Finals!

• four basic global changes

  • Intermodal Ownership
  • Prioritization
  • Cabotage
  • Infrastructure
• No international strategy


  Firms involved only in domestic operations
• No international strategy


  Advantage is that it substantially minimises complexity, as minimum coordination is required
• Multi-Domestic strategy


  Firms operate in multiple nations, with the country where the corporate headquarters is located being dominant
• Multi-Domestic strategy


  Firms have separate, semi-autonomous supply chains in each global region
• Global Strategy


  Implies cross-border operations with some local market customization, with a typical single headquarters that coordinates global operations, and logistics and supply chain activities occurring in regions around the world
• Major differences between domestic and international operations

  • Coordination
• Certificate of Origin


  Denotes the country in which the goods were produced to assess tariffs and other government-imposed restrictions on trade
• Commercial Invoice


  A document written by the exporter to precisely describe the goods and the terms of sale
• Bank Draft


  A means of payment for an importer/exporter transaction
• Obtain access to specialized expertise or language skills


  Rationale of "advance technology" as one of the primary objectives firms use to justify globalization
• Globalization opportunities


  • Increasing markets and a wider range of manufacturing alternatives
• Cabotage


  Requires passengers or goods moving between two domestic ports to utilize only domestic carriers
• Transportation


  Offers potential to link geographically dispersed manufacturing, warehousing, and locations into an integrated system in terms of logistical system
• Procurement Drivers


  Center on using warehouses to help purchase materials and components from suppliers at the lowest total inbound cost
• Manufacturing Dimensions


  Warehouses that support manufacturing are used to consolidate products for customer shipment
• Customer Relationship Drivers


  Warehouses create value by providing customized inventory assortments to wholesalers and retailers
• Demand Facing Warehouse


  Warehouses used to support customer accommodation and often referred to as such
• Supply Facing Warehouse


  Facilities used for inbound materials and components are often referred to as such
• Inventory Deployment Strategy


  In market-based ATO, the design of a customer relationship warehouse network is directly related to
• Assemble to Order


  ATO stands for
• Trade Offs


  Exist between components that serve to stimulate or hinder total system performance
• Key principles for achieving economic transportation

  • Quantity Principle
  • Tapering Principle
• Make to Plan


  Manufacturing strategies, which focus resources to achieve maximum manufacturing economy of scale, require substantial demand-facing warehouse capacity
• Make to Order


  Manufacturing strategies require supply-facing warehousing support but little, if any, demand-facing storage
• Assemble to Order


  Common or undifferentiated components are stocked in warehouse inventory in anticipation of performing customized manufacturing or assembly at the warehouse upon receipt of customer's orders
• Threshold Service Level


  The overall level of customer service associated with the least total cost system design is referred to as the
• Tapering Principle


  Large shipments should be transported over as long a distance as possible
• To accommodate change in planning methodology, firms often face questions, except one: What type of warehousing should be used?
• Supporting Logic


  It is to integrate the findings of the internal review, market assessment, and technology study
• Situation Analysis


  The collection of performance measures, characteristics, and information describing the current logistics environment
• Complete Internal Review


  Examines all major resources such as workforce, equipment, facilities, relationships, and information
• Specific Review


  Content depends on the scope of the planned analysis
• Statement of Objectives


  Documents the cost and service expectations for the logistics systems revisions
• Project Management


  Is responsible for the achievement of expected results within time and budget constraints
• Market Assessment


  Is a review of the trend and service demands
• Technology Assessment


  Focuses on the application and capabilities of key logistics technologies
• Feasibility Assessment


  The process of evaluating change, including situational analysis, framing supporting logic, and cost/benefit estimation
• Management Assumptions


  Define the physical and economic characteristics of the current or alternate logistics environment and are generally within management's ability to change or refine
• Analysis


  Involves the use of techniques and data to evaluate strategic and tactical