Based on the drivers of the development of logistics, the success factors of logistics management in excellent companies are analyzed. Logistics management in and between companies requires a change in thinking on the operational as well as on the strategic and normative level of action. The functions of logistics management are explained in detail and discussed with regard to their design. The explanations are based on the presentation of the interplay of the normative, strategic and operational levels of action and the contribution of logistics to the achievement of corporate objectives. Essential building blocks for the implementation of the logistics concept are strategic logistics planning and logistics controlling. In addition to the organizational and operational issues, supply chain management is becoming increasingly important for the interorganizational realization of the logistics concept: because it is precisely from cooperation and collaboration that additional potential for sustainable value enhancement of the company through logistics arises. In order to exploit these potentials, it is important to promote suitable employees in a targeted manner. Therefore, the book concludes with a consideration of the special aspects of personnel management in logistics.
On the one hand, the book addresses the practitioner who wants to profitably implement the concepts presented here. On the other hand, it is aimed at lecturers at universities, colleges and academies to support their courses. Students who are interested in the management-related issues of logistics will receive valuable information for their studies and future professional activities.
Author(s): Hans-Christian Pfohl
Publisher: Springer
Year: 2023
Language: English
Pages: 399
City: Berlin
Preface
Contents
Part I Conception of Logistics Management
1 Basics and Development of Logistics
1.1 Logistics Function
1.2 Logistics Conception
1.3 Logistics Drivers
1.3.1 Value Orientation
1.3.2 Sustainability Orientation
1.3.3 Customer orientation
1.3.4 Internationalization
1.3.5 Digitalization
References
2 Management of the Logistics Function
2.1 Notion and Functions of Logistics Management
2.2 Development Phases of Logistics Management
2.2.1 System
2.2.2 Flow
2.2.3 Responsibility
2.2.4 Action Level
2.3 Models of Logistics Management
2.3.1 Logistics Levels
2.3.2 Logistics Variables
2.3.3 Logistics Production Factors (-Resources)
2.4 Corporate Policy Basics of Logistics Management
2.4.1 Corporate Policy
2.4.2 Business Ethics
2.4.3 Corporate Constitution
References
3 Logistics as a Success Factor
3.1 Value of Logistics Services
3.1.1 Logistics as Value Creation
3.1.2 Logistics in the Value Chain
3.2 Contribution of Logistics Management to Achieving the Company Goals
3.2.1 Approaches to Efficiency Measurement
3.2.2 Productivity
3.2.3 Profitability
3.2.4 Corporate Value
3.2.5 Source of Success
3.2.6 Job Satisfaction
3.2.7 Environmental Compatibility
3.3 Logistics Management in Excellent Companies
3.3.1 Success Factors: Success Potentials and Success Positions
3.3.2 Logistics Excellence
References
Part II Logistics Planning and Control
4 Strategic Logistics Planning
4.1 Corporate Overall Strategies in Industrial and Commercial Enterprises
4.1.1 Types of Strategies
4.1.2 Strategic Direction of Development
4.1.3 Strategy Portfolio
4.2 Business and Functional Strategies in Industrial and Trading Companies
4.2.1 Business Strategies
4.2.2 Functional Strategies
4.3 Delivery Service Strategies in Industrial and Trading Companies
4.3.1 Scope for the Design of the Delivery Service
4.3.2 Product Dependence of the Delivery Service
4.3.3 Demand Effect of the Delivery Service
4.4 Logistics Network Strategies
4.4.1 Logistics Network
4.4.2 Design Goals and Principles for Logistics Networks
4.4.3 Central—Decentral
4.4.4 Postpone—Specule
4.4.5 Direct—Indirect
4.4.6 Integration—Loose Coupling
4.4.7 Vulnerability—Resilience
4.5 Criteria for Differentiating Logistics Strategies
4.5.1 Basics of Differentiation
4.5.2 Differentiation Criteria
4.5.3 Differentiation Examples
4.6 Interfaces of Logistics Strategies with Research/Development and Production Strategies
4.6.1 Product Design
4.6.2 Start-up Phase of Production
4.6.3 Organization of Production
4.6.4 Production Planning and Control
4.6.5 Demand Planning and Control
4.7 Interfaces of Logistics Strategies with Procurement and Sales Strategies
4.7.1 Supplier Industry Market
4.7.2 Trade Market
4.8 Business Strategies in Logistics Companies
4.8.1 Product-Market Combinations
4.8.2 Customer Orientation
4.8.3 Strategy Choice
4.8.4 Innovation Strategy
References
5 Logistics Controlling
5.1 Controlling Conception as a Frame of Reference for Logistics Planning and Control
5.1.1 Controlling Conception
5.1.2 Logistics Controlling
