<p>Bakgrunden till detta arbete har varit att, på uppdrag av Green Cargo Road&Logistics, finna möjligheter att sänka kapitalbindningen vid Goodyears nordenlager i Norrköping. Lageromsättningshastigheten är i nuläget inte tillfredställande och även en generell minskning av lagernivåerna är önskvärd. </p><p>En nulägesanalys har genomförts medelst intervjuer och studiebesök. Därefter har en grundlig litteraturstudie och en detaljstudie av ett urval artiklar i lagersystemet utförts. Utifrån dessa båda studier samt utförd problemanalys rekommenderas ett antal förslag på förbättringsåtgärder. </p><p>Studien visar att lagerstyrningssystemet inte på ett godtagbart sätt klarar av att ta hänsyn till nordenmarknadens säsongsvariationer. Bristsituationer är vanligt förekommande tidigt under säsong samtidigt som överbeställningar sker i slutet på säsong. För dubbade och monterade artiklar kan i många fall höga lagernivåer och låg lageromsättningshastighet observeras, detta beroende på den process förädlingen medför. Ytterligare en faktor som starkt bidrar till komplexiteten är i detta fall det stora antalet artiklar i systemet. Dessutom kan ett stort antal artiklar iakttagas där lagernivåerna ligger relativt högt konstant över såväl hög- som låg säsong, där dessutom omsättningen är låg. </p><p>Ett antal åtgärdsförslag med rekommendationer föreslås i sex punkter. Åtgärdsförslagen rekommenderar ett lagerstyrningssystem bättre anpassat till nordenmarknadens kraftiga säsongsvariationer. Karaktäristikan med påtagliga säsongsvariationer bidrar till stora prognosfel och lagerstyrningssystemet behöver på ett bättre sätt hantera prognosavvikelserna. Detta inkluderar en reviderad partiformningsmetod, då det nuvarande användandet av metoden TBO inte ger tillfredställande resultat. </p><p>I dagsläget är förädlingen en flaskhals i lagersystemet, varvid ett införskaffande av högkapacitetsdubbningsmaskiner skulle höja lageromsättningshastigheten. Ytterligare en åtgärd vilken skulle höja lageromsättningshastigheten är en bättre bevakning av inaktuella artiklar. För lågvolymartiklar med avsevärd hög lagernivå i förhållande till prognos bör en översyn utföras och en rutin för övervakning av dessa skapas.</p>

<p>This is a study, the purpose of which is to investigate how the construction company Sefab Bygg AB is able to increase its profitability and render a more efficient production process through logistic solutions. The study is made during one of Sefab´s present projects. The project includes sanitary renovation of 650 apartments in the co-operative Opalen in Norrköping.</p><p>To find out whether changes of logistic routines are profitable or not, it’s necessary to evaluate the total cost of the changes. A total cost analysis is a mapping of all the costs for a particular material, on one hand for the present situation and on the other after the change. This report includes a description of the present situation. It also includes case studies, to map the flow of material at Sefab today. Suggestions of interesting alternative solutions, has then been developed. With the help of studies and contacts with suppliers an estimate of costs for the suggested changes can be made.</p><p>Suggestions of changes for Sefab´s logistic routines are "just in time" deliveries and the use of a third parts logistic company even called TPL-company. The TPL-company can offer services such as transports, warehouse and different jobs at the construction site.</p><p>The result in this study tells us that "just in time" deliveries, is not a profitable solution for Sefab. It would result in a higher total cost and will only make the production slightly more efficient. The services from a TPL-company would on the other hand increase Sefabs profitability and result in a more efficient production process.</p>

