Elements of Logistics Used in Industrial Operational Management

Elements of Logistics Used in Industrial Operational Management

I. C. Dima (University Valahia of Targoviste, Romania) and I. Grabara (Technology University of Czestochowska, Poland)
Copyright: © 2013 |Pages: 35
DOI: 10.4018/978-1-4666-2818-2.ch009


Under the conditions of the current economic-social development within the industrial company’s management, there occurs a new function, that of logistics, which has a decisive influence on the company’s other functions. Thus, the industrial company’s logistics is systematically approached, emphasising its elements, namely: production logistics, commercial logistics, operational logistics, sales support logistics, pilotage logistics. In the industrial company’s organisational structure, logistics has an independent position, and the implementation of any logistical study within the company incurs costs related to the supply transportation, related to the distribution, related to the operation of warehouses, etc. These costs can be deemed as being total costs that depend on the total quantity that is subject to the logistical process. Any activity of logistics within the company can be analysed by means of a questionnaire called Logitest. The absence of the activity of logistics within the company or an inappropriate activity of logistics may lead to the occurrence of a logistic drama—the Logidram that emphasises the client-supplier conflict, the conflicts inside the company, the conflicts with the logistic operators, etc.
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Systemic Concept Of Company’S Logistics

The approach of a new domain of company’s management, the logistical one, imposes the knowledge of own aims and methods of study. But, in order to facilitate the implementation, its main components must be prevalently set forth. Impelled by the change in the structure of potential clients, suppliers have performed ground changes in their distribution. The institution of the method of “Just times” has imposed special rules even within the company for supply and transfer of products, semi-finished goods and pieces in between workshops, with consequences over suppliers too, whom needed to rethink the distribution logistics depending on clients’ new data.

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