abc-/xyz analysis introduction - uni-due.de · pdf filem0000 abc-analysis 3 the pareto...

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Prof. Dr.-Ing. Bernd Noche Fakultät für Ingenieurwissenschaften Abteilung Maschinenbau Institut für Produkt Engineering Transportsysteme und -logistik Keetmanstr. 3-9 47058 Duisburg Telefon: 0203 379-2785 Telefax: 0203 379-3048 eMail: [email protected] UNIVERSITÄT D U I S B U R G E S S E N Campus Duisburg tul ABC-/XYZ Analysis Introduction Quelle: Powerpoint-Folien: Uta Horstmann

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Page 1: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

Prof. Dr.-Ing. Bernd Noche

Fakultät für Ingenieurwissenschaften

Abteilung Maschinenbau

Institut für Produkt Engineering

Transportsysteme und -logistik

Keetmanstr. 3-9

47058 Duisburg

Telefon: 0203 379-2785

Telefax: 0203 379-3048

eMail: [email protected]

UNIVERSITÄT

D U I S B U R G E S S E N

Campus Duisburg

tul

ABC-/XYZ Analysis

Introduction

Quelle: Powerpoint-Folien: Uta Horstmann

Page 2: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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2 ABC-Analysis

A short definition of ABC-Analysis

The ABC-Analysis represents a simple method

of material classification in respect of value and

quantity. (G. Wöhe)

Expressed in a more general way it is a process in order to identfy

important kinds of customers, suppliers or articles.

Page 3: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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3 ABC-Analysis

The Pareto principle

The so called Pareto principle indicates that for many phenomenons the

following is valid:

80 % of effects are reached by 20 % of causes.

The principle traces back to Vilfredo Pareto (Italian economist) who, related to

Italy, had noticed that 80 % of property belonged to 20 % of the Italian

population.

Vilfredo Federico Damaso

Pareto

1848 - 1923

Page 4: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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4 ABC-Analysis

However, the rule often is misunderstood:

It seems that 80 % + 20 % = 100 %.

But it can also be valid that:

80 % of effects are traced back to 10 % of causes.

The principle can also be applied recursively, and not only used for 20% of the

reasons :

e.g. 64-4 Rule: e. g. (80 – 16) % (20 – 16)%

96-36 Rule: e. g. (80 + 16) % (20 + 16)%

64-4 Rule: e. g. from (80•80/100)% - (20•20/100)%

51,2-0,8 Rule: e. g. from (80•80•80/10000)% - (20•20•20/10000)%

Source: Wikipedia

Page 5: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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5 ABC-Analysis

ABC classification

Cumulated proportion

(percentage)

Cumulated

Value percentage

or

Percentage share

of sales

10 20 30 40 50 60 70 80 90 100

100

90

80

70

60

50

40

30

20

10

A

B

C

Page 6: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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6 ABC-Analysis

ABC classification

B Goods Intermediate materials

C Goods Low value or share of sales percentage,

high proportion

A Goods High value or share of sales percentage,

low proportion

Value Proportion

ca. 80%

(70-80%)

ca. 10%

(gering)

ca. 15%

(15-20%)

ca. 20%

(10-40%)

ca. 5%

(5-10%)

ca. 70%

(> 40%)

Example of values:

Page 7: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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7 ABC-Analysis

Goals of the ABC Analysis

Separation between

essential and non-essential

Avoidance of uneconomical efforts

Identification of starting

points for improvement

Page 8: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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8 ABC-Analysis

Measures for A goods

Disposal Stock avoiding inventory management

Exact determination of (low) safety stock Order based

instead of consumption based management by value

percentages.

Consumption based management by high sales

percentages.

Order processing

Intensive price negotiations

Qualification of alternative suppliers

Fast invoice cycle in order to secure cash discount

periods.

Inventory Permanent inventory

Page 9: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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9 ABC-Analysis

Different kinds of handling of M types regarding

• Purchase market research Global Sourcing e-procurement

• Value analysis necessarily not necessary

• Assessment of demand deterministic stochastic

• Stock-taking permanent Once a year

• Safety stock small big

• Order cycle high -JIT greater cycles

A part C part

Page 10: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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10 ABC-Analysis

Analysis example:

Material

Yearly

demand

(in piece)

Costs

(per piece

in Euro)

Contribu-

tion to total

costs (in

thousand

Euro)

Relative

contribu-

tion to

total costs

Cumulated

contribution

to total

costs

Classifica-

tion

Relative

contribu-

tion to

quantity

percen-

tage

1 300.000 10,00 3.000 3% 30%

2 10.000 3.000,00 30.000 30% 1%

3 90.000 500,00 45.000 45% 9%

4 200.000 100,00 20.000 20% 20%

5 400.000 5,00 2.000 2% 40%

Sum 1.000.000 100.000 100% 100%

1 2 5 6 4

Page 11: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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11 ABC-Analysis

