JP2006155446A - Consulting system for reducing logistics cost - Google Patents

Abstract

<P>PROBLEM TO BE SOLVED: To provide a consulting service for reducing logistics costs by presenting a user in advance with the amount by which the logistics costs can be reduced (before execution of initial diagnosis). <P>SOLUTION: This consulting system includes a supply chain process competitiveness evaluating part 14 for evaluating and/or analyzing the existing logistics costs inputted from a user terminal, a supply chain process, and a list of management systems while referring to databases DB1, DB2, DB3, DB4; a management system competitiveness evaluating part 15; a fair charge/bill calculating part 13; and a reducible logistics cost calculating part 12 for calculating the reducible logistics costs based on these systems and providing a user with a summary sheet of reducible logistics costs. <P>COPYRIGHT: (C)2006,JPO&NCIPI

Description

The present invention relates to a logistics cost reduction consulting system in which a user knows in advance (before the execution of initial diagnosis) the amount that can be reduced in logistics costs over the net.

Providers (logistics providers) of logistics (logistics / transport) services to shippers can be divided into carriers and forwarders. A carrier has a hardware such as a truck, a ship, and an aircraft, and provides a service using the hardware. A forwarder (used carrier) refers to a person who provides services using the hardware possessed by a carrier. The forwarder has the same hardware as the carrier and sometimes uses it. Carriers and forwarders are logistics service providers in the end-to-end supply chain.
Users (consigners) have negotiated with forwarders or carriers (contractors) to reduce logistics costs based on actual usage. In addition, we have been reducing logistics costs by inviting several carriers and forwarders to bids and changing contractors. Negotiation and bidding are the mainstream in reducing logistics costs. Logistics cost reduction through these negotiations and bidding is centered on price negotiations where the forwarder or carrier simply lowers the profit of the existing selling price (cost + profit). Review existing supply chain processes, management systems (international standards, etc.) and management strategies that influence logistics costs, identify areas for improvement, and implement logistics cost reductions by improving them. is not. In rare cases, a logistics cost reduction project by a logistics consultant reviews logistics and transportation processes, changes carrier forwarders, and reduces logistics costs. Before execution of diagnosis and this consulting project) It is difficult to know the amount of logistics cost reduction, so there are few cases.
JP2002-163337 "Sell" Creation of Logistics Quality / Osamu Uno / Hakutoshobo / 2003

Shippers (users) can not fully reduce logistics costs simply by reviewing logistics / transportation routes, and repeatedly negotiating and bidding for fare / charge reductions with service providers (suppliers). There are many opportunities for improvement on the end-to-end supply chain that can reduce logistics costs. Costs due to waste processes, extra transportation / storage costs due to misselection of forwarders (service providers), costs due to improper inventory, loss of cash flow due to incomplete collection process, loss due to duplication of business processes, information process , Loss due to lack of management systems such as international standards (ISO9001, ISO14001, OHSAS18001, ISMS), security management, risk management, warehouse management, loss due to employee mindset / belief, organizational / management climate / cultural barriers Loss, loss due to long-term inventory caused by inadequate sales management system, loss due to inadequate service management system, loss due to absence of evaluation system (performance evaluation / KPI and personnel evaluation), loss due to inadequate leadership / empowerment skills, communication There are a number of improvement opportunities, such as loss due to lack of Nikeshon / collaboration. These areas of improvement are interrelated and cannot be considered separately.

Taking the problem of inventory as an example, if there is an excess of inventory and it is necessary to reduce the inventory and build an “appropriate inventory” system, simply introducing an “inventory IT system” to increase the efficiency of inventory management. , Inventory reduction can not be realized. Improvements are impossible unless the cause of inventory is investigated and the work to remove the cause is taken. The causes of inventory are: (1) Deviation between sales forecasts and production by salespeople, (2) Overproduction fearing shortage, (3) Inadequate inventory management system to meet demand, (4) Overall market This may be due to inadequate marketing research that does not keep track of demand trends, and (5) unclearness of managers responsible for inventory. In order to eliminate these causes, to improve the sales management to make sales forecasts accurate by salespeople, to improve the production management system to prevent overproduction, and to maintain the accuracy of demand forecasts It is necessary to improve departments other than the logistics department, such as improving the marketing and research system and improving the management system to clarify inventory responsibilities.
The same can be said for reducing procurement logistics costs. In order to reduce procurement logistics costs, it is necessary to narrow down procurement suppliers, introduce a centralized purchasing system, and improve procurement logistics processes. Even in this case, the logistics department cannot reduce procurement logistics costs unless it coordinates with the purchasing department, sales department, production department, and external suppliers.
If we investigate the improvement points in each node (section) in the supply chain as well as the problem of inventory and procurement logistics, we can understand that there are many things that cannot be solved from the viewpoint of logistics alone.

It turns out that “in order to improve logistics, it is necessary to improve other related departments / fields”. In other words, it is no exaggeration to say that “logistics improvement is to improve overall management”. What can be understood from these is that it is desirable to review all relevant processes in the supply chain and implement logistics cost reductions. For this purpose, it is better to execute a logistics consulting project through a consultant. However, considering the high cost of consulting and the effect (logistics cost reduction) that cannot be understood unless results are obtained, the actual situation is that the consulting project cannot be executed. It is desirable to inform the user in advance (before the initial diagnosis) that the cost can be reduced, and to create an environment where the cost reduction amount or a part thereof can be used for the consulting expenses for the first year.

