The document provides a comparative analysis of the reverse logistics processes of Woolworths and Coles supermarkets in Australia. It outlines their reverse logistics processes which include collection and disposal of waste, returning goods to suppliers or warehouses, and backhauling to minimize transportation costs and environmental impact. Both companies work with partners for crate and pallet management. Woolworths and Coles also have sustainability strategies focused on reducing waste, emissions, and water usage. They donate surplus food to food banks and implement best practices like efficient stock management and recycling programs.
- Understanding Demand Management Basics
- Planning a Demand Management Process
- Execution of Demand Management
- Conducting a Performance Review of your Demand Management Process (and KPIs)
The document discusses logistics and supply chain management. It defines logistics as planning, implementing, and controlling the efficient flow of goods, services, and information from origin to consumption according to customer needs. Logistics involves functions like procurement, inventory control, warehousing, transportation, and customer service. It also discusses types of logistics like inbound, outbound, third-party, and reverse logistics. The document then summarizes a case study of Ford Motor Company partnering with Penske to centralize its logistics network, resulting in cost savings and efficiency improvements.
Reverse logistic and reverse supply chainusmanidris5
Reverse logistics involves the set of activities conducted after a product sale to recapture value and end the product's lifecycle. This typically includes returning products to manufacturers for refurbishing, recycling, or other purposes. Common examples are refurbishing damaged items, recycling materials, and returning unsold merchandise. Products are returned for reasons like customer dissatisfaction, defects, obsolescence, or overstock. Managing returns effectively requires strategies like optimizing return processes with data. Benefits of effective reverse logistics include improved customer service, sustainability, and cost reductions.
Information sharing is a major challenge in SCM due to the geographical spread of partners and monumental paper work involved across countries and regions. Digitisation impacts the flow of goods, funds and information. It is at the threshold of introducing the Smart Factory where all flows are automated. How relevant are these technologies for India? What can be the Smart Approach for India in sequencing the adoption of these technologies? We present a suggested approach here.
This document discusses the role of logistics in a country's economy. It defines logistics and explains that logistics management involves supply chain planning and efficient movement of goods. The document states that logistics has become important for GDP and affects inflation, productivity and other economic factors. It then discusses how COVID-19 has impacted logistics in India and globally, causing labor shortages, order delays, and reduced demand. Finally, it provides recommendations for COVID-19 recovery, including investing in technology, improving international supply chains, using delivery drones, identifying opportunities, and collaborating with governments.
This document discusses logistics management strategies and their formulation and implementation. It covers linking a firm's strategy to its logistics strategy, setting logistics goals and making decisions, analyzing logistics networks, formulating logistics strategies including different channel strategies, and implementing and measuring performance of logistics strategies. Key aspects covered include aligning business and logistics strategies, common logistics challenges, and key performance indicators for evaluating service and inventory management.
Reverse logistics involves the movement of goods from their point of use back to the manufacturer for reprocessing, repairs, recycling, or disposal. It has become an important competitive tool as organizations use services like replacing defective goods, refurbishing returned products, and product recalls to add value for customers. Effective reverse logistics requires planning systems for product collection, recycling centers, and documentation to support product tracking throughout the reverse supply chain.
The document discusses the key elements and functions of logistics management. It defines logistics as the process of planning and executing the efficient movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. The main elements of logistics include procurement, inventory management, transportation, warehousing, material handling, and packaging. The key logistics functions involve information systems, transportation, inventory control, warehousing, material handling, and network design. The document also outlines several important concepts and operating objectives in logistics like rapid response, minimum variance, and life cycle support.
LOGISTICS AND SUPPLY CHAIN CHALLENGES FOR THE FUTUREAshish Hande
This chapter discusses strategic planning for logistics and supply chain management. It covers the evolution of strategic planning from investment planning in the 1950s to a focus on competitive advantage today. The chapter also outlines different types of strategies such as time-based strategies focused on reducing cycle times, asset productivity strategies aimed at better utilizing inventory and facilities, technology-based strategies using disruptive technologies, and relationship-based strategies like collaboration and value nets. Finally, it discusses future trends in logistics including a shift to virtual integration and the importance of collaboration, technology, and a comprehensive supply chain perspective.