It has become fairly common for a company to outsource one or several of its logistic activities to a party separate from the business of the company itself. Since the original agreement usually involves two parties, the seller and the buyer, the logistics company is called the third party. The relationship between the outsourcing company and the third party varies in form and in depth but can sometimes be very close, almost to be considered a joint venture. When the co-operation between the two parties includes more than just one separate logistic service and the third party adapts its business to a certain extent to his principals needs, it constitutes third party logistics. If the logistics company, or a party employed by it, becomes insolvent when having the entrusted goods in his possession questions may arise concerning the right to the property. The company in bankruptcy in most cases has no claims of its own to the property. It is normally the creditors of the insolvent party who claim that the property ought to be a part of the bankrupt’s estate. According to the principal rule the owner of property always has the right to separation of his property. There are however several cases when thisright of separation is set aside to protect other interests. The goods kept by the third party are very often homogenous products since one of the advantages of engaging a third party is connected to large-scale transportation or large-scale stock-keeping. In such a situation the goods can be mixed with similar goods for practical reasons. When the owner has the ability of identifying his goods among the others by presenting a mark or a separate container in which his goods are placed his right to separation remains. However, if he doesn’t have the ability to do so he loses that right and is left with nothing but a right to claim a certain value in the bankruptcy. This often means the same thing as being left with nothing. The logistics business has developed into consisting of more than traditional logistic activities such as for example transportation. A third party logistics company often takes part in the packaging or distribution process. This way the third party sometimes becomes a part of the manufacturing chain. This has lead to another situation in which the original owner of the goods may lose his right to the goods. In spite of having contributed with all the material and instructions to manufacture a product, the principal may lose his right to the goods if they are transformed to such a large extent that they can be seen as something completely different from the material given at first. Even when the two parties have agreed that the right to the final product should be given to the original owner of the material the conflict might anyhow remain between him and the third party’s creditors. These issues involving creditors’ claims are implied by force. Therefore there is usually no way for the outsourcing company to protect itself against them by means of a contract. One of the objects of this dissertation is to shed light upon these problems. Another object of my work is to map out the current legislation and precedent in order to evaluate it to see how well it serves its purposes.

Husqvarna AB operates two warehouses located in the area of Jönköping. The most important task is to manage the large volume fluctuations during the peak season. DHL Exel Supply Chain (DESC) run the warehouses and the domestic transportations is outsourced to DHL Express. A number of forwarder agents are responsible for distributing the export gods. In the present situation a bottleneck occurs at the warehouse loading section, and the consequence is fulfill the time of delivery for all customer orders. The underlying bottleneck cause is also the key question for the thesis. The purpose of the thesis is to investigate the reason why the areas of out loading during peak season becomes a bottleneck in the material flow, and provide relevant solutions for the problem. The thesis study has progressed during normal season, and interviews are the main source of information, with support from observations and statistic data, The order- and material flow process is included for a basic understanding of the situation. The study indicates that the problem is not always related to the physical flow. Instead the critical factor for a third party’s performance is more related to the sharing of information between all divisions. A contribution to the problem is the large volume fluctuations during the year. A more detailed analysis indicates that the warehouse has a problem to handle the volume peaks that occur some of the days. The consequence becomes a difficulty to deliver all orders to the customers at given time. The result of delayed transportation pickups is orders with intention to leave the warehouse, but instead blocking the out loading areas, The transportation companies hired to distribute Husqvarna´s products does not always fulfill the requirements for picking up the orders. The consequence is irregular pick up times, which obstruct the warehouse planning. Another contribution to the bottleneck is traditional booking routines that exist for both domestic and international shipments. The lack of communication and pore statistical data is also connected to the problem. This prevents the opportunity to improve the distribution process. From the problem analysis has a couple of improvements suggestions been discovered. To realize the potential of implementation an activity plan has been created for each suggestion. One of the activities is to create a smoother volume allocation for the flow. Modified routines of booking for pre seasonal orders can generate a better level of volume. An alternative for the problem is to disconnect goods from the areas of loading with help from extra trailer units. The solution will generate a better platform for planning of goods and personnel. Measurements and evaluation of transporters who indicates a defect performance will hopefully lead to a better quality. The future object is that every transport collects goods at the right day and time. To actualize all improvements a working communication will be important between all sections in the supply chain. Regular meetings with a recurring agenda should be held continuously related to the bottle neck. When all suggestions are implemented hopefully all Husqvarna´s order will be able to leave the loading area at the given time, regardless day of the year.