The problems to be solved by the present invention are as follows: (1) Logistics cost reduction is not performed simply by repeatedly negotiating fare / fee values with service providers and bidding; To reduce logistics costs by improving related losses through consulting projects. (2) Providing users (shippers) with an amount that can reduce logistics costs (to be used as part of the consulting fee for the first year) free of charge before the start of the project to facilitate participation in the consulting project.
(3) Logistics cost reduction consulting system not only executes logistics cost reduction projects, but also includes improvements in management systems and management strategies that are directly / indirectly related to logistics cost reductions. The reason for this is that logistics costs can be reduced to a certain extent by negotiating with suppliers (suppliers) or bidding on existing costs based on existing logistics processes, but this is not enough. It is. To implement continuous logistics cost improvements, develop new customers or partners, increase the warehouse / truck throughput, improve space efficiency and reduce costs, and introduce management systems (such as ISO9001) Therefore, it is necessary to build an environment that can improve the productivity of processes and improve productivity. In other words, it is necessary to execute a consulting project consisting of three processes: Logistics cost reduction-Management system introduction / establishment-Management strategy development.
(4) Furthermore, if the “Supplier Information Browsing Form” of the present invention is used, information on the supplier (logistics service provider) can be easily obtained. This makes it possible to reduce the huge amount of time and labor costs required for bidding (RFQ: Request For Quote) of users (consigners) who are planning bidding for logistics companies, making it easy to evaluate / select service providers. Become.

The gist of the present invention is that the user knows in advance the amount that the logistics cost can be reduced, and in the first year, a part of the amount that the logistics cost can be reduced is allocated to the consulting project, and the consulting project is contracted with the consultant and executed. There is to do.
Therefore, in the present invention, a system for contracting a logistics cost reduction consulting project by a consultant by knowing in advance the amount of logistic costs that can be reduced by a user, and information related to cost reduction provided by a plurality of providers. Registered by the logistic cost, supply chain process, management system and logistics service provider that receives the stored database and the operation of the user terminal used by the user and is input from the user terminal according to the operation And a server for calculating a logistic cost reduction amount based on the supplier information.
The server calculates a logistic cost reducible amount calculation unit that calculates a logistic cost reducible amount from the database, and a calculation necessary for the logistics cost reducible amount calculation unit to calculate a logistic cost reducible amount and The system includes a reasonable fare / fee calculation unit that provides an evaluation function, a supply chain process competitiveness evaluation unit, a management system competitiveness evaluation unit, and a supplier competitiveness evaluation unit. Thus, the above-described purpose is achieved.

In the present invention, there is a fare / charge DB 1 that stores the summary required days between the collection destination and the delivery destination for each provider, the summary fare and the warehouse trader, the customs broker, and the insurance company charge for calculating the proper fare / charge. A supply chain process DB 2 that stores process-related evaluation-related data necessary for competitive evaluation of the supply chain process, a DB 3 that stores management system evaluation-related data necessary for competitive evaluation of the management system, and A supplier information DB 4 storing supplier information necessary for supplier evaluation / selection is provided.

In the present invention, the fare / fee registration control that prompts the server to register each item for each logistics service defined in the fare / fee DB1 in accordance with the operation of the provider terminal used by the provider of the logistics service. And a fare / charge update control section for updating the fare / charge among the logistics service items registered by the fare / charge registration control section.

Similarly, in the present invention, the server registers each item for each supply chain process defined in the supply chain process DB 2 in accordance with the operation of the provider terminal used by a provider such as a consulting company or a partner consulting company. And a process / system registration control unit that prompts the registration of each item for each management system defined in the management system DB 3, a process among the items of the supply chain process and management system registered by these process / system registration control units / A process / system update control unit for urging update of system registration is provided.

Furthermore, in the present invention, the supplier information registration control that prompts the server to register each item for each supplier defined in the supplier information DB 4 in accordance with the operation of the provider terminal used by the logistics service supplier (provider). And a supplier information update control unit that urges updating of registration of supplier information among supplier information items registered by the supplier information registration control unit.

When a user accesses the consulting website established by the consulting company on the network 30, various application forms, A “Logistics Cost Declaration Form” and B “Logistics” are required to quickly know the expected amount of logistics cost reduction. The “cost declaration form”, C “supply chain process declaration form”, and D “management system declaration form” are displayed on the screen of the user terminal 20. When the user completes and sends the various application forms, the consulting company has a function to display E “Logistics Cost Reduction Amount Summary Sheet” from the consulting terminal 40 on the screen of the user terminal 20.

User understands the displayed “Logistics Cost Reduction Amount Summary Sheet”, decides to receive “Logistics Reduction Consulting Initial Diagnosis”, F “Consulting Initial Diagnosis Application Form / When it is registered in the “contract” and transmitted to the consulting terminal 40, an “initial diagnosis agreement contract” is automatically established between the user and the consulting company. Furthermore, when the initial diagnosis by the consultant is completed based on the “Initial Diagnosis Agreement”, the initial diagnosis result refers to the consulting database (DB1, DB2, DB3, DB4) and the related system of the server 10, and the conclusion of the brainstorming by the consultant Based on the above, the G “initial diagnosis report” is displayed on the screen of the user terminal 20 from the consulting terminal 40.

If the user understands the G “Initial Diagnosis Report” and agrees to receive consulting services, the user registers in the “Consultation Application Form” on the screen of the user terminal 20 and consults the terminal. 40, the consulting terminal 40 refers to the consulting database (DB1, DB2, DB3, DB4) and the related system of the server 10, and I “consulting project plan and contract” is automatically sent to the user terminal 20. Is displayed. If the user signs the “Contract Agreement Agreement” in the “Consulting Project Plan and Contract” on the screen of the user terminal 20 and sends it to the consulting terminal 40, the “Logistics Cost Reduction Consulting Contract” is automatically created. Has been established and has the function of starting a logistics cost reduction consulting project.

When a user signs the “Contract Agreement” column of I “Consulting Project Plans and Contracts” and concludes a logistics consulting project contract, the “Logistics Cost Reduction Solution Matrix” shows the logistics cost reduction solution to the user. ”And“ Consulting Project Method by KPI (Performance Evaluation Index) ”indicating how to proceed with the consulting project, and have a process to quickly develop the consulting project.

In addition, a user (shipper) who is planning to bid for a logistics company accesses the consulting homepage established by the consulting company on the network 30, completes the “Supplier Information Browsing Form” and sends it to the consulting terminal 40. For example, the supplier information is displayed on the screen of the user terminal 20. As a result, supplier information can be obtained quickly, and a huge amount of time and labor costs required for bidding (RFQ: Request For Quote) can be reduced, making it easier for service providers to evaluate and select.

