Weekly Summary of Plant Information (Plants 1 and 2 Only)

262
Lean Six Sigma Logistics
Table 24.2.
GoldSMART Financial Data.
GoldSMART Data Collection Results
Average
On-Hand
Financial Data
Sales
$ 787,500,000 Annually
$ 250,800,000
Cost of goods sold
$ 511,000,000 Annually
$ 26,250,000
Raw material spend
$ 273,750,000 Annually
Average finished goods inventory
105 days
Average raw material inventory —
35 days
work in process
Total Logistics Cost Components
Ordering
$
400,000 Fully allocated
$
400,000
Supplier management
$
325,000 Fully allocated
$
325,000
Logistics design
$
— Fully allocated
$
—
Transportation spend outbound
$ 48,500,000 Fully allocated
$ 48,500,000
Transportation spend inbound
$ 18,750,000 Fully allocated
$ 18,750,000
Company warehousing —
$ 15,750,000 Fully allocated
$ 15,750,000
distribution centers
Outside warehousing
$
2,850,000 Fully allocated
$
2,850,000
Yard control
$
325,000 Fully allocated
$
325,000
Receiving management
$
1,275,000 Fully allocated
$
1,275,000
Inventory Carrying Cost
Administrative overheads
0.5%
Average inventory
$
1,160,250
Cost of capital
6.00%
Average inventory
$ 13,923,000
Damage
1.00%
Average inventory
$
2,320,500
Insurance
1.00%
Average inventory
$
2,320,500
Interplant shuttles
1.00%
Average inventory
$
2,320,500
Obsolescence
3.00%
Average inventory
$
6,961,500
Shrinkage
1.00%
Average inventory
$
2,320,500
Space
6.00%
Average inventory
$ 13,923,000
Storage systems
0.50%
Average inventory
$
1,160,250
Taxes
3.00%
Average inventory
$
6,961,500
Inventory only
$ 53,371,500
Total Logistics Cost
$ 141,546,500

Case Study: GoldSMART Products, Inc.
263
Table 24.3.
Logistics Professional’s Key Focus Areas.
A. Logistics Professional Key Focus Areas
The logistics professional will lead the development of logistics and supply chain practices that
result in industry operational excellence. This includes driving initiatives forward to support the
organization’s vision of quality, reputation, and customer satisfaction.
Through teamwork and collaboration, the logistics professional will develop and execute strat-
egy for development of systems and practices that will continuously produce the “perfect order.”
This is defined as “the right product to the right place at the right time in the right quantity and
condition at the lowest possible cost.”
Key Focus Areas
Includes design, planning, implementing, and control of:
Logistics
Transportation, facilities and warehousing, security, packaging, and
order processing
Procurement
Supplier development, supplier quality assurance, purchasing, glo-
bal sourcing
Inventory control
Stratification, plan for every part, inventory placement, forecasting,
order processing
Strategic support
Budgeting, strategic planning, human resource development, merg-
ers and acquisitions support
Operational support
Sales and operations planning, training and development
B. Strategic Responsibilities
Voice of Customer
Logistics Professional Responsibilities
Customer expectations
To ensure supply chain structure is designed to support customer
expectations
Customer perceptions
To ensure supply chain practices add value to customer internal
strategies
Customer challenges
To ensure supply chain flexibility to meet customer and market
changes
Voice of Business
Logistics Professional Responsibilities
Company expectations
To ensure supply chain practices meet organizational vision of
success
Company perceptions
To ensure supply chain practices add value to internal customer
Company challenges
To ensure supply chain practices deal with internal challenges

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