Syftet med examensarbetet är att på lång sikt minska ett företags kostnader för transport från butik till slutkonsument. För att uppnå detta syfte är följande frågeställningar besvarade i examensarbetet: Vad kostar företagets transportlösning i nuläget?   Vad kostar det att anlita ett externt transportföretag för att sköta alla transporter till slutkonsument, och vad kommer att förändras, jämfört med nuläget?   Vad blir kostnaden om det externa transportföretaget även tillhandahåller konsolideringspunkter, alltså en terminal för uppsamling av gods, i de städer där företaget har fler än en butik, och vad kommer att förändras, jämfört med nuläget? I examensarbetet finns ett beslutsunderlag bestående av två delar. Första delen innehåller en nulägesbeskrivning över kostnaderna för den befintliga transportlösningen. Den andra delen består av två kostnadsförslag från det externa transportföretaget. Det första visar vad det skulle kosta företaget om transportföretaget skulle sköta företagets transporter till slutkonsument. Det andra är en utökning av det första med tillägg avseende kostnader för konsolideringspunkter tillhandahållna av transportföretaget. Nulägesbeskrivningen togs fram genom utskickade enkäter till företagets butiker i Stockholms- och Göteborgsområdet. Kostnadsförslagen togs fram av det externa transportföretaget med hjälp av datan från nulägesbeskrivningen. Utöver kostnadsförslagen presenteras en alternativ lösning. En av slutsatsen är att på grund av bristfällig information från butikerna är kostnadsförslagen och nulägesbeskrivningen framtagna i detta examensarbete inte hundra procent tillförlitliga. På grund av detta drogs ytterligare en slutsats om att ett användande av ett tredjepartslogistikföretag kan ge kontroll över kostnaderna. / The purpose of this thesis is to, in the long-term, reduce a company's costs regarding transportation from store to the final consumers. To achieve this, the following questions are answered in this thesis:   What does the company’s transport solution cost them today?   What is the cost to hire an external carrier to handle all transports to the final consumer and what will change compared to the current situation?   What is the cost if the external carrier also provides consolidation points, a terminal for gathering goods, in those cities where the company has more than one store and what will change compared to the current situation?   This thesis contains support for decisions consisting of two parts. The first part contains a description of the current situation and the costs concerning the existing transport solution. The second part contains an estimate of cost from the external carrier containing two different quotations. The first quotation shows what it would cost the company if the carrier would handle the company’s shipments to the final consumer. The second quotation is an extension of the first quotation with additional costs related to consolidation points provided by the carrier.   The description of the current situation was developed by questionnaires sent out to the company’s stores in the areas of Gothenburg and Stockholm. The quotations were presented by the external carrier by using data from the description of the current situation.   Also there is an alternative solution presented. One conclusion is that, due to insufficient information from the stores, the quotations and the description of the current situation in this report aren’t one hundred percent reliable. Because of this it was further concluded that using a third-party logistics provider can give the company control over the costs.

This is a study, the purpose of which is to investigate how the construction company Sefab Bygg AB is able to increase its profitability and render a more efficient production process through logistic solutions. The study is made during one of Sefab´s present projects. The project includes sanitary renovation of 650 apartments in the co-operative Opalen in Norrköping. To find out whether changes of logistic routines are profitable or not, it’s necessary to evaluate the total cost of the changes. A total cost analysis is a mapping of all the costs for a particular material, on one hand for the present situation and on the other after the change. This report includes a description of the present situation. It also includes case studies, to map the flow of material at Sefab today. Suggestions of interesting alternative solutions, has then been developed. With the help of studies and contacts with suppliers an estimate of costs for the suggested changes can be made. Suggestions of changes for Sefab´s logistic routines are "just in time" deliveries and the use of a third parts logistic company even called TPL-company. The TPL-company can offer services such as transports, warehouse and different jobs at the construction site. The result in this study tells us that "just in time" deliveries, is not a profitable solution for Sefab. It would result in a higher total cost and will only make the production slightly more efficient. The services from a TPL-company would on the other hand increase Sefabs profitability and result in a more efficient production process.

Bakgrunden till detta arbete har varit att, på uppdrag av Green Cargo Road&amp;Logistics, finna möjligheter att sänka kapitalbindningen vid Goodyears nordenlager i Norrköping. Lageromsättningshastigheten är i nuläget inte tillfredställande och även en generell minskning av lagernivåerna är önskvärd. En nulägesanalys har genomförts medelst intervjuer och studiebesök. Därefter har en grundlig litteraturstudie och en detaljstudie av ett urval artiklar i lagersystemet utförts. Utifrån dessa båda studier samt utförd problemanalys rekommenderas ett antal förslag på förbättringsåtgärder. Studien visar att lagerstyrningssystemet inte på ett godtagbart sätt klarar av att ta hänsyn till nordenmarknadens säsongsvariationer. Bristsituationer är vanligt förekommande tidigt under säsong samtidigt som överbeställningar sker i slutet på säsong. För dubbade och monterade artiklar kan i många fall höga lagernivåer och låg lageromsättningshastighet observeras, detta beroende på den process förädlingen medför. Ytterligare en faktor som starkt bidrar till komplexiteten är i detta fall det stora antalet artiklar i systemet. Dessutom kan ett stort antal artiklar iakttagas där lagernivåerna ligger relativt högt konstant över såväl hög- som låg säsong, där dessutom omsättningen är låg. Ett antal åtgärdsförslag med rekommendationer föreslås i sex punkter. Åtgärdsförslagen rekommenderar ett lagerstyrningssystem bättre anpassat till nordenmarknadens kraftiga säsongsvariationer. Karaktäristikan med påtagliga säsongsvariationer bidrar till stora prognosfel och lagerstyrningssystemet behöver på ett bättre sätt hantera prognosavvikelserna. Detta inkluderar en reviderad partiformningsmetod, då det nuvarande användandet av metoden TBO inte ger tillfredställande resultat. I dagsläget är förädlingen en flaskhals i lagersystemet, varvid ett införskaffande av högkapacitetsdubbningsmaskiner skulle höja lageromsättningshastigheten. Ytterligare en åtgärd vilken skulle höja lageromsättningshastigheten är en bättre bevakning av inaktuella artiklar. För lågvolymartiklar med avsevärd hög lagernivå i förhållande till prognos bör en översyn utföras och en rutin för övervakning av dessa skapas.

