Dağıtım ve stok kontrol
Direct store delivery
- Tez No: 46318
- Danışmanlar: DOÇ.DR. FÜSUN ÜLENGİN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Dağıtım modelleri, Stok denetimi, Distribution models, Stock control
- Yıl: 1995
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: Belirtilmemiş.
Özet
ÖZET Makro açıdan dağıtım, üretim ile tüketim arasında bir bağlantı halkasıdır. Mİkro açıdan dağıtım işletmelerin“bir mamulü, tüketiciye ulaştığı ; yollarla ilgili olarak aldıkları kararlar ve davranışlar ”ı içerir. Bir malı veya hizmeti ve bunun mülkiyetini üretimden tüketime ulaştırmak üzere girişilen çabaları sağlayan kurumlar zinciri dağıtım kanalı olarak tanımlanabilir. Dağıtım kanali sistemi, herşeyden Önce karar alan işletmenin rakipleriyle ve sona erdiren tüketiciyle karşılaştığı alandır. Bu açıdan mamullerin bulunabilirliği, satış ve satış sonrası hizmetleri, satış miktarı ve dolayısıyla hasılatı, tüketicinin izlenimleri, firma ve/veya marka bağlılığı vb. öğeler büyük ölçüde kullanılan dağıtım kanallarının türüne ve işbirliği yapılan kanal organlarının özelliklerine ve ilgili işletmeyle işbirliği eğilimlerine bağlı olarak değişebilir. Karar alan işletmenin kararlaştırdığı dağıtım politikası onun dağıtım kanallarını denetleme dercesini, dolayısıyla başarısını etkileyebilir. Dağıtım kararları, nihai tüketici ya da endüstriyel kullanıcıya zaman, yer ve iyelikle birlikte fayda sağlar. Yani, yeterli bir kanal, ürünleri en düşük toplam maliyetle istenen yer ve zamanda dağıtan kanaldır. - v -
Özet (Çeviri)
SUMMARY DIRECT STORE DELIVERY Most supermarkets rely on direct store delivery (D.S.D.) vendors to supplement products provided by their own distribution centers or wholesalers. These vendors provide both merchandising flexibility and assistance to the food retalier. Products are purchased as D.S. because they cannot be handled efficiently through the warehouse. This occurs, for example, when special handling is required or when the items are sold in only a few of the retailer's stores. Even with some similar characteristics, the definition of D.S.D. varies among companies, depending on the conventional practices in the market area and the retailer's own requirements. As a result, the scope of D.S.D. differs among regions of the country and sometimes among companies within the same region. Despite this shifting definition, D.S.D. products typically account for 30 percent of grocery department sales. On this basis alone, they represent an important segment of the retail food business. In addition, D.S.D. frequently generates an even greater share of gross profit dollars. While the realized gross profit depends on both the product mix of D.S.D. items and the competitive situation, experience indicates that many companies regularly realize at least one third of the grocery department's gross profit dollars from the sale of D.S.D. merchandise. Even with these sales and profit results, some retailers are sitll unsure as to whether they are achieving the full profit potential from this segment of the business. They sense that their controls are often inadequate and that information for evaluating D.S.D. performance is limited. Only when a retailer is satisfied with his ability to measure and control the performance of D.S.D. can he given full attention to achieving the maximum sales profit potential from this segment of the business. In the last several years, a number of retailers, both large and small, have devoted substantial resources to improving procedures and controls in the area of D.S.D. Perhaps the most visible activity has involved the development of computer-based control systems which aid in the collection and processing of the large quantity of information associated with handling D.S.D. Most -vi-importantly, these systems have brought a new discipline to many food retailers. The strengthening of store-level receiving procedures has been a less dramatic but no less important area of improvement. Changes in this area have enable many stores to increase the efficiency and accuracy of this function. Finally, changes in the organization of D.S.D. buying and merchandising have helped some companies to establish clearer responsibility for the sales and profit performance of D.S.D. Even under the 'best of conditions, the D.S.D. receiver encounters many problems which make it difficult to simultaneously follow company receiving policy and remain fair and comsistent with the vendor personnel serving the store. Recognizing this problem, some retailers have taken steps to improve the environment for D.S.D. receiving. One such step involves specifying both when and where D.S.D. receiving can take place. These changes have helped improve productivity, acccuracy, and management's ability to monitor and control receiving. Without specific policy, D.S.D. receiving is likely to occur through both front and rear doors. This situation can discourage careful receiving and adequate security procedures. The primary responsibility of the receiver is to insure that the merchandise