il sistema logistico aziendale
DESCRIPTION
L'Innovazione e il sistema logistico aziendaleTRANSCRIPT
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Il sistema logistico aziendale
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1980
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Mercato saturo
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Successo
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Mercato salubre
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Idee
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Ciclo di vita del prodotto
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Proliferazione della gamma
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Guerra dei prezzi
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… fornitori veloci
Lead time rapido…
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Occorre flessibilità
Per essere competitivi:
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Gli insegnamenti dal Giappone: I 4 PUNTI DI FORZA PER UN’AZIENDA
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Tecnologia: per creare i bisogni
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Il coinvolgimento delle risorse umane
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Qualità
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Logistica
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Le diverse fasi della logistica
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Material management
Prima della produzione:
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Gestione approvvigionamenti
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Gestione scorte materiali
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Programmazione della produzione
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Distribution management
Dopo la produzione:
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Gestione scorte prodotti finiti
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Gestione depositi
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Gestione trasporti
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Logistic Manager
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deve garantire …
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Le 7 condizioni giuste
1. prodotto giusto2. nella quantità giusta3. nella condizione giusta4. nel luogo giusto5. al momento giusto6. al cliente giusto7. al costo giusto
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Le 7 condizioni giuste
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Perché la logistica?
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Un flusso materiali organizzato …
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… aumenta il fatturato
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… perché riduce tempi di consegna
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… e migliora livello dei servizi
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Ma allo stesso tempo si riducono i costi
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Costi scorte: prima
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Costi scorte: dopo
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Costi magazzino: prima
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Costi magazzino: dopo
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Costi trasporti: prima
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Costi trasporti: dopo
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Integrazione tra funzioni
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Perché c’è sempre più bisogno di logistica? La terziarizzazione
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Outsourcing ….
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Favorisce rispetto dei tempi di consegna
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Ma aumenta il flusso merci e le informazioni da gestire
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Perché c’è sempre più bisogno di logistica? Recuperare risorse
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La logistica consente di risparmiare
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Grazie al BPR …
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Si razionalizzano scorte e trasporti
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Perché c’è sempre più bisogno di logistica? Il servizio al cliente
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Si riducono i tempi di consegna
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Si completano gli ordini
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Cosa significa fare logistica
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Analizzare il sistema logistico
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Progettare il sistema logistico
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Costruire il sistema logistico
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Gestire il sistema logistico
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Ciò comporta occuparsi di:Gestione della domanda
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Raccolta e controllo degli ordini
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Previsione delle vendite
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Ciò comporta occuparsi di: Gestione delle scorte
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Ubicazione
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Livello di copertura
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Ciò comporta occuparsi di: Programmazione produzione
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Orizzonte temporale
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Sistema di programmazione
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Ciò comporta occuparsi di: Approvvigionamento
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Scelta del fornitore
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Quanto e Quando ordinare?
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Ciò comporta occuparsi di: Distribuzione
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Rete di distribuzione
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Logiche di rifornimento
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Lay-out di magazzino
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Trasporto
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Ciò comporta occuparsi di: Servizio al cliente
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Quale livello di servizio offrire?
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Ciò comporta occuparsi di: Organizzazione
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Quale struttura organizzativa?
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Quale sistema informatico?
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Quali sistemi di automazione?
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Si parte misurando:
- il livello delle scorte
- il livello di servizio
L’ANALISI DEL SISTEMA LOGISTICO
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Le scorte influenzano l’utile
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Il servizio influenza il fatturato
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Dove intervenire?
Dov’è la falla?
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Si valuta il ciclo operativo per:
L’ANALISI DEL SISTEMA LOGISTICO
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Accertarne la razionalità …
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… ed il coordinamento
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Per eliminare le irrazionalità …
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… e le inefficienze
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L’analisi del sistema logistico:
LE INFRASTRUTTURE
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Per verificare che le infrastrutture logistiche dell’azienda siano adeguate ad assecondare il ciclo operativo è necessario fare tre cose:
1) VERIFICARE LA STRUTTURA DISTRIBUTIVA DELL’AZIENDA;
LE INFRASTRUTTURE
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2) VERIFICARE I REQUISITI FUNZIONALI:
- il numero minimo, medio e massimo di pallet a scorta in un anno nel magazzino;- la frequenza dei rifornimenti;- il numero e la struttura degli ordini da evadere;- il tipo di prodotto da gestire.
