Logistics Viewpoint

It is notable that the CSCMP includes goods and services, plus related information, in its definition. It also takes note of customers requirements and the need to fulfill these. As noted in Chapter 1, some practitioners view logistics and supply chain as equivalent entities. 

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. 

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Equilibrium solubility This approach is considered a first attempt to characterize the true thermodynamic solubility of the compound. It is used to rank-order compounds and to extract a structure-solubility relationship within the chemical series. In this assay, compounds are usually equilibrated for 24 h before analysis. One can start from powder, but this is a quite labor-intensive step. In most cases one starts from DMSO stock solutions (usually 10 mM) because it is much more efficient from a compound logistics viewpoint. The solvent is then usually removed and the compound is dried before addition of the buffer medium [15, 16]. 

The preoccupation with the interface that has characterized the discussion so far is based on an important assumption The transport aspects of ionics are playing their supply role so well that one has not been aware of the logistic problems of charge transfer. Except for some preliminary indications (cf. Section 7.3.1), the interface has been assumed never to fall short of its needs (of electron acceptors and donors). But there are situations where the charge-transfer reaction is inadequately supplied with its material requirements (e.g., of electron acceptors). Here, a supply problem arises. The transport of electron acceptors and donors in the solution becomes the important event. Ionic transport begins to control the rate of charge transfer across the interface then the viewpoint has to become electrolyte centered. 

Some view supply chain design as integral to their strategies for competing. For them, competing successfully centers not only on products, but also on the operations that make up the extended product as described in Chapter 1. These operations deliver the physical and extended products to customers hands. With this viewpoint, supplier relations, logistics, and information systems support customer satisfaction and fall within the definition of SCM. This, in turn, leads to increased market share and profit. Costs, while important, are secondary with this viewpoint. Efforts to reduce cost must also support strategy. 

Abstract This chapter analyzes the current issues and proposes an effective reverse logistics system for discarded tires, which considers collection, transportation, and intermediate treatment enterprises, elements that are not involved in forward logistics. The possibility of constructing a reverse logistics network over a wide area is examined from a viewpoint based on previous studies and practices concerning the constmction of a forward logistics network. The result revealed that these improvement measures for the reverse logistics can be effectively functioned. 

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. 

Logistics management, from this total systems viewpoint, is the means whereby the needs of customers are satisfied through the co-ordination of the materials and information flows that extend from the marketplace, through the firm and its operations and beyond that to suppliers. To achieve this company-wide integration clearly requires a quite different orientation than that typically encountered in the conventional organisation. 

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