Logistics management process

Resources are an available supply of equipment, environment, machines, materials, processes, labor, documentation, and utilities, such as heat, light, water, power etc., which can be drawn upon when needed. This therefore requires detailed planning and logistics management and may require many lists and subplans so that the resources are available when required. Inventory management is an element of such planning. 

Holmstrom J, Framling KTJ, Karkkainen M, Ala-Risk T (2002) Implementing collaboration process networks. The International Journal of Logistics Management 13 (2) 39-50... 

Bowersox DJ, Gloss DJ. Logistical Management the Integrated Supply Chain Process. McGraw-Hill Series in Marketing. 1996. 

Thus, it is no surprise that logistics management has been transformed in the last 10 years from a largely manual process to a more automated one. Major advances in computer and communications technology and the introduction of the Internet and e-commerce have effected this trend. These developments provide new opportunities and increase expectations for a fast and flawless logistics process. The Internet also provides new models in how information systems ate deployed. For instance, companies may not need to own the sophisticated DSS— they are able to lease them based on their needs. This mode of deployment is now referred to as application service provider (ASP) and is considered one of the most important trends in information systems, especially for mid-sized companies who cannot afford expensive systems. 

SUPPLY CHAIN management VS. LOGISTICS 2111 5.3. Demand Management Process 2121... 

Figure 1 Supply Chain Management Integrating and Managing Business Processes across the Supply Chain. (From D. M. Lambert, M. C. Cooper, and J. D. Pagh, Supply Chain Management Implementation Issues and Research Opportunities, International Journal of Logistics Management, Vol. 9, No. 2, 1998, pp. 1-19. Reprinted with permission)...

Clendenin, J. A. (1997), Closing the Supply Chain Loop Reengineering the Returns Channel Process, International Journal of Logistics Management, Vol. 8, No. 1, pp. 75-85. 

Chapter 22 identified two missions for process improvement (1) process evaluation and (2) process redesign. This chapter describes industry-developed process tools that support the first mission, evaluating supply chain processes. The two tools have assembled best practices in SCM. They are products from two SCM business associations, the Supply-Chain Council and the Council of Supply Chain Management Professionals (CSCMP), formerly the Council of Logistics Management (CLM). The CSCMP, in the cited quotation, supplies the reason for describing these models. 

In SITELINK, each process step must be considered. In a retail chain supply chain application, this should include sourcing, warehousing, and transportation operations. Note that the documentation is for direct requirements. Indirect requirements were nonprocess costs. Examples are the logistics management and other building-related costs. These are resources that are not directly involved with the process. The indirect requirements matrix contained relationships between the direct and the indirect resources. 

Bowersox, D J. and Closs, David J., Logistical Management The Integrated Supply Chain Process, New York McGraw-Hill, 1996. 

Croxton K.L., Gaida-Dastugue S.J., Lambert D.M., Rogers D.S., 2001, The Supply Chain Management Processes, The International Journal of Logistics Management, 12, no. 2, pp. 13-36. 

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