The document discusses supply chain best practices and provides an overview of key topics including metrics, inventory velocity, cycle time compression, lean logistics, technology, supplier performance, and segmenting supply chains. It emphasizes that companies should develop multiple, tailored supply chain approaches rather than a one-size-fits-all model in order to improve flexibility, responsiveness, and demand planning. Metrics like inventory turns and reducing cycle times are important for optimizing supply chain performance.
The document discusses the logistics, production, and evaluation functions related to media programs. The logistics function focuses on acquiring, storing, circulating, maintaining, and retrieving materials and equipment. It also covers competencies like arranging previews, compiling orders, determining replacements, receiving and preparing items, storage, circulation, maintenance and repair, and equipment setup. The production function involves developing various audiovisual materials like audio, graphics, motion pictures, programmed materials, and reproducing printed works. It also covers identifying equipment needs and evaluating products. The evaluation function analyzes curriculum needs, applies selection criteria, synthesizes requests, and uses reviews to aid in the selection process.
This document provides a summary of key concepts in supply chain management. It discusses supply chains, supply chain management, value chain management, operations management, logistics management, lean supply chains, agile supply chains, and the objectives and decision phases of supply chains. It also covers integrated supply chain management, barriers to supply chain management implementation, attributes affecting implementation like technology and communication, and reasons for many versus few suppliers in a supply chain.
The document provides an overview of supply chain management. It defines key supply chain terms and concepts, describes the functions and goals of supply chain management, and discusses strategies for effective supply chain integration and collaboration. Some of the main points covered include defining the components of a supply chain network and flows, explaining push, pull, and hybrid supply chain strategies, outlining benefits of collaboration and information sharing, and introducing frameworks for measuring and improving supply chain performance like the SCOR model.
The document discusses the "bullwhip effect", which refers to how demand and orders become more variable as they move up the supply chain from the consumer to the manufacturer. There are several key causes of the bullwhip effect, including long lead times, lack of information sharing between supply chain partners, price fluctuations, and batch ordering. This can lead to problems like increased costs, stockouts, and inaccurate demand forecasts as variability increases at each stage. The document provides examples and strategies for reducing the bullwhip effect through better information sharing and collaboration between supply chain members.
Chap 4 Designing the Distribution Network in a Supply Chainsajidsharif2022
This document discusses factors that influence distribution network design and different design options for distribution networks. It outlines key considerations for distribution network design like meeting customer needs through good service and minimizing supply chain costs. Different distribution network designs are presented, including direct shipping from manufacturers, distribution through warehouses, and retail stores. Their relative strengths in areas like response time, product variety, and costs are compared. The impacts of e-business and real-world examples of distribution networks are also covered.
The document discusses the evolution and strategic importance of warehousing. It describes how warehouses have shifted from passive storage to playing an active role in supply chain management through techniques like consolidation, cross-docking, and mixing inventory. The key principles for warehouse design and operations are outlined, including the importance of straight product flow, movement continuity, storage plans based on product characteristics, and minimizing product deterioration through careful handling and storage. Modern warehouses utilize warehouse management systems and other technologies to coordinate order fulfillment and inventory management.
The document discusses supply chain management. It defines a supply chain as a global network used to deliver products from raw materials to end users through information flow, physical distribution, and cash flow. Supply chain management involves planning, implementing, and controlling supply chain operations to efficiently satisfy customer requirements. The goals of supply chain management are to drive customer value, utilize assets better, and grow revenue. Benefits include reducing uncertainty, maintaining proper inventory levels, minimizing delays, and providing good customer service. Problems along the supply chain can include delays, lack of coordination, uncertainties, poor demand forecasting, and interference in production. Solutions involve scanning the business environment, enhancing strategic objectives, and improving organizational skills.
This document outlines a study on implementing closed loop supply chain practices in the healthcare waste management sector. It discusses the objectives to learn about current closed loop supply chain scenarios in healthcare, sustainable waste management methods, and challenges to implementing new methods. The methodology includes literature review and healthcare industry interviews in Singapore. Key findings relate to waste segregation, monitoring, and organizational participation in procurement and disposal. Recommendations focus on reduction, worker safety, requiring waste plans/policies, and investing in environmentally sound treatment technologies.
