SCM 490 CSUSB Warehouse Management System Questions I need an expert tutor in supply chain classes to answer these questions. plz see the attached file p

SCM 490 CSUSB Warehouse Management System Questions I need an expert tutor in supply chain classes to answer these questions.

plz see the attached file

plz answer the following questions 1-5. what ever is needed to response in completely scholarly manner .. in completely detaile way you can.

-plz do not use too many advanced words

Case Study #2- To Invest or not to invest? (questions 1-5)

Assigned: Case Study #2- To Invest or not to invest? That is the question Page 38

CH 3 Strategic and Financial Logistics

CH 4 Organizational and Managerial issues in Logistics

you can use different resources but if u do professor require to cite all in APA format

Per the review, please visit the below site specific to APA citations:

https://owl.purdue.edu/owl/research_and_citation/a… Contemporary Logistics
Twelfth Edition
Chapter 3
Strategic and
Financial Logistics
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Learning Objectives
?
?
?
?
?
?
3.1 How logistics decision can influence an
organization’s?strategic?financial?outcomes
3.2 Review basic financial terminology used by logistics managers
3.3 Explain organizational financial reporting requirements affected
by logistics activities
3.4 Employ the strategic profit model to highlight the financial
impact of logistics activities
3.5 Value of utilizing the Balanced Scorecard
approach for examining the performance of a logistics systems
3.6 Common performance measures for
logistics activities
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Connecting Strategy to Financial
Performance
• Logistics managers must find ways to:
? Communicate how logistics capabilities provide value
? Support corporate strategy and success in financial
terms
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Connecting Strategy to Financial Performance
• Three strategies that can be pursued by an organization
1. Cost leadership strategy
? pursue activities that will enable low-cost production
in an industry for a given level of quality
2. Differentiation strategy
? developing a product and/or service that offers
unique attributes that are valued by customers and
that the customers perceive to be distinct from
competitor offerings
3. Focus strategy
? Concentrates?an?organization’s?effort?on?a?narrowly?
defined market to achieve either a cost leadership or
differentiation advantage
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Connecting Strategy to Financial
Performance
• Functional level strategies exist in:
? Marketing
? Finance
? Manufacturing
? Procurement
? Logistics
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Connecting Strategy to Financial
Performance
• Logistic strategy decisions involve:
? Determining the number and location of warehouses
? Selecting appropriate transportation modes
? Deploying inventory
? Investments in technology that support logistics
activities
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Connecting Strategy to Financial
Performance
• Logistics strategy is directly influenced by strategic
decisions in functional areas of:
? Marketing
o Product availability, desired customer service levels,
and packaging design directly influence logistics
decisions
? Finance
o Rates of return may affect the decision to manage
one’s?own?warehouse?or?use?a?third-party provider
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Connecting Strategy to Financial
Performance
• Logistics strategy is directly influenced by strategic
decisions in functional areas of:
? Manufacturing
o Strategic decisions by manufacturing to implement
just-in-time system would influence logistics
decisions in warehousing, transportation, and
inventory management
? Procurement
o The decision to move from domestic to global
sourcing would naturally affect logistics activities
such as the potential use of new modes of
transportation
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Connecting Strategy to Financial
Performance
• Logistics function can positively affect the financial
outcome of an organization by designing a strategy to
optimally support the requirement of the business
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Basic Financial Terminology
• Income statement shows for a period of time:
? Revenues
o Also referred to as sales, provide a dollar value of all
the products and/or services provided by a company
? Expenses
o Also referred to as costs, provide a dollar value for the
costs incurred in generating revenues during a given
period of time
? Profit
• Also referred to as a profit and loss (P&L) statement
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Figure 3.1: Example Income Statement
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Basic Financial Terminology
• Balance sheet reflects at any given point in time:
? Assets
o What a company owns and come in two forms: current
assets that can be easily converted to cash and longterm assets that have a useful life of more than one
year
? Liabilities
o The financial obligations a company owes to another
party
? Owner’s?equity
o Difference between what a company owns and what it
owes at any particular point in time
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Figure 3.2: Example Balance Sheet
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Basic Financial Terminology
Statement of cash flows
? Details how an organization generates cash and where
cash is used
? Positive cash flow enables an organization to:
o Continue daily operations
o Make investments for growth
o Meet financial obligations
o Ultimately remain in business
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Figure 3.3: Example Statement of Cash Flows
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Strategic Profit Model (SPM)
• Issues with reporting financial figures without
appropriate context
• Many financial measures reported as ratios
• Profitability analysis is useful in assessing logistics
activities?and?proposed?changes?to?a?firm’s?logistical?
systems
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Strategic Profit Model (SPM)
• Return on Investment (ROI)
? Common measure of organizational financial success
• Return on Net Worth (RONW)
? Measures profitability of funds invested in the business
• Return on Assets (ROA)
? Indicates what percentage of every dollar invested in