<p>Syftet med examensarbetet är att på lång sikt minska ett företags kostnader för transport från butik till slutkonsument. För att uppnå detta syfte är följande frågeställningar besvarade i examensarbetet:</p><ul><li>Vad kostar företagets transportlösning i nuläget?</li></ul><p> </p><ul><li>Vad kostar det att anlita ett externt transportföretag för att sköta alla transporter till slutkonsument, och vad kommer att förändras, jämfört med nuläget?</li></ul><p> </p><ul><li>Vad blir kostnaden om det externa transportföretaget även tillhandahåller konsolideringspunkter, alltså en terminal för uppsamling av gods, i de städer där företaget har fler än en butik, och vad kommer att förändras, jämfört med nuläget?</li></ul><p>I examensarbetet finns ett beslutsunderlag bestående av två delar. Första delen innehåller en nulägesbeskrivning över kostnaderna för den befintliga transportlösningen. Den andra delen består av två kostnadsförslag från det externa transportföretaget. Det första visar vad det skulle kosta företaget om transportföretaget skulle sköta företagets transporter till slutkonsument. Det andra är en utökning av det första med tillägg avseende kostnader för konsolideringspunkter tillhandahållna av transportföretaget.</p><p>Nulägesbeskrivningen togs fram genom utskickade enkäter till företagets butiker i Stockholms- och Göteborgsområdet. Kostnadsförslagen togs fram av det externa transportföretaget med hjälp av datan från nulägesbeskrivningen.</p><p>Utöver kostnadsförslagen presenteras en alternativ lösning. En av slutsatsen är att på grund av bristfällig information från butikerna är kostnadsförslagen och nulägesbeskrivningen framtagna i detta examensarbete inte hundra procent tillförlitliga. På grund av detta drogs ytterligare en slutsats om att ett användande av ett tredjepartslogistikföretag kan ge kontroll över kostnaderna.</p> / <p>The purpose of this thesis is to, in the long-term, reduce a company's costs regarding transportation from store to the final consumers. To achieve this, the following questions are answered in this thesis:</p><p> </p><ul><li>What does the company’s transport solution cost them today?</li></ul><p> </p><ul><li>What is the cost to hire an external carrier to handle all transports to the final consumer and what will change compared to the current situation?</li></ul><p> </p><ul><li>What is the cost if the external carrier also provides consolidation points, a terminal for gathering goods, in those cities where the company has more than one store and what will change compared to the current situation?</li></ul><p> </p><p>This thesis contains support for decisions consisting of two parts. The first part contains a description of the current situation and the costs concerning the existing transport solution. The second part contains an estimate of cost from the external carrier containing two different quotations. The first quotation shows what it would cost the company if the carrier would handle the company’s shipments to the final consumer. The second quotation is an extension of the first quotation with additional costs related to consolidation points provided by the carrier.</p><p> </p><p>The description of the current situation was developed by questionnaires sent out to the company’s stores in the areas of Gothenburg and Stockholm. The quotations were presented by the external carrier by using data from the description of the current situation.</p><p> </p><p>Also there is an alternative solution presented. One conclusion is that, due to insufficient information from the stores, the quotations and the description of the current situation in this report aren’t one hundred percent reliable. Because of this it was further concluded that using a third-party logistics provider can give the company control over the costs.</p>

