles of timing and methods, and use resources.

Manage opportunities
Managing supply chain inventory wisely, not reducing them indiscriminately, but in a manner selected.
Understand and exploit the cost savings that can be observed historically during recessions:
- reducing fuel costs: impact on transport costs, it would be reduced proportionately, or to reduce inventory and increase the frequency of transport, to the point of balance
- reducing the cost of raw materials for commerce and distribution, reducing the cost of metals, petroleum, etc.. suggested managing the stocks speculatively (buying extra lower unit costs) to put into practice only if the goods purchased do not over-run the risk of obsolescence, since it can regulate the disposal of stocks until the market recovered

Preserving the quality
Increase flexibility and agility of the logistics system through its critical analysis, precise and rigorous, and approach the problem of redesigning the supply chain not only reducing costs, but with the same attention to conservation, even to increased quality.

challenges are complex, difficult, but if the logistics will win in recent months, will give the company a strategic competitive advantage both during the crisis, the market recovery. The tools available to the logistics will be those of his competence and creativity, operational analysis to the overview, the ability to draw from employees and third parties cues and ideas for improvement.

Good Logistics!

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Logistics Operations of supply chain logistics

All’interno delle diverse fasi operative della catena logistica, che possiamo immaginare come gli anelli della catena stessa, che collegano altri anelli e che costituiscono loro stessi parte integrante della catena, si distinguono diverse attività, e diversi luoghi di giacenza o manipolazione delle merci.
Queste diverse fasi devono essere approfondite per analizzare dettagliatamente una catena di fornitura, come abbiamo definito la Logistica.

Riprendendo le fasi della logistica che abbiamo visto un precedente post, definiamo queste attività:

Fase del trasporto dai produttori al magazzino centrale
- Coordinamento dei produttori
- Elaborazione ordini
- Organization of transport and consolidation (cross-docking logistics platforms)
- Execution of special transport (large, great, sea, air, etc.).
- Clearance (for goods from foreign producers)

Working phase in central warehouse
- Reception
and control - Quality control
- Manage stock and stock (inventory management, FIFO, LIFO)
- Receiving and processing orders
- Prepare orders
- sorting and packing pieces
- packing and sorting

During the transport to the final customer
- Deliveries to customers
- Management platforms or transit points
- Management of fleet vehicles
- City
Logistics - Managing complaints (claims)

For each of these phases and related activities of which they are made, there are facilities, resources, procedures, resources, equipment and software to manage them.
Each activity of each phase of the special features and needs, suggests that, for each of them, to develop the set of resources and procedures best suited to their management.

Soon we will enter into the specifics of management of some of these activities. The scope is broad and requires a high degree of technical expertise, which we will explain in detail entering. Logistics

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operational phases of the Contract Logistics Market

Le fasi operative della catena logistica sono schematizzabili con le diverse fasi di manipolazione e trasferimento che la merce subisce lungo il suo tragitto tra il produttore e il consumatore finale.

Trasporto dal produttore al magazzino o deposito : questa fase di trasferimento può avvenire in un unico passaggio, oppure attraverso passaggi intermedi in depositi di consolidamento, magazzini centrali e transit point. Dopo il suo svolgimento, le merci sono presenti nel magazzino distributivo finale.

Lavorazioni di magazzino : questa fase coincide con le attività di manipolazione delle merci, che includono il loro ricevimento e controllo, la loro messa in stock (which created the stocks and their management) and their preparation for customer orders or retail distribution network, and the preparation of shipments. After his term, the products are ready to be put on the market, which is their final destination.

Transport from warehouse to customer : in fact, the final destination can be both the customer and a retail store, which in turn sells and / or delivery to the customer. This phase of transfer is one in which the goods are "scattered" in the area, and corresponds to the actual distribution of them on the market. At the end of this stage of the supply chain, it can be say that the primary mission of logistics itself, that is to make available products for their sale, is completed.

There are two other phases, which are not always present, and that which we call options.

