Unidad 1 Introducción a La Logística

7/23/2019 Unidad 1 Introduccin a La Logstica

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UNIDAD 1. INTRODUCCION A LA LOGISTICA Y CADENAS DESUMINISTRO.

Temas: INTRODUCCIN U1., 1.1. Conceptos bsicos.,1.2. La importancia de la logstica.,1.3.Caractersticas principales.,1.4. La importancia de la cadena de suministro.,1.5. Tipos de cadenas.

Periodo: Ago/ Dic 2015

Presenta: Guerrero-Campanur A.Divisin Ingeniera Industrial / Instituto Tecnolgico Superior de Uruapan.

Michoacn. Mxico.

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LOGISTICA Y CADENAS DE SUMINISTRO

Ingenieria Industrial / NH1!"!

COMPETENCIAESPECFICAA DESARROLLAR ACTIVIDADES DE APRENDIZAJE

Analizar losconceptos bsicos de la logstica y de lacadena de suministros y comprender su importancia

enla competitividad dela organizacin

Elaborarde ensayos acerca de las diversas industriasen funcin de las diversas cadenas de suminis tro yestrategiaslogsticas.Realizarreportes acerca de produccin.Realizarinvestigacionesacercade lamisma.

Realizarcuadros sinpticos.

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UNIDAD 1. INTRODUCCION A LA LOGISTICA YCADENAS DE SUMINISTRO.

OBJETIVOGENERAL DEL CURSO

Disear y mejorar sistemas integrados de produccin, abastecimiento y distribucin de organizacionesproductoras de bienes y servicios. Implementar y administrar sistemas integrados de abastecimiento,produccin y distribucin de organizaciones productoras de bienes y servicios empleando tecnologa de

vanguardia.

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UNIDAD 1. INTRODUCCI#N A LA LOGISTICA YCADENAS DE SUMINISTRO.

CRITERIOSDE EVALUACIN

40% Conceptual. Conocer los conceptos bsicos y solucionarcasos prcticos de la unidad. (Exmenestipotest).

20% Actitudinal. Partic ipar efectivamente en clase, e l cri terio ser mediante planteamientos o

preguntasverbales, a loscuales losestudiantestienen queresponder enla misma forma.Asumirlaresponsabilidad de asistencia al curso. (Bitcorade asistencia).

40% Procedimental: Elaborar portafolio de evidencias individual de la respectiva unidad donde seincluyen tareas, prcticas, ensayos y exposiciones encargadas por el profesor. (Portafolio deevidencias).

BibliografaUnid ad1:-CHOPRA,S. &MEINDL,P. (2008).Administracin de la cadena de suministro. Estrategia, planeacin y operacin. Mxico: Person Educacin.pp.3-21


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40% Procedimental: Elaborar portafolio de evidencias individual de la respectiva unidad donde se

incluyenTAREAS, PRCTICAS, ensayos y exposiciones encargadas por el profesor. (Portafoliode evidencias).

RUBRICA PRACTICAS Y TAREAS.

Revisarlas caractersticasque sesolicitan ycalifiqueenla columnaValorObtenidoel valorasignadocon respectoal ValordelReact ivo. En la columnaOBSERVACIONEShagalas indicacionesque puedanayudaral alumnoa saber cualesson lascondicionesno cumplidas.

Valor delreactivo Caracterstica a cumplir (reactivo)

ValorObtenido

OBSERVACIONES

5% Es entregado puntualmente. Hora y fecha solicitada (indispensable)

5% Presentacin (Portada, etc.), limpieza del trabajo, orden y ortografa.

Desarrollo

5% Claridad de objetivo y planteamiento del problema.

60%Procedimiento, lgica de la solucin, y/o cumple con el total de temas atratar encargados por el profesor.

25% Solucin correcta

100% CALIFICACIN:



40% Procedimental: Elaborar portafolio de evidencias individual de la respectiva unidad donde seincluyen tareas, prcticas,ENSAYOS y exposiciones encargadas por el profesor. (Portafolio deevidencias).

RUBRICA ENSAYO.

Revisarlas caractersticasque sesolicitan ycalifiqueenla columnaValorObtenidoel valorasignadocon respectoal ValordelReact ivo. En la columnaOBSERVACIONEShagalas indicacionesque puedanayudaral alumnoa saber cualesson lascondicionesno cumplidas.


ValorObtenido

OBSERVACIONES

10% Es entregado puntualmente. Hora y fecha solicitada (indispensable)

10%Introduccin. Max. 150 palabras. (Explica con claridad de qu trata elensayo, especificando las partes que la componen y una pequeadescripcin de cada una de ellas).