The effect of the present invention is that the user can easily start executing the logistics consulting project by knowing the “logistics cost reduction possible amount” before starting the logistics consulting project (before starting the initial diagnosis). . As a result, logistics cost reduction projects are flourishing in all industrial fields and the logistics competitiveness of the entire industry is strengthened. In addition, the logistics consulting business will be expanded, and the importance of logistics will be reviewed at universities and research institutions for training consultants, leading to the improvement of the social status of the logistics industry.
Logistics cost reduction projects will not only improve end-to-end supply chain logistics processes, but also introduce management systems centered on international standards to improve management quality. The introduction of these management systems has the effect of strengthening competitiveness such as quality, environment, occupational safety and health, and risks within the company. CSR (Corporate Social Responsibility), such as the realization of “low cost, high quality” management through ISO9001 (quality), the reduction of carbon dioxide (CO2) through ISO14001 (environment), and the creation of a comfortable work environment through OHSAS18001 (occupational health and safety) Improvements in the fields related to the project will also be implemented.

Next, an embodiment of a logistics cost reduction consulting system according to the present invention will be described with reference to the drawings. FIG. 1 is a block diagram showing a configuration diagram of an embodiment of the present invention. As shown in FIG. 1, a user terminal 20 is used by a user and is an information processing apparatus such as a personal computer. In this first embodiment, a user terminal 20, a consulting terminal 40, and consulting databases (DB1, DB2, DB3, DB4) storing fare / charge, process, system, supplier information, etc. provided by a plurality of providers. ) And an operation of the user terminal used by the user and a logistic cost reduction amount calculated based on the data stored in the database according to the operation, and the like, to the user terminal 10 and a communication network 30 such as the Internet for connecting them to each other.

The user accesses the consulting homepage 50 established by the consulting company on the network 30 via the user terminal 20, and FIG. 6: A “Logistics cost declaration form” and FIG. 7 / FIG. 8: B “Logistics cost declaration”. 9 to FIG. 11: C “Supply Chain Process Declaration Form” and FIG. 12 / FIG. 13: D “Management System Declaration Form” are completed and transmitted to the consulting terminal 40 via the network 30. The consulting terminal 40 is used by a consulting company and includes information processing apparatuses such as a server 10 and databases (DB1, DB2, DB3, DB4).

Based on the format of FIG. 7 / FIG. 8: B “Logistics Cost Declaration Form”, the server 10 calculates the total number of days required between the collection destination and the delivery destination for each provider, the summary freight and the warehouse agent, the customs broker, For assessing the competitiveness of supply chain processes based on the fare / charge DB1 that stores the charges by insurance company for calculating the appropriate fare / charge, and the format of the “Supply Chain Process Declaration Form” shown in FIGS. Management required for evaluating the competitiveness of management systems based on the supply chain process DB2 that stores process-related evaluation-related data required for management and the form of Figure 12 / Figure 13: D “Management System Declaration Form” Based on DB3 storing system evaluation related data and the format of (4) “Initial diagnosis execution process” in FIGS. And a supplier information DB4 storing supplier information data necessary for the supplier evaluation / selection for each node.

In the present invention, the fare / fee registration control that prompts the server to register each item for each logistics service defined in the fare / fee DB1 in accordance with the operation of the provider terminal used by the provider of the logistics service. And a fare / charge update control section for updating the fare / charge among the logistics service items registered by the fare / charge registration control section.

Similarly, in the present invention, the server registers each item for each supply chain process defined in the supply chain process DB 2 in accordance with the operation of the provider terminal used by a provider such as a consulting company or a partner consulting company. And a process / system registration control unit that prompts the registration of each item for each management system defined in the management system DB 3, a process among the items of the supply chain process and management system registered by these process / system registration control units / A process / system update control unit for urging update of system registration is provided.

Furthermore, in the present invention, the supplier information registration control that prompts the server to register each item for each supplier defined in the supplier information DB 4 in accordance with the operation of the provider terminal used by the logistics service supplier (provider). And a supplier information update control unit that urges updating of registration of supplier information among the items of supplier information registered by the supplier information registration control unit.

Figures 3 and 4 show how to proceed with logistics cost reduction consulting. It consists of Step 1 to Step 8. FIG. 4 is a summary table of the logistics cost reduction process. The steps of FIG. 3 / FIG. 4 will be described below. The consulting terminal 40 is connected to the user terminal 20 from FIG. 6: A “Logistics cost declaration form”, FIG. 7 / FIG. 8: B “Logistics cost declaration form”, and FIGS. 9 to 11: C “Supply chain process declaration form”. , Fig. 12 / Fig. 13: D Receive information on “Management System Declaration Form”, refer to the database (DB1, DB2, DB3, DB4) based on the information, supply appropriate fare / fee calculator 13 of server 10, supply Through the work of the chain process competitiveness evaluation unit 14, the management system competitiveness evaluation unit 15 and the supplier competitiveness evaluation unit 16, the logistics cost reduction possible amount calculation unit 12 finally calculates the logistics cost reduction possible amount and the consulting company From consulting terminal 40 used to FIG. 14 to FIG. 17: E “Logistics cost reduction Send Nogaku the summary sheet "to the user terminal 20, it is displayed on the screen of the user terminal 20.

Fig. 14 to Fig. 17 where the user is displayed: E "Logistics cost reduction possible amount summary sheet": Understand the logistics reduction consulting initial diagnosis, figure on the screen of the user terminal 20 19: F When registered in the “consulting initial diagnosis application / contract” and transmitted to the consulting terminal 40, an “initial diagnosis agreement contract” is automatically established between the user and the consulting company.

