This chapter presents the implementation of an integrated approach to logistics. The need of this implementation normally arise from studies of competitiveness, and the realisation that good performance from the logistics processes can provide a competitive edge. Fundamental changes to the logistics processes cannot be made in isolation from all the other processes in a manufacturing enterprise. There is a high level of interdependency, and mistakes from uninformed radical change are expensive. Clarity of objective, quantification of risk and a phased approach are essential for successful implementation of any proposed changes. The development of a coherent strategy for change is a critical success factor. A focused, cross-functional team operating within a structured framework and receiving firm guidance from senior management is the favoured management system.

Chapter Contents:

• 4.1 The Structured Approach
• 4.1.1 Introduction
• 4.1.2 Development of the Strategy
• 4.1.3 Architectural Principles
• 4.1.4 Classification of Tasks
• 4.1.5 Logistics Development Structure
• 4.1.6 Implementation Management
• 4.1.7 Implementation Case Studies
• 4.2 MK Electric - JIT in a Multi-Site Environment
• 4.3 Mountfield - The Mountfield Road to JIT
• 4.4 York International - After the Chaos
• 4.5 ICL - Achieving a Material Advantage
• 4.6 IBM - Integrated Material Logistics
• 4.7 Lucas - World-Class Manufacturing at Low Cost

Inspec keywords: manufacturing industries; risk management; team working; competitive intelligence; logistics

Other keywords: risk quantification; cross-functional team; senior management; manufacturing enterprise; critical success factor; logistics process; firm guidance; integrated approach implementation

Subjects: Production management