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Consulting logistique transport- Best Way for a Business

Logistics covers the entire management of physical and information flow associated supplies to the distribution of finished products, including return management of any kind. By mobilizing transportation, inventory and warehousing, human resources required for the circulation of material flows. For many business leaders, the logistics sector is simply a cost. These costs can be reduced (In French rduction couts logistique ). To reduce logistics costs, the first thing to do is to analyze and understand the impact of actions performed on the total amount.

Very few companies unfortunately conduct this analysis and really know their logistics costs and levers

possible actions. An initial problem is already evaluated and thereby to set and define the limits of logistics and whether a particular area or not is part of logistics. Whatever the formal definitions once the limits, the company can analyze, track over time, measure the impacts and then act on the various positions and generally productivity reserves highlighted are important. As explained in charts following, logistics costs (in a fixed perimeter) are between 10 and 15% of sales. One point is earned on these positions 1/4, 1/3 additional margin for a company Transportation is generally half the cost, storage 1/4 of total Often we see that the process of operation are rarely questioned and that companies are acting out of habit and that costs are incurred without anyone proposes an alternative scenario.

Examples: In a company, they do consulting for logistics transport (In French consulting logistique transport ) and deliver all customers within 24 hours without distinction. This is perfect and meets the demand of 25% of customers. For others who would be satisfied with delivery in 3 days, it's about quality as they generally have sufficient stocks and exceptionally it may ask once or twice a year an express carrier. Inventories are also source significant potential gains. Regular and frequent analysis of coverage for each product can highlight potential savings. In such company, the regional warehouse is managed by the "boss" of the area that passes daily replenishment orders to the exchange. It has a stock of all products including Class C with very low turnover. The regional stock is not visible from other areas ... The warehouse productivity is also great potential. In many cases, it remains fixed on an initial set of WMS monolithic and often without firing one of many possibilities for differentiation offered.

In logistics, there are positions that have opposite effects: for example a reduction in warehouse inventory and therefore can result in higher delivery costs. It is then to find the balance point minimizing the total. Fixed cost: A fixed cost is a cost that does not vary with activity. For a company, these are costs that remain constant when the volume of production or distribution varies. Conversely, variable costs are those that change with the volume of production, usually in the same direction and more or less proportionately. Cost of production: The production cost of a business is the sum of expenditures to be furnished before producing a unit of production (goods or services). A company incurs direct costs and indirect costs of production. These charges can be variable or fixed. This cost consists of direct and indirect costs of production excluding marketing costs, expenses or abnormal storage not directly related to production (with expenses is called cost).

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