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!
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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