COMPARATIVE STUDY OF LOGISTICS IN BAHRAIN AND UAE2Susan Jacob
This document provides a comparative study of logistics in Bahrain and the United Arab Emirates. It begins with an agenda and objective to perform a comparative study based on geographic profile, demographic profile, macroeconomic trends, and logistics infrastructure. The document then provides details on the geographic, demographic, and macroeconomic profiles of the UAE and Bahrain. It also describes the countries' airports, ports, railways, and roadways. There is an analysis section comparing some factors between the two countries. The document concludes with recommendations for Bahrain to improve its logistics, such as increasing port and airport capacity and investing in infrastructure.
A Global Distribution System (GDS) allows automated transactions between travel vendors and booking agents to provide travel services to consumers. It consolidates distribution globally to allow for low-cost transportation from manufacturing plants and warehouses worldwide to local markets. Elements of international logistics are more complicated than domestic logistics due to more intermediaries, risks, regulations, and challenges of crossing borders. Air, ocean, and overland transportation are used to ship goods internationally considering factors like cost, time, and product characteristics. Gray trade, or parallel distribution of genuine goods through unauthorized channels, can erode brand equity and strain relationships with authorized distributors.
Maintaining end-to-end cold chain integrity is a critical focus for all cold storage operations as much of their inventory is consumed directly by end customers. If any instance of impropriety throughout the supply chain occurs it could lead to widespread sickness or death. On average, 10% of all pharmaceutical inventory is temperature controlled and a significantly larger portion of food products are also temperature controlled. Any contamination could result in thousands or even millions of dollars in inventory loss, logistics costs and settlement fees. Preventing inventory contamination in the cold chain has increased in complexity as the supply chain has globalized. A larger portion of temperature regulated goods are crossing international borders creating both regulatory challenges as well more opportunities for failure and/or complication before goods reach their final destination. Some of the most notable regulations impacting the cold chain are the Sanitary Food Transportation Act, Food Safety Modernization Act (FSMA) and EU Good Distribution Practices. These pieces of legislation impact all key supply chain players including those that manufacture, store, transport and sell refrigerated and frozen products. Much of this legislation closely regulates the tracking and storage of handling and temperature related inventory data.
In an effort to solve cold chain challenges related to temperature maintenance, monitoring and recording supply chain operators handling temperature regulated inventory have begun to implement some successful industry best practices. Inventory pre-cooling has proven successful in reducing the wear and tear on refrigeration equipment and helps to guarantee temperature consistency from the time it is loaded until it is unloaded. Many cold chain businesses have also installed trailer condition monitoring systems that monitor temperature conditions in real time and send alerts if any unacceptable temperature variations are encountered. Packaging optimization has also proven useful in extending shelf life and improving product condition. In addition to monitoring trailer conditions, cold chain operators are also implementing inventory temperature monitoring technologies to track inventory status on a piece by piece or pallet by pallet basis. Retailers have also been encouraged to develop standard operating procedures (SOPs) for receiving to ensure only inventory of the highest quality ends up on their shelves and in consumer hands. With capacity increasing and the supply chain growing globally it is more critical than ever that the cold chain implement these best practices in order to keep consumers safe.
The document provides a comparative analysis of the supply chain operations of a traditional roadside tea stall and a retail tea store called Tapri.
[1] The traditional tea stall procures raw materials locally from wholesalers and stores them in small containers on site. It forecasts demand based on past records and serves tea on a just-in-time basis. [2] Tapri sources supplies from distributors and has 40 types of tea available. It aims to educate customers about different types of tea beyond regular options. [3] Both entities utilize transportation, storage, demand forecasting, networking, and risk management in their supply chain operations to procure materials and distribute tea products to customers.
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Logistics and supply chain management involves planning, implementing, and controlling the efficient flow of goods, services, and information from suppliers to customers. Key activities include order processing, inventory management, materials planning, warehousing, and transportation. The objectives are to meet customer service standards, reduce costs and cycle times. Integrated supply networks involving partnerships between companies have been predicted to improve information sharing, decision making, collaboration and speed of execution. Third and fourth party logistics providers offer outsourced services to manage portions of companies' supply chains. Global logistics requires coordination of product and information flows internationally while addressing issues like transportation costs, integration across cultures and customer service consistency.