Storage in stores : this time logistics is not always present, especially in cases where the distribution network providing only direct deliveries to customers. In reality, the vast majority of distribution network for the presence of retail outlets in the area, as this approach is more efficient and less burdensome for the final transport.
Here comes the logistics point of sale is summed up in inventory management (much smaller than the central warehouse), and management Shelf, translating from the shelf management. This matter of logistics "surrounded" by the discipline of marketing, who is studying how and where to place products in stores.

reverse logistics: the last phase of the logistics cycle is not always present, but only in cases where it is expected the flow of so-called return of unsold or returned. It can be very articulate, for example in the case of returns, with the withdrawal by customers, or less complex, in the case of returns from stores. In both scenarios, the logistics of returns is made in turn by a phase of consolidation dell'invenduto to make, one step backward transport of the goods delivered to stores, and finally a stage of processing of stock returns, which aims to generate new value by unsold products, through their return to the market, or further made to producers.

phases of logistics deserve a detailed study, which we will develop in the future.

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We talked about the choice that often are called upon to do business on the management of their logistics: logistics make or buy services logistics.

For the logistic is very interesting to know how it is moving in this time of world crisis, the market for logistics services , namely the market generated by the choice on the part of manufacturers or trade to buy logistics services for their activities at Logistics Operators accredited.

The use of logistics providers is often used by those companies that do not consider logistics as a core activity, and therefore see it as a simple service staff at the side of the sales or production.

Thus, the logistics market, defined in English Contract Logistics .
Definiamone attributes.

Setting : it coincides with the turnover generated by the integrated services of storage, transportation, value-added services, and supplies made under contracts regulated over time.

Dimensions: Assessment is based on the turnover of businesses, and crossed with the data on the industrial structure of the sector (indicators related to staff, managed to surfaces, etc.).. The size of the estimated total for the year 2008 amounted to 940 billion euro.

Weather: In recent years the increases in the market for Contract Logistics were 9% in 2006 8, 4% in 2007 and 3.3% in 2008. For 2009 it expects a closure even in decline by about 8%, this value, measured in the face of declines in some areas of logistics customers in double-digit percentage, gives an account of a market that can not decrease the volume manages, and therefore increasing its penetration. For the years 2010 - 2012 estimates provide average annual increases instead of between 2 and 3%. This takes into account an expected economic recovery in 2011.

Penetration of Contract Logistics: defined as the ratio between the value of the supply of logistic services and the estimated total value of services, including those that companies play in them, gives an idea of \u200b\u200bthe ability of customers to acquire, or rather to turn prospects into real customers. This value is placed around the 15-16%. The growth potential of this penetration are therefore very broad and allow to decouple growth in the sector from the goods of the customers. In fact there is a real possibility that the increased penetration of the Contract Logistics, which is to turn prospects into real customers, cancellations and even reversed the negative trend of products and customers, guaranteeing growth in years of economic stagnation.

These logistics data highlight two key points:
- Logistics still has, and will hold for a long time, high growth potential, because of its potential market penetration still low;
growth, even in these times of crisis, will manifest as a slow but steady increase, and not as a real boom.

We will be able to come back often on the subject of the Contract Logistics. Logistics
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Choice Make or Buy

For a company, as we have said, can be difficult to make the decision Make or Buy, and then choose to run the logistics operations internally, or outsource. When a company

faces this kind of choice, it is usually due to an exceptional situation in the management, that does not fall into the "normal service".
For example, entry into major new markets, a crisis of sales with the consequent need to reduce costs, or acquisition of another company that increased volumes and high rates of turnover.

In any case, this decision results in a range of strategic, because it is not reversible only after a certain number of years.
fact, choose to buy or logistical influences and directs all subsequent business decisions, and directions investment company.

Summarizing the constraints that this choice generates, and in one case or another, we can consider the following.


Make Choice Choose to do logistics involves the need to invest in
- Storage: to build a warehouse, and amortized means a heavy financial commitment for at least 10 years, given the high costs of these investments
- Software: the costs construction and management information system are high, not to mention those of maintenance and updating
- Staff: to have the logistics in the house means having staff who works there, then a fixed cost that we will always, regardless of the volumes that the company will in future

Choice Buy
choose to buy a logistics services, implies a different view of management:
- Consideration of the service to buy: to gauge used to evaluate those who believe
- Put in the race vendors who are able to offer that service
- Choose the vendor that offers the minimum price, and that gives more guarantees.
- Create a corporate structure able to monitor and participate in the management of logistics ousourcing dates.

