fundamentals logistics
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FUNDAMENTALS OF LOGISTICSBILL DUCAT| FEBRUARY 12, 2013
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PITCH
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Dynamics AX is Beyond ERP…the Next Evolution
•Business process platform•End to end capabilities•A platform to defeat competitors•Consortium of domain experts•Next evolution of solutions…
FUNDAMENTALS OF LOGISTICS
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Dynamics as the Process Platform
FUNDAMENTALS OF LOGISTICS
Powerful embedded
analytics and BI
Applications that are an
asset
Simplicity and agility
Works the way you need it to Simple to use
Get the right data to decision
makers
Complete industry-specific
solutionsManufacturing
Distribution
Retail
Services
Public Sector
Tailored to meet your needs
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Broader View of Supply Chain/Logistics
FUNDAMENTALS OF LOGISTICS
Company
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RF, DATA COLLECTION AND BARCODING ≠WMS/TMS
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Radio Frequency Can Actually Hurt Productivity
•Order picker with paper can be faster than Radio Frequency Picker
– Some gains on searches, errors, etc.
•Key: Strategies that leverage technology like RF, but reduce labor and travel time
– Multi-order picking
– Work flow (Walk paths)
– Material handling integration
– Zone picking
– Pick/sort
– Integrated transportation
– Value added services
– Etc.
FUNDAMENTALS OF LOGISTICS
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AWAKE ISSUESDIFFERENTIATION, TRUST, VALUE
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Stakeholder Value Proposition
Increase Revenue
Increase AssetUtilization
Increase Profit Margins
FinancialObjective
Increasing Shareholder
Value
CorporateObjective Opportunity
10-20% Fill Rate Improvement 1-3% Increase in Service Level 10-15% Increase in Revenue
2-4% Margin Improvement 30-40% Increase in ROA 10-15% Inventory Reduction
5-10% Lower Fulfillment Cost 15-25% Lower Labor Cost 10-20% Transportation Savings Improved Operating Efficiencies
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Supply Chain Benefits (Broader)
FUNDAMENTALS OF LOGISTICS
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Logistics Cost Breakdown - Typical
FUNDAMENTALS OF LOGISTICS
% of Total Logistics
% of Sales
Transportation
43% 3.44%
Warehouse 25% 2.09%
Inventory Carrying Cost
29% 2.32%
Administration
3% 0.24%
TOTAL 100% 8.09%
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Fuel Costs Rising
FUNDAMENTALS OF LOGISTICS
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Supply Chain Solutions Benefits Examples
•Reduction of Inventory Carrying Costs
– 8 to 15% Increased Inventory Turns
– Source: Gartner Group
•Eliminate Some Safety Stock
– For a $100 Million dollar company, a 3% reduction in inventory achieves $500,000 in savings.
– Source: APICS
•Reduction in Customer Returns
– 11 to 25%
– Less Picking Errors
– Source: Gartner Group
FUNDAMENTALS OF LOGISTICS
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Warehouse Cost Breakdown - Typical
FUNDAMENTALS OF LOGISTICS
Shipping20%
Storage15%
Receiving10%
Picking55%
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Key Questions Example (Value Mapping)
FUNDAMENTALS OF LOGISTICS
COGS What % of COGS is logistics costs?CFO, CLO, COO, VP Dist.
COGSIs COGS in line with expectations? How does your compare with competitors? CFO, CLO, COO
Logistics
What metrics do you use to measure logistics performance? How does your current performance compare with company goals?
CFO, CLO, COO, VP Dist.
LogisticsWhat metrics do you wish you could track but cannot? Why?
CFO, CLO, COO, VP Dist.
Fill RateWhat is your order fill rate, and how does it compare with company goals?
CFO, CLO, COO, VP Cust. Serv., VP Dist., VP Sales
Fill RateHow do you measure the impact of unfilled orders on revenue?