Figure 19: When the initial diagnosis by the consultant is completed based on F “Consulting Initial Diagnosis Application / Contract”, the initial diagnosis result refers to the consulting database (DB1, DB2, DB3) and the related system of the server 10, and the consulting terminal From FIG. 29, G “initial diagnosis report” is displayed on the screen of the user terminal 20 from 40. If the user understands Figure 29: G “Initial Diagnosis Report” and agrees to receive consulting services, the user will see Figure 30: H “Consultation Application Form” on the screen of user terminal 20. The consulting terminal 40 refers to the consulting database (DB1, DB2, DB3, DB4) and the related system of the server 10, and FIG. 31: I “Consulting project plan and contract” Is automatically displayed on the user terminal 20. If the user signs the “Contract Agreement Agreement” in the “Consulting Project Plan and Contract” on the screen of the user terminal 20 and sends it to the consulting terminal 40, the “Logistics Cost Reduction Consulting Contract” is automatically created. Holds.

The “Consulting Project Method by KPI (Performance Evaluation Index)” consists of three processes as shown in Fig. 33: “Logistics cost improvement / reduction—Management quality improvement through management system introduction—Management strategy development” . In each process, quantitative performance evaluation index (KPI: Key Performance)
This is the work to achieve indicators by setting Indicators) and managing the indicators. Setting a KPI (goal setting)-Execution plan-Revision-Improvement, making the so-called PDCA (Plan-Do-Check-Act) cycle, making continuous improvements and creating a competitive management system Is the purpose. The above is the process from Step 1 to Step 8 in FIG. The “logistics cost reduction process summary table” of FIG. 5 summarizes the steps of FIGS.

As shown in FIG. 1, the server 10 has, as its main function, a cost reduction amount (registration price and registration price) based on a database (DB1) that stores registration prices of logistics service fares / charges provided by a plurality of providers. Appropriate fare / fee calculation unit 13 that calculates the difference between existing prices), supply chain competitiveness evaluation unit 14 that evaluates supply chain process competitiveness to the cost reduction calculated by the appropriate fare / fee calculation unit 13, and management system competition A management system competitiveness evaluation unit 15 having a function of adding power evaluation and a supplier competitiveness evaluation unit 16 taking into account the competitiveness of the supplier are provided. Furthermore, a logistic cost reducible amount calculation unit 12 that finally calculates an optimal logistic cost reducible amount through these series of processes is provided.

Fig. 18 shows the process for calculating the amount of logistics cost reduction (before initial diagnosis). It consists of Step 1 to Step 7. The user accesses the consulting homepage 50 established by the consulting company on the network 30 via the user terminal 20, and FIG. 6: A “Logistics cost declaration form” and FIG. 7 / FIG. 8: B “Logistics cost declaration”. Form 1 ”, FIG. 9 to FIG. 11: C“ Supply Chain Process Declaration Form ”, FIG. 12 / FIG. 13: D“ Management System Declaration Form ”are completed and transmitted to the consulting terminal 40 via the network 30 The consulting company refers to the database (DB1) based on the user's report information, and the difference (reduction) between the reported fare and the registered price registered in the database (DB1) from the appropriate fare / charge calculation unit 13 of the server 10 Step 2 to obtain the possible amount) and the consulting company in FIG. 9 to FIG. Refer to the database (DB2) based on the “Ply Chain Process Declaration Form” and from the Supply Chain Process Competitiveness Evaluation Unit 14 of Server 10 as shown in Figure 11: “Logistics Cost Reduction Evaluation Table: Supply Chain Process” , Step 3 to find the Logistics Cost Reduction Additional Index (%) and Matrix Classification (A, B, C) based on the total evaluation score, and the consulting company's declaration information of the user Figure 12 / Figure 13: D "Management Refer to the database (DB3) based on the “System Declaration Form” and shown in “Logistics Cost Reduction Evaluation Table: Management System” from the Management System Competitiveness Evaluation Unit 15 of the server 10 in FIG. 13: D “Management System Declaration Form” As a result, the Logistics Cost Reduction Additional Index (%) From step 4 to find the classification (A, B, C) in the tricks, the consulting company from the logistics cost reduction expected value calculation unit 12 of the server 10 to FIG. 14 to FIG. 17: E “Logistics cost reduction expected amount summary sheet” Using “Logistics cost reduction evaluation index selection matrix”, supply chain process logistics cost reduction additional index (%) obtained in step 3 and matrix classification (A, B, C), and obtained in step 4 Step 5 to obtain the Logistics Cost Reduction Evaluation Index (%) calculated from the point where the Logistics Cost Reduction Additional Index (%) of the management system and the classification (A, B, C) in the matrix intersect, and the consulting company Logistics cost reduction expected amount calculation unit 12 in step 5 Multiplying the estimated logistic cost reduction evaluation index (%) by the estimated annual cost reduction amount obtained in step 2, the “logistics cost annual reduction possible amount” is automatically calculated, and the calculated “logistics cost annually” 14) to FIG. 17: E “Logistics cost reduction possible amount summary sheet” is transmitted from the consulting terminal 40 used by the consulting company to the user terminal 20 and displayed on the screen of the user terminal 20. Step 7 consists of steps.

Fig. 18 shows the process for calculating the amount of logistics costs that can be reduced before the initial diagnosis. Fig. 5 shows the process for calculating the reduction calculated from the supplier evaluation in the initial diagnosis and the process for calculating the reduction using the KPI (performance evaluation index) in this consulting project. Is included. When calculating the amount of logistics cost reduction before the initial diagnosis, the supply chain process and management system are calculated according to Fig. 9 to Fig. 11: C "Supply Chain Process Declaration Form" and Fig. 12 / Fig. 13: D "Management System Declaration Form". This is because the supply chain process and management system have a major impact on logistics cost reduction. This is because the complexity of the supply chain process “from end to end” can be analyzed with a macro and the completeness of the management system supporting the process can be determined to predict the “logistics cost reduction” with a high degree of probability.

B “Logistics Cost Declaration Form” and E “Logistics Cost Reduction Amount Summary Sheet” on the consulting website 50 established by the consulting company on the network 30 are unified in weight (Kg) as the display unit of fare / charge. Yes. Logistics service fare / charge DB1 data in server 10 is all unified by weight. Unifying costs by weight (Kg) creates an environment where it is easy to calculate the amount that can be reduced in logistics costs, and KPI (Key Performance in a logistics consulting project)
(Indicator: performance evaluation index) is set, which has the advantage of facilitating cost reduction planning.