The document is an internship report submitted by Nitin Sharma for his MBA program. It details his internship at the Central Warehousing Corporation Inland Container Depot in Patparganj, where he studied logistics and warehousing. The report includes an executive summary of his findings, the company profile of Central Warehousing Corporation, and sections on the objectives, scope and details of his project analyzing the marketing, operations, finance, management information systems, and record keeping of the facility.
reverse logistic and compititiveness : A brief relationship8902714972
Reverse logistics is the process of moving goods from the point of consumption back to the point of origin for recapturing value or proper disposal. It helps companies increase competitiveness by reducing costs, improving customer service, and increasing revenues. Successful reverse logistics requires collection, sorting, and disposition of returned products through reuse, repair, remanufacturing, or disposal. It allows companies to demonstrate corporate responsibility and environmental compliance while differentiating themselves in the marketplace.
The document discusses sustainability practices across the retail industry. It notes that while retail sales and profits grew in recent years, increasing resource scarcity poses challenges. It outlines factors driving sustainability efforts like cost reduction and risk mitigation. Best practices adopted by retailers are described, including energy conservation, waste reduction, water stewardship, and sustainable supply chains. Metrics for measuring performance are presented, like carbon emissions reductions. Key elements of successful sustainability programs incorporated by leading retailers are identified, such as senior management support, policies, and employee engagement. Recommendations include developing sustainability guidelines and demonstration projects for the sector.
The document summarizes the scope and framework of reverse logistics in the food processing industry. It discusses definitions of reverse logistics and reasons for product returns. Key points covered include the 5R activities of reverse logistics, frameworks for reverse logistics in food supply chains, barriers to implementation, and examples of reverse logistics practices by companies like Nestle, Tesco, and initiatives by FSSAI in India.
Presentation on Dissertation (Optimisation of Reverse Logistics)Anudeep Gupta Pabba
This document discusses reverse logistics and surveys manufacturing firms on their reverse logistics practices. It defines reverse logistics as the process of transporting used or new products for repair, reuse, refurbishing, resale, recycling, or disposal. The survey objectives are to understand knowledge of reverse logistics, the impact of returns, return policies, and environmental decisions. The document outlines the reverse logistics process and common reasons for product returns from customer and retailer perspectives. It also discusses challenges, the effects of environmental regulations, and how well reverse logistics concepts have penetrated the manufacturing industry.
GSCM stands for Green Supply Chain Management. It is a concept and practice that focuses on integrating environmental sustainability principles into supply chain management processes. GSCM aims to minimize the negative environmental impacts associated with the production, distribution, and consumption of goods and services throughout the supply chain. The primary objectives of GSCM are to reduce resource consumption, minimize waste generation, decrease carbon emissions, and promote the use of environmentally friendly practices and technologies. It involves the implementation of sustainable practices at each stage of the supply chain, including sourcing, manufacturing, transportation, warehousing, and distribution.
GSCM stands for Green Supply Chain Management, which is an approach to managing supply chains in a sustainable and environmentally friendly manner. It involves integrating environmental considerations into various aspects of supply chain operations, including procurement, production, distribution, and reverse logistics.
The main goal of GSCM is to minimize the negative environmental impact of supply chain activities while also improving overall performance and efficiency. This is achieved through the adoption of environmentally responsible practices and the implementation of green initiatives throughout the supply chain.
The primary objectives of GSCM are to reduce resource consumption, minimize waste generation, decrease carbon emissions, and promote the use of environmentally friendly practices and technologies. It involves the implementation of sustainable practices at each stage of the supply chain, including sourcing, manufacturing, transportation, warehousing, and distribution.
This document summarizes a presentation by CoPPAC (Canadian Packaging Coalition) from October 2015. It discusses how CoPPAC connected over 3,000 people in 2014 through various tours, seminars, and events. It also outlines CoPPAC's visions and goals related to packaging waste reduction and food waste solutions. Key trends like the circular economy are discussed. Challenges for packaging recyclability like multi-layer laminates and black plastics are also summarized. The document promotes CoPPAC's packaging and food waste innovation awards and new interactive website resources.
This document discusses sustainable supply chain management. It begins with an introduction to supply chain sustainability and outlines some drivers and barriers. It then discusses managing carbon footprints through tools like life cycle analysis. Low carbon economy approaches are also examined, including energy efficiency and renewable energy. The document also covers social aspects of sustainable supply chains, including frameworks for supply chain social sustainability. Case studies on Walmart's sustainability metrics and examples of companies achieving low carbon economies through their supply chains are provided.
