Reverse Logistics - Logistics Quarterly

More documents

Recommendations

Info

CreatingValue ThroughReverse Logistics 20 LQ winter 2003/2004 Are you interested in producing a better return on your assets and creating shareholder value while keeping ahead of environmental legislation? Learn how getting products back and pushing them up through the supply chain to be reused, sold or properly disposed of creates value. It’s time for an attitude change. Stop thinking of reverse logistics as just a necessary evil, or a cost of doing business, something that doesn’t really jibe with your firm’s real logistics activities. In light of increasingly strict regulatory measures (emanating particularly from Europe) that limit landfill disposal and extend producer responsibility into postconsumption product life stages, it’s time to start managing your firm’s reverse logistics processes. In doing so, you may find some surprising benefits as well. Traditional supply chain management focuses on delivering value to end-customers through integrated management of various processes such as procurement, order fulfillment, demand management and customer relationship management, to name just a few. Organizations are increasingly including reverse logistics in their By Diane A. Mollenkopf and Howard Weathersby process-management focus. As a process, reverse logistics refers to the set of activities related to getting goods (products, materials, packaging) back from point of use to points further up the supply chain where they can be reused, refurbished, resold, or disposed of properly. These activities, as defined by Rogers and Tibben-Lembke (1999) include gatekeeping (managing the insertion of goods into the reverse supply chain), collecting, sorting and grading returns, developing a network of logistics providers to transport and process returned goods, refurbishment and/or remanufacturing of selected goods, resale or reuse, and ultimately proper disposal. You could be missing a real opportunity if reverse logistics were only viewed as a cost-minimization exercise. Opportunities to recapture and create value in the supply chain should also be explored. Using a Return on Assets (ROA) approach is one way to assess value creation through the returns process. ROA is a key indicator of a LogisticsQuarterly.com
LogisticsQuarterly.com LQ winter 2003/2004 21
Page 1: Ideas for Leadership in Logistics L
Page 4 and 5: You progress a lot faster when you
Page 6 and 7: One America, One Vision Changing co
Page 9 and 10: JIM ELLIS B.Sc., P.Log., FCAM, CM i
Page 11 and 12: New Members of LQ’s 2004 Editoria
Page 13 and 14: LogisticsQuarterly.com LQ winter 2
Page 15 and 16: Mobile or Field Inventory “means
Page 17 and 18: Making Sense of the New Hours of Se
Page 22 and 23: Return Net Net profit ( Net worth)
Page 24: Fourth,return products are often an
Page 27 and 28: Introduction Traditionally, supply
Page 29 and 30: Focus on Supply Chain Management La
Page 31 and 32: CONQUER NEW MARKETS WITH ONE CALL.
Page 33 and 34: LogisticsQuarterly.com This account
Page 35 and 36: S P E C I A L • T E A M S Third a
Page 37 and 38: Leadership in Logistics How does an
Page 39 and 40: What Every CFO Should Know The 80 y
Page 41 and 42: Supply Chain Analyses Versus Synthe
Page 43 and 44: Making An Investment in Learning Th
Page 45 and 46: A COMMENTARY: Changing the Landscap

Reverse Logistics - Logistics Quarterly

Create successful ePaper yourself

Delete template?

Save as template?