the business is ultimately returned to the organization
as profit
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Figure 3.4: Strategic Profit Model
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Strategic Profit Model (SPM)
• Provides a way for managers to examine how a
proposed change to their logistics system influences
profit performance and ROA
• SPM drawbacks include:
? Fails to consider the timing of cash flows
? Is subject to manipulation in the short run
? Fails to recognize assets dedicated to specific
relationships
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Strategic Profit Model (SPM)
• Logistics connections to net profit margin
? Net profit margin = net profit/sales
? Multiple ways in which net profit margin can be
influenced by managerial decisions
? Relevant categories include:
o Sales
o Cost of goods sold
o Total expenses
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Strategic Profit Model (SPM)
• Logistics connections to net profit margin
? Sales
o The dollar value of all the products or services an
organization provides to its customers during a given
period of time
? Costs of goods sold
o Includes all the costs or materials and labor directly
involved in producing a product or delivering a
service
? Total expenses
o Made up of the variable and fixed costs that are not
directly related to making the product or delivering a
service
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Strategic Profit Model (SPM)
• Logistics connections to asset turnover
? Asset turnover = total sales/total assets
? Asset turnover provides information on how efficiently
capital is employed to support the business
? Inventory is typically the most relevant logistics asset
? Logistics decisions can influence the speed at which
invoices are paid—accounts receivable
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Strategic Profit Model (SPM)
• Logistics connections to asset turnover
? Inventory?can?represent?a?significant?part?of?a?firm’s?
current assets
? Accounts receivable is the amount of money
customers owe to an organization
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Balanced Scorecard (BSC)
• Balanced Scorecard (BSC) is a strategic planning and
performance management system used in industry,
government, and nonprofit organizations
• Management should evaluate their businesses from four
perspectives
? Customers
? Internal business processes
? Learning and growth
? Financial results
• Forces managers to look beyond traditional financial
measures (more holistic approach)
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Logistics Activity Measures
• Transportation measures
? Focus on labor, cost, equipment, energy, and transit
time
• Warehousing measures
? Include labor, cost, time, utilization, and administration
• Inventory measures
? Include obsolete inventory, inventory carrying cost,
inventory turnover, and information availability
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Logistics Activity Measures
• Design and implementation of measures
? Determination of key measures should be tailored to
the organization and level of decision making
? Data collection and analysis are a major part of a
performance measurement system in logistics
? Behavioral issues should be considered when
establishing and implementing a system of logistics
measures
? Frequent communication and constant updating of
the measures is a necessary condition for ensuring
they are supporting organizational goals
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Copyright
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved.
Contemporary Logistics
Twelfth Edition
Chapter 4
Organizational and
Managerial Issues
in Logistics
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved
Learning Objectives
To explain organizational structure for logistics
Compare traditional and contemporary organizational
design for logistics
Identify productivity issues and improvement efforts in
logistics
Discuss quality issues in logistics
Describe ways to manage theft and pilferage
Concept of logistics social responsibility
To report on programs designed to lessen the impact of
terrorism on logistics systems
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Organizing Logistics Within the Firm
• Two key organizational logistics topics
? Organizational structure
? Organizational design
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Organizing Logistics Within the Firm
• Organizational structure for logistics
? Two basic structures include:
o Fragmented logistics structure
? Logistics activities are managed in multiple
departments throughout an organization
o Unified logistics structure
? Multiple logistics activities are combined into and
managed as a single department
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved
Organizing Logistics Within the Firm
• Organizational structure for logistics
? Two basic structures for logistics departments include:
o Centralized logistics organization
? Company maintains a single logistics department that
administers the related activities for the entire company
from the home office
o Decentralized logistics organization
? Logistics-related decisions are made separately at the
divisional or product group level and often in different
geographic regions
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Organizing Logistics Within the Firm
• Organizational structure for logistics
? Job title or corporate rank
o Leading-edge organizations tend to head the logistics
department by senior-level personnel
o Generally excluded from holding a “C-level” position
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Organizing Logistics Within the Firm
• Organizational design for logistics
? Three primary types of organizational design include:
o Hierarchical (functional)
? Top-down flow
o Matrix
? Cross-functional responsibilities
o Network
? Process philosophy focused on combining tasks into
value-creating products and activities
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Organizing Logistics Within the Firm
• Organizational design for logistics
? Network organizational design is manifested in terms of:
o Relevancy
? Refers to satisfying current and emerging customer
needs
? Facilitated by developing mutually beneficial
relationships with key customers
? At a minimum, these relationships should provide an
understanding of customer needs and wants
