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CHAPTER 14 Global Logistics Strategies
The Global Logistics Management Process Environmental analysis
Planning
McGraw-Hill/Irwin
14-2 a
1. What are the unique characteristics of each national market? What characteristics does each market have in common with other national markets? 2. Should the firm cluster national markets for logistics operating and/or planning purposes? 3. Who should make logistics decisions? 4. What are our major assumptions about target markets? Are they valid? 5. What are the customers service needs of the target markets? 6. What are the characteristics of the logistics systems available to our firm in each target market? 7. What are our firm’s major strengths and weaknesses relative to existing and potential competition in each target market? 8. What are our objectives, given the logistics alternatives open to us and our assessment of opportunity, risk, and company capability? 9. What is the balance of payments and currency situation in target markets? What will be their impact(s) on our firm’s physical distribution system? Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
The Global Logistics Management Process (cont.)
Structure
Plan implementation
Controlling the logistics program
McGraw-Hill/Irwin
14-3 14-2 b
10. How do we structure our logistics organization to optimally achieve our objectives, given our skills and resources? 11. Given our objectives, structures, and our assessment of the market environment, how do we develop effective operational logistics plans? Specifically, what transportation, inventory, packaging, warehousing, and customer service strategies do we have for each target market? 12. How do we measure and monitor plan performance? What steps should be taken to bring actual and desired results together?
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Guidelines for Developing a Global Logistics Strategy
14-4 14-3
• Logistics planning should be integrated into the company’s strategy. • Logistics departments need to be guided by a clear vision and must measure output regularly. • Import/export management should try to ensure integrated management of all elements of the logistics supply chain, from origin to destination. • Opportunities to integrate domestic and international operations should be pursued to leverage total company volumes with globally oriented carriers. McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Financial Aspects of Global Logistics
14-5 14-4
• • • •
Working capital Inventory Credit Investment in building and equipment • Accommodation of merchandise adjustments
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
How a Letter of Credit Works
14-6 14-5
1) Seller asks buyer for letter of credit (L/C).
2) Buyer asks its bank to issue L/C in accordance with seller’s terms.
3) After approving buyer’s credit line, buyer’s bank notifies seller’s bank that it has issued L/C.
4) Seller’s bank either adds confirmation (guarantees payment to seller) or simply advises seller that L/C has been issued.
5) Seller makes shipment, presents documents in accordance with L/C’s terms.
6) Seller’s bank examines and approves documents, then sends them to buyer’s bank by air mail or courier.
7) Buyer’s bank examines and approves documents. Once approved, it debits buyer’s account and wires money to seller’s bank.
8) On receipt of funds, seller’s bank credits seller’s account. (If a confirmed L/C, seller’s bank would have paid seller after Step 6.)
McGraw-Hill/Irwin
Source: Adapted from James Aaron Cooke, “What You Should Know about Letters of Copyright © 2001 by The McGraw-Hill Inc. All rights reserved. Credit,” Traffic Management 29, no. 9 (Sept.Companies, 1990), pp. 44-45.
Warehousing Questions
14-7 14-6
• Does the market for the organization’s product justify a local warehouse? • Is good warehouse labor available? • How quickly do customers need products delivered? • Are third parties an option? • What are the relevant costs associated with public versus private warehousing?
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
NAFTA’s Effect on U.S. Exports to Canada and Mexico
14-8 14-7
160 140 120 100 Canada Mexico
80 60 40 20 0
1993
1994
1995
1996
1997
1998
*Figures in $U.S. billions. McGraw-Hill/Irwin
Copyright © 2001 Source: by The U.S. McGraw-Hill Inc. All rights reserved. DepartmentCompanies, of Commerce (1999).
Strategies of Leading-Edge Companies as a Result of NAFTA • • • • • • •
14-9 14-8
Customer service Manufacturing Channel design Sourcing Distribution Sales and marketing Organization
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Factors that Determine the Attractiveness of Individual Markets in Eastern Europe
14-10 14-9 a
• Degree of country indebtedness. • Development of the banking system. • Level of productivity of industries and individual companies. • Quality of workforce. • Condition of infrastructure.
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
14-11 14-9 b Factors that Determine the Attractiveness of Individual Markets in Eastern Europe cont.
• • • •
State of technology Depth of managerial skills. Supply of production materials. Profit repatriation regulations.