The C “Supply Chain Process Declaration Form” shown in FIGS. 9 to 11 consists of seven domestic logistics processes and eight international logistics processes. The user declares the usage process based on the usage frequency of the existing process. This report is useful for evaluating the possible logistic cost reduction based on the difficulty of improving the logistic process (Figure 11: Calculation of logistic cost reduction additional index% in C).

Figure 12 / Figure 13 shows D “Management System Declaration Form”. Evaluate the degree of introduction / settlement of management systems related to logistics centered on international standards such as ISO in the user organization, and evaluate the amount of logistic cost reduction possible based on the evaluation points (Figure 12 / Figure 13: This is useful for calculating the logistic cost reduction additional index% of D). Generally, it can be determined that the larger the score, the smaller the logistics cost reduction opportunity, and the smaller the score, the greater the logistics reduction opportunity.

FIG. 14 to FIG. 17 show E “Logistics cost reduction possible amount summary sheet”. (1) Existing weight (Kg), (2) Existing annual cost (¥), (3) Cost per existing KG, (4) Cost per DB1 KG, (5) Annual cost reduction, (6 ) Evaluation index obtained from matrix, (7) Annual logistics cost reduction possible (¥), (8) Cost per new KG, (9) New annual cost, (10)% reduction.

(1) to (6) in FIGS. 20 to 28 are “initial diagnosis execution process”.
The user agrees to the “Logistics Cost Reduction Amount Summary Sheet” received from the consulting company, signs Figure 19: F “Consulting Initial Diagnosis Application Form / Contract (including Confidentiality Contract)”, and consults the consulting company with “Initial Diagnosis” Apply. The consulting company that received the application from the user takes about one to two weeks to perform the “initial diagnosis”.
In the initial diagnosis, it is necessary for the consulting company to investigate the “strengths and weaknesses” of logistics, management systems, and general management. In addition, collect and analyze data (income statement, balance sheet, cash flow statement, management indicators, inventory, logistics costs, logistics processes, suppliers, etc.) and conduct interviews with top management and logistics departments Based on the above, it is an operation to clearly predict “improvement opportunities” and “saving amount (cost reduction amount) and value added amount” in the logistics field, management system field and management strategy field.

Figure 20 (1) shows a management analysis of the entire user company. That is, it is an operation for grasping what kind of management the user is doing. Without an overview of the client's management, it is impossible to identify areas for improvement or reduce logistics costs. The first action is to gather financial materials with the help of the customer's accounting department.
It is a work to collect financial statements centered on P & L (Profit and Loss Statement) and B / S (Balance Sheet) to see the trend of sales, profit and cost.

Figure 20 (2) shows the business analysis by department. In the analysis of Fig. 12 (1), the problems are almost visible, so this time it will be necessary to dig deeper into each department and clarify the problem department. It is to clarify the profit to sales, the cost to sales, and the breakdown of costs. At this stage, it is required to grasp the details of “Logistics cost” and “Logistics office cost” which are indispensable for logistics consulting. It is important to examine the ratio of logistics costs to total sales and total costs, and to determine their appropriateness.

Figure 20 (3) shows a management analysis by product. Next to the departmental analysis is a product-specific management analysis. Analyzes sales by product, number of products sold, cartons sold (number of products in one carton), profit by product, and cost by product. Based on this, the sales, profit and cost of one product and the sales, profit and cost of one carton are calculated, and finally the distribution cost of one product and one carton is calculated.
The grasp of “distribution cost of one product and one carton” is an important index indispensable for the work of reducing logistics cost. By grasping “logistics cost of one carton” and examining “total weight of one carton”, sales, profit, cost and logistics cost can be calculated “per KG”. “Logistics cost per KG” is an important “Performance Evaluation Indicator” (KPI: Key Performance Indicator) when implementing logistics improvements.

FIG. 21 (4) shows “cost analysis by supplier for each supply chain process”. After completing the management analysis for the entire management, department, and product, the next is "cost analysis by supplier for each supply chain process".
There are many user “supply chain processes” as shown in FIG. 9 to FIG. 11: C “Supply Chain Process Declaration Form”.
It is necessary to map each of these processes and to understand the “occurrence logistics cost”. From the example in Fig. 22 / Fig. 23 (4), the cost of generating logistics processes for domestic production includes (1) transportation cost, (2) factory logistics cost, (3) storage cost, (4) transportation cost, (5) It can be seen that there are eight storage costs, (6) transportation costs, (7) storage costs, and (8) route / area flights costs. It is the work at this stage that these costs are calculated for each supplier in “per KG”. Based on the calculation method shown in Fig. 22 / Fig. 23 (4), the annual cost of all processes is calculated for each supplier (supplier) such as a trucker or warehouse, and the total annual cost is divided by the annual weight. Can be calculated.
Comparing the "Logistics cost per 1KG" obtained by the product analysis with the "Logistics cost per 1KG" obtained by the process analysis, it is possible to calculate an accurate logistics cost. Further, from FIG. 6: A “Logistics Cost Declaration Form”, FIG. 7 / FIG. 8: B “Logistics Cost Declaration Form”, from which the user has declared the logistics cost calculated based on FIG. 22 / FIG. 23 (4) Until Figure 17: E It is important to confirm the accuracy of logistics costs compared to the “Logistics Cost Reduction Summary Sheet”.

(5) in FIG. 24 to FIG. 26 are general question items regarding management. It is classified into management concept, corporate culture, organization / work process, and management system. According to each question item, it is the work to listen to the contents and check whether it is functioning effectively, and to clarify the problems and improvement points that the client company has. The questions shown in Fig. 24 through Fig. 26 (5) are sent to all employees in advance via a "questionnaire", and the answers are obtained and an overview is obtained. Based on this, users (top management / employees) ) Is desirable. Efficient interviews are possible.
An example of how to proceed with the question is that the corporate philosophy is not enough if the corporate philosophy exists. A corporate philosophy that includes “Japanese”, “Service”, and “Honesty” is meaningless. It must be a corporate philosophy that motivates people. It is important to proceed with questions that can be considered together with users about what a corporate philosophy that makes people “motivated” should be. There is a need for a way to ask questions from all angles and allow the customer and consultant to share improvement areas through interactive conversation.

