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Editor's Notes

1. LP
2. Also from a process perspective, the essential links between a company’s different production centres, distribution centres and customer WHs are seldom controlled, but plays a significant part in the perceived delivery precision and service level by the customer base. How often do we not see that enormous effort and resources are invested in increasing production yields and internal order handling efficiency – however the customer is not impressed unless the final shipment is at his doorstep when promised. A TMS/LMS can be deployed for both internal, inbound and outbound shipments and are the key process links for a reliable total lead time efficiency.We will focus on one area and go through the different steps in each area and see how a TMS/LMS supports the process
3. I ett verkstadsföretag står ca 13% av nettoomsättningen av logistikkostnaderna. I retail/wholesalebolag (9-10%) är siffran ofta mindre och i processindustri ofta högre (16-20%)Av dessa kostnader är bara ca 5% lager och kapitalbindningskostnader – övriga kostnader Transport och adminstär för ca 7%. Traditionellt sett så har man investerat mycket i lagerhanteringssystem, men dessa adresserar inte per se den faktiska kapitalbindningen, utan den största påverkan ligger i transport och hantering/admin av sin logistik
4. LP
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15. LP
16. LR