TLSU - Transport, Logistics and Supply Chain Management Unit
The Unit activities find their roots in the strong awareness of how the sectors of logistics and transport, that have evolved towards the concept of supply chain management, have become strategic for the competitiveness and success of productive and economic systems at any territorial level. Such sectors nowadays urgently require effective innovative solutions to promote efficiency and effectiveness. Moreover, such an awareness determines a strong political relevance.
Currently, the competitiveness of companies and economic systems at territorial level no longer depends on traditional strategies, such as those of production and marketing. It rather relies on the ability of firms to generate “value” for customers and markets and develop the territory as a whole. The components of value-creating activities are more and more linked to “service” attributes, on top of quality and price factors. In particular, the ability of organizing integrated networks and systems (in terms of service and infrastructures – software and hardware) so as to effectively satisfy market needs by minimizing resources (economic, territorial, environmental ones) consumption is to be considered as a “resource” of the territory in itself. It critically depends on the planning, management and control of efficient and effective supply chains (from vendors to end consumers) and logistics and transort systems. It is a fact that nowadays competitiveness is a game to be played among supply chains rather than single companies.
The Unit aims at creating added value knowledge and applying it in the field of logistics by facing some of the most important challenges of today economic systems. We develop original and innovative approaches and methodologies which are the result of a clear-cut process of assessment of costs and benefits.
Activities have a twofold goal:
The activities are