Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Network Design

12-2

• Enterprise facility network

• Warehouse requirements

• Systems concept and

analysis

• Total cost integration

• Formulating logistical

strategy

Network design overview

12-3

• Availability of economical transportation provides opportunity for facility networks

• Design requirements are from integrated procurement, manufacturing and customer accommodation strategies– Logistics requirements are

satisfied by achieving total cost and service trade-offs

Enterprise facility network

12-4

• Transportation services link locations into an integrated logistical system

• Selection of individual locations represents competitive and cost-related logistical decisions– Manufacturing plant locations

may require several years to fully deploy

– Warehouses can be arranged to use only during specified times

– Retail locations are influenced by marketing and competitive conditions

Spectrum of location decisions exists but chapter

focus is on selecting warehouse locations

12-5

Local presence: an obsolete paradigm

Local presence paradigm

• Transportation services

started out erratic with few

choices

• Customers felt that

inventory within the local

market area was needed

to provide consistent

delivery

Contemporary view

• Transportation services

have expanded

• Shipment arrival times are

dependable and consistent

• Information technology

– Provides faster access to

customer requirements

– Enables tracking of

transport vehicles

12-6

• Warehouses exist to lower total cost or improve customer service

• Warehouses specialize in supply or demand facing services– Facilities used for inbound materials are supply facing warehouses

– Facilities used for customer accommodation are demand facing warehouses

• Functionality and justification are different based on facilities support role– Procurement

– Manufacturing

– Customer accommodation

Warehouse requirements

12-7

• Limited number of deeper relationships with suppliers

• Life cycle considerations– E.g. material purchase, reclamation, and disposal of unused materials

• Debundling of value-added services leading to new structural relationships with suppliers

• Seasonality of selected supplies

• Opportunities to purchase at reduced prices

• Rapid accommodation of manufacturing spikes

• Facilities placing more emphasis on sorting and sequencing materials

Procurement drivers help purchase materials and

components at the lowest total inbound cost

12-8

• Provide customers full-line product assortment on a single

invoice at truckload transportation rates

• Choice of manufacturing strategy is primary driver

– Make to plan (MTP)

• Requires substantial demand facing warehousing

– Make to order (MTO)

• Requires supply facing support, but little demand warehousing

– Assemble to order (ATO)

• Requires some demand warehousing as product and components may be

assembled to a degree using postponement principle

Manufacturing drivers help consolidate finished

product for outbound customer shipment

12-9

• Maximize consolidation and length of haul from plants

• Rapid replenishment from wholesalers– E.g. food and mass merchandise industries

• Market-based ATO situations using decentralized warehouses

• Size of market served by warehouse based on– Number of suppliers

– Desired service speed

– Size of average order

– Cost per unit of local delivery

Customer accommodation drivers provide custom

inventory assortments to wholesalers/retailers

12-10

• Must achieve freight consolidation with warehouse positioning– Inventory storage to

support customized orders

– Mixing facilities to support flow-through and cross-dock sorting

Warehouse justification is based on providing a

service or cost advantage from their location

12-11

• How many and what kinds of

warehouses should a firm

establish?

• Where should they be located?

• What services should they

provide?

• What inventories should they

stock?

• Which customers should they

service?

Key design questions to ask when

developing a logistics network

12-12

• Systems concept is an analytical framework that seeks total integration of components essential to achieving stated objectives

• Components of logistical system are its functions– Order processing

– Inventory

– Transportation

– Warehousing

– Materials handling and packaging

– Facility network design

The “Systems” Concept

12-13

• Goal of system analysis is to create an integrated effort (i.e. a whole) which is greater than its individual parts

• Goal from a process perspective is balanced performance between functional areas both within the enterprise and across its supply chain

• Functional excellence is the contribution a function makes to the success of the overall system (or process)

• Focus of system analysis is on interactions (i.e. relationships) between components

Systems analysis seeks to quantify trade-

offs between logistics functions

12-14

• Total system performance is singularly important

• Individual components don’t need to be optimized – Emphasis is on the integrated relationship between components

• A functional relationship exists between components called a trade-off– May enhance or hinder total system performance

• Components linked together in a balanced system will produce greater end results than possible through individual performance

Principles of general systems theory

12-15

• Customer service is an integral part of total system performance

• However,– Customer service must also be balanced against other

components

– Accommodating the customer to the extent that you put yourself out of business is not serving the customer!

