Project Management in Logistics and Supply Chain Management
Foreword
Preface
Contents
List of Contributors
List of Figures
List of Tables
Part I: Conceptual Foundations
1: Classification and Basics of Project Management in Logistics and SCM
1.1 Project and Project Management
1.2 Selected Studies About Project Management
1.3 Success and Failure Factors
1.4 Selected Trends in logistics
1.5 Specifics of Logistics Projects
1.6 Classification of Logistics projects
1.6.1 Overview
1.6.2 Logistics Project Type I: Logistics Optimization Projectยดยด
1.6.3 Logistics Project Type II:Supply Chain Optimization Projectยดยด
1.6.4 Logistics project type III Logistics design projectยดยด
References
2: Procedure in Project Work
2.1 Project Phases and Models
2.2 Overview of the Project Phases
2.3 Project Initiation
2.4 Project Planning
2.4.1 Project Organization (Structural Project Planning)
2.4.2 Project Kick-off
2.4.3 Project Environment Analysis by means of Stakeholder Analysis
2.4.4 Activity-Based Project Planning
2.5 As-Is Analysis
2.5.1 Classic Versus Accelerated Approach
2.5.2 Notes on Recording and Interpreting Key Figures
2.5.2.1 Selected Analysis Tools
2.6 Target Concept
2.6.1 Principles of Redesign
2.6.2 Selection of Alternatives
2.6.3 Organizational Execution
2.7 Projektumsetzungsplanung und -umsetzung (Project Implementation)
2.8 Project Closure
References
3: Toolbox of Supply Chain Management
3.1 Introduction
3.2 Particularities and Contextual Factors
3.2.1 Cost Dimension
3.2.2 Risk Dimension
3.3 Strategic Tools of Supply Chain Management
3.3.1 Supply Chain Strategy
3.3.2 Global Supply Chain Design
3.3.3 Material Supply Strategy
3.3.4 Make or Buy Analysis for Outsourcing Decisions
3.4 Operational Tools of Supply Chain Management
3.4.1 Risk Matrix
3.4.2 Activity-Based Costing
3.4.3 Value Stream Mapping
3.4.4 Methods-Time Measurement
3.4.5 A3 Report
3.5 Conclusion
References
4: Agile Project Management in Logistics and Supply Chain Management
4.1 Introduction
4.2 Basics of Agile Project Management
4.2.1 Characteristics and Differentiation from Traditional Project Management
4.2.2 Chances and Risks
4.2.3 Hybrid Approach
4.3 Practical Application in Logistics and Supply Chain Management
4.3.1 Fields of Application in Logistics Projects
4.3.2 Selected Methods in Logistics Projects
4.3.2.1 Empirical Relevance at a Glance
4.3.2.2 Method Scrum
4.3.2.3 Kanban/IT Kanban
4.3.3 Success Factors and Recommendations for Action for Companies
4.4 Summary and Outlook
References
5: Toolbox of Project Controlling
5.1 Necessity of Project Controlling
5.2 Project Controlling
5.3 The Toolbox of the Project Controller
5.3.1 Project Accounting
5.3.2 Project Planning
5.3.3 Project Reporting
5.3.4 Capital Budgeting
5.4 Newer Instruments of Project Controlling
5.4.1 Project Balanced Scorecard
5.4.2 Risk Management of Projects
References
6: Risk Management in Logistics and SCM Projects
6.1 Risk and Risk Management in Logistics and Logistics Projects
6.2 Overview of Selected Risk Areas in Logistics and SCM Projects
6.3 Selected Instruments along the Risk Management Process in Projects
6.3.1 Risk Management Process at a Glance
6.3.2 Risk Identification
6.3.3 Risk Analysis and Assessment
6.3.4 Risk Management
6.3.5 Risk Control
References
7: Digitalization in Logistics
7.1 Origin of Terms: What DoesDigitalization in Logisticsยดยด Mean?
7.2 State of Research
7.3 Overview of Fields of Application
7.3.1 Intralogistics
7.3.2 Autonomization of Means of Transport
7.3.3 Ramp Interface
7.3.4 Documentation and Waybills
7.3.5 Autonomization of Booking, Dispatching, Routing, and Accounting
7.3.6 Monitoring and Alerting
7.3.7 Customs Declaration
7.3.8 Last Mile
7.4 Opportunities and Risks
7.5 Success Factors and Obstacles
7.6 Selected Digitization Projects in Logistics
7.6.1 Schenker AG: Participation in the Online Platform Uship
7.6.2 Porsche: Spare Parts in 3D Printing
7.6.3 BASF: AGV Instead of Works Railway
