Smartlog Supply Chain Solutions Corporation would like to thank for your cooperation and support.
Smartlog brand is a prestigious brand in the technology market for logistics, supply chain in Vietnam. To confirm the brand position, expand and develop products and services, Smartlog Supply Chain Solutions Corporation announces the official website address.
From 01/11/2017, Smartlog Supply Chain Solutions Corporation uses the official website gosmartlog.com. Any use of the other name of website to represent our company in transactions with customers is fake.
Smartlog’s mission is to develop software products and services that help Vietnamese logistics companies optimize their management and reduce costs during business operations. As a result, businesses will increase their productivity and business efficiency as well as their competitiveness in the market.
If you would like to find out more about SWM, STM or need to improve your warehouse management, distribution center, visit the gosmartlog.com to understand the benefits that Smartlog solutions bring to customers.
Smartlog is willing to share with the community, bringing the latest knowledge and trends of logistics in the world. You can subscribe to the latest news and updates at gosmartlog.com.
Smartlog welcomes dynamic young people who want to learn and experience Start-up software company for logistics industry. Apply today at gosmartlog.com to become a member of the great Smartlog family!
On the left (in green) is the ratio of the standard deviation of the mean to the average of the mean. The higher that percentage, the more variable is the demand. The other indicator that you see is the number of days in the year that the item had activity. If you look at the very first item, it had 330 days in the year with activity, and the standard deviation of demand over the average demand is 100 percent which means it is one. Based on what you see in that graph, what is the relationship between the popularity of the item and the demand variability? It sounds like a good quiz question. Allright, fill in the blank. Items that are very popular have a higher or lower demand variability than items that are hardly ever ordered? Lower demand variability and usually a higher forecast accuracy because you get to see the demand more often, so you have a better chance to predict it. Suppose you are a basketball team and you are in a conference. For example, in the ACC Georgia Tech may play Carolina three, sometimes four times in the year. They play them at home, they play them away, they may play them in the ACC tournament, and they may play them in the NCAA tournament. How well do you think Georgia Tech can forecast what Carolina is going to do in a game by the time they get to the NCAA tournament? They know exactly what they are going to do. They can call the play for the other team.
I was recently asked by a large food manufacturer to help them develop a formal logistics organization. At the kickoff meeting the participants spent the first two hours arguing with one another about who should be represented in the new organization. As utter frustration was setting in and the first meeting was about to adjourn by default, it finally dawned on me why we were not able to make any progress. Each person in the room came to logistics without a formal degree in logistics and from a different professional discipline. One came from marketing, another from sales, another from material management, another from manufacturing, another from warehousing, another from transportation, and another was the nephew of the chairman of the board. As a result each had his or her own different definition of logistics. It is impossible to develop anything, let alone an organization, for a process that is not even defined, and where each of the major players speaks a different language.
Remember what God did to humble the people who were trying to build a monument to themselves reaching all the way to Heaven. He gave them all a different language, so that the people could not communicate with each other. As a result, they could not complete the construction of the tower. We are the same way in logistics; if we can’t speak the same language, we can’t start, let alone finish a project.
There are many definitions of logistics circulating in the world of supply chain management – almost as many as there are supply chains. We developed a simple definition over 20 years ago. Logistics is the flow of material, information and money between consumers and suppliers.
Much can be learned from the three parts of that simple sentence. First, logistics is “flow”. Flow is a good thing! What happens to water when it stops flowing? Stagnation, scum, insects, and possibly death. What happens to blood when it stops flowing? The nerds in the group always say, “coagulation”. The non-nerds usually just say, “somebody dies.” The point is, when material, information, and money stop flowing, some elements of the business and supply chain become unhealthy and potentially die. Even the highest performing professionals may lose their jobs when those flows stop. Customers and shareholders become disgruntled when those flows stop. Flow is a good thing!
Second, material, information, and money should flow simultaneously, in real-time and without paper.
Lastly, logistics flow should be viewed, considered, and modeled bi-directionally, “between consumers and suppliers”. Otherwise, its design will be sub-optimal.
We can also learn about “logistics” from its root, “logic”. According to Webster, “logic” means “reason or sound judgment”. Unfortunately reason and sound judgment are missing from many logistics and inventory decisions. Wisdom and sound judgment often fall prey to the tyranny of self-imposed deadlines and/or prevailing fads and philosophies. Ironically, “logic” has gone missing from a lot of logistics.
We recently surveyed supply chain organizations with the most urgent need for supply chain visibility and tracking. One of the questions we asked was about the extent and timing of bar code scanning in their supply chains. Surprisingly less than half of the organizations use scanning in the best case. Inbound trailers are least likely to be scanned (8.6%), followed by inbound bills of lading (11.4%), factory point of use (20.0%), staging carts (22.9%), and inbound pallets (28.6%). The most likely supply chain scans are at shipping staging (48.6%) followed by pallet pick/putaway locations (45.7%).
The following organizations participated in the benchmarking research.