– There must be a balance between cost and customer service

– Building relationships with customers is key to this balance

• i.e. customers become a component of the supply chain system

A systems concept example

12-16

• Initial network of facilities are driven by economic factors

– Transportation economics

– Inventory economics

• Cost trade-offs of these individual functions are identified, but

– A system analysis approach (i.e. total cost integration) is used to identify the least-total-cost for the combined facility network

Total cost integration

12-17

• Two basic principles for economical transportation

– Quantity principle is that individual shipments should

be as large as the carrier can legally transport in vehicle

– Tapering principle is that large shipments should be

transported distances as long as possible

• Cost-based warehouse justification

• Network transportation cost minimization

Transportation economics

12-18

Example of cost-based warehouse justification

using transportation consolidation

• Assumptions– Average shipment = 500

lbs

– Freight rate to customer = $7.28 per cwt

– Volume transport rate = $2.40 per cwt

• For shipments 20,000+ lbs

– Local delivery within market = $1.35 per cwt

• Options– Direct ship to customer =

$36.40 per average shipment

– Ship to market at volume rate and distribute locally

• Total rate = $3.75 per cwt

• $18.75 per average shipment

• Can you justify the use of a warehouse in this situation?

12-19

• Basic economies

– Economy of size (quantity discount)

– Economy of distance (tapering principle)

• Activity based cost

– Loading and unloading

– Movement

– Information

• Generalized relationship

Transportation cost Integration (Spatial)

12-20

Transport

Cost

Number of Distribution Locations

Outbound

Inbound

Total

Transport

Transport cost as a function of

distribution locations

12-21

Network transportation cost

minimization

Figure 12.2 Transportation Cost as a Function of the Number of

Warehouse Locations

12-22

• Performance cycle is key

driver

• Forward deployment of

inventory potentially

improves service response

time, but

– Increases overall system

inventory

Inventory economics is driven by

service response time

12-23

• Inventory consists of

– Base stock

– Safety stock

– In-transit stock

• What is the impact of adding warehouses to each of these inventories?

– Base stock is independent of number of market facing warehouses

– What about in-transit stock?

Service-based warehouse justification

12-24

Additional warehouses typically reduce

total in-transit inventory

Figure 12.3 Logistical Network: Two Markets,

One Warehouse

Figure 12.4 Logistical Network: Two Markets,

Two Warehouses

Table 12.1 Transit Inventory under Different Logistical Networks Results

12-25

• Safety stock is needed to protect against unplanned

stockouts during inventory replenishment

• Uncertainty in network is impacted by adding warehouses

– Performance cycle days are reduced

– Number of performance cycles increases

• Prevents aggregation of uncertainty across market areas

• Serving the same market area by adding warehouses will

increase uncertainty since each facility has its own

replenishment cycle

– Therefore, more safety stock is needed

What about the impact on safety stock?

12-26

Combining demand into one warehouse

averages demand variabilityTable 12.4 Summary of Sales in One Combined and Three Separate Markets

More safety stock is required if markets

served from ‘local’ warehouse

12-27

• Base stock determination is independent of number

of market facing warehouses

• In-transit stock will typically decrease with the

addition of warehouses to the network

• Safety stock increases with number of warehouses

added to the network

– New performance cycle requires additional safety stock

Inventory summary

12-28

Network inventory cost minimization

Figure 12.5 Average Inventory as a Function of Number of Warehouse Locations

12-29

• Figure 12.6 combines cost curves from Figure 12.2 and 12.5

• Lowest cost points on each curve

– For total transportation cost between 7 and 8 facilities

– For inventory cost it would be a single warehouse

– For total cost of network it is 6 locations

• Trade-off relationships

– Minimal total cost point for the system is not at the point of least cost for either transportation or inventory

Total cost of the network is illustrated in

Figure 12.6

12-30

Illustration of total cost concept for the

overall logistical system

Figure 12.6 Least-Total-Cost Network

12-31

$-

$10

$20

$30

$40

$50

$60

$70

$80

$90

0 2 4 6 8 10

Number of Warehouses

Cos

t (m

illio

ns $

)

