Dağıtım ve stok kontrol
Direct store delivery
- Tez No: 46318
- Danışmanlar: DOÇ.DR. FÜSUN ÜLENGİN
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1995
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 81
Özet
ÖZET Makro açıdan dağıtım, üretim ile tüketim arasında bir bağlantı halkasıdır. Mİkro açıdan dağıtım işletmelerin“bir mamulü, tüketiciye ulaştığı ; yollarla ilgili olarak aldıkları kararlar ve davranışlar ”ı içerir. Bir malı veya hizmeti ve bunun mülkiyetini üretimden tüketime ulaştırmak üzere girişilen çabaları sağlayan kurumlar zinciri dağıtım kanalı olarak tanımlanabilir. Dağıtım kanali sistemi, herşeyden Önce karar alan işletmenin rakipleriyle ve sona erdiren tüketiciyle karşılaştığı alandır. Bu açıdan mamullerin bulunabilirliği, satış ve satış sonrası hizmetleri, satış miktarı ve dolayısıyla hasılatı, tüketicinin izlenimleri, firma ve/veya marka bağlılığı vb. öğeler büyük ölçüde kullanılan dağıtım kanallarının türüne ve işbirliği yapılan kanal organlarının özelliklerine ve ilgili işletmeyle işbirliği eğilimlerine bağlı olarak değişebilir. Karar alan işletmenin kararlaştırdığı dağıtım politikası onun dağıtım kanallarını denetleme dercesini, dolayısıyla başarısını etkileyebilir. Dağıtım kararları, nihai tüketici ya da endüstriyel kullanıcıya zaman, yer ve iyelikle birlikte fayda sağlar. Yani, yeterli bir kanal, ürünleri en düşük toplam maliyetle istenen yer ve zamanda dağıtan kanaldır. - v -
Özet (Çeviri)
SUMMARY DIRECT STORE DELIVERY Most supermarkets rely on direct store delivery (D.S.D.) vendors to supplement products provided by their own distribution centers or wholesalers. These vendors provide both merchandising flexibility and assistance to the food retalier. Products are purchased as D.S. because they cannot be handled efficiently through the warehouse. This occurs, for example, when special handling is required or when the items are sold in only a few of the retailer's stores. Even with some similar characteristics, the definition of D.S.D. varies among companies, depending on the conventional practices in the market area and the retailer's own requirements. As a result, the scope of D.S.D. differs among regions of the country and sometimes among companies within the same region. Despite this shifting definition, D.S.D. products typically account for 30 percent of grocery department sales. On this basis alone, they represent an important segment of the retail food business. In addition, D.S.D. frequently generates an even greater share of gross profit dollars. While the realized gross profit depends on both the product mix of D.S.D. items and the competitive situation, experience indicates that many companies regularly realize at least one third of the grocery department's gross profit dollars from the sale of D.S.D. merchandise. Even with these sales and profit results, some retailers are sitll unsure as to whether they are achieving the full profit potential from this segment of the business. They sense that their controls are often inadequate and that information for evaluating D.S.D. performance is limited. Only when a retailer is satisfied with his ability to measure and control the performance of D.S.D. can he given full attention to achieving the maximum sales profit potential from this segment of the business. In the last several years, a number of retailers, both large and small, have devoted substantial resources to improving procedures and controls in the area of D.S.D. Perhaps the most visible activity has involved the development of computer-based control systems which aid in the collection and processing of the large quantity of information associated with handling D.S.D. Most -vi-importantly, these systems have brought a new discipline to many food retailers. The strengthening of store-level receiving procedures has been a less dramatic but no less important area of improvement. Changes in this area have enable many stores to increase the efficiency and accuracy of this function. Finally, changes in the organization of D.S.D. buying and merchandising have helped some companies to establish clearer responsibility for the sales and profit performance of D.S.D. Even under the 'best of conditions, the D.S.D. receiver encounters many problems which make it difficult to simultaneously follow company receiving policy and remain fair and comsistent with the vendor personnel serving the store. Recognizing this problem, some retailers have taken steps to improve the environment for D.S.D. receiving. One such step involves specifying both when and where D.S.D. receiving can take place. These changes have helped improve productivity, acccuracy, and management's ability to monitor and control receiving. Without specific policy, D.S.D. receiving is likely to occur through both front and rear doors. This situation can discourage careful receiving and adequate security procedures. The primary responsibility of the receiver is to insure that the merchandise receivedr corresponds exactly to the information on the receiving document and that credits have been properly determined. At first glance, this appears to be a straight_forward task; however, this is far from the case. During the early part of each weekday, the receiver is under pressure to check in a number of deliveries in a relatively short time. This process is complicated by spoils, credits, returns and the fact that some merchandise, e.g., bread, is delivered in a manner that does not lend itself to easy inspection. Beyond these difficulties, there is always the chance that delivery personnel will make an unintentional error or attempt to consiously deceive the receiver. wnixe une organization ot ouying an
Benzer Tezler
- İkame ürün dağıtım ağlarında stok optimizasyonu ve optimal dağıtım politikaları
Inventory optimization and optimal distribution policies in substitutable product distribution networks
MUSTAFA AHMET BEYAZIT OCAKTAN
Doktora
Türkçe
2012
Endüstri ve Endüstri MühendisliğiSakarya ÜniversitesiEndüstri Mühendisliği Ana Bilim Dalı
YRD. DOÇ. DR. UFUK KULA
- Hastanelerde malzeme yönetimi ve iki hastanenin malzeme yönetim sistemlerinin karşılaştırılmasına yönelik bir uygulama
Material management in hospitals and comparing the two hospital's material management systems with an application,
PINAR DEMİRAL
Yüksek Lisans
Türkçe
2013
Sağlık Kurumları YönetimiGazi ÜniversitesiSağlık Kurumları İşletmeciliği Ana Bilim Dalı
DOÇ. DR. YILDIZ AYANOĞLU
- Tekstil sektöründe kullanılan barkod teknolojisinin stok yönetimine etkileri ve bir uygulama
Effects of barcode technology used in textile industry on the stock management and one of its application
AHMET ERPULAT
- Pazarlama lojistiği ve Kayseri ilindeki ihracatçılara yönelik bir araştırma
Marketing logistics and a research on exporters of Kayseri
MÜGE ERKAN
- Üretim yönetimi için stok ve stoksuzluk yönetim tercihinin belirlenmesi
Decision of inventory and non-inventory for production management
SELMAN BELEKOĞLU