7.6.4 KWS: Connection of Transport Service Providers via Portal
7.7 Lessons Learnt for Project Management
7.8 Outlook: Digitization of Logistics 2025
References
Part II: Case Studies
8: Project Management in the Field of Supply Chain Management Automotive at Continental AG
8.1 Introduction
8.2 Project Definition and Organization within the Supply Chain Management Division
8.2.1 Project Definition/Requirement Classes (Project, Program, and Initiative)
8.2.2 Meeting Structure
8.2.3 Project Organization and Stakeholders
8.2.3.1 External Customer
8.2.3.2 Sponsor
8.2.3.3 Steering Board
8.2.3.4 Project Manager
8.2.3.5 Project: Team Member
8.3 Project Phases
8.3.1 Overview
8.3.2 Request Phase
8.3.3 Initiation Phase
8.3.4 Planning Phase
8.3.5 Execution Phase
8.3.6 Closure Phase
8.3.7 Sustainability and Support Phase
8.4 Project Reporting and Training Concept
8.5 Conclusion and Lessons Learned
Reference
9: Porsche AG: Project Shipping Department Axles at the Zuffenhausen Plant
9.1 Project Assignment
9.1.1 Project Objective
9.1.2 Project Timeline
9.1.3 Project Framework Conditions
9.2 Project Description
9.2.1 Project Organization
9.2.1.1 Work Packages, Project Participants, Working Groups, and Committees
9.2.1.2 Project Management Tools in the Project Phases
9.2.2 Field Report
9.2.2.1 Concept
9.2.2.2 Detailed and Implementation Planning
9.2.2.3 Realization and Handover to the Operator
9.3 Lessons Learned: Derived Success Factors
10: AGCO Smart Logistics: Transformation of a Decentralized Inbound Supply Chain to a Centralized 4PL-Driven Inbound Supply Ch...
10.1 Target Setting: Harmonization of Processes and Standardization of IT Tools to Optimize the Inbound Supply Chain
10.2 Initial Situation: Network Complexity, Global Products, and Volatile Markets
10.2.1 Growing Together for More Growth
10.2.2 Global Supply Chains through Global Platforms
10.2.3 High Agility Due to Volatile Sales Markets
10.3 Project Phases
10.3.1 Project Initiation: Transformation of the Traditional Inbound Supply Chain to AGCO Smart Logistics
10.3.2 Project Conception: Process Definition, Organizational Customization, and Enterprise-Wide IT
10.3.2.1 Organizational Changes: Hybrid Planning and Management of the Inbound Network
10.3.2.2 New Tools as a Basis: Introduction of a Standardized and Integrated IT Solution
10.3.2.3 Advanced Risk Avoidance: Integration of a Supply Chain Risk Management Solution
10.3.3 Project Monitoring and Success Controlling: Improving Process Quality through Standardized KPIs
10.3.4 Project Implementation: First Success in a Short Time Resulting from Standard Solutions
10.3.5 Project Conclusion: Success and Outlook
10.4 Conclusion
References
11: LAPP Group: Digitalisation of Obtaining Long-Term Supplier Declarations as Part of Process Automation in the Supply Chain
11.1 Project Initiation
11.1.1 Initial Situation
11.1.2 Project Objective and Approval
11.2 Project Planning
11.2.1 Project Structure and Project Schedule
11.2.2 Project Organisational Chart and Communication Structures
11.3 Project Execution
11.3.1 Current Situation Analysis
11.3.2 Target Concept
11.3.3 Implementation Phase
11.3.4 Pilot Operation
11.3.5 Project Completion
11.4 Lessons Learned and Success Factors
11.5 Conclusion
References
12: Larsen and Toubro Ltd.: Logistics Infrastructure Project Management in Metropolitan Cities like Mumbai
12.1 Introduction
12.2 LandT Construction Division and its Global Presence
12.3 Comparison of Green Field Project Vis-a-Vis Urban Construction
12.4 A Snapshot of Mumbai City
12.5 Construction of Mono and Metro Rail in Mumbai
12.5.1 General Sequence of Construction
12.5.2 Logistics of Construction of Metro and Mono Rail in Mumbai
12.5.2.1 Material Logistics
12.5.2.2 Manpower
12.5.2.3 Equipment and Machinery
12.5.2.4 Precast Elements (Girders, Segments and Beams)
12.5.2.5 Utilities
12.5.3 Miscellaneous Challenges
12.5.3.1 Disposal of Mud and Waste Removed from the Site
12.5.3.2 Bureaucratic Approvals
12.5.3.3 Heavy Rains