This document discusses managing returnable packaging in the supply chain. It outlines considerations for choosing between display ready cartons and returnable plastic containers. Key steps in managing returnable packaging include scoping projects across the supply chain, prioritizing products, and ensuring total supply chain cost reduction targets are met. The document also provides an example of CHEP's value proposition in innovatively designing and processing returnable packaging.
Green supply chain management integrates environmental thinking into supply chain management. It aims to reduce the ecological impact of supply chains through approaches like sustainable product design, environmentally-friendly material sourcing, reducing emissions in manufacturing, and end-of-life product management. Major retailers are implementing green supply chain practices like reducing energy consumption in stores, using sustainable packaging, and reducing waste. While it provides benefits, green supply chain management also presents challenges for retailers around higher costs and complex franchise models.
The document presents a low carbon supply chain management project submitted to the Department of Mechanical Engineering at Raj Kumar Goel Institute of Technology, Ghaziabad. It discusses the importance of adopting low carbon practices in supply chain management to improve sustainability and reduce environmental impact. It describes key principles of low carbon supply chain management including examining the environmental impacts at each stage of the product lifecycle and evaluating the supply chain as a single system. The document also outlines best practices such as aligning green goals with business objectives, focusing on waste reduction, and using environmental analysis to drive innovation.
This document discusses reverse logistics. It begins by defining forward and reverse logistics. Reverse logistics is defined as the process of planning, implementing, and controlling the efficient, cost-effective flow of raw materials, in-process inventory, finished goods, and related information from the point of consumption to the point of origin for the purpose of recapturing value or proper disposal.
It then discusses various reverse logistics activities like handling returned merchandise, recycling and reuse. It provides examples of reverse logistics processes for items like car batteries, medicines, and Coca-Cola bottles.
Finally, it discusses drivers and barriers to reverse logistics in developing countries, noting internal factors like infrastructure and external factors like environmental regulations
Green logistics aims to minimize the environmental impact of supply chain management in retail through strategies like transportation optimization, green packaging, and energy efficient warehousing. It seeks to reduce carbon emissions, waste, and resource use throughout the supply chain. Key components of green logistics include optimizing delivery routes, using eco-friendly packaging, adopting energy saving practices in warehouses, implementing reverse logistics to reuse products, and engaging suppliers and customers in sustainability initiatives.
The document discusses key levers for implementing green logistics practices. It identifies network optimization, green warehousing, standardization, and green packaging as the four main levers.
Network optimization strategies discussed include warehouse network design, transportation optimization through distribution and route planning, modal mix changes, green fleets, and green pallets. Green warehousing strategies focus on warehouse design elements like daylighting and efficient lighting systems, as well as operations improvements through inventory tracking, efficient equipment, and temperature control. Standardization and green packaging round out the discussion of levers to reduce environmental impact across the supply chain.
Supply chain management porters ,bull whip effect and greenscmshagudevi
The document discusses value chains and supply chain management. It defines a value chain as the set of activities an organization performs to deliver a valuable product to the market. Value chains determine costs and profits. It provides examples like Starbucks and Trader Joe's grocery stores. It also discusses Porter's model of primary and secondary activities in a value chain. Different types of value chains are described, as well as examples of green initiatives in supply chain management. Bullwhip effect and ripple effect are explained as disruptions that can impact supply chain performance. The document concludes with principles, examples, barriers, and challenges of green supply chain management.
Products that Flow - Circular Business Models and Design Strategies for Fast ...Partners for Innovation BV
Circular Business Models and Design Strategies for Fast Moving Consumer Goods
PRODUCTS THAT FLOW is an unusual book about common things that surround us every day.
Fast-moving consumer goods, such as food, packaging, disposables, fashion, gifts and gadgets.
How can we deal with this huge amount of products in a more sustainable way?
This document summarizes opportunities for Hy-Vee grocery stores to increase recycling and waste diversion. It identifies that rigid plastics, waxed cardboard, and food waste comprise large portions of store waste that could be diverted from landfills. Backhauling these materials to distribution centers for consolidated processing and pickup would allow over 871 tons of rigid plastic, 6,960 tons of waxed cardboard, and 13,804 tons of food waste to be diverted annually. This would provide annual cost savings while reducing environmental impacts. Establishing recycling facilities at distribution centers is recommended to efficiently manage the increased volumes of recyclables.