<p><p>Husqvarna AB operates two warehouses located in the area of Jönköping. The most important task is to manage the large volume fluctuations during the peak season. DHL Exel Supply Chain (DESC) run the warehouses and the domestic transportations is outsourced to DHL Express. A number of forwarder agents are responsible for distributing the export gods. In the present situation a bottleneck occurs at the warehouse loading section, and the consequence is fulfill the time of delivery for all customer orders. The underlying bottleneck cause is also the key question for the thesis. The purpose of the thesis is to investigate the reason why the areas of out loading during peak season becomes a bottleneck in the material flow, and provide relevant solutions for the problem. The thesis study has progressed during normal season, and interviews are the main source of information, with support from observations and statistic data, The order- and material flow process is included for a basic understanding of the situation. The study indicates that the problem is not always related to the physical flow. Instead the critical factor for a third party’s performance is more related to the sharing of information between all divisions. A contribution to the problem is the large volume fluctuations during the year. A more detailed analysis indicates that the warehouse has a problem to handle the volume peaks that occur some of the days. The consequence becomes a difficulty to deliver all orders to the customers at given time. The result of delayed transportation pickups is orders with intention to leave the warehouse, but instead blocking the out loading areas, The transportation companies hired to distribute Husqvarna´s products does not always fulfill the requirements for picking up the orders. The consequence is irregular pick up times, which obstruct the warehouse planning. Another contribution to the bottleneck is traditional booking routines that exist for both domestic and international shipments. The lack of communication and pore statistical data is also connected to the problem. This prevents the opportunity to improve the distribution process. From the problem analysis has a couple of improvements suggestions been discovered. To realize the potential of implementation an activity plan has been created for each suggestion. One of the activities is to create a smoother volume allocation for the flow. Modified routines of booking for pre seasonal orders can generate a better level of volume. An alternative for the problem is to disconnect goods from the areas of loading with help from extra trailer units. The solution will generate a better platform for planning of goods and personnel. Measurements and evaluation of transporters who indicates a defect performance will hopefully lead to a better quality. The future object is that every transport collects goods at the right day and time. To actualize all improvements a working communication will be important between all sections in the supply chain. Regular meetings with a recurring agenda should be held continuously related to the bottle neck.</p><p>When all suggestions are implemented hopefully all Husqvarna´s order will be able to leave the loading area at the given time, regardless day of the year.</p></p>

<p>It has become fairly common for a company to outsource one or several of its logistic activities to a party separate from the business of the company itself. Since the original agreement usually involves two parties, the seller and the buyer, the logistics company is called the third party. The relationship between the outsourcing company and the third party varies in form and in depth but can sometimes be very close, almost to be considered a joint venture. When the co-operation between the two parties includes more than just one separate logistic service and the third party adapts its business to a certain extent to his principals needs, it constitutes third party logistics. </p><p>If the logistics company, or a party employed by it, becomes insolvent when having the entrusted goods in his possession questions may arise concerning the right to the property. The company in bankruptcy in most cases has no claims of its own to the property. It is normally the creditors of the insolvent party who claim that the property ought to be a part of the bankrupt’s estate. According to the principal rule the owner of property always has the right to separation of his property. There are however several cases when thisright of separation is set aside to protect other interests. </p><p>The goods kept by the third party are very often homogenous products since one of the advantages of engaging a third party is connected to large-scale transportation or large-scale stock-keeping. In such a situation the goods can be mixed with similar goods for practical reasons. When the owner has the ability of identifying his goods among the others by presenting a mark or a separate container in which his goods are placed his right to separation remains. However, if he doesn’t have the ability to do so he loses that right and is left with nothing but a right to claim a certain value in the bankruptcy. This often means the same thing as being left with nothing. </p><p>The logistics business has developed into consisting of more than traditional logistic activities such as for example transportation. A third party logistics company often takes part in the packaging or distribution process. This way the third party sometimes becomes a part of the manufacturing chain. This has lead to another situation in which the original owner of the goods may lose his right to the goods. In spite of having contributed with all the material and instructions to manufacture a product, the principal may lose his right to the goods if they are transformed to such a large extent that they can be seen as something completely different from the material given at first. Even when the two parties have agreed that the right to the final product should be given to the original owner of the material the conflict might anyhow remain between him and the third party’s creditors. </p><p>These issues involving creditors’ claims are implied by force. Therefore there is usually no way for the outsourcing company to protect itself against them by means of a contract. One of the objects of this dissertation is to shed light upon these problems. Another object of my work is to map out the current legislation and precedent in order to evaluate it to see how well it serves its purposes.</p>