Based on the total evaluation score obtained in Fig. 24 to Fig. 26 (5), "Logistics cost reduction additional index%" is obtained from the "Evaluation index setting table", and D in Fig. 22 / Fig. 23 (4): Logistics cost reduction Multiplying the reducible amount calculated by the possible amount by the “Logistics cost reduction additional index%”, the “reducible amount” of the logistics cost that includes the added value is calculated.

Fig. 27 / Fig. 28 (6) is "Summary of improvement points on existing supply chain". There are many improvements on the “end-to-end” supply chain that hinder productivity. Improving supply chain competitiveness begins with identifying them. As shown in Fig. 27 / Fig. 28 (6), "Improvement points" are (1) Logistics cost, (2) Supply chain process, (3) Business process, (4) Management system, (5 It is recommended that this be done from the perspective of inventory management and (6) management barriers. This is the work to raise the points of improvement for each improvement field / related department and clarify the reduction cost field. Furthermore, it is the work at this stage to calculate the logistic cost reduction effect and the value added amount effect by improving the improvement points.
First, write the supply chain process "Customer-Sales Department-Purchasing Department-Production Department-In-Factory Warehouse-Logistics Department-Logistics Warehouse-Customer-Accounting Department" on a blank sheet and map the process of goods flow It is work to do. Next, analyze the process drawn in the picture with reference to the management, logistics cost, and data collected to clarify the bottlenecks (waste, waste, unevenness) in the process. At the same time, interviews with interested parties should be conducted at this point to reconfirm the problem. The next is to draw a flow of work / management for each department and find waste (loss time) such as overlap, repetition, cycle time, etc. within and between departments.

Logistics costs are costs related to procurement logistics (purchasing department), in-factory logistics (production department, warehouse in factory), sales logistics (logistics warehouse), transportation and other logistics operations. 27/28 (6), it has been found that the purchasing cost areas of the purchasing department are procurement transportation costs and procurement office work costs. Analyzing logistics costs by trader, route, and product makes it easier to see areas for improvement. Administrative costs are administrative costs associated with logistics work. Administrative costs related to logistics are incurred in every department in the supply chain. 27/28 (6), it has been found that the office costs in the purchasing department and the accounting department can be reduced.

In FIG. 27 / FIG. 28 (6), it is found that there is a large amount of semi-finished product / work in progress in the production department. In inventory management, it is easy to clarify problem fields by analyzing raw materials (material warehouse), semi-finished products / work-in-process (factory), products (in-factory warehouse), and products (distribution warehouse / sales warehouse).

The introduction of a sales management system based on ISO9001 (quality management system) is an improvement point in the sales department of Fig. 27 / Fig. 28 (6). Reduction cost fields are total logistics cost and sales cost. The management system is an operation to check whether necessary international standards (ISO9001, ISO14001, OHSAS18001, ISMS) and other management systems (TAPA, RISK, etc.) are introduced or functioning.

27/28 (6), the management barrier, which is a necessary analysis item, is to analyze it in two parts: mindset / praise and structure wall / others.
In order to clarify these barriers, interviews with stakeholders in each department are required. Quite dense communication is required.
This is a checkpoint that should not be overlooked because the mindset / giving that exists in each department can impede the effectiveness of supply chain processes and systems. The above is a summary of the improvement points in the supply chain.

FIG. 29 is G “Initial diagnosis report”. The initial diagnosis report is composed of improvement areas, related departments, improvement points, reduction cost areas, cost reduction amounts, added value creation areas, added value amounts, and total amounts. After the improvement points are identified in the supply chain in the operations (1) to (6) from Figure 20 to Figure 28, the cost reduction amount for each improvement area / related department is based on the improvement points that have been clarified. "And" value added amount "must be predicted. “Cost reduction” is the amount that can be saved by changing existing processes. “Additional value amount” is the amount of new value generated by existing process improvements or introduction of new systems. As shown in Figure 29, the total amount generated by this project is 230 million yen. The actions for generating this amount are shown in FIG. 27 / FIG. 28 (6) and FIG. “Strengthen / utilize bottlenecks” to eliminate waste of product flow (process), “Duplicate elimination” to increase productivity of work / management flow, and improve cycle time (throughput time) "Reduce inventory of logistics company warehouses and shorten collection period of accounting department", "Reduce excess logistics costs" to optimize logistics costs, "Reduce excess administrative costs" to optimize administrative costs, “Introduction of management system (ISO9001, ISO14001, OHSAS18001, risk management, TAPA: Cargo asset security system)” to strengthen management quality, education to remove employee mindset / praise “related departments” Projects include the implementation of “to the world of awareness”, the introduction of a “new system” that removes management barriers such as the structural / other walls, and the implementation of education. Is an action to create a 230 million yen, the total price is produce. These are summarized in the “Initial Diagnosis Report”.

Fig. 33 shows "Consulting project method using KPI (performance evaluation index)". User agrees to G “Initial diagnosis report” in Fig. 29, Fig. 30: H “Consulting application” signed, consulting company agrees, Fig. 31: I “Consulting project plan and contract” When the contract is completed, it is finally time to execute the logistics improvement project. Designing and implementing / establishing new processes / systems based on “improvement opportunities”, improvement action / cost reduction / added value based improvement target setting (KPI) and measurement. “Execution of Logistics Improvement Project” is to manage progress of KPI (quantitative improvement target value) and achieve improvement target (KPI). Once the PDCA cycle is completed and the target value (KPI) is achieved, the project process shown in Fig. 33 Logistics cost improvement / reduction ends. Project process 2 goes into management quality improvement through the introduction of a management system, and project process 3 “sales / profit expansion through management strategy development”.

Project process 1 shown in Fig. 33 has seven improvement steps (supply chain process improvement, business process improvement, cycle time improvement, management wall improvement, logistics cost reduction, office work). Cost reduction and inventory cost reduction) to achieve low-cost management.

