One is devoted to intense logistic function areas such as purchasing, MRP, goods receipt, store and control, goods and returns to article handling high-speed, low transport, goods, storage, picking, distribution and disposal costs through simple logistics solutions in the logistics of purchasing, the on and offline point of sale logistics, distribution and disposal logistics to achieve. This enforced stringently, that logistics has always two sides in the Filialhandel: a promotional and a physical. Logistics in chain store companies with multichannel distribution is an also operating as strategic competitive tool. Not only because the linking of off – and online storage-transport logistics has enormous potential for ratio. Accordingly, the development of logistics costs not only on the operative tactical level is analyzed. Individual logistics areas crawl analytically stringently whether their interface problems on friction, level of cost causation and alternatives in each value creation processes, based on consisting of Filialsystemposition / strength, systems and management to develop a comprehensive logistics concept. Then it is implemented in the form of project management. Starting from the distinction who responsibility for the goods locally or centrally in the context of taking delivery, are the various logistics areas ursachen – and effect-transparent.
For example, are in the purchasing logistics segment, in addition to the point of sale, distribution and disposal logistics – areas where the benefits of optimization significantly emerge – the individual variables, such as warehouses, article sites, inventory management, organization, communication, information flows, centralized or decentralized delivery, transport systems etc. qualitative and quantitatively investigated. Goal is to avoid that benefits level of central location not to disadvantage at the point of sale are whether on – or offline. The specialists for chain stores structured approach assumes an overall view of the system from a logistical perspective. Detailed data analysis, interface considerations and simulations as a basis of very fast business processes and Filialgeschaftsentwicklungen stand in the foreground. The experts are ready at times even with the operational responsibility to go, that on the basis of a systemic development from the idea to realization, control and control optimization is sustainable. Take over a project in accordance with the principal of both staff and line managers.
This cost savings can succeed equally unconventional realized as a logistics realignment. The key benefit is that you actively work in the companies and extend any improvements to the whole branch system, the Influence of the customer remain still secure. Despite your cross-cutting nature, the objective of able to use Filialhandelslogistik as a competitive strength. The right structures and filialsysteminternen procedures are use-oriented and reorganized from a customer perspective. Holistic planning, processing, design and control, as well as all associated information flows are integrated. These advantages were realized several chains (www.kuhn-filialisten.de > fields of action). Experience shows that through the integrated management of all goods and service / finance including the associated information flows the reaction speed, improved, rising interest in the independent actions, sustainable yields can be achieved. Striking: the availability of the goods on the on – and offline point of sales increases, taking into account the costs and fewer false sales. It can be more intense work on improving the efficiency of logistics. The use of cheaper, because intermeshing analysis methods and planning instruments causes results that more than compensate for the implementation effort.