Total CostTransportation CostFixed CostInventory Cost

Minimize the cost of your logistics network

without compromising your service levels

Optimal Number

of Warehouses

12-32

• Analysis summarized in Figure 12.6 does not

include all relevant costs

– Projected sales based on a single planning period

– Transportation costs based on a single average-size

shipment

– Desired inventory availability and fill rate assumptions

impact the solution

Assumptions are important to understand for their

impact on finalizing a strategy

12-33

• Many important costs are

not specifically measured

or reported

• Need to consider a wide

variety of network design

alternatives

– Alternative shipment sizes

– Alternative modes of

shipment

– Range of available

warehouse locations

Limitations to accurate total cost analysis

12-34

• General approach to finalizing a logistical strategy

– Determine a least-total-cost network

– Measure service availability and capability for this network

– Conduct sensitivity analysis for incremental service options

• Use cost and revenue associated with each option

– Finalize the plan

Formulating logistical strategy requires evaluating

alternative customer service levels and costs

12-35

• Existing policies of availability and capability are often assumed as the threshold service level– Current performance provides starting point for potential service

improvements

• Result of a customer service availability analysis is shown in Figure 12.7 for warehouses X, Y and Z– Based on distribution of an average order

– Delivery time is estimated on the basis of distance

– Transit inventory estimated based on delivery time

• Management can make basic customer delivery commitments of the basic service platform– Use an estimate of expected order cycle time

Threshold service level is customer service

associated with the least-total-cost-system

12-36

Illustration of total logistics cost for

three warehouse locations

Figure 12.7 Determination of Service Territories: Three-Point, Least-Cost System

12-37

• Basic service capabilities of a network change with

variations in

– Number of warehouses

• Adding warehouses increases fixed costs

– Performance cycles

• E.g. web-based ordering, premium transportation

• Typically increases variable costs

– Safety stock policy

• Increase in SS will shift average inventory cost curve upward

Service sensitivity analysis uses the threshold

service level to evaluate potential changes

12-38

• Key points from this table

– Incremental service is a diminishing function

– High degrees of service are achieved much faster for longer

performance intervals than for shorter intervals

– Total cost increases dramatically with each location added to the

logistical network

• Portfolio effect is the relationship between uncertainty and

required inventory

• Portfolio effect can be estimate using the square root rule

Variations in the number of warehouse locations

is illustrated in Table 12.5 in the text

12-39

• Figure 12.9 illustrates an example– Marketing proposes

• 2% improvement in inventory availability

• 36-hour improvement in delivery capability

– Design analysis determines a 12 warehouse lowest-cost network is needed

• Incremental total cost to achieve proposed option = $400k per year

• Incremental revenue needed to break even = $4million per year– Assumes 10% profit margin

Finalizing strategy requires evaluating the

incremental service cost vs. incremental revenue

12-40

Logistics system design requirements

Commodity Integrated Service Customized Service

Direct bulk or crossdock delivery

Limited product requirements

Unique information requirements and capabilities

Precise management requirements

Delivery to customer DC

Broad product offering

Range of information requirements and capabilities

Accept more generic strategies

Delivery in small quantities

Select products

Tracking of individual behavior

Individual focused strategies

12-41

Mass merchant comparison

• Target– New and unique product

offerings

– Maintain inventory

responsibility

– Maintain forecasting

• Wal*Mart– Low cost product

– Shift inventory

management to vendor

– Collaborative forecasting

12-42

• Design to minimize landed cost

• Design to maximize asset utilization

• Design to maximize competitive positioning

(relevancy)

• Design to minimize risk

• Design to maximize control

Supply chain design criteria

12-43

Grocery Channel Economics

CPU WarehouseDistributor/Retail

Warehouse

Store

ES3 Warehouse

C&S Case Pick

Store

Aisle

• Traditional Model

• C&S Vision

1 CPU PlantBack Room Shelf

CPU Plant

12-44

Key Elements relating to supply chain sustainabilitySupply Chain Redesign - Reduce the number of shipments

and container-miles for highly hazardous materials

1. Supply Chain Visibility - Improve visibility of shipments through implementation of RFID and GPS technologies

2. Shipping Container Design - Improve container design to prevent tampering and to reduce the potential for product releases due to accidents or security incidents

3. Enhanced Collaboration – Enhance collaboration with carriers and local communications to improve emergency preparedness and response should a product release occur

Sustainable Supply Chain Strategy

12-45

Supply Chain Design Criteria

• 1990

– Demand

– Production

– Material

– Transportation

• 2012

– Demand

– Sustainability

• Energy

• Labor

• Political

– Taxation

– Transportation

– Production

– Material

12-46

Supply Chain Design Criteria

• 1990

– Demand

– Production

– Material

– Transportation

• 2012

– Demand

– Sustainability

• Energy

• Labor

• Political

• Regulations

• Debtors

• Supplier relationships

• Commodity availability

• Cross-sale requirements

– Taxation (TASC)

– Transportation

– Production

– Material