5.1.3 Supply Chain Controlling
5.2 Goals and Key Figures
5.2.1 Goal Planning
5.2.2 Key Figure Formation
5.2.3 Key Figures for the Overall Logistics System
5.2.4 Key Figures for the Logistics Subsystem Transport
5.2.5 Key Figures for the Logistic Subsystem Inventory Management
5.2.6 Key Figures for the Logistics Subsystem Warehouse
5.2.7 Key Figures for the Logistics Subsystem Order Processing
5.2.8 Key Figures for Logistics Management
5.2.9 Benchmarking
5.3 Balanced Scorecard
5.3.1 Concept of the Balanced Scorecard
5.3.2 Application of the Balanced Scorecard in Logistics
5.4 Budgets
5.4.1 Budgeting
5.4.2 Logistics Budgeting
5.5 Cost and Performance Accounting
5.5.1 Problems of a Logistics-Oriented Cost and Performance Accounting System
5.5.2 Process Cost Accounting
5.5.3 Capturing Logistics Costs
5.5.4 Capturing Logistics Performance
5.5.5 Capturing the Logistics Cost-Performance Relations
5.6 Financing
5.6.1 Financial Flow in Logistics
5.6.2 Supply Chain Financing (“Supply Chain Finance”)
5.7 Ecological Orientation
5.7.1 Accounting and Environment
5.7.2 Life Cycle Assessment
5.8 Auditing
5.8.1 Auditing/Review
5.8.2 Methodology of Auditing
5.8.3 Areas of Application of Logistics Audits
5.8.4 Operationalization
5.9 System Analysis
5.9.1 Weakness and Cause Analysis
5.9.2 Impact Analysis
5.9.3 Analysis of Logistics Quality
5.9.4 Process Analysis
References
6 Logistics and Model-Based Decision Making
6.1 Modeling of Logistics Systems
6.1.1 Model and Reality
6.1.2 Model Types
6.1.3 Data Problems
6.2 Problem-Oriented View of Logistics Models
6.3 Method-Oriented View of Logistics Models
6.3.1 Optimization Models
6.3.2 Heuristic Models
6.3.3 Simulation Models
6.4 Interdisciplinary Model Building
6.4.1 Advanced Planning Systems (Top-Down Approach)
6.4.2 Activity-Oriented Decision Support Systems (Bottom-Up Approach)
References
Part III Logistics Organization
7 Structural Organization of Logistics
7.1 Significance of Structural Organization for the Realization of the Logistics Conception
7.1.1 Centralization—Decentralization
7.1.2 Function—Process
7.1.3 Hybrid Organizational Units (Mixed Forms)
7.2 Design Possibilities of the Structural Organization
7.2.1 Hybrid Logistics: Centralized/Decentralized
7.2.2 Hybrid Logistics: Function/Process
7.2.3 Hybrid Logistics: Primary/Secondary Organization
7.3 Approaches to Explain the Structural Organization
7.3.1 Situational Approach of Organization Theory
7.3.2 Approach of Strategy-Conform Logistics Organization
7.4 Reorganization
7.4.1 Causes of Reorganization
7.4.2 Change Strategies
7.4.3 Theses on a Successful Reorganization Process
References
8 Process Organization of Logistics
8.1 Significance of Process Organization for the Realization of the Logistics Conception
8.1.1 Process Thinking in the Logistics Conception
8.1.2 Critical Success Processes
8.2 Design Possibilities for the Process Organization
8.2.1 Design Concepts
8.2.2 Example of Picking
8.3 Approaches to Explain the Process Organization
8.3.1 SCOR Description Model of Logistics Processes
8.3.2 Factors Influencing the Process Organization
8.4 Unification of Information and Goods Flow
8.4.1 Overcoming Interfaces
8.4.2 Technical Requirement
References
9 Inter-Organization of Logistics
9.1 Significance of Inter-Organization for the Realization of the Logistics Conception
9.1.1 Inter-Organizational Thinking
9.1.2 Competitive Advantages
9.2 Design Possibilities of the Inter-Organization
9.2.1 Relationship Patterns in Networks
9.2.2 Structural Features of Networks
9.2.3 Emergence Management
9.2.4 Relationship Management
9.3 Approaches to Explain the Inter-Organization
9.3.1 Transaction Cost Theory
9.3.2 Network Competence Theory
9.4 Contract Logistics-Tendering
References
Part IV Personnel Management in Logistics
10 Basics of Personnel Management
10.1 Significance of the Resource “Human Resources”
10.2 Leadership as a Situational Problem of Influence
10.2.1 Leadership Problem of the Superior
10.2.2 Leadership Tasks
10.2.3 Leadership Skills
10.2.4 Employee Orientation
10.3 Leadership as an Organizational Problem: Leadership Concept
10.3.1 Leadership Style
10.3.2 Leadership Technique
10.4 Leadership as a Development Task: Personnel Development
10.4.1 Qualification Priorities
10.4.2 Career Planning
References
11 Specific Challenges for Personnel Management
11.1 Total Quality Management
11.1.1 Characteristics of the TQM Concept
11.1.2 Continuous Improvement Process (CIP)
11.1.3 TQM Models
11.2 Lean Management
11.2.1 Characteristics of the Lean Management Concept
11.2.2 Lean Logistics
11.2.3 Successful Implementation
11.3 Management of Personnel Shortage
11.3.1 Staff Shortage
11.3.2 Interlinking of Human and Technology
11.3.3 Image of the Logistics Industry
References
Abbreviations of literature