9,400 reasons for carbon footprinting provides 9,400 reasons why businesses should undertake carbon footprinting. Carbon footprinting measures the carbon associated with a product's or business's lifecycle. It helps managers control costs, customers want more sustainable options, employees are motivated, suppliers benefit, shareholders seek green investments, and regulators increasingly require carbon reporting. Done correctly using standardized methodologies, carbon footprinting identifies opportunities to reduce emissions and costs throughout a business's operations and supply chain.
Green supply chain management aims to reduce the environmental impact of supply chain activities. It recognizes that supply chain processes can significantly impact the environment. Implementing green supply chain best practices, such as aligning environmental goals with business goals and evaluating the full life cycle of products, can help companies improve operations, increase innovation, and realize cost savings. Tools like GreenSCOR provide a framework to help define problems and analyze opportunities within a company's green supply chain.
Similar to Group 1 Final ppt (Reverse Logistics) (20)
1. A COMPARATIVE
ANALYSIS ON THE
REVERSE LOGISTICS IN
WOOLWORTHS AND
COLES
Group 1
Bhargavi Jannu
Divya Susan Jacob
Karan Badami
Shardul Singh
2. OBJECTIVES
Understand the
reverse logistics
processes and
practices
Compare the logistics
practices carried out
at Woolworths and
Coles supermarkets
Analyze the reverse
logistics and supply
chain processes of
each organization
2
3. WHY REVERSE LOGISTICS?
Backflow of the supply chain management
with the purpose of managing returns of
specific products and their waste management
Regulates smooth flow of the operations
associated with planning and development
Sustainability regulations and stringent
market restrictions prompt the need for a
reverse logistics process.
Helps with product traceability
3
4. REVERSE LOGISTICS
PROCESS
4
Vahabzadeh, A., & Yusuff, R. (2014, July 15). Greening Your Reverse Logistic. Retrieved april 2, 2015,
from binus: http://ie.binus.ac.id/2014/07/15/greening-your-reverse-logistic/
5. REVERSE LOGISTICS
PROCESS CONT...
Gatekeeping
•Product be allowed to enter
the reverse flow?
Return Material
Allowance
•Credit customer, and fill out
return material allowance
Receiving and
Inspection
•Transport
•Consolidation
•Inspection of returned
products
Processing
•Confirm reason for return
•Confirm distribution batch
number
Options of Disposition
• Landfill
• Incineration
• Recondition
• Recycle
• Resale
Transport
•Consolidation and transport
•Dispatch
5
6. REVERSE LOGISTICS
FEATURES
Return Procedures
•Product
inspection and
quality control
•Control of
products storage
and inventory
Transport
•Well-defined
modes and
vehicles
•Pre-defined
frequency and
routes for
collection
•Control over
transport cost of
returned products
Storage and
Resources
• Locations
dedicated to
product returns
•Control over
storage costs of
returned products
•Information
systems
dedicated to
product returns
•Resources like
workforce and
cargo handling
equipment
Revaluation
•Provides
regaining of value
•Known costs and
revenues
•Existence of
secondary market
•Provides
corporate image
improvement
6
7. REVERSE LOGISTICS –
CRITICAL FACTORS FOR
PERFORMANCE
The existence of good entry controls
Standardization and mapping of processes
Reduction of cycle time
Implementation of information systems
Planning of the logistics network
The collaborative relationship between
customers and suppliers 7
8. KEY PERFORMANCE
MEASURES
Strong customer relations
leading to customer satisfaction and loyalty
Cost control
Direct or indirect
Efficient inventory management system
Increased profitability of the company
Reduction of organisational waste and
improved disposal techniques
Implementing green initiatives and following
environment regulations
8
9. ADVANTAGES OF REVERSE
LOGISTICS
Permits to reduce overall cost for the firm by
sending unsold goods back to the supplier
Retains productivity and growth by increase in
product lifecycle
Reduces administrative, maintenance and
repair cost
Helps retaining customers which enhances
customer loyalty
Reduces waste of raw materials and
manpower by extracting value from returned
product
9
10. REVERSE LOGISTICS -
BENEFITS OF USING
TECHNOLOGY
Cost Efficiency
Reduction in
Human Errors
Easier Audits
Improved
Public Image
10
11. BARRIERS FOR
IMPLEMENTING
REVERSE LOGISTICS
Management
• Competitive
issues
• Company
policies
• Lack of
resource skills
• Not a priority
• Ignorance
• Ineffective
strategic
planning
Financial
• Insufficient
Funding
• Preferential
tax policies
Policy
• Legal barriers
• Legally not
mandatory
• Lack of
Customer
awareness
Infrastructure
• Lack of
appropriate
standards or
systems
• Lack of
technology
• Forecasting
not up to
mark
11
12. REVERSE LOGISTICS
12
In Woolworths, reverse logistics can
be of two main types:
• Collection of the waste and
disposing them of sustainably or
returning of certain goods back to
the supplier or their warehouse
e.g. Pallets, Cardboard boxes,
Defective products part
• Utilizing the empty trucks to bring
back goods from a nearby supplier
into order to minimize time and
efficiency and also to reduce the
impact on environment
• Coles Collect provides a transport
solution to suppliers
• Suppliers will receive more
information and be able to address
problems with products, particularly
in terms of packaging.
