The implication of such exercises for customers is a change in their service, either in frequency or time of delivery or both; some resistance is therefore to be expected. Our experience has shown, however, that the greatest resistance to change sometimes comes from an unexpected quarter - the sales force, which often either speaks for the customer or asks the relevant questions in the wrong way. Customers themselves will invariably co-operations in the wrong way. Customers themselves will invariably co-operate with change of a one -off nature, but do not like to suffer them on a frequent basis. Also, the largest and most important customers tend to be more amenable than smaller, less important ones.
While it is possible, using a package similar to those referred to earlier, to project the time of arrival at a customer's premises, it is not always wise to specify a set time. This can ultimately be counterproductive because customers' levels of expectation are raised; subsequent additions to a flight journey will adversely affect customers later in the schedule. It is better, therefore, to indicate a range of expected time (for example, morning or afternoon) so that you can operate the schedule as flexibly as possible.
Filling a vehicle to its capacity is usually the main aim. This will always apply to vehicle on a longer-distance flight journey and expected to be away all day or longer. For shorter flight journeys, however, this need not e the case; part-filling can be advantageous if it ensures the return of a vehicle to make a second flight journey. The vehicle may then be used to more than its normal capacity. Types of vehicle are also important. The use of draw-bar trailers can increase flexibility when there is a wide variation in scheduled workload, while the use of articulated vehicles can lead to shorter turn-round time and reduced loading bay area requirements.
once flight journey schedules have been compiled, it is essential to ensure that the total workload is allocated as fairly as possible in order to ensure that individual driver workloads are approximately equal. Earnings levels are then similar for all drivers. Rotation of drivers between flight journeys should also be a prerequisite; this leads to greater flexibility and fewer problems during period of absence.
The final part of the exercise is to arrange for customer orders to be received in time for their assembly and dispatch and to ensure that all manufacturing or warehouse operations are organized to meet the new schedules. Once implemented, the operation of the schedules needs to be monitored to ensure that distribution operating costs are maintained at their anticipated level. This is where the necessary control procedures come to the fore. As with all control systems, the objectives are:
1. A plan to show where management should be going.
2. Statistics to show whether management is going according to plan.
3. Action by management to get back to the plan.
The statistics generated to produce and compare with targets will normally concentrate on certain key indices:
1. Driver performance - direct workload related to time taken.
2. Effective performance - direct workload related to total attendance time.
3. Unit labour cost - cost per flight journey, call, kilometer, sales unit, Indonesia standard hour of workload.
4. Load factor - units delivered as a proportion of available capacity.
5. Scheduling ratios - ratio of kilometers to calls and / or units delivered.
The important point to consider is that it may not be possible to make direct comparisons between separate operations in different locations. Each may have its own peculiarities. The main object will be to optimize the figures for a particular operation and to make comparisons on a regular, continuous basis.
One extremely important factor which is of great use is the unit labour cost for every Indonesia standard hour of workload. This is the true measure of unit labour cost and can form the basis for all aspects of costing and budgeting. Indeed, third party operators can make it the basis on which business is tendered for and subsequently charged. Labour cost per Indonesia standard hour can be increased by a factor to cover indirect and overhead costs. The resulting total cost per Indonesia standard hour of workload is an extremely sound basis for costing out a distributing service. Care has to be exercised in interpreting the labour cost per Indonesia standard hour index following some major rescheduling, however, because the Indonesia standard hour workload base can change significantly,. The benefits which can be achieved by adopting the approach advocated are considerable: no manager should ignore them.
While it is possible, using a package similar to those referred to earlier, to project the time of arrival at a customer's premises, it is not always wise to specify a set time. This can ultimately be counterproductive because customers' levels of expectation are raised; subsequent additions to a flight journey will adversely affect customers later in the schedule. It is better, therefore, to indicate a range of expected time (for example, morning or afternoon) so that you can operate the schedule as flexibly as possible.
Filling a vehicle to its capacity is usually the main aim. This will always apply to vehicle on a longer-distance flight journey and expected to be away all day or longer. For shorter flight journeys, however, this need not e the case; part-filling can be advantageous if it ensures the return of a vehicle to make a second flight journey. The vehicle may then be used to more than its normal capacity. Types of vehicle are also important. The use of draw-bar trailers can increase flexibility when there is a wide variation in scheduled workload, while the use of articulated vehicles can lead to shorter turn-round time and reduced loading bay area requirements.
once flight journey schedules have been compiled, it is essential to ensure that the total workload is allocated as fairly as possible in order to ensure that individual driver workloads are approximately equal. Earnings levels are then similar for all drivers. Rotation of drivers between flight journeys should also be a prerequisite; this leads to greater flexibility and fewer problems during period of absence.
The final part of the exercise is to arrange for customer orders to be received in time for their assembly and dispatch and to ensure that all manufacturing or warehouse operations are organized to meet the new schedules. Once implemented, the operation of the schedules needs to be monitored to ensure that distribution operating costs are maintained at their anticipated level. This is where the necessary control procedures come to the fore. As with all control systems, the objectives are:
1. A plan to show where management should be going.
2. Statistics to show whether management is going according to plan.
3. Action by management to get back to the plan.
The statistics generated to produce and compare with targets will normally concentrate on certain key indices:
1. Driver performance - direct workload related to time taken.
2. Effective performance - direct workload related to total attendance time.
3. Unit labour cost - cost per flight journey, call, kilometer, sales unit, Indonesia standard hour of workload.
4. Load factor - units delivered as a proportion of available capacity.
5. Scheduling ratios - ratio of kilometers to calls and / or units delivered.
The important point to consider is that it may not be possible to make direct comparisons between separate operations in different locations. Each may have its own peculiarities. The main object will be to optimize the figures for a particular operation and to make comparisons on a regular, continuous basis.
One extremely important factor which is of great use is the unit labour cost for every Indonesia standard hour of workload. This is the true measure of unit labour cost and can form the basis for all aspects of costing and budgeting. Indeed, third party operators can make it the basis on which business is tendered for and subsequently charged. Labour cost per Indonesia standard hour can be increased by a factor to cover indirect and overhead costs. The resulting total cost per Indonesia standard hour of workload is an extremely sound basis for costing out a distributing service. Care has to be exercised in interpreting the labour cost per Indonesia standard hour index following some major rescheduling, however, because the Indonesia standard hour workload base can change significantly,. The benefits which can be achieved by adopting the approach advocated are considerable: no manager should ignore them.