We shall return to the topic of outsourcing, analyzing the ways in which to do it better.

Good Logistics!

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Logistics and outsourcing

A key part of supply chain management, and also what is usually understood by definition when it comes to logistics, and inventory management.

The stock management is a very broad field, which must be treated to chapters, which requires great mental flexibility, and can be looked at from several points of view. The

inventory management can be dealt with inside the company that manufactures or distributes a product, and then we made in the case of logistics in-house (in house) or can be outsourced, that is outsourced, o data in outsourcing . In questo secondo caso, la gestione viene affidata ad un operatore esterno .

La gestione del magazzino viene data in outsourcing meno frequentemente di quanto accada per la gestione dei trasporti. Ad esempio, nel caso italiano, la gestione dei trasporti viene affidata ad operatori terzi nel 60% dei casi, mentre la gestione del magazzino viene affidata ad appaltatori esterni nel 15-20% dei casi.

Perché questa differenza? Perché questa propensione a terziarizzare i trasporti e non invece i magazzini?
Nel comune “sentire aziendale” la terziarizzazione viene vista molto spesso (anche a ragione) come una cessione del proprio “saper fare”, ie the business know-how. Outsourcing, meaning to manage others what until recently it ran on its own, is in a sense give up a part of the , and specifically how to opt out of it to a specific skill.

Well, in Italy, transport is often seen simply as the most "stupid" (wrongly, in fact) of logistics as that part to make the big powers which are not necessary, and on which we do not play the competitive advantage in the supply chain. Instead it is often identified, the competitive advantage of logistics, the warehouse management. This setting

thus has to have a market for the transportation contractors far more developed than that of storage for third parties. Hence the lack of large logistics operators can perform all logistics operations, in addition to transport, even on the management of warehouses.

The topic of outsourcing, or outsourcing, inventory is vast, and may touch issues related to:
- choice whether to buy or logistics (make or buy)
- if you chose to buy such
buy services - how to choose the supplier (logistics)
- how to draw up the contract of service (service levels, rates, durations)

We will return soon to explore the theme of outsourcing logistics. Logistics

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The parameters of the system: drivers

The procurement of goods, its storage, the preparation and distribution of goods, should be measured to ensure that each of these steps works best, the measurements are made with the indicators that allow you to define service levels that each phase must meet.

In a supply chain, Supply Chain or , every step and every operation is done while respecting certain service levels. Service levels define the quality that the logistical needs to ensure the immediate aftermath (Ie the next link in the chain), this quality is described by the indicators.

These indicators across different characteristics of each stage in logistics, which can be summarized thus:
- Feature time: frequency and duration of a certain phase
- Feature quality : indicates how the phase is carried out, ie if it is done properly (without faults) or when you turn evil (with faults)
- Feature space : indicates which and how much space a given phase deals for their performance.

For each of these stages are defined logistic parameters, which are called drivers system.
drivers because they are called " drive" the system, that is the point to a direction (eg, service and quality), or to the contrary, and besides there are parameters that can be measured, giving a precise quantification of the situation.

As we said, you must select and measure these parameters to measure the performance of our supply chain; be imagined as the attributes that each phase carries logistics, and explaining to each one, if it is done with quality and timeliness required in the next step.

We will have time in the future to investigate the issue of performance parameters supply chain. Logistics

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The Coeliac

Tra tutte quelle agli alimenti, l’intolleranza al glutine è la più grave: perché è permanente, nel senso che non si può guarire, e perché se non si prendono le dovute contromisure, influisce pesantemente sulla qualità della vita di chi ne soffre.
In Italia ad avere questo problema sono tanti: secondo l’Associazione italiana (Aic), le stime parlano di una persona ogni 100-150.
Ma che cos’è il glutine?
Una sostanza proteica che si trova in avena, frumento, farro, kamut, orzo, segale, spelta e triticale. Questo significa che i celiaci non può più mangiare alimenti comuni come il pane, la pizza, la pasta e i dolci.
Assumendo il glutine, infatti, una persona che ha questa intolleranza subisce un grave danno alla sua mucosa intestinale: l’organismo reagisce infatti aumentando la produzione dei linfociti (le cellule difensive) che vanno a colpire i villi intestinali, una sorta di tubi sottili che servono ad assorbire gli alimenti.