Per verificare che le infrastrutture logistiche dell’azienda siano adeguate ad assecondare il ciclo operativo è necessario fare tre cose:
LE INFRASTRUTTURE
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3) VERIFICARE LE CARATTERISTICHE TECNICHE:
- il numero di baie di carico/scarico;- il lay-out;- il sistema di stoccaggio e di movimentazione.
Per verificare che le infrastrutture logistiche dell’azienda siano adeguate ad assecondare il ciclo operativo è necessario fare tre cose:
LE INFRASTRUTTURE
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L’analisi del sistema logistico:
Come dovrebbe essere la struttura organizzativa?
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Moderna
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Efficiente
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L’analisi del sistema logistico:
Quando la struttura organizzativa è quella giusta?
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C’è un responsabile dei processi
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L’organigramma è definito
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I mansionari e le procedure sono formalizzati eapplicati
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Si lavora per obiettivi
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La gestione delle scorte
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Calcolo indice di rotazione
IR = Dt / St
Dove t è il periodo di riferimento
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Indice di rotazione basso
I R
COSTIA L T I
BASSO
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Indice di rotazione alto
COSTIA LT II R
ALTO
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Calcolo indice di durata
ID = 1 / IR
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Calcolo scorta media ponderata
S media = (s n + s n + .. s n ) /T1 1 2 2 n n
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Il servizio al cliente: che cos’è?
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Assortimento profondo
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Minimo d’ordine
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Frequenza di consegna
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Efficienza del sistema informativo
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Assistenza post vendita
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Imballo adeguato
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Trasporto adeguato
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Rapidità e affidabilità nella consegna
Come si ottiene?
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Velocità
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Disponibilità prodotto
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Sistema produttivo flessibile
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Il servizio al cliente: come si misura?
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Velocità
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Puntualità
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Domanda soddisfatta
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Ritardo medio
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Prontezza di risposta
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Progettazione di un nuovo sistema logistico
Si parte misurando…
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Gli indicatori di livello di servizio …
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… analizzati dal punto di vista del cliente
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Scelta della strategia
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Strategia dell’innovazione:
Logistica flessibile
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Logistica economica
Strategia di costo:
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Strategia di servizio:
Logistica rapida
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Le componenti principali del sistema logistico sono 4:
•la rete distributiva
•i trasporti
•le scorte
•gli approvvigionamenti
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Rete distributiva snella
Logistica flessibile:
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Rete distributiva ramificata
Logistica rapida:
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Rete distributiva centralizzata
Logistica economica:
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Trasporti veloci
Logistica flessibile:
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Logistica rapida:
Trasporti urgenti
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Logistica economica:
Trasporti economici
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Il ciclo di vita del prodotto
Le 4 fasi:
1.Introduzione2.Crescita3.Maturità4.Declino
Qual è la logistica giusta per ognuna?
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Introduzione: vendite basse
Disponibilità
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Crescita: aumento vendite
Puntualità e qualità
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Maturità: vendite costanti
Customizzazione
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Declino: vendite in calo
Riduzione del servizio
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Scelta del livello di servizio
… per essere competitivi
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Garantire l’integrazione
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Formalizzare il progetto del sistema logistico
Processi e metodi
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Favorire l’attuazione del cambiamento
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Le previsioni
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Pianificare
Si fanno per:
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Si fanno per:
Allocare meglio le risorse
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Quali sono le principali previsioni aziendali?
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Fabbisogno di risorse umane
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Materie prime
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Energia
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Impianti tecnologici
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Risorse finanziarie
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Vendita prodotti finiti
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Orizzonte previsionale
• brevissimo (inferiore ad 1 mese)• breve ( da 1 a 6 mesi)• medio (entro i due anni)• lungo (oltre i due anni)
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Dettaglio previsionale
• item• famiglia di prodotti• filiale• etc. etc.
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Contratto di fornitura servizi logistici in house: esempio
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Oggetto del contratto: servizi
• manipolazione
• picking e movimentazione
• magazzino esterno
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Carico/Scarico automezzi
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Movimentazione
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Abbassamenti
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Stoccaggio
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Picking
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Product bundling
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Pallettizzazione