Outbound logistics

Inbound logistics Internal logistics Outbound logistics... 

After decision of order or production quantities, transportation decisions should be made. The company may have a contract with third party carriers or may use its own trucks and transportation facilities to deliver products to customers. Especially, international firms need to consider modes of transportation, inbound and outbound logistics costs. Road, railway, waterway, air, and pipelines are common modes of transportation. Intermodal transportations are possible as well. 

Transportation network design decisions are affected by the cost of opening new facilities, holding inventory costs, inbound, outbound logistic costs among others. 

Where the logistics and transportation paradigm is instilled, companies will anoint the head of distribution as the supply chain executive. In place of the supply chain term, these companies might use an alternative term, the demand chain. This reflects attention paid to the outbound, rather than the inbound or supply side, side of the business. Although this is useful for companies in the middle of supply chains, we do not adopt this convention in this book, taking the view of the product or service user at the end of the chain. 

Micro-chain Logistics model with integrated physical and information flows Balances inbound, production, and outbound distribution 2... 

In the supply chain and logistics of the cane and sugarcane industry, there are three important components inbound logistics. Internal Logistics, and Outbound Logistics (see Table 1). 

The flow of information and physical goods from both customers and suppliers to the business or the conversion centre (e.g. a factory or a warehouse or an office) is termed as inbound logistics. Likewise, the flow of information or goods or service from the conversion centre to the customer constitutes outbound logistics. To put it more simply inbound logistics relate to demand and procurement while outbound logistics relate to supply and service. 

Figures 1.2 and 1.3 show examples of inbound and outbound logistics in a foods factory.

Demand and supply planning capabilities enable companies to balance inbound and outbound logistics and thus to maximize return on assets, and to ensure a profitable match of supply and demand. Inbound and outbound logistics are also described, as upstream and downstream processes. For example, Christopher (1992) defines supply chain management as the management of upstream and downstream relationships with suppliers and customers to deliver superior customer value at less cost to the supply chain as a whole. 

Outbound Logistics include all the activities required to collect, store, and distribute the output. 

In the same way that ERP is concerned with information flow, suppliers and inbound logistics, distribution management is likewise concerned with materials flow, customers and outbound logistics. 

What are inbound and outbound logistics Are there any differences between logistics and supply chain management Discuss. 

The logistics view often addresses the outbound downstream side in much the same way as the procurement viewpoint worked with the inbound side. Supply chain improvement focuses on cost reduction aimed at incremental improvements in profit. Typical activities include modeling or automating warehouses, distribution centers, and transportation networks to reduce cost. 

Inbound Menu- Outbound Distribution Logistics factoring Logistics Center... 

In Level 4, the network view causes those in logistics to consider who is the best constituent for providing transportation for the pieces that go into the final product. The best constituent provider means a part of the transportation function could be outsourced to let a supplier deliver and pick up finished product. Now a global view of warehousing, transportation, and delivery comes into play, as the nucleus firm drives an effort to seek lowest-landed cost with the right products being at the point of need. With inbound and outbound freight on either side of each constituent, the question becomes how to make the best use of all available equipment and resources. Tmck utilization on a nationwide basis, for example, is estimated to be no better than 60 to 70%, because of all the less-than-full outbound loads and empty backhauls. That becomes an opportunity to better utilize assets. 

In Level 5, the idea of virtual logistics is part of the collaboration that takes place as the network members want to find the best costs and satisfaction, whether the orders go through traditional channels or are processed through an Internet channel. With residential package delivery, for example, expected to top 2.1 billion per year by 2003, this latter situation is of great interest to business to consumer (B2C) channel providers. Here lead logistics providers (lip) can enter the equation — firms with little to no physical assets, but the wherewithal to find the best answer to logistics needs, inbound and outbound. 

Total logistics costs associated with the existing systems, including the inbound and outbound transportation costs, direct and indirect warehouse and distribution center operating costs, capital... 

Once the products and goods are ready for transfer downstream, the firm and its allies work on outbound logistics. Here the emphasis is again on efficient movement and storage, but a closer look is given to order fulfillment. With many channels of distribution being considered today, the advanced firm is matching the best delivery method with the needs... 

Transportation systems, warehousing and distribution considerations, and inventory management reach very sophisticated levels in the model, as order visibility — the ability to view and track shipments, make delivery promises, and manage inventories through an electronic system — becomes a reality. Important channel partners and the providers responsible for outbound logistics are key users of this system. 

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