ABC Analysis procedure

1. Determination of absolute total costs

Absolute total costs = yearly demand * piece price

2. Determination of relative proportions of the total costs Relative proportion of total costs = absolute total costs / total costs

3. Sorting according to relative contribution to total costs

(in descending order)

4. Accumulation of relative contributions to total costs

5. Classification of materials into three categories Accumulation of individual relative total costs

6. Determination of relative quantity proportions Relative quantity proportion = yearly demand/ total demand

7. Summation of relative quantity proportions per material class

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12 ABC-Analysis

Analysis example – based on value

Material Yearly

demand

(in piece)

Costs

(per piece

in Euro)

Contribution

to total costs

(in thousand

Euro)

Relative

contribu-

tion to

total costs

Relative

contribu-

tion to

quantity

percen-

tage

Cumulative

contribution

to total

costs

Classifi-

cation

1 300.000 10,00 3.000 3% 30% 98% C

2 10.000 3.000,00 30.000 30% 1% 75%

A

3 90.000 500,00 45.000 45% 9% 45% A

4 200.000 100,00 20.000 20% 20% 95% B

5 400.000 5,00 2.000 2% 40% 100% C

Sum 1.000.000 100.000 100% 100% 100%

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13 ABC-Analysis

Analysis example – based on quantity

Material Yearly

demand

(in piece)

Costs

(per piece

in Euro)

Contribution

to total costs

(in thousand

Euro)

Relative

contribu-

tion to

total costs

Relative

contribu-

tion to

quantity

percentage

Cumulative

value to

total sales

Classifi-

cation

1 300.000 10,00 3.000 3% 30% 70% A

2 10.000 3.000,00 30.000 30% 1% 100%

C

3 90.000 500,00 45.000 45% 9% 99% C

4 200.000 100,00 20.000 20% 20% 90% B

5 400.000 5,00 2.000 2% 40% 40% A

Sum 1.000.000 100.000 100% 100% 100%

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14 ABC-Analysis

Different ABC analyses

Criterion Reasons

Stock value Amount of capital lockup;

Stock reduction potential

Quantity of consumption Order picking; Warehouse organisation;

storage strategies

Turnover ratio Sales volume ; Assignment in

warehouse

Volume of sales Amounts of coverage; Selection of

scheduling methods

Service level Safety stock; customer satisfaction

Reference volume of suppliers Supplier selection

Amount of demand Material requirements planning; Sales

volume

Page 15: ABC-/XYZ Analysis Introduction - uni-due.de · PDF fileM0000 ABC-Analysis 3 The Pareto principle The so called Pareto principle indicates that for many phenomenons the following is

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15 ABC-Analysis

Fields of application

Range Character Key figure

Purchasing

Material / Material

groups Purchasing volume

Supplier Invoice amount

Sales Product Sales

Sales organization Incoming orders

Marketing Clients / Client groups Sales

Sales area Sales

Quality management Supplier Defective products

Inventory management Material Access frequency

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16 ABC-Analysis

Criticism on the methodology of ABC Analysis

The classification into only three categories us very rough.

The determination of limiting values is based on empirical

values and is thus random.

The ABC Analysis offers only a figure of the current

actual situation.

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17 ABC-Analysis

Summary

Characteristics of the ABC Analysis

• General classification of characteristic values in respect of the importance with certain operating figures.

• Concentration by the following trisection:

Advantages of the ABC Analysis

• Analysis of complex problems with justifiable effort (by focussing on the essential factors)

• Simple application (in many fields)

• Very clear and graphical presentation of the results

A important premium top-selling

B less important median average levels of

turnover

C Relatively

unimportant

low-value narrow market

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18 ABC-Analysis

XYZ Analysis

Category Consumption Ability to

schedule

X constant, fluctuations rarely High

Y Wilder fluctuations, often for reasons

of trend or seasonal reasons Middle

Z Completely unsteady Low

The ABC Analysis is often combined with a XYZ Analysis.