20% Idea principal. (Explica la idea principal que soporta el ensayo).

30%Anlisis. Max. 500 palabras. (Se analiza el contenido principal de lapresentacin, cumple con el total de temas a tratar encargados por elprofesor y no hay frases copiadas literalmente) .

20%Conclusiones. Max. 200 palabras. (Incluye opiniones personalescombinados con argumentos bibliogrficos).

10% Presentacin(ordeny ortografa).

100% CALIFICACIN:

UNIDAD 1. INTRODUCCI#N A LA LOG$STICA YCADENAS DE SUMINISTRO.


40% Procedimental: Elaborar portafolio de evidencias individual de la respectiva unidad donde seincluyen tareas, prcticas, ensayos yEXPOSICIONES encargadas por el profesor. (Portafolio deevidencias).

RUBRICA EXPOSICIN

Revisarlas caractersticasque sesolicitanycalifiqueenla columnaValorObtenidoelvalorasignadoconrespectoal ValordelReact ivo. Enla columnaOBSERVACIONES haga lasindicaciones quepuedan ayudaral alumnoa sabercualessonlascondicionesno cumplidas.


ValorObtenido

OBSERVACIONES

5% Inicio puntualmente. Hora y fecha solicitada (indispensable)

5% Arreglo personal de los expositores, presentacin verbal de los miembrosy explicacin de tema u objetivos.Desarrollo

15% Trabajo previo de investigacin y preparacin del tema.

10%Organizacin del trabajo, definicin de roles y participacin y de todos losmiembros del equipo en la exposicin.

10%Utilizacin de apoyos visuales (Power P oint/Rotrafolios o dibujos/Modelosfsicos, entre otros), auditivos (msica, etc.) o kinestsicos durante lapresentacin.

15%Lgica de desarrollo de la presentacin y congruencia con los objetivos.

10%Habilidades de la exposicin (seguridad/lenguaje adecuado/capacidadpara despertar inters/volumen de voz).

10% Exposicin de los resultados y conclusiones.10% Resolucin de dudas.10% Referencias APA.

100% CALIFICACIN:


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40% Procedimental: Elaborar portafolio de evidencias individual de la respectiva unidad donde seincluyenTAREAS, PRCTICAS, ensayos y exposiciones encargadas por el profesor. (Portafoliode evidencias).

RUBRICA PORTAFOLIO EVIDENCIAS

Revisarlas caractersticasque sesolicitanycalifiqueenla columnaValorObtenidoelvalorasignadoconrespectoal ValordelReact ivo. Enla columnaOBSERVACIONES haga lasindicaciones quepuedan ayudaral alumnoa sabercualessonlascondicionesno cumplidas.


ValorObtenido

OBSERVACIONES

5%PORTADA. Presenta: nombre y logo de la escuela carrera materia maestro, ttulo(portafolio) nombre delalumno lugar y periodo.

5%TABLA DE CONTENIDO. Muestra claramente elcontenido y estructura delportafolio.

Desarrollo

10% INTRODUCCIN.La introduccinubica el curso en el contexto acadmicoyexplicala funcindelportafolio,conuna redaccinadecuada

10% SECUENCIA DIDCTICA.Presenta lasecuencia didctica.

10%

ESTRUCTURA. Presenta la estructurao divisiones del portafolio integrandotodaslasevidenciasrequeridasen laasignaturade formaclaray ordenada

10%REFLEXIONES. Presenta una sntesis de la aplicacin de los contenidos alcampo laboraly al desarrollo personal.

20%CONCLUSIN. Presenta una proposicinfinal, a la que se lleg despus de laconsideracinde las evidencias, de las discusiones o de las premisas.

10% ORGANIZACIN YCREATIVIDAD. El trabajo esta bienorganizado y presenta undiseo creativo, cuidando detalles que permitensu revisin.

10%APORTACIONES PERSONALES. Realiza aportaciones personales o integraelementos valiosos no solicitados.

10% REFERENCIAS. Referencias APA.

100% CALIFICACIN:

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%ers&e'ti(a Tradi'i)nal* L)g+sti'a , laE')n)-+a 1!0 12.

Fre ight Transpor tat ion $352, $455 Bi ll ion Inventory Expense $221, $311 Billion Administrative Expense $27, $31 Billion Logistics Related Activity 11%, 10.5% of GNP

Logistics Related Activity (MEX) 7% of GNP / 2007.