CFO, CLO, COO, VP Cust. Serv., VP Dist., VP Sales
GrowthCan your logistics capabilities handle all existing and planned channels? If not, why?
CFO, CLO, COO, VP Dist.
On-TimeWhat is your on-time delivery %, and how does it compare with company goals?
VP Cust. Serv., VP Dist., VP of Trans., Director of Dist., Director of Transp.
Inventory
How do your inventory turns and inventory accuracy compare to company goals? What are the reasons for the differences?
CLO, CPP, VP of Distr., Director of Dist.
Inventory
Could safety stocks be lowered with better inventory accuracy (knowing what you have, where it is, especially when needed)?
Chief Logistics Officer, VP of Distribution, Director of Distribution
LaborHow do you track labor productivity? Are your tracking capabilities sufficient?
VP of Distribution, Director of Distribution
Chargebacks
Do you incur chargebacks from customers? What are the primary violations?
VP of Distribution, Director of Distribution
Inv. Accuracy
What is your current inventory accuracy (perpetual and location level)? How does this compare with company goals?
VP of Distribution, Director of Distribution
Inv. Accuracy
How does inaccurate inventory affect your business (warehouse productivity, order fill rate, inventory turns)?
VP Distr., Director of Dist.
Physical Cost
Do you perform an physical inventory? How long does it take and what are the total costs associate with a PI?
Director of Distribution
Trading Partner
Do you have a compliance program with suppliers? How effective is it? CLO, VP of Dist.
Order Accuracy
What is the cost to correct an order filled incorrectly? What makes up those costs?
VP Cust. Serv., VP Dist., VP of Trans., Director of Dist., Director of Transp.
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KEY ITEMS OF LOGISTICS SYSTEMS
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Key Items
GENERAL
Embedded RFConfigurable WorkflowWork CreationLocation
ZonesStocking LimitsLicense Plate Controlled
Labor Tracking
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Warehouse Location Profile
FUNDAMENTALS OF LOGISTICS
•Location Profiles
– Dimensions & Capacity
– Mixed SKU
– Mixed Lots
– License Plate Controlled
– Check Digit Controlled
– Permanent vs. Dynamic
– Stocking Limits
– Zones
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Integrated RF
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License Plate Tracking
Receiving / Putaway License Plate tracked through entire operation System generated label , blind label, or ASN label may be
utilized
Inventory Management Location Controlled License Plate Tracking (optional) Transfer / Adjust by License Plate Support for License Plates in multiple statuses in a single
location
Shipping Pick by License Plate Ability to allocate license plates and track to initial receipt Ability to RF confirm pick license plates
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Key Concept
•Ability to deal with concepts separately:–Where – Selecting the optimal putaway/picking location
–How – Best way to perform the work
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PRESENTATION TITLE
Order Picker’s Time (non-WMS) - Typical
Travel50%
Search20%
Setup10%
Extract15%
Other5%
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Different Zones for Different Purposes
FUNDAMENTALS OF LOGISTICS
Pick Zone
Locate Zone
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PRESENTATION TITLE
Units of Measure Matter
•Each unit of measure means different equipment, labor, etc.
