2. PERSONAL DETAIL
Full Name
Nick Name
Addres
: Halimatussya Diah
: Imee
: Prum.Bukit Kencana, Bahagia Street no.M-19,rt 004 rw
016,jatimakmur,pondok gede- bekasi (17413)
Phone
: 085719920046
Cellphone
: (021) 8469564
Place/Date of Birth: Jakarta, 13 0ctober 1993
Nationality
: Indonesia
Gender
: Fimale
Marital status : Single
Religion
: Moeslim
Email
: halimatussyad@yahoo.com
Twitter
: halimaimah@yahoo.com
3. School
Place
Year
Elementary School SD Jatimakmur 3
1999-2005
Junior High School SMP 128 Jakarta
2005-2008
Senior High School SMA Angkasa 2
2008-2011
Collage
2011-to date
STMT Trisakti
4. ORGANIZATION
• Palang Merah Remaja 2005-2008
• Paskibraka SMA Angkasa 2 2008-2011
CERTIFICATE
• SPT and PK2MB Trimas Sakti 2011
• Leadership Basic Training 2012
• Public Seminars HM Logistics 2012
• Public Seminats Entrepreneurship Courses 2013
• LPIA English Languanges 2009-2010
• New Concept English Languanges 2004-2005
• Primagama junior high school 2005-2008
• Nurul Fikri senior high school 2008-2011
5.
6. Introduction
This chapter is concerned with the way in which
logistics and distribution are organized with the
company.the importance of the logistics function into
the business as a whole has been emphasized at
various times throughout this book.
The Handbook of Logistics and Distribution Management 3rd Edition,
Page:162
7. RELATIONSHIPS WITH OTHER
CORPORATE FUNCTIONS
There are two key points that bear re-emphasis at this
stage. First is the fact that logistics is, for many companies,
such an integral part of the corporate being. Because of
this, the second major point becomes apparent - the need
for logistics planning and strategy to be recognized and
used as a vital ingredient in the
corporate plan.
Handbook of Logistics and Distribution Management
3rd Edition, Page:163
8. The first point - that logistics is such an important element
within a company's total business structure - can be illustrated
using the interrelationships of logistics with other functions:
With production Production scheduling With finance Stock-holding
Production control
Stock control
Plant warehouse design
Equipment
Raw material stocks,etc
Distribution cost
-control, etc
•With marketing Customer service
Packaging
Distribution centre location
Inventory levels
Order processing,etc
•
Handbook of Logistics and Distribution Management
3rd Edition, Page: 163
9. Associated with the failure to include
relevant logistics factors within the
corporate business plan is the need to
recognize that the logistics function
may
also
require
a
specific
organizational structure.
Handbook of Logistics and Distribution Management 3rd Edition,
Page : 164
11. The Problem With This Type of
Organizational Structure
The problem with this type of organizational structure
is that lines of communication are unclear. Thus, it is
often impossible to optimize the efficiency of the
different logistics sub-functions, let alone create an
overall logistics system that is both effective and
efficient.
Handbook of Logistics and Distribution Management
3rd Edition,Page :165
13. ORGANIZATIONAL INTEGRATION
Supply chain integration is the need to rethink the way in which
logistics operations are organized.This has led to a change in thinking
in organizational terms away from functional structures and towards
process-oriented structures.This is in many ways a reflection of the
key changes that have been outlined in previous chapters:
• the emphasis on the customer, and the need to ensure that internal
processes support the requirement to achieve customer satisfaction;
• the concentration on time compression throughout the whole supply
chain, and the need to identify and manage suitable trade-offs;
• the move to globalization and the requirement to plan and manage
the logistics network as a complete system.
Handbook of Logistics and Distribution Management 3rd Edition,
Page: 166
15. A Customer-facing, ProcessDriven Organizational Structure
Handbook of Logistics and Distribution Management 3rd Edition, Page :
168
16. Mission Management, Which Acts Directly
Across Traditional Functional
Boundaries
Handbook of Logistics and Distribution Management 3rd
Edition, Page: 169
17. Matrix Management, Which Emphasizes
Both Planning and 0perational Elements
Handboomk of Logistics and Distribution Management 3rd
Edition, Page: 169
18. Planning for Logistics
A major aim is to move away from the traditional
combative arrangements towards the building
of stronger and more positive partnerships that
reflect the need for companies, within a supply
chain, to work together to achieve commercial
success.
Handbook of Logistics and Distribution Management
3rd Edition, Page: 170
19. THE ROLE OF THE LOGISTICS OR
DISTRIBUTION MANAGER
The role of the logistics or distribution
manager can vary considerably from one
company to another, dependent on the
internal organizational structure, the channel.
Handbook of Logistics and Distribution Management 3rd
Edition, Page:170
20. Buyer/Seller Relationships: a Single
Versus aMultiple Linked Approach
Handbook of Logisyics and Distribution Management 3rd
Edition, Page: 170
21. Logistics Management and
Organization
M A McGinnis and B J LaLonde (1983) have
discussed this question. They take three main
themes:
the
contribution
that
the
logistics/distribution manager can make to
corporate strategic planning; the advantages of
this contribution; and the preparation that the
manager can make to increase the
effectiveness of his or her input.
Handbook of Logistics and Distribution Management 3rd
Edition, Page: 171
22. The Main Points are as Follows:
1. Contribution to corporate strategic planning:
- familiarity with customer distribution needs;
- familiarity with channels of distribution;
- distribution data,etc
2. Advantages of contributing to corporate plan:
- increased physical distribution responsiveness;
-increased sensitivity to the distribution
environment,etc
3. Preparation for strategic planning:
- know the company;
- develop a broader perspective of distribution,etc
Handbook of Logistics and Distribution Management 3rd Edition, Page: 171
23. SUMMARY
The first plan, and that this should be reflected in the
upper echelons of the organizational structure of a
company.
The next section discussed the basic organizational
structures that are used in logistics. These included:
• traditional structure;
• functional structure;
• mission management;
• matrix management.