En Mxico los costos logsticos representan ms de 30 por ciento para las pequeas

y medianas empresas (Pymes), dijo Mercedes Araoz, representante en Mxico del BancoInteramericano para el Desarrollo (BID). Agreg que loscostos logsticos en el pas representan el14 por ciento del Producto Interno Bruto(PIB), contra el 8 y 9 por ciento de Estados Unidos yCanad. El Financiero 22 junio 2015.


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%ers&e'ti(a Tradi'i)nal* L)g+sti'a enlas E-&resas de Manu3a'tura.

Profit

LogisticsCost

MarketingCost

ManufacturingCost

4 %

21 %

27 %

48 %

Logistics Related Activity

(MEX) 7% of GNP / 2007.

Su&&l, C4ain Manage-ent* T4eMagnitude in t4e Traditi)nal 5ie6

Estimated that the grocery industry could save $30 billion (10% of operating cost)by using effectivelogistics and supply chain strategies:

- Atypical box of cerealspends104 days from factory to sale.- Atypical carspends15 days from factory to dealership.

Laura Ashley turns i ts inventory 10 times a year, f ive times faster than 3years ago.

CompaqEstimates it lost $.5 billion to $1 billion in sales in 1995because laptops were not available when and where needed.

AMDWhen the 1 gig processor was introduced by AMD, the price of the 800 mb

processor dropped by 30%Procter and Gamble

A large worldwide consumer goods company.Utilised integer programming and network optimization worked in concert

with Geographical Information System (GIS) to re-engineering productsourcing and distribution system for North America.

Saved over $200 million in cost per year.

Source: Interfaces



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Kelloggs

The largest cereal producer in the world.LP-based operational planning (production, inventory, distribution) systemsaved $4.5 million in 1995.

Hewlett-PackardRobust supply chain design based on advanced inventory optimization

techniques.Realized savings of over $130 million in 2004

Source: Interfaces


E33e't )n L)gisti's 7)reign Outs)ur'ing

ProfitG & A

Marketing

Logistics

Overhead

Materials

Labor

Profit

G & A

Marketing

Logistics

Overhead

Materials

Labor

Tariffs

Increase

Reduction

Increase

Domestic sourcing Foreign sourcing

What is a Supply Chain? Decision Phases in a Supply Chain Process View of a Supply Chain The Importance of Supply Chain Flows Examples of Supply Chains.

Outline


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84at is a L)gisti's/Su&&l, C4ain9Introduction Logistics / Supply Chain.

Warehousing

Warehousing

Transportation

Transportation

Vendors/plants/ports

Transportation

Factory

Transportation usto!ers

"n#or!ation

#lo$s

L)gisti's De3ined

Su&&l, C4ain Manage-ent De3ined

CR (2004) Prentice Hall, Inc.

Logistics is the process of planning, implementing and controllingthe efficient, cost-effective flow and storage of raw materials, in-process inventory, finished goods and related information from thepoint of origin to point of consumption for the purpose ofconforming to customer requirements.

Council of Logistics Management

SCM isthe integration of allactivities associated with the flow andtransformation of goods from raw materials through to end user,as wel l as information flows, through improved supply chainrelationships, to achieve a sustainable competitive advantage.

Handfield and Nichols

1-18

Demand forecasting

Purchasing

Requirements planning

Production planning

Manufacturing inventory

Warehousing

Material handling

Packaging

Finished goods inventory

Distribution planning

Order processing

Transportation

Customer service

Strategic planning

Information services

Marketing/sales

Finance

Supply ChainManagement


Logistics

Purchasing/Materials

Management

PhysicalDistribution

Activityfragmentation to 1960 Activity Integration 1960 to 2000 2000+

Demand forecasting

Purchasing

Requirements planning

Production planning

Manufacturing inventory

Warehousing

Material handling

Packaging

Finished goods inventory

Distribution planning

Order processing

Transportation

Customer service

Strategic planning

Information services

Marketing/sales

Finance



Logistics

Purchasing/Materials

Management

PhysicalDistribution

Activityfragmentation to 1960 Activity Integration 1960 to 2000 2000+

E()luti)n )3 Su&&l, C4ain Manage-ent



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1-1&

Customers

Transportation

Inventoryor supply source

Customer order processing (andtransmittal)

Customers

Transportation

Inventoryor supply source

Customer order processing (andtransmittal)

Critical Customer Service Loop


Scope of the Supply Chain for Most Firms

'hysical distri)ution'hysical supply

*+aterials !anage!ent,

Business logistics

ources o#

supply

'lants/

operations usto!ers

Transportation

"nentory !aintenance

rder processing

cuisition

'rotectie pacaging

Warehousing

+aterials handling

"n#or!ation !aintenance

Transportation

"nentory !aintenance

rder processing

'roduct scheduling

'rotectie pacaging

Warehousing

+aterials handling

"n#or!ation !aintenance

Focus #ir!s internal supply chainCR (2004) Prentice Hall, Inc. 1-14

1-21

Focus

Company

Suppliers

Suppliers

suppliers

Customers

Customers/

End users

cuire onert istri)ute

The Supply Chain is Multi-Enterprise

roduct and information flo!