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
The Global Logistics Management Process Environmental analysis
Planning
McGraw-Hill/Irwin
14-2 a
1. What are the unique characteristics of each national market? What characteristics does each market have in common with other national markets? 2. Should the firm cluster national markets for logistics operating and/or planning purposes? 3. Who should make logistics decisions? 4. What are our major assumptions about target markets? Are they valid? 5. What are the customers service needs of the target markets? 6. What are the characteristics of the logistics systems available to our firm in each target market? 7. What are our firm’s major strengths and weaknesses relative to existing and potential competition in each target market? 8. What are our objectives, given the logistics alternatives open to us and our assessment of opportunity, risk, and company capability? 9. What is the balance of payments and currency situation in target markets? What will be their impact(s) on our firm’s physical distribution system? Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
The Global Logistics Management Process (cont.)
Structure
Plan implementation
Controlling the logistics program
McGraw-Hill/Irwin
14-3 14-2 b
10. How do we structure our logistics organization to optimally achieve our objectives, given our skills and resources? 11. Given our objectives, structures, and our assessment of the market environment, how do we develop effective operational logistics plans? Specifically, what transportation, inventory, packaging, warehousing, and customer service strategies do we have for each target market? 12. How do we measure and monitor plan performance? What steps should be taken to bring actual and desired results together?
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Guidelines for Developing a Global Logistics Strategy
14-4 14-3
• Logistics planning should be integrated into the company’s strategy. • Logistics departments need to be guided by a clear vision and must measure output regularly. • Import/export management should try to ensure integrated management of all elements of the logistics supply chain, from origin to destination. • Opportunities to integrate domestic and international operations should be pursued to leverage total company volumes with globally oriented carriers. McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Financial Aspects of Global Logistics
14-5 14-4
• • • •
Working capital Inventory Credit Investment in building and equipment • Accommodation of merchandise adjustments
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
How a Letter of Credit Works
14-6 14-5
1) Seller asks buyer for letter of credit (L/C).
2) Buyer asks its bank to issue L/C in accordance with seller’s terms.
3) After approving buyer’s credit line, buyer’s bank notifies seller’s bank that it has issued L/C.
4) Seller’s bank either adds confirmation (guarantees payment to seller) or simply advises seller that L/C has been issued.
5) Seller makes shipment, presents documents in accordance with L/C’s terms.
6) Seller’s bank examines and approves documents, then sends them to buyer’s bank by air mail or courier.
7) Buyer’s bank examines and approves documents. Once approved, it debits buyer’s account and wires money to seller’s bank.
8) On receipt of funds, seller’s bank credits seller’s account. (If a confirmed L/C, seller’s bank would have paid seller after Step 6.)
McGraw-Hill/Irwin
Source: Adapted from James Aaron Cooke, “What You Should Know about Letters of Copyright © 2001 by The McGraw-Hill Inc. All rights reserved. Credit,” Traffic Management 29, no. 9 (Sept.Companies, 1990), pp. 44-45.
Warehousing Questions
14-7 14-6
• Does the market for the organization’s product justify a local warehouse? • Is good warehouse labor available? • How quickly do customers need products delivered? • Are third parties an option? • What are the relevant costs associated with public versus private warehousing?
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
NAFTA’s Effect on U.S. Exports to Canada and Mexico
14-8 14-7
160 140 120 100 Canada Mexico
80 60 40 20 0
1993
1994
1995
1996
1997
1998
*Figures in $U.S. billions. McGraw-Hill/Irwin
Copyright © 2001 Source: by The U.S. McGraw-Hill Inc. All rights reserved. DepartmentCompanies, of Commerce (1999).
Strategies of Leading-Edge Companies as a Result of NAFTA • • • • • • •
14-9 14-8
Customer service Manufacturing Channel design Sourcing Distribution Sales and marketing Organization
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
Factors that Determine the Attractiveness of Individual Markets in Eastern Europe
14-10 14-9 a
• Degree of country indebtedness. • Development of the banking system. • Level of productivity of industries and individual companies. • Quality of workforce. • Condition of infrastructure.
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
14-11 14-9 b Factors that Determine the Attractiveness of Individual Markets in Eastern Europe cont.
• • • •
State of technology Depth of managerial skills. Supply of production materials. Profit repatriation regulations.
McGraw-Hill/Irwin
Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.