Conseguenza: i villi si atrofizzano e cease to perform their function. And in no time they begin to suffer from lack of calcium, iron and vitamins.
The diagnosis of celiac disease is not easy. Especially if you think you can rely solely on symptoms.

In fact, there are signs that indicate a potential intolerance to gluten, a person:

• slimming or fat
• sudden and unexplained, gastritis, diarrhea, recurrent headache, fatigue, brittle nails and teeth

But they are not always unequivocal indicators of celiac disease.
This pathology, in fact, can also assume different connotations: in children For example, it is easier to locate because the vitamin deficiency leads to a slowdown in growth.
In adults, however, must also suspicious ol'osteoporosi anemia that can not be resolved at an early age, problems related to fertility, irregular menstrual cycles.
The strong reaction of the body, opposite to the assumption of gluten, also affects hormonal balance.
are two steps: first, the specialist must take a blood test which detect antibodies characteristic of the disease, and secondly - if the test result is positive - we will have to undergo a biopsy bowel, through a gastroscopy.
The only way to treat celiac disease today is also the simplest: completely eliminate gluten from their everyday table .
Of course, implementing this therapy as a means saying goodbye to food as good as common as bread, pasta, biscuits and pizza, but also means that care about every dish that is eaten there is the slightest trace of flour, for example, or of another food "forbidden." In short, the sacrifice is no small thing, implies a considerable effort in terms of nutrition education.
Fortunately, in the past, opportunities to eat throughout Security is for celiacs. For years now, are scattered throughout Italy restaurants and pizzerias ad hoc, even in the highway restaurant menu is a "gluten free, gluten-free foods can be found in health food stores, supermarket, pharmacy ...

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The dandruff

all know the dandruff and the unpleasant feeling you get when looking in the mirror or talking to someone, we realize that unsightly white powder on his shoulders.
Technically, this is an excessive flaking of the scalp and is a mild form of seborrheic dermatitis.
provoke and excessive proliferation, in the sebum, a tiny fungus called Malassezia . In this case, the scalp becomes inflamed and starts flaking.
Dandruff can be of two types: oily or dry.
The first sign of inflammation is more acute and often brings with it itching and the second is the signal instead of a slight problem.
But because it is presented?
Several scientific studies confirm that the source of the problem is in part a constitutional component, part of a familial predisposition.
Dandruff is nothing but the consequence of this scaling and must be fought from the start with accurate treatments that only a dermatologist can advise you.
usually requires specialist shampoo specific anti-dandruff, which contain antifungal agents (ie against fungi) and which, when used consistently, able to alleviate the redness of the skin. There is one condition, however, because the therapy to be successful: you have to respect the letter and the time prescribed by the specialist. This means that the shampoo should be used at the beginning at least two to three times a week, and then you will have to continue treatment as prevention. In this case, you just do the anti-dandruff shampoo once a week.
While dandruff does not care only at the table, the power still has an important role for her appearance.

Why scalp remains healthy we must abandon (or at least drastically reduce):

• fried food and dairy products, sugar and
• nicotine
• prefer, instead, fresh fruits and vegetables, yeast and jelly real.

The recipes "grandma's" handed down are two more:

• The first is to prepare a clutch base vinegar and nettle. Boil in 0.75 liters of water and a pint of vinegar, 100 g of nettle leaves for about 30 minutes. It filters out everything after the shampoo is rubbed on the skin and hair root big wad soaked in this liquid. You wait 10 minutes and then pour the remaining liquid on the head. Eventually, he rinses his head.
• The second recipe, the egg has its protagonist. Are mixed in a bowl of egg yolks 3 fitted with a glass of warm water. She massages the scalp with this solution and leave for 15 minutes. Finally, rinse everything by adding a splash of vinegar in the rinse water.