Scope in

reality



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84at is a L)gisti's/Su&&l, C4ain9The objective of a supply chain.

Allstagesinvolved,directly or indirectly, in fulfilling a customer request.

Includes manufacturers, suppliers, transporters, warehouses,retailers, and customers.

84at is a Su&&l, C4ain9

Customer is anintegral part of the supply chain. Includesmovement of products from suppliers to manufacturers todistributors, but also includes movement of information, funds, andproducts in both directions. P robably more accurate to use the term supply network orsupply web



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Typical supply chain stages: customers, retailers, distributors, manufacturers,suppliers.All stag es may not be pr es ent in all supply chains(e.g., no retailer or distributor for Dell).Within each company, the supply chain includesall functions involved infulfilling a customer request (product development, marketing, operations,distribution,finance, customer service).



Customer wantsdetergent and goes

to Jewel

JewelSupermarket

Jewel or thirdparty DC

P&G or othermanufacturer

PlasticProducer

Chemicalmanufacturer

(e.g. Oil Company)

TennecoPackaging

PaperManufacturer

TimberIndustry

Chemicalmanufacturer

(e.g. Oil Company)

Information, Product, Funds

1-2%

S"L#C$%&'

M%'%(EME'T

ctiity and process

ad!inistration

The Multi-)imensions of SC



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1-28

Customer

service goals

The product

ogistics serice

"n#or!ation sys.

Inventory Strategy

Forecasting

Storage fundamentals

Inventory decisions

Purchasing and supplyscheduling decisions

Storage decisions

Transport Strategy

Transport fundamentals

Transport decisions

Location Strategy

Location decisions

The network planning process

The Logistics Strategy Triangle


*+)"CT&+'/+E*%T&+'S

Sample activities:7uality controletailed production

scheduling uip!ent !aint.apacity planningWor !easure!ent

9 standards

L+(&ST&CS

Sample

activities:Transport "nentoryrder

processing

+aterialshandling

Interfaceactivities:'roduct

scheduling'lant

location'urchasing

M%*,ET&'(

Sample

activities:'ro!otion+aret

research'roduct

!i: ales #orce

!anage!ent

Interface

activities:usto!er

sericestandards

'ricing'acaging;etail

location

'roduction-logisticsinter#ace

+areting-logisticsinter#ace

*elationship of Logistics to Mareting

and roduction

&nternal Supply ChainCR (2004) Prentice Hall, Inc. 1-21

*elationship of Logistics to Mareting

roduct

riceromotion

lace-Customer

service levels

&nventory

carrying costs

Lot .uantity

costs +rder processing

and information

costs

Transport

costs

arehousing

costs

Logistics

CR (2004) Prentice Hall, Inc. 1-22


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T4e O:;e'ti(e )3 a Su&&l, C4ain

Maximize overall value created. Supply chain value: difference between what the final product is worth

to the customer and the effort the supply chain expends in fil ling thecustomers request.

Value is correlated to supply chain profitability (difference betweenrevenue generated from the customer and the overall cost across thesupply chain).

1-32

T4e L)gisti's/SC Missi)nBallou, R. (2004). o!"stica: #$mini straci%n $e la ca$ena $e suministr o. Pearson &$ucaci%n.

Getting theright goodsorservicesto theright place, atthe right time, and in the desired condition at thelowest cost and highest return on investment.


Example: Dell receives $2000 from a customer for a computer(revenue).

Supply chain incurs costs (information, storage, transportation,components, assembly, etc.) Dif ference between $2000 and the sum of all of these costs is the

supply chain profit. Supply chain profitability is total profit to be shared across all

stages of the supply chain. Supply chain success should be measured by total supply chain

profitability, not profits at an individual stage.


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Sources of supply chain revenue: the customer

Sources of supply chain cost: flows of information, products, orfunds between stages of the supply chain

Supply chain management is the management of flows betweenand among supply chain stages to maximize total supply chainprofitability

De'isi)n %4ases )3 a Su&&l, C4ain

Supply chain strategy or design Supply chain tactical or planning Supply chain operation


Supply Chain Strategy or Design. Decisions about the structure of thesupply chain and what processes each stage will perform.


