Logistik i små företag - En analys av problem och möjligheter för STARKA
(1997)Packaging Logistics
- Abstract
- In order to suggest improvements for the logistics of STARKA, we felt that we had to analyze all the activities which were related to STARKA's logistic processes. Our primary analysis consisted of a rough but comprehensive description of different functions in the company, and the relationship between them. This was performed by following a typical order through the company to see which functions were affected by the order.
Since we needed a more thorough view of the company, we decided to analyze the different products STARKA currently has on the market, focusing on economic data such as turn-over, profit, profit margin, deficiency cost and cost of warehousing. We also analyzed the company's choice of manufacturing processes,... (More) - In order to suggest improvements for the logistics of STARKA, we felt that we had to analyze all the activities which were related to STARKA's logistic processes. Our primary analysis consisted of a rough but comprehensive description of different functions in the company, and the relationship between them. This was performed by following a typical order through the company to see which functions were affected by the order.
Since we needed a more thorough view of the company, we decided to analyze the different products STARKA currently has on the market, focusing on economic data such as turn-over, profit, profit margin, deficiency cost and cost of warehousing. We also analyzed the company's choice of manufacturing processes, organization, warehousing processes, strengths and weaknesses.
These analyses gave us a clear understanding of the company and its processes. STARKA is a small, function oriented company with a wide range of products. Craftsmanship is an important cornerstone of STARKA's business. STARKA acts on a mature market, and there is potential for new and unique products. The company is part of a strong business network. Customers and suppliers have strong bonds and good relationships with STARKA. The competitors are well known and have strong positions on the market. STARKA's strengths are the business network, its competence and a few unique products. STARKA's weakness is its sensitivity for changes on the market and in the business cycle.
Roughly, we feel that STARKA's business is functioning well. There are two areas that need attention, the organization and the warehousing function,
regarding the organization, the company need to improve its internal communication and define the different areas of responsibility concerning the purchasing of components and products. The company must also strive for standardizing the registration of shipping costs.
We feel that the best way to improve the internal communication is by effective use of planning tools, such as budgets and forecasts. This would give the company's different functions a better understanding of each other's work and ability. Furthermore, it would eliminate the sub optimization that currently is taking place. The warehousing function needs to be more organized and better managed. Useless products must be disposed of and the warehousing area should be divided into 1xed and flexible areas. The implementation wifi take time and is best managed through a combination of clear goals for the warehousing function focusing on both the layout as well as the desired inventory levels, and through continuous improvements from the warehousing personnel.
Concurrent with the implementation of a new computerized business system focus should be set on making sure that the inventory levels are in correspondence with the actual levels. This will enable the calculation of different economic measurements regarding the inventory which is required in order to see if the company's goals have been achieved and to determine focus on future improvements. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/1318562
- author
- Sonesson, Dan and Lundström, Mikael
- supervisor
- organization
- year
- 1997
- type
- H2 - Master's Degree (Two Years)
- subject
- keywords
- logistik, småföretag, planning tools, Technological sciences, Teknik
- language
- Swedish
- id
- 1318562
- date added to LUP
- 2008-06-03 00:00:00
- date last changed
- 2010-02-01 14:40:03
@misc{1318562,
abstract = {{In order to suggest improvements for the logistics of STARKA, we felt that we had to analyze all the activities which were related to STARKA's logistic processes. Our primary analysis consisted of a rough but comprehensive description of different functions in the company, and the relationship between them. This was performed by following a typical order through the company to see which functions were affected by the order.
Since we needed a more thorough view of the company, we decided to analyze the different products STARKA currently has on the market, focusing on economic data such as turn-over, profit, profit margin, deficiency cost and cost of warehousing. We also analyzed the company's choice of manufacturing processes, organization, warehousing processes, strengths and weaknesses.
These analyses gave us a clear understanding of the company and its processes. STARKA is a small, function oriented company with a wide range of products. Craftsmanship is an important cornerstone of STARKA's business. STARKA acts on a mature market, and there is potential for new and unique products. The company is part of a strong business network. Customers and suppliers have strong bonds and good relationships with STARKA. The competitors are well known and have strong positions on the market. STARKA's strengths are the business network, its competence and a few unique products. STARKA's weakness is its sensitivity for changes on the market and in the business cycle.
Roughly, we feel that STARKA's business is functioning well. There are two areas that need attention, the organization and the warehousing function,
regarding the organization, the company need to improve its internal communication and define the different areas of responsibility concerning the purchasing of components and products. The company must also strive for standardizing the registration of shipping costs.
We feel that the best way to improve the internal communication is by effective use of planning tools, such as budgets and forecasts. This would give the company's different functions a better understanding of each other's work and ability. Furthermore, it would eliminate the sub optimization that currently is taking place. The warehousing function needs to be more organized and better managed. Useless products must be disposed of and the warehousing area should be divided into 1xed and flexible areas. The implementation wifi take time and is best managed through a combination of clear goals for the warehousing function focusing on both the layout as well as the desired inventory levels, and through continuous improvements from the warehousing personnel.
Concurrent with the implementation of a new computerized business system focus should be set on making sure that the inventory levels are in correspondence with the actual levels. This will enable the calculation of different economic measurements regarding the inventory which is required in order to see if the company's goals have been achieved and to determine focus on future improvements.}},
author = {{Sonesson, Dan and Lundström, Mikael}},
language = {{swe}},
note = {{Student Paper}},
title = {{Logistik i små företag - En analys av problem och möjligheter för STARKA}},
year = {{1997}},
}