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19 ABC-Analysis

Disposal process with a combination of ABC and XYZ

Analysis

(Source: Österreichisches Schulportal des Bildungsministeriums)

227 135 50 42 ∑

111 101 10 0 Z

42 32 8 2 Y

74 2 32 40 X

∑ C B A

Classification of conductor plates according to ABC/XYZ Analysis

Recommended Disposal processes

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20 ABC-Analysis

Determination of scheduling guide lines

Quelle: RWTH Aachen

Delivery of components

from the inventoy buffer

of the supplier

synchronous to

production

Implementation of a supplier

kanban by using a logistics

service provider

Inventory buffer at the

production site

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21 ABC-Analysis

Classification of parts for die program and stock production

Type

A-Parts

Production

release Charakterization

deterministic • Date and lotsize are fixed

• low fluctuations in demand

B-Parts order operated • Date and lotsize depend on current,

deterministically identified demand

C-Parts consumption-driven • Lotsize is fixed

• Dates according to consumption of

parts

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22 ABC-Analysis

…AX good can be planned in more detail than CZ goods…

high value percentage

continuous demand

high predictive value

average value percentage

continuous demand

high predictive value

low value percentage

continuous demand

high predictive value

low value percentage

irregular demand

low predictive value

average value percentage

irregular demand

low predictive value

average value percentage

fluctuating demand

average predictive value

low value percentage

fluctuating demand

average predictive value

high value percentage

fluctuating demand

average predictive value

high value percentage

irregular demand

low predictive value

X

Y

Z

A B C R R

R

{Potential for Rationalization Control complexity }

C C

C

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23 ABC-Analysis

The material portfolio

Provision principles

• Strategical material

• Bottleneck material

• Handle material

• Noncritical material

„Relevance for the result“

vs.

„Exercise risk“

Quelle: „Grundzüge der Beschaffung, Produktion und Logistik“, Pearson Studium

Handle material Strategical

material

Noncritical Bottleneck

material

Relevance

for

the result

Exercise risk

high

high low

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24 ABC-Analysis

The material portfolio

• Strategical material:

close oberservation and exact forecasts, long-term supplier

relations, joint projects

• Bottleneck material:

additionally more suppliers or other material

• Handle material:

intensive discussions about price, order size optimization

• Noncritical material:

rough planning, stockpiling, standardization,

reduction of suppliers

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25 ABC-Analysis

Program-oriented determination of demand

Parts lists:

Parts lists according to

amount

Parts lists according to

structure

Modular parts lists

Quelle: „Grundzüge der Beschaffung, Produktion und Logistik“, Pearson Studium

Upper part complete

Article code Description

Article code 10 Description: gear box

Drag

Axle drive shaft complete

Back gear complete

Screw

Axle drive shaft complete

Axle

Center box

bearing

bearing

Splined key

Axle complete

Screw

Axle

Cope

Gear wheel

Gear wheel

Gear wheel

Gear wheel

Piece

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26 ABC-Analysis

Gozintograph

Quelle: „Grundzüge der Beschaffung, Produktion und Logistik“, Pearson Studium

The Gozintograph is a directed graph which

describes what parts make up one or more

products. Thereby, the production process can

be multi-level, whereas the input consists of raw

materials, semi-finished and finished parts. In

the Gozintograph is listed how these parts are

quantitatively linked. Thereby, the knots describe

the parts and the directed edges specify how

many units of a part incorporate into a unit of a

downstream part. (Wikipedia)

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27 ABC-Analysis

JIT as a total concept

Objective: „Elimination of the enduring waste and delay

at each step from the raw material to the end customer …“

i.e. not only a production synchronous procurement, but also:

Minimization of waiting time (Zero Lead Times)

Minimization of workin time requirement (Zero Handling)

Minimization of set-up times (Zero Set-Up)

Minimal lot sizes (Zero Lot Size)

Minimization of Quality defects (Zero Defects)

Minimization of fluctuations in production (Zero Surging)

Quickest troubleshooting and preventive maintenance (Zero Breakdown)

Quelle: Prof. Dr.-Ing. W. Ullmann

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28 ABC-Analysis

Objective of the JIT logistics is to guarantee a maximum added value in

manufacturing processes:

Minimal material coverages at the place of consumption (max. 120 min)

Frequent delivery (picking at a high variety)

Removal-compatible provision, Tendency to special carriers,

Avoidance of packing material

Minimal number of handling steps, ideally „ship-to-line“ without receiving storage

location; placed on the line directly from the supplier

Route controlled delivery according to schedule, use of logistics hauls instead of

forklifts (bus instead of taxi principle)

Use of Material providers for the constand distribution, maybe separation of

material

Self-controlled Kanban control loops for continuous consumptions

JIT logistics

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29 ABC-Analysis

JIT logistics (cont.)

Trustful partnersip between supplier and consumer because of the

increased uncertainty of the supply due to inventory reduction,

Common continuous improvements in the collaboration between

partners,

Reduction of the number of suppliers („single sourcing“) due to high

handling costs,

The short-term nature of delivery schedules requires a high flexibility of the supplier,

Production without inventory is only possible when the configuraton of the single

delivery schedules occurs with the highest degree of accuracy,

Zero defects quality („100% good parts“),

Integration of efficient logistics service providers,

Integrative, economic levels spanning information supply.

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30 ABC-Analysis

Synchronous processes in single piece flow reduce inventories!

Highly frequent materials handling

in small quantities :

Small load carrier replace bulk containers

Logistics hauls replace forklifts

(Bus instead of taxi-principle)

JIT logistics

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31 ABC-Analysis

The origin of the KANBAN system

The beginnings of the KANBAN system go back to the fifties of this century.

Reasons (Raumknappheit, Kapitalmangel) forced the enterprisers (espcially

in Japan) to particular strains to reduce their inventories and den to rationalize

the material flow withing the production area and also between the plants.

From this rethinking the Just-in-time principle (JIT) was developed and the

KANBAN system as a particular form of realization.

This system can not only be transferred to the area of purchase and

stockkeeping, but it can also be used as a simple self-regulating

manufacturing control.

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32 ABC-Analysis

Objectives of the KANBAN system

Reduction of material stocks

Reduction of lead times

Increase of transparency of the operational process

Increase of working productivity

Increase of flexibility regarding the short-term willingness to

supply

Increase of quality control

A KANBAN system is essentially characterized by a low

amount of control installation and beyond that it pursues the following logistics

objectives :

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33 ABC-Analysis

Functionality of the KANBAN system

Division of production in a system of meshed, self-regulated control circuits,

consisting of each with a parts concsuming area (sink) and the belonging

upstream parts producing area (source).

Setup of an intermediate bearing (buffer) between parts consuming and parts

producing area in order to compensate irregularities or interruptions in the

production process.

Introduction of the pull principle for the each with successive consuming area.

Use of special information carriers that serve as KANBAN route cards for the

actual manufacturing control.

Assignment of the short-termin control responsibility to the executing

employee so that a central manufacturing control is no longer necessary.

The most important elements of the KANBAN system are:

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34 ABC-Analysis

Material and information flow in production

organized as a KANBAN system

Pro

cu

rem

ent

Cut

Mechanical

production

KANBAN control

Welding

shop

Asse

mb

ly o

f p

rod

uct

Cu

sto

mer KANBAN control

External supplier

KANBAN control

Sub-a

sse

mbly

KANBAN control

KANBAN control KANBAN control

Intermediate storage Production area Material flow Control

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35 ABC-Analysis

Kinds of KANBAN control

Transport Kanban

The transport kanbans control the

material flow between the warehouse

and the successive production area.

For this tasks the transport kanbans

are provided with the following

information to each part:

• Article code

• Name

• consuming area

• producing area

• storage location

• kind of box

• box capacity

Production Kanban

Production kanbans control the

information and material flow

between the producing area and the

warehouse and typify the production

orders for the single parts.

Beside all data of the transport

kanban a production kanban

additionally contains information

about kind and quantity of the

dependent requirements for the

production of the semifinished

product respectively the product.

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36 ABC-Analysis

Control questions to the ABC-/XYZ analysis

1. What is your understanding of ABC- und XYZ analysis?

2. What does the principle of Pareto mean?

3. What does the Lorenz curve express?

4. What is the procedure for both methods?

5. What has to be considered with A-articles?

6. Why do you have to perform a combined ABC-/XYZ analysis?

7. What is meant by the material-portfolio?

8. What do you understand by Kanban?

9. Which two types of kanban control do you know?

10. What has to be considered with the JIT concept?

11. What is a parts list?

12. What kind of parts lists do you know?

13. What is a Gozintograph?

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37 ABC-Analysis

Literature

1. T. Gudehus, „Logistik – Grundlagen, Strategien, Anwendungen“, 3.Aufl.,

Berlin: Springer-Verlag, 2005

2. M. Lensing, „Materialwirtschaft und Einkauf“, Gabler Verlag, 2009

3. H. Wannenwetsch, „Integrierte Materialwirtschaft und Logistik: Beschaffung, Logistik,

Materialwirtschaft und Produktion“, 4. Aufl., Springer Verlag, 2010

4. R. Vahrenkamp, „Logistik. Management und Strategien“, 6. Aufl., Oldenbourg Verlag, 2007

5. Kee-hung Lai, T.C.E. Cheng, „Just-in-Time Logistics“, Gower Publishing, Ltd., 2009

6. H. Takeda, „Das synchrone Produktionssystem: Just-in-time für das ganze

Unternehmen“, 7. Auflage, Vahlen Verlag, 2012

7. H. Werner, „Supply Chain Management: Grundlagen, Strategien, Instrumente und

Controlling“, 4. Aufl., Gabler Verlag, 2010

8. R. G. Poluga, „Quistissenz des Supply Chain Managements: Was sie wirklich über Ihre

Prozesse in Beschaffung, Fertigung, Lagerung und Logistik wissen müssen“, Springer

Verlag, 2010

9. R. Koether, „Taschenbuch der Logistik“, 4. Aufl., Hanser Verlag, 2011