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Su&&l, C4ain Strateg, )r Design

Strategic supply chain decisions: Locations and capacities offacilities, products to be made or stored at various locations,modesof transportation.

Some problems in strategic long-run level are productioncapacity planning and supply chain network design. Supplychain design decisions are long-term andexpensive to reverse must take Into account market uncertainty.


Supply Chain Tactical or Planning In a tactical level the most relevantexamples are fleet design problems, and production and inventory

planning.

Su&&l, C4ain Ta'ti'al )r %lanning

Supply Chain Strategy decisions aremedium-term. Def in it ion of a set of polic ies thatgovern short-term operations.

Fixedby the supplyconfiguration from previous phase. In a tact ical level the most relevant examp les are fleet design

problems, and production and inventory planning. Must consider

in planning decisions demand uncertainty, exchange rates,competition over the time horizon.


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Supply Chain Operation Time horizon is weekly or daily.

Su&&l, C4ain O&erati)n

Time horizon is weekly or daily. Decisions regarding individual customer orders. Supply chain configurat ion is fixed and operating policies are

determined. Goal is to implement the operating policies as effectively as

possible. Allocate orders to inventory or production, set order due dates,

generate pick lists at a warehouse, allocate an order to aparticular shipment, set delivery schedules, place replenishmentorders

Much less uncertainty (shorttime horizon).

%r)'ess 5ie6 )3 a Su&&l, C4ain

Cycle view: processes in a supply chain are divided into aseries of cycles, each performed at the interfaces betweentwo successive supply chain stages.

Push/pull view: processes in a supply chain are divided into

two categories depending on whether they are executed inresponse to a customer order (pul l) or in ant ic ipation of acustomer order (push).


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C,'le 5ie6 )3 Su&&l, C4ains

Customer Order Cycle

Replenishment Cycle

Manufacturing Cycle

Procurement Cycle

Customer

Retailer

Distributor

Manufacturer

Supplier

Customer order cycle (customer-retailer)

Replenishment cycle (retailer-distributor)

Manufacturing cycle (distributor-manufacturer)

Procurement cycle (manufacturer-supplier)

Cycle view clear ly defines processes involved and the owners of eachprocess. Specifies the roles and responsibilities of each member and thedesired outcome of each process

%us4/%ull 5ie6 )3 Su&&l, C4ains

Procurement,Manufacturing and

Replenishment cycles

Customer Order

Cycle

Customer Order Arrives

PUSH PROCESSES PULL PROCESSES

Pull: execution is initiated in response to a customer order (reactive).Push: execut ion is in it iated in ant icipat ion of customer orders

(speculative).Push/pull boundary separates push processes from pull processes.

Supply chain processes fall into one of two categories depending on the timing of theirexecution relative to customer demand.

%us4/%ull 5ie6 )3Su&&l, C4ain %r)'esses

Useful in considering strategic decisions relating to supplychain design more global view of how supply chainprocesses relate to customer orders.

Can combine the push/pull and cycle views

L.L. Bean (Figure 1.6) (Administracin de la Cadena de Suministro).Dell (Figure 1.7) (Administracin de la Cadena de Suministro). The relative proportion of push and pull processes can have

an impact on supply chain performance


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%r)'es) -a'r) de una 'adena desu-inistr).

Todos los procesos de la cadena de suministro y los dos enfoques deprocesos, se clasifican en tres procesos macro:

Administracin de la relacin con el cliente (ARC). Administracin de la cadena de suministro interna (ACSI). Administracin de la relacin con el proveedor (ARP).

ARP ACSI ARC

Proveedor Compaia Cliente

PROCESO MACRO DE UNACADENA DE SUMINISTRO

FuenteNegociacinCompraColaboracin para el diseoColaboracin para el suministro.

Planeacin estrategica.Planeacin de la demanda.Planeacin del suministro.Cumplimiento.Servicio de campo.

MercadoPrecio.Venta.Centro de llamadas.Administracin de los pedidos.

E;e-&l)s de 'adena de su-inistr).Cas)s de estudi).

Exposicin: de los casos de estudio. Gateway

Zara McMaster Carr / W.W. Grainger

Toyota

Amazon / Borders / Barnes and Noble

Libro: Administracin de la Cadena de Suministro. Sunil Chopra / Peter Meindl.

Tarea:1. Ejemplo Cadena de Suministro.

Videos para analizar.Qu es la Administracin de la Cadena de Suministro?https://www.youtube.com/watch?v=nS_OD8jmUug

Tarea:

2. Preguntas de discusin pg. (20-21).

Documents

Unidad 1 Introducción a La Logística