•Unit picking should not be done out of the same location as pallet picking
•Items may need to live in multiple bin locations
•Reservations, putaway logic, replenishment, etc. need to be smart about UOM
•Different channels drive different behaviors (direct to consumer vs. B2B)
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Pick / Pack Catch Weight FlowLTL Batch Case Pick
Workflow
Pick Catch Weight
Print LabelStage
Load
Pick Stage
Pallet Build
Dock Check
Load
Group Pick
VAS Labelin
g
Pack by Order
Example Configurable Workflow based on Criteria…
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Labor and Task Tracking
FUNDAMENTALS OF LOGISTICS
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Key Items
INBOUND
Supplier Management
Inbound Container
Management
ASN Receiving
Disposition
RF Receiving / Putaway
Rules Driven Locating
Cross-Docking
Appointment Scheduling
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Supplier Management
THIRD PARTY LOGISTICS / FREIGHT FORWARDERS
TRANSPORTATION PROVIDERS
Small Domestic
InternationalContractIn-House
Large Domestic
FACTORIES SUPPLIERS DISTRIBUTION
Branded
Warehouse
InternationalRetail
Cross-Dock/Flow Through
Business
Manufacturing
INBOUND SUPPLY CHAIN VISIBILITY
End-to-End Event Management
DIRECT DELIVERY
Purchase Order
Shipment ASN
PO Confirm (Qty, Price, Dates)
Customs Documents
Shipment Status
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Shipment Packing Wizard– Automated Shipment Creation
– Carton / Pallet Packing Wizard
– Container Nesting
– Compliant Pallet / Case Label Printing
– ASN Generation
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Key Items
INVENTORY
In Location Quarantine
Real-time Cycle Count
Hierarchical Item
Classifications
Lot / Serial Number
Control
Automated
Replenishment
RF Production Moves
RF Report as Finished
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Inventory StatusConfigurable
Inventory Status. In Location
Quarantine!
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Cycle Count Processing
•Cycle count creation
– Item, Location characteristics
– Manual or system generated
•Exception driven cycle counts
– Short Pick
– Damaged Product
– Putaway Exceptions
•Real-time Cycle count
– RF cycle count execution
– Immediate inventory updates, or hold for approval
– Does NOT freeze location for pending count
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Replenishment
Automatic Replenishment
•Identify Replenishment needs
– Automatic Schedule
– Manual
– Min – Max Capacity
– Allocation Rules
•Replenishment Work
– RF Work Execution
– Priority Driven
Pick LocationsReserve Locations
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Key Items
OUTBOUND
Wave / Load PlanningDeferred Reservation
Whs/Site at Order EntryLocation at WaveLP at Picking
Rules based AllocationWork Creation RF Picking / Staging / LoadingPick & PackConfigurable Workflow
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Wave Output
Wave Processing
Wave Planning
Order Selection
Load Planning Allocation Work
CreationDocument
sWork
Release
Prioritized WorkLocation Allocation
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Load Planning
•Load Planning Workbench
– Automated / Manual Load Building
– Order / Line / Partial Line Selection
– Order Splitting
– Pack Quantity Override
PO-1 PO-3PO-2
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Key Items
TRANSPORTATION
Embedded Rating
Engines
Routing / Route Guides
Delivery Schedules
Freight Apportionment
TL, Rail, Ocean, LTL,
Parcel
Load Planning
Compliance Labeling
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Integrated WMS / TMS NO INTERFACES… Print shipping labels with
carrier info/tracking # upon order release (eliminate back end process)
Integrated weight check and manifesting
Labor Planning and Load Planning constraint modeling
Shared customer and order information
Improved sortation and space utilization at shipping dock
Closed loop Freight Charge / Invoice
• Rate shopping• Order consolidation• Load planning
Cartons, weights
Selected orders
Planned loads, tracking #’s
Freight charges, manifest
Weigh
‘Wave’ Process
Pick/Pack
Manifesting
Close LoadClose
Shipment
Shipping Documentatio
n
OutboundOptimization
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Routing
Least Cost Carrier
Best Way
Pre-assigned
Route
Manual Routing
Routing Guide
Intermodal Routing
Constraints
Transit Times
Delivery Dates
Item / Carrier
Item / Mode
Carrier / Customer
Mode / Customer
Carrier / Hub
Zone / Hub
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Routing Guide
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Rate Shop
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Multi-Carrier and Mode
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Dock Management
Shipping Dock Workflow Controlled…•Shipment Staging•Quality Checks•Pallet Building•Dock Door Assignment•RF Loading•Ship Confirm
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Post Freight – Landed Cost – Cost of Goods
•Post freight costs to invoice•Configurable posting to G/L•Freight accrual/expense•Freight revenue (bill to customer)
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Freight Reconciliation
•Automate the Freight Bill Match and Pay process
•Electronic Freight Bill Invoice (210) from carriers
•Match Rules with Tolerance
– Match down to Accessorial Charges
– Proof of Delivery prior to Pay
•Payment Rules
– GL Coding
– Freight Accrual and Apportionment
Valid Shipment?