Next to the Logistics Improvement Project is “Management Quality Improvement by Introducing Management System” in Project Process 2 shown in FIG. The management system is indispensable for strengthening the competitiveness of logistics (supply chain), and also lays the foundation (infrastructure) for the expansion of sales / profit expansion through management strategy development in Project Process 3. Therefore, it is necessary to introduce and establish a complete system. The purpose of improving the management system is to check whether international standards are certified, and to select and introduce standards necessary for management improvement.
Consulting to support certification or introduction of ISO9001 quality management system, ISO14001 environmental management system, OHSAS18001 occupational safety and health management system, ISMS information security management system, cargo security management system (TAPA), supply chain risk management system, management risk management system, etc. It is. In addition, it is consulting to support periodic internal audits of those systems. The objective is to realize the introduction by setting, measuring and progress management of improvement targets and important performance indicators (KPI) based on the improvement issues of the management system that requires the introduction. In this project, as in the logistic improvement project, operations such as the formation of a project team (selection of project members), determination of the project scope / period, creation of a project plan and a progress management sheet are first required. The project ends when the introduction / establishment of the management system is completed, logistics costs are reduced, and value-added amount creation is performed. At this stage, in order to proceed to the project process 3, it is necessary to make the confirmation of “improvement opportunities” and “cost reduction and added value” in the management strategy field clarified through logistics improvement and management system improvement as users. desirable.

The final project process 3 is the start and execution of the “sales / profit expansion through management strategy development” project. As with the previous project, work such as organizing the project team (selecting project members), defining the project scope / period, creating the project plan and progress management sheet is required first. Improvements in the management strategy field relate to management strategies such as marketing strategy, sales strategy / customer strategy (salesman behavior change), service management (customer satisfaction management), communication strategy, change management (behavior change), leadership / empowerment, etc. The focus is on improving issues. At this stage, the “low-cost management system” necessary for the development of management strategy has been perfected through logistics and management system improvement, so the remaining action is to select the “expand sales / profit” issue, Introducing / fixing. In other words, it is a project that changes the “weakness” of a client company into a “strength”. If sales are not good, marketing strategy, sales strategy, customer strategy, and service management will need to be strengthened. If it is necessary to improve sales / profit due to active behavioral change, change management (behavioral change) needs to be strengthened. If managerial management is a challenge, leadership / empowerment needs to be strengthened.
When project processes 1 to 3 in FIG. 33 are completed, the entire project “Management Reform Entered from Logistics Improvement” is completed. After the project ends, it is desirable to conduct a regular audit (once a year) by a consultant to maintain competitiveness continuously.

When the project process shown in FIG. 33 is performed, the “Logistics cost reduction solution matrix” in FIG. 32 is referred to. If this matrix is used, it is not necessary to overlook the solution of logistics cost reduction, and it is possible to grasp the logistic cost reduction from a big viewpoint. It can be used as a “checklist” to reduce logistics costs.

The present invention can be used not only to reduce logistics costs in all industrial fields, but also to calculate an estimated cost reduction for the entire management system. For example, in the case of a manufacturer's cost reduction, if the existing cost of a component supplier is reported, and the evaluation of supply chain process competitiveness and management system competitiveness is taken into account, the “manufacturing cost reduction possible amount” is calculated. Can do. As a result, the manufacturing cost reduction consulting project can be easily executed.

FIG. 1 is a block diagram showing a configuration example of a logistics cost reduction consulting system in the present embodiment. The supply chain process from end to end by users (consigners, etc.) and service providers is shown as an example of international air cargo. It is explanatory drawing which showed how to advance logistics cost reduction consulting. It is explanatory drawing which showed how to advance logistics cost reduction consulting (continuation). “Logistics Cost Reduction Process Summary Table” A "Logistics cost declaration form". Diagram showing how logistics costs are declared and logistics costs are declared. B “Logistics Cost Declaration Form”. It is the figure which showed the filing method of freight, warehouse charges, factory costs, customs charges, insurance premiums, and office costs. B “Logistics cost declaration form” continued (1). It is the figure which showed the filing method of freight, warehouse charges, factory costs, customs charges, insurance premiums, and office costs. C “Supply Chain Process Declaration Form”. It is a figure showing domestic and international logistics process patterns and process evaluation values. C “Supply chain process declaration form” continued (1). It is a figure showing domestic and international logistics process patterns and process evaluation values. C “Supply Chain Process Declaration Form” continued (2). It is a figure showing domestic and international logistics process patterns and process evaluation values. D “Management system declaration form”. It is the figure which showed the list of the management systems related to international standards, such as ISO, and logistics. D “Management System Declaration Form” is continued. It is the figure which showed the list of the management systems related to international standards, such as ISO, and logistics. E “Logistics cost reduction possible amount summary sheet”. This is a summary sheet showing the annual logistics cost reduction possible. E “Logistics Cost Reduction Amount Summary Sheet” continued (1). This is a summary sheet showing the annual logistics cost reduction possible. E “Logistics cost reduction summary sheet” continued (2). This is a summary sheet showing the annual logistics cost reduction possible. E “Logistics Cost Reduction Amount Summary Sheet” continued (3). This is a summary sheet showing the annual logistics cost reduction possible. It is explanatory drawing which showed the logistics cost reduction possible amount calculation process (before an initial diagnosis). It is a figure which shows an example of F "consulting initial diagnosis application form / contract". Initial diagnosis execution process (1) to (3) (4) It is a figure regarding "cost analysis according to use supplier for every supply chain process" of the initial diagnosis execution process. (4) It is a diagram relating to “cost analysis by supplier for each supply chain process” (continued 1) in the initial diagnosis execution process. (4) It is a diagram relating to “cost analysis by supplier for each supply chain process” (continued 2) of the initial diagnosis execution process. (5) It is explanatory drawing which showed an example of the "general question matter regarding management" of an initial stage diagnosis execution process. (5) It is explanatory drawing which showed an example of the "general question about management" (continuation 1) of the initial stage diagnosis execution process. (5) It is explanatory drawing which showed an example of the "general question about management" (continuation 2) of an initial stage diagnosis execution process. (6) It is a figure which shows an example of the "existing supply chain improvement point summary sheet" of an initial diagnosis execution process. (6) It is a figure which shows an example of the "existing supply chain improvement point summary sheet" (continued) of the initial diagnosis execution process. It is a figure which shows an example of G "initial diagnosis report" which put together the result of the initial diagnosis. It is a figure which shows an example of H "consultation application form". It is a figure which shows an example of I "consulting project plan and contract". It is a "logistics cost reduction solution matrix" figure which shows the logistic cost reduction method. It is a figure which shows an example of the consulting project technique by KPI (performance evaluation index). It is a figure which shows an example of J "supplier information browsing form."

