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Strategic role of Logistics and Supply Chain Analysis

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Prepare a paper defining logistics and discussing its strategic role within the supply chain. Discuss the implications of poor logistics and supply chain management on satisfying customer requirements for a product or service. In addition, identify and describe customer satisfaction requirements that influence logistics and directly impact the supply chain. Drawing on personal experience, provide an example of inappropriate logistics planning which lead to customer dissatisfaction, and one example where logistics plays a crucial role in customer satisfaction.

2-3 references needed.

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The response address the queries posted in 1061 words with references.
//Prior, writing about the role of logistic in the supply chain, first we will understand the meaning of logistic for an organization. Then we will write about the role of it in supply chain of the organization. We will also discuss the effect of poor logistic on the customer satisfaction.\

Logistics is a process of managing the transfer of goods, services and other sources from the place of manufacturing to the place of consumption, in order to fulfill the demands of the customers. Logistics include the aggregation of information. Logistics are related with inventory.

The main objective of the supply chain management is to make a connection between the markets, the manufacturing points and the distribution network in an effective way so that, the goods and services can be provided to the customers at lower cost and satisfactory level. The success of supply chain management depends on the logistics. Supply chain can be managed in an effective way with the help of the logistics (CRAIG, 1999).

If the logistics have one stop logistics solutions, they can provide an ultimate integration of global supply chain. This global supply chain helps the companies to save their time and cost of operations. The one stop logistics solutions needed multiple suppliers, different manufacturing places, warehouses etc. It reduces the burden of managing the large amount of inventories of the companies. With this, the products of the company can be available to the customers all the time.

Poor logistics are the logistics which delays the delivery of the products or services. This delayed delivery makes the customers dissatisfied. Today, large customers are making stronger demands for logistical support. Customers want more frequent deliveries. Customers want ...

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The response address the queries posted in 1061 words with references.

See Also This Related BrainMass Solution

Determine the requirements necessary for an effective supply chain.

Referring to the scenario included below, please provide:

Strategic Procurements has been approached by a local hospital inquiring about the company's ability to improve its logistics and supply chain. It currently has a rudimentary, localized operation in place without an overall governance or strategy process in place. The company has requested an initial briefing on modern supply chain management techniques. Assist with a paper for the hospital management consisting of the following sections:

- Define supply chain management.
- Describe the essential components of a typical supply chain management process and define the components using examples.
- Define push, pull, and hybrid high-level strategies, recommend one for the hospital, and rationalize your recommendation.

Source references would be great, too!

In 1985, Drake Porter founded Strategic Procurements (SPI), a 120-person consulting firm based in Louisville, Kentucky, with a core group of four procurement specialists and a client base of one automobile parts supply chain. Since then, Strategic Procurements has expanded its client base to other auto supply store chains, as well as specialty retail stores across the nation. In 1994, Strategic Procurements developed a proprietary niche software application called PlanTranstic that is used for inventory planning and forecasting for the auto supply store industry. Strategic Procurements' mission is to facilitate the development and implementation of procurement strategies that reduce delivery time, inventory cycle times, and costs associated with supply chain management for its customers.

To accomplish its mission, Strategic Procurements is structured into two core consulting areas represented by a sales force led by the engagement manager. The core consulting areas are responsible for executing the assigned project work and generating possible leads for follow-up by the engagement team. The engagement team is responsible for expanding the current workload with existing customers and nurturing new opportunities. The engagement team and consulting areas often exchange personnel, as one group or another often requires specific, key expertise in supporting a client.

The two core areas are auto parts supply and specialty retail. The auto part supply group has 55 people, including a technology team that supports PlanTranstic. The specialty retail group has 24 staff members, while the engagement team is staffed with 10 sales and logistics experts. Strategic Procurements consultants primarily work on a time and materials basis, with a few fixed price contracts, depending on the nature and duration of the work. The majority of projects are six months to a year in duration, with a mix of on-site (customer location) and home office work. The deliverables for these efforts are studies or analyses with key recommendations for improving the client's supply chain management situation. The project team will often identify technology tools, as well as recommend specific strategies for the client. Additionally, the PlanTranstic software is customized for specific customers where appropriate.

The engagement team is primarily focused on keeping the auto parts and specialty retail pipeline filled with consulting projects. Yesterday, Drake Porter approached you and requested a briefing on the two-year plan for these core areas. Additionally, he wanted to know how prepared Strategic Procurements is to expand their industry opportunities. Specifically, Drake wants to extend Strategic Procurements' SCM expertise to the medical consulting area, as well as develop expertise in the industrial manufacturing industry. Are these viable areas, and would Strategic Procurements' capabilities translate well into these areas? You've agreed to examine these possibilities and meet with existing and new clients to better understand the industry needs.

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