12.5.4 Overcoming the Challenges
12.6 Conclusion
13: Wรผrth: Modular Logistics
13.1 Introduction
13.2 Importance of Logistics Projects at Wรผrth
13.3 Definition of Logistics Projects
13.4 Project Organization
13.5 Typical Project Procedure Using the Example of Airbus
13.5.1 Project Structure
13.5.2 Project Goal
13.5.3 Project Contents
13.5.4 Planning
13.6 Project Management, Project Realization, and Project Controlling
13.7 Conclusion and Outlook
14: Implementation of a Kaizen Organization in an Existing Retail Warehouse
14.1 Introduction
14.2 Project Triggers and Initial Situation
14.2.1 Overview
14.2.2 Conditions of Warehouse
14.2.3 Conditions on the Employee Side
14.3 Initiation of the Project and Project Planning
14.3.1 Definition of Project Goal
14.3.2 Structure of Project Organization
14.3.3 Definition of Project Modules
14.4 Improvement Levers in Project Implementation
14.4.1 Corporate Cultural and Strategic Approaches
14.4.1.1 Kaizen Training for Employees
14.4.1.2 Introduction of an Open Failure Culture
14.4.1.3 Workshops and Employee Participation
14.4.1.4 Leadership by Management
14.4.2 Operational Approach Using the PDCAST Cycle
14.4.3 Success Factors and Lessons Learned
14.5 Resume
15: dm-drogerie markt: Conversion of an Assortment Area from Decentralized to Centralized Inventory Management and Supply
15.1 Project Objective: Accessories Product Range
15.2 Status Quo: Decentralized Inventory Management
15.2.1 Store-Specific Ordering
15.2.2 Paper Catalog
15.2.3 Decentralized Supply
15.3 Initiation of the Project
15.3.1 Constructive Dissatisfaction as a Trigger
15.3.2 Organization of the Project Tasks
15.3.3 Objectives of the Project and Premises
15.3.4 Planning of the Project
15.4 Conception: Differentiation of Assortments in Management and Layout Design
15.4.1 Derivation of Process Design
15.4.2 Management of Toiletry Bags: Push
15.4.3 Management of Bathroom Accessories: Pull
15.4.4 Physical Distribution Logistics
15.5 Involvement of Industry Partners and Stores
15.5.1 Customer and Supplier Perspective
15.5.2 Process Variants Depending on the Article Spectrum
15.5.3 Delimitation of the Scopes of Tasks
15.5.3.1 Schedule for the Changeover
15.5.3.2 Negotiation of Cost Allocation
15.6 Test Phase: Pilot Stores
15.7 Launch Strategy as Big Bang
15.8 Project Completion, Findings and Conclusion
Reference
16: Arthur Bechtel Classic Motors: Project Management in the Transportation Logistics of High-Value Classic Cars
16.1 Introduction
16.2 Arthur Bechtel Classic Motors: Passionate Pioneering Work
16.3 Project Management at Arthur Bechtel Classic Motors Using the Example of a Concour Participation in Pebble Beach, USA
16.3.1 Concours dยดElegance Pebble Beach, USA
16.3.2 General Challenges in the Logistics of High-Value Vehicles
16.3.2.1 Destination
16.3.2.2 Time
16.3.2.3 Transport Costs
16.3.2.4 Packaging
16.3.3 Vehicle-Specific Challenges
16.3.3.1 Cargo Securing in Sea Freight
16.3.3.2 Cargo Securing in Air Freight
16.3.3.3 Dangerous Goods Regulations
16.3.3.4 Transportation and Storage Risks
16.3.4 Project Planning
16.3.5 Project Implementation
16.3.6 Success Factors
16.4 Conclusion
References
17: The Best Logistics Costs Are those that Do Not Even Arise at all
17.1 Importance of Logistics at ITco
17.1.1 Problem Definition for Information and Telecommunication Outsourcing Projects
17.1.1.1 Freight Logistics
17.1.1.2 Information Logistics
17.1.2 Initial Situation of Traditional Outsourcing Projects
17.1.3 Objective
17.2 Definition of Logistics Projects
17.3 Project Organisation
17.4 Typical Project Sequence
17.4.1 Project Initiation
17.4.2 Project Plan for IT Outsourcing Projects
17.4.2.1 Distribution
17.4.2.2 Work Preparation
17.4.2.3 Installation and Implementation
17.4.2.4 Operation
17.4.3 Project Completion
17.5 Project Management and Project Controlling
17.5.1 Critical Path
17.5.2 Project Plans with Checklists and Milestones per Phase
17.6 Success Factors in Project Work
17.7 Conclusion