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved
Organizing Logistics Within the Firm
• Organizational design for logistics
? Network organizational design is manifested in terms of:
o Responsiveness
? Reflects the degree to which an organization can
accommodate unique or unplanned customer requests
? Achieved when the appropriate decision makers are
provided with both relevant information and the
authority to address unique or unplanned requests
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Organizing Logistics Within the Firm
• Organizational design for logistics
? Network organizational design is manifested in terms of:
o Flexibility
? Is an organization’s ability to address unexpected
operational situations
? Predicated on avoiding early commitment to an
irreversible course of action
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Managerial Issues in Logistics
• Productivity
• Quality
• Risk
• Sustainability
• Complexity
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Managerial Issues in Logistics
• Productivity
? Can be defined as the amount of output divided by the
amount of input
? Provides insight into the efficiency with which corporate
resources are being utilized
Three ways to improve productivity include:
o Reduce the amount of input while holding output constant
o Increase the amount of output while holding input constant
o Increase output while decreasing input
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Managerial Issues in Logistics
• Productivity
? Labor productivity
o Warehousing and transportation are heavily dependent on
human labor
o Human labor is an input (i.e., workers receive wages or
salaries)
o Productivity improvement efforts in logistics are often
directed toward increasing the amount of output while
holding input constant (workers resistant to suggestions
regarding reduced wages or salaries)
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Managerial Issues in Logistics
• Productivity
? Asset productivity
o Concerns include:
? Space utilization
— Excess capacity (unused available space)
? Can be unproductive as it may result in the
purchase of additional equipment or facilities,
which adds costs (input)
? May not yield additional output resulting in a
productivity decline
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Managerial Issues in Logistics
• Quality
? Logistics service quality
o Relates to a firm’s ability to deliver products, material, and
services without defects or errors to both internal and
external customers1
Quality in logistics involves trade-offs
o If inferior logistic service quality, customers may perceive
lower value
o If superior logistic service quality than expected or
required, organization may be adding unnecessary cost
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Managerial Issues in Logistics
• Quality
? Vendors are expected to have quality programs
? Vendors can demonstrate commitment to quality to potential
buyers through achieving and maintaining quality program
certification
o ISO (International Standards Organization) 9000
certification is an example of a quality program certification
Copyright © 2018, 2015, 2011 Pearson Education, Inc. All Rights Reserved
Managerial Issues in Logistics
• Quality
? ISO 9000
o Is a set of generic standards used to document,
implement, and demonstrate quality management and
assurance systems
o Is applicable to both manufacturing and service firms
o Standards are intended to help companies build quality into
every core process in each department
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Managerial Issues in Logistics
• Quality
? ISO 9000
o Firms demonstrating commitment to quality through training,
reviews, and continuous improvement achieve initial ISO
9000 certification
o Once certification is obtained, audits are conducted annually
and organizations can be recertified every
three years
o Certification is credited with
? an increase in customer service
? improved order accuracy
? enabling enhanced costs analysis
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Managerial Issues in Logistics
• Quality
? Six Sigma
o Is a quality-focused methodology that emphasizes the
virtual elimination of business errors
o Area covered under a normal curve is by six standard
deviations is 99.99966 percent
o Approach suggests that there will be 3.4 defects,
deficiencies, or errors per one million opportunities
o Can be applied to various logistics activities such as order
packing
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Managerial Issues in Logistics
• Quality
? Six Sigma
o Benefits
? Reduced costs
? Reduced errors and waste
? Reduced cycle time
o Drawbacks
? Overcoming business cultural barriers
? Investing required resources (both human and money)
? Gaining top management commitment
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Managerial Issues in Logistics
• Quality
? Lean Six Sigma
o Is a quality-focused methodology that integrates Six Sigma
with the Lean approach
o Integrates the goals and methods of these two approaches
in pursuit of quality
o Unique because it recognizes that organizations cannot
focus only on quality or speed
o Emphasizes an organizational focus on improving quality
as it relates to responsiveness
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Managerial Issues in Logistics
• Risk
? Can be viewed as susceptibility to disruptions that could lead
to a loss for a firm
? Can take a variety of forms as it relates to logistics
management activities
o Regularly occurring (or operational) risks (e.g., variability
in demand or potential for a damaged shipment)
o Catastrophic risks (e.g., earthquakes or terrorist attacks)
? Logistics uncertainty pyramid model
o Established to identify sources of uncertainty that can affect
the risk exposure for logistics activities
o Identifies several types of uncertainty including shipper,
customer, carrier, control systems, and external
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Managerial Issues in Logistics
• Risk
? Terrorism is an example of catastrophic risk
? Terrorism can be defined as “an illegal use of or threat of
force or violence made by a group or individual against a
person, a company, or someone’s property with a goal of
menacing the target, often grounded in politics or ideology.”
? Creation of the Department of Homeland Security (DHS)
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