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A Shift in Fundamentals: The Changing Direction in Logistics and Transportation Management

机译：基本面的转变：物流和运输管理方向的转变

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摘要

The Great Recession of the late 2000s created a turbulent business environment that is forcing managers to reevaluate how to manage their resources effectively and efficiently. In the logistics and transportation domain the primary forces of change include, but are not limited to: rapidly changing customer requirements, increasing energy (fuel) prices, the rising cost to serve, mounting inventory costs, and growing total landed costs. These forces of change have shifted the strategic direction of the firm toward a mixed approach where firms attempt to be "all things to all people," thereby competing on both cost and service. In contrast, the study results indicate that during and after the recession the primary goal or objective of the firm was cost reduction. Customer service as a primary goal or objective has steadily declined, and has not yet returned to 2008 levels. This can be attributed to rising transportation, inventory, and distribution costs during a time of increasing customer service requirements. Two recommendations for managers are offered: to more fully understand the relationship between logistics costs and differentiated service; and to develop data and analytical capabilities that will enable them to deliver differentiated service of the right product for the right customer, in the right quantity and the right condition, at the right place, at the right time, at the right cost.
机译：2000年代后期的大萧条创造了动荡的商业环境，迫使管理人员重新评估如何有效和高效地管理资源。在物流和运输领域，变化的主要力量包括但不限于：客户需求快速变化，能源（燃料）价格上涨，服务成本上升，库存成本上升以及总着陆成本上升。这些变革力量已经将公司的战略方向转向了混合方法，即公司试图成为“所有人的万物”，从而在成本和服务上展开竞争。相反，研究结果表明，在衰退期间和衰退之后，企业的主要目标是降低成本。客户服务作为主要目标一直在稳步下降，尚未恢复到2008年的水平。这可能是由于在客户服务需求增加的时候运输，库存和分销成本上升。为管理人员提供了两项建议：更全面地了解物流成本与差异化服务之间的关系；并开发数据和分析功能，使他们能够在合适的地点，合适的时间，以合适的成本，以合适的数量和条件为合适的客户提供合适产品的差异化服务。

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