Explanation of symbols

DB1 Fares / Fee DB1
DB2 Supply chain process DB2
DB3 management system DB3
DB4 Supplier information DB4
10 servers
11 Communication control unit
12 Logistics cost reduction possible calculation part
13 Appropriate fare / charge calculator
14 Supply Chain Process Competitiveness Evaluation Department
15 Management System Competitiveness Evaluation Department
16 Supplier Competitiveness Evaluation Department
17 Fare / charge registration control section
18 Process / system registration controller
19 Supplier Information Registration Control Department
20 User terminal
21 Fare / charge update control section
22 Process / system update controller
23 Supplier information update control unit
24 Application / Report / Contract etc.
25 disk drive
30 network
40 Consulting terminal
50 Consulting website

Claims (11)

This is a system for contracting logistics cost reduction consulting services by consultants by knowing in advance (before the initial diagnosis) that the user can reduce the amount of logistics costs, and related to logistics cost reduction provided by multiple providers. Logistics cost reduction based on logistic cost, supply chain process, and management system information input from the user terminal in response to the operation of the user terminal used by the user and the database storing information A server for calculating a possible amount, wherein the server calculates a logistic cost reducible amount calculation unit from the database, and the logistic cost reducible amount calculation unit Appropriate fare / fee calculation unit that provides the calculation functions necessary to calculate the cost reduction possible, supply chain process competitiveness evaluation unit that evaluates the competitiveness of the supply chain process, and management that evaluates the competitiveness of the management system Logistics cost reduction consulting system, which has a system competitiveness evaluation section and a supplier competitiveness evaluation section that evaluates the competitiveness of suppliers. A fare / fee DB1 in which the database stores the summary required days between the collection destination and the delivery destination for each provider, the summary fare and the warehouse agent, the customs broker, and the insurance company for calculating the appropriate fare / fee. , Supply chain process DB2 that stores process-related evaluation data necessary for competitiveness evaluation of supply chain processes, and management system that stores management system evaluation-related data necessary for competitiveness evaluation of management systems A logistics cost reduction consulting system comprising a DB3 and a supplier information DB4 storing supplier information that can be used at the time of supplier evaluation / selection. A fare / fee registration control unit for encouraging registration of each item for each logistics service defined in the fare / fee DB 1 in accordance with the operation of the provider terminal used by the provider of the logistics service, and the fare / A logistics cost reduction consulting system comprising a fare / fee update control unit that promotes updating of fare / fee among logistics service items registered by the fee registration control unit. Registration of each item for each supply chain process defined in the supply chain process DB2 and the definition in the management system DB3 according to the operation of the provider terminal used by the provider such as a consulting company and a partner consulting company Process / system registration control unit that prompts the registration of each item for each managed system, and update of process / system registration among supply chain process and management system items registered by these process / system registration control unit A logistics cost reduction consulting system characterized by a process and system renewal control unit. A supplier information registration control unit for encouraging registration of each item for each supplier defined in the supplier information DB 4 in accordance with an operation of a provider terminal used by the supplier (provider) of the logistics service; and the supplier information A logistics cost reduction consulting system comprising a supplier information update control unit that prompts an update of supplier information registration among supplier information items registered by a registration control unit. A “Logistics Cost Declaration Form” and B “Logistics Cost Declaration” posted on the consulting homepage 50 on the network 30 in order for the Logistics Cost Reduction Amount Calculation Department of the server to quickly calculate the Logistics Cost Reduction Amount Logistics cost reduction consulting system characterized by having "Form", C "Supply Chain Process Declaration Form" and D "Management System Declaration Form". Logistics cost reducible amount calculation process / initial diagnosis for calculating the logistic cost reducible amount in the server using the declaration form (A, B, C, D) from the user sent to the consulting terminal 40 Previous (Figure 18), Logistics Cost Reduction Consulting, characterized by E-Logistic Cost Reduction Amount Summary Sheet that summarizes how to proceed with Logistics Cost Reduction Consulting (Figure 3 / Figure 4) and Logistics Cost Reduction Amount system. E. A logistics cost reduction consulting system comprising a “logistics cost reduction evaluation index selection matrix” used to calculate an annual logistics cost reduction expected amount of the “logistics cost reduction summary sheet”. F For users who have registered in the “Consultation Initial Diagnosis Application Form / Contract” and have signed an “Initial Diagnosis Agreement” with a consulting company, E The Reducible Amount shown in the “Logistics Cost Reduction Amount Summary Sheet” Logistics cost reduction consulting system, which is equipped with an initial diagnosis execution process for verifying the system, and a “settlement point summary sheet for supply chain” and G “initial diagnosis report”. I Sign the "Contract Agreement" in the "Consulting Project Plans and Contracts", and present the "Logistics Cost Reduction Solution Matrix" that shows the logistics cost reduction solutions to the users who have signed the contract and how to proceed with the consulting project. A logistics cost reduction consulting system characterized by having the "consultation project method based on KPI (performance evaluation index)" shown. When a user who plans to bid for a supplier (forwarder, airline company, shipping company, truck company, warehouse company, etc.) wants to obtain bid information, the user consults the network via the terminal 20 with a consulting company. Access the consulting homepage 50 established above, complete the J “Supplier Information Browsing Form”, and send it to the user terminal 20 using the latest supplier information from the consulting terminal 40 used by the consulting company. Logistics cost reduction consulting system characterized by having a system to display on the screen of the operator terminal 20

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