• Efficiency through improved
planning, vehicle utilization and
capacity management of loads
• Joint project with CHEP for improved
pallet management system
13. POLICIES
13
Based on major factors like
• Time independent
• Physical space requirement
• Value and cost of the stock
• Government rules
• Sustainability
• No defined policies
• Space management and
damaged products are
removed from inventory as
early as possible
• Primary objective is to reduce
cost and waste reduction by
keeping it in minimum levels
14. STRATEGY & SUSTAINABILITY
14
Sustainability Strategy 2007-2015,
titled "Doing the right thing
ZERO food waste in the general waste
stream by 2015
• 40% reduction in carbon emissions
on project growth levels by 2015
• 25% Minimum reduction in carbon
emissions per square meter for all
new stores
• At Least 200 Million Liters of water
to be saved each year.
• 3.4 Million re-useable crates to
replace single-use waxed boxes.
• Energy efficient supermarket
• Introduced recyclable Plantic eco
Plastic trays for packaging their
meat products. These innovative
trays help in reducing food
packaging waste
• Improved their recycling rate to 68
percent thus decreasing the waste
going to landfill by 12.5 percent
• Recycling organic waste and
improved recycling of plastic,
shrink wrap, waxed cardboard
boxes
15. BEST PRACTICES FOLLOWED
15
• Reduced RL cost by 40%
($250K)
• Customer awareness initiative
helped reduce food waste
• Efficient stock management by
integrating ordering system
• Recycle 150K tonnes of
cardboard and 5K tonnes of
plastic and was able to export
waste to China
• Implemented pallet
management system
improving 50% efficiency and
cycle time and return 5 million
pallets to CHEP every year
• Suppliers follow Shelf Friendly
Packaging (SFP) to improve
faster and efficient restocking
of product
16. PERISHABLES
16
• Working with suppliers
• Adopt in-store practices to
minimise surplus
• Educate consumers about food
waste reduction
• Donate surplus edible to
Foodbank (@1,354 tonnes
grocery)
• Adopt in-store practices to
minimise surplus
• Donate surplus edible to
SecondBite
• Not fit for humans is donated as
animal feed
• Unedible food converted to
organic compost
17. NON-PERISHABLES
17
• If a damage can be fixed, its
sent back to the DC or else
donated to the charities
• If package is damaged, company
donates and are not available
for resale
• Cardboards and plastics were
recycled at their DC’s
• Most of the damaged products
are sent back to suppliers for
repair
• If not suitable for resale its
donated to charities and also to
a recycle partner RED group to
turn waste into outdoor
furniture for schools
• If any toxic substances are
present they are destroyed or
send to landfills
18. TRANSPORT &
PARTNERSHIPS
18
• Woolworths Primary freight is
the main transport system
operating between their
distribution center and stores
• Their partnerships with crates
and pallets suppliers like CHEP
• Along with 3PL companies like
Toll Logistics Company
• Coles collect is the transport
system that operates between
Coles and its suppliers
• Crates and pallets suppliers
are CHEP
• Their main logistics partner is
Linfox and they along have tie
ups with Toll logistics
Company as well
19. RECOMMENDATIONS
Implement a process-to-process cost reduction
strategy throughout the supply chain.
Improve the inventory management system and
maintain appropriate levels of inventory within the
organizations.
Reduce the shelf-time by reducing the extra time
allotted to defective and expired products. This, in
turn, will lead to storing fresh products.
With the association of a 3rd party logistics
provider, the organizations would be able to
manage their inventory and improve transportation
and hence, enhance the efficiency of the supply
chain. 19