Duplicate?
Cost within Tolerance?
Accessorial Fees Valid?
Delivered on Time?
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Key Items
MHE
Pick to Light
Conveyor/Sortation
ASRS
Voice
Carousel
Etc.
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MHE – Made to Reduce Travel, Space or User Input
FUNDAMENTALS OF LOGISTICS
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SUMMARY
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C-Level Executive Value Proposition/Questions
•What if we could reduce your warehouse labor cost (usually one of, if not the single highest cost to do business) by 20%? Would that enable you to do more business with the same staff, or reduce staff to save costs?”
•“How many Physical Inventories do you complete per year and at what cost?” “2 per year, and they cost $20K each
•Equipment that is needed can be utilized longer due to better cube utilization and flow of goods design (less run time = longer life).
•What would it mean to your company to reduce your inventory cost by 1%?”
FUNDAMENTALS OF LOGISTICS
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Key Questions Example (Value Mapping)
FUNDAMENTALS OF LOGISTICS
COGS What % of COGS is logistics costs?CFO, CLO, COO, VP Dist.
COGSIs COGS in line with expectations? How does your compare with competitors? CFO, CLO, COO
Logistics
What metrics do you use to measure logistics performance? How does your current performance compare with company goals?
CFO, CLO, COO, VP Dist.
LogisticsWhat metrics do you wish you could track but cannot? Why?
CFO, CLO, COO, VP Dist.
Fill RateWhat is your order fill rate, and how does it compare with company goals?
CFO, CLO, COO, VP Cust. Serv., VP Dist., VP Sales
Fill RateHow do you measure the impact of unfilled orders on revenue?
CFO, CLO, COO, VP Cust. Serv., VP Dist., VP Sales
GrowthCan your logistics capabilities handle all existing and planned channels? If not, why?
CFO, CLO, COO, VP Dist.
On-TimeWhat is your on-time delivery %, and how does it compare with company goals?
VP Cust. Serv., VP Dist., VP of Trans., Director of Dist., Director of Transp.
Inventory
How do your inventory turns and inventory accuracy compare to company goals? What are the reasons for the differences?
CLO, CPP, VP of Distr., Director of Dist.
Inventory
Could safety stocks be lowered with better inventory accuracy (knowing what you have, where it is, especially when needed)?
Chief Logistics Officer, VP of Distribution, Director of Distribution
LaborHow do you track labor productivity? Are your tracking capabilities sufficient?
VP of Distribution, Director of Distribution
Chargebacks
Do you incur chargebacks from customers? What are the primary violations?
VP of Distribution, Director of Distribution
Inv. Accuracy
What is your current inventory accuracy (perpetual and location level)? How does this compare with company goals?
VP of Distribution, Director of Distribution
Inv. Accuracy
How does inaccurate inventory affect your business (warehouse productivity, order fill rate, inventory turns)?
VP Distr., Director of Dist.
Physical Cost
Do you perform an physical inventory? How long does it take and what are the total costs associate with a PI?
Director of Distribution
Trading Partner
Do you have a compliance program with suppliers? How effective is it? CLO, VP of Dist.
Order Accuracy
What is the cost to correct an order filled incorrectly? What makes up those costs?
VP Cust. Serv., VP Dist., VP of Trans., Director of Dist., Director of Transp.
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Dynamics as The New Evolution of Systems
•The Power of One
•The Power of Experience Domain Experts
•Beyond ERP
•Beyond Four Walls
FUNDAMENTALS OF LOGISTICS
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THANK YOU – QUESTIONS?