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18 agosto 1944 to 2010

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Industrial Logistics and Supply Chain Logistics Outsourcing

Molto spesso accade che si confondano tra loro due elementi che solo apparentemente sono identici. Parliamo di due visioni differenti della logistica, ossia di Logistica industriale e di Supply Chain .

Questi due elementi dell'azienda si riferiscono in realtà a differenti perimetri di attività, per i quali la Logistica industriale fa parte della Supply Chain . E' opportuno quindi distinguere gli ambiti di queste due materie, per evitare di incorrere nell'errore di confonderle.

Vediamo quindi le due definizioni corrette.

La Logistica industriale si può sintetizzare in the range of activities, operational, managerial and organizational, which belong essentially to the warehouse management (most recently defined by the English word warehousing). So deepens, and aims to better manage industrial space for the storage of goods, facilities and systems dedicated to the discharge of the goods and their storage, equipment and tools necessary to manage the cycle of the goods internal to ' company. Thus receipt of vehicles, storage, order picking, and shipping of goods.

It is therefore to manage the operational aspects of warehouse logistics , that interface to upstream and downstream with the other phases of the logistics process.

The Supply Chain deals rather than managing this wider scope of its activities related to the business cycle of goods, from their purchase to arrive at emrci delivery to end customers. Therefore, fall within this activity:

- the management of supply (ie integrating or absorbing the Purchasing Department)
- management of inbound transportation (ie the arrival of supplies of raw materials or finished products from manufacturers and / or contractors)

- the operational management of warehousing (overriding the Logistics industrial storage and construction orders)

- the management of the final distribution, or outbound transport (delivery to end customers, or retailers or resellers)

- the management of returns (for unsold or down the customer's part which is identified in some cases with the CRM - Customer Relationship Management - in the aftermarket, integrating with sales office and sales).

It 'so clear as the Supply Chain can coincide in some types of firms (for example in the areas of trade, distribution or services) with the actual Operations Department.

again go deep into this topic.

Logistics

Good!

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: the reason of a choice

In this post I will address the issue of the decision to award a specialist in the provision of logistics services .

The logistic service storage and distribution can be done by a company, with its structures and instruments, and then we talk about logistics insourcing, or through the services provided by a qualified operator logsistico, and then we talk about logistics outsourcing.

What are the pros and cons of each choice? We saw earlier that the decision "political" to apply or not to a logistics operator usually competes at top management, and is intended as a real choice: on one hand the total autonomy on the other hand the dependence on a third party. In any case, one of discriminatory decisions that drive in either direction is always that of logistics costs.

In relation to this economic aspect of logistics management, assuming equal conditions with the quality and timeliness of the service, the company management often apply an equation so elementary as wrong: There is a tendency to think that in any case, addressing a specialized operator, unit costs for the provision of logistics services are less.

This is not necessarily true, as the different conditions of allocation of resources could generate a unit cost in case of outsourcing, not less. In fact, the real advantage of custody to a third party logistics ridizione is not in some of the costs, but in a secure them VARIABILIZZAZIONE .

This is a key point: it should be clear that having a cost rate for the quantity of goods than to have some internal fixed costs (which probably at one time may not seem like much less) basically allows the following advantages:

- download the third il rischio di calo dei volumi (e l'attuale congiuntura deve esserne di esempio)

- scaricare anche, all'opposto, il "rischio" di un'esplosione dei volumi : l'operatore dovrà essere in grado di supportarlo, senza che il committente debba fare costosi investimenti in infrastrutture e organizzazione

- rendere i costi logistici perfettamente budgettabili : infatti, conoscendo il costo della tariffa, diventa semplice applicarlo ai budget di vendite

- rendere i costi logistici perfettamente individuabili : spesso nelle aziende non si riesce ad avere la percezione precisa del perimetro logistico; nel caso di un contratto di outsourcing, essi are easily identified on its contract business.

We shall return later on the advantages and disadvantages of outsourcing logistics.

Good logistics!