receivedr corresponds exactly to the information on the receiving document and that credits have been properly determined. At first glance, this appears to be a straight_forward task; however, this is far from the case. During the early part of each weekday, the receiver is under pressure to check in a number of deliveries in a relatively short time. This process is complicated by spoils, credits, returns and the fact that some merchandise, e.g., bread, is delivered in a manner that does not lend itself to easy inspection. Beyond these difficulties, there is always the chance that delivery personnel will make an unintentional error or attempt to consiously deceive the receiver. wnixe une organization ot ouying an<j roeiuucirmioirKj of D.S.D. varies widely among companies, three examples illustrate the range of possible organizational approaches. Traditional Approach - Typically, one buyer is responsible for all merchandise in each particular product category, regardless of whetler it is D.S.D, or moves through the central distribution center. One advantage of this approach is that D.S.D. items are handled by the person with the most merchandising expertise for the product category. In addition, following this approach, it is easier to coordinate -vii-imerchandising activity and, therefore, to promote total category sales. The main disadvantage of this approach is that the D.S.D. items may not receive adequate attention. Since each buyer is generally responsible for several different categories and probably hundreds of warenhouse items, the D.S.D. items occasionally do not receive the necessary attention. D.S.D. Buyer - This approach places complete responsibility for all D.S.D. items in the grocery department with one D.S.D. buyer. An advantage of this approach is that one individual is responsible for the sales and gross profit performance of D.S.D. This individual monitors both the service provided by various D.S.D. vendors and the movement of their merchandise. He is responsible for introrducing new itemsb and provides a single point of contact for both vendors and stores on matters related to D.S.D. The D.S.D. buyer concept combines a number of responsibilities that otherwise might be overlooked or only loosely coordinated. Even though the D.S.D. buyer purchases all D.S.D. items, he or she cannot be an expert in the merchandising of all categories. For this reason, it is necessary for the D.S.D. buyer to coordinate merchandising decisions with the buyer responsible for the category. The primary disadvantage of this approach is that there may be problems of coordination because two individuals are involved in merchandising decisions within the same product category. D.S.D. Coordinator - This approach combines some aspects of the first two approaches. Under this concept, the merchandising responsibility for all items in each product category rests with one buyer/merchandiser regardless of whetler they are D.S.D. or warehoused items. This buyer is responsible for decisions related to new items, promotions, and pricing. At the same time, he can draw on the assitance of the D.S.D. coordinator. The D.S.D. coordinator serves as the point of contact on D.S.D. matters for both stores and vendors. He assists other buyers in the area of D.S.D. by reviewing all promotions, interviewing vendors and monitoring company policies and procedures related to D.S.D. Since D.S.D. sales represent one third of grocery department sales, it is clear that this segment of business can significantly impact company profitability. Many companies are realizing that there are additional dollars to be earned through more effective marketing and merchandising of D.S.D. This opportunity exists today because in the past, many buyers have not been deeply involved in D.S.D. Unlike warehoused merahcndise, there is no steady flow of -viii-information from the billing system to keep the buyer informed regarding D.S.D. performance. Poor communications has played a key role in shaping the current situation. On the retail side, there is a good chance that D.S.D. is not a high priority matter with the busy buyer /merchandiser and, therefore, does not always receive adequate attention. On the other side, some D.S.D. vendors are often not in a position to regularly call on the buying headquarters. When these visits do occur, the vendor may not be in a position to provide the information sought by the buyer. Boüth retailer and vendor benefit when communications flow smoothly and D.S.D. becomes an integral part of the company's sales program. This is particularly evident, for example, when the retailer is able to make greater use of the D.S.D. vendor's ability to handle“ins and outs”for seasonal merchandise or onetime promotions. At the center of any discussion of increasing control over D.S.D. rest two key issues: item authorization and cost and price changes. Both of these areas must be addressed before a solid control system can be put into place. An effective procedure for item authorization provides the tool by which the company's merchandising expertise can be applied to D.S.D. It discourages vendors from selling an unapproved item at store level. In addition, it helps to insure that information for unit pricing, billing, etc., has been properly recorded and that the suggested retail price has been established according to company objectives. Enforcement of the authorized item list can be difficult. Even when these lists are updated and sent weekly to the stores, there is no guarantee that they will be used on a regular basis. If tehere is no reason to consult the list, e.g., for retail prices, it may be used only occasionally. Problems can also be encountered if the authorized if the authorized list is applied with little flexibility to tailor the product mix to local market demand. When this occurs, both vendor and store personnel may find it in their interest to sell unauthorized products and in the process, destroy the integrity of the program. It appears that most retailers tend to employ a combination of three types of authorization: -IX-Vendor Authorization - Under this approach, a vendor is authorized to service a section of the store with those products he deems appropriate. In this instance, the retailer is actually authorizing the vendor and not specific items. This approach requires minimum effort on the part of the retailer but provides little basis for detail control. Blanket Authorization - under this approach, a product is authorized for sale in most or all of a company's stores. This form of authorization permits the decision of whether or not to stock an item to be made at store level. Special Authorization - This approach gives the individual store further flexibility to add specific products from D.S.D. vendors if demand dictates. One way to formalize this procedure is with a customer request form. Several companies have developed procedures facilitating the communication of customer requests from stores to the buyer while some place only minimum review of these requests. One of the problems that has perpetually plagued efforts to increase the efficiency of D.S.D. accounting and control systems is the wide variation in delivery invoices. This variation creates some difficulty in manual systems but is particularly troublesome when a retailer is striving to use the computer to increase management control over this portion of his business. In this instance, the differences among invoices can complicate the development of procedures necessary to input data into the computer and, in turn, reduce the productivity of this operation. While the topic of computerized control of D.S.D. is dealt with in the following chapter, it will be helpful to now review the voluntary guidelines since they impact the management of D.S.D. in both non-computerized and computerized environments. The purpose of this chapter is to review how these gudelines will work and why they will have a significant and positive impact on both retailers and D.S.D. vendors. The complete Voluntray Industry Guidelines are presented as an Appendix to this chapter. The ^ growing interest in using the computer to control direct store delivery has stimulated development of a number of different technical approaches to this problem. It is apparent, however, that computerization of direct store delivery is still evolving and other approaches will emerge in the future. Developments in both computer technology and data communications will pace this process. -x-In considering computer-based control of direct store delivery, it is helpful to keep in mind the computer's pyrimary contribution is to allow her retailer to perform certain control functions that otherwise would not be economically feasible. For example, the computer can provide the capability to check product costs and extensions on all invoices processed by the system. When invoices are processed manually, few retailers find it economical to do more than spot check. Computerization of direct store delivery documents is also an area of interest to D.S.D. vendors. Somea have developed elaborate systems that combine reorder entry, order selection, i nvo icing, and the preparation of complete merchandising reports. Other vendors, typically those who deliver off the truck, have developed“on board”terminals that assist the driver in preparing a legible and accurate invoic right at the store. Invoices printed by these systems can and should follow the guidelines outlined in the previous chapter. When these invoices are properly prepared, they can lead to greater accuracy and improved efficiency for both the retailer and the vendor. The purpose of this subject is to provide a framework for evaluating different approaches to computer-based control of direct store delivery. This chapter has been developed on the assumption there is nosingle best approach to computer-based control of direct store delivery and each company must determine its own requirements before ultimately selecting an approach. -xi-
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