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The
logistic structure of ROMTELECOM included end 2004 approx. 400
materiallocations with high stocks and a focus on transport to
quickly replenish shortages.
In 2005
a new logistic concept is implemented, with most important goals:
customer
orientation |
The
inventory in the regional Logistic Center divides the logistic
processes in a customer controlled cycle and a planning controlled
cycle. The responsibility for the customer is more clear and
better obtainable. |
| efficiency |
Regionalisation
in 7 Logistic Centers and combination of the "Centrul
Logistic Central" (OCA) and the "Centrul Logistic
Bucuresti" spreads the inventory better over Romania.
Less invested capital as result.
Introduction of the function Materialplanner in all Logistic
Centers stimulates the control of the materialflow.
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| focus |
The
focus in Logistic Centers is replaced from storage to distribution.
As leading principle the flow of material is adopted.
Transportoptimization and crossdocking are used. |
Impression:
ROMTELECOM is an inspiring company to work for.
The logistic employees are enthusiastic, willing to learn and
to change.
The management is young and well educated. Managementcapabilities
are being developed.
Knowledge of logistics is limited in Romania. Internal (mostly
financal) structures block fast progress.
Future:
The modernisation of the road network in Romania influences the
possible development of the logistic structure. In the chain from
supplier to customer improvements are thinkable. Supply chain
planning can by good demandforecast optimize the material flow.
New planning & control processes can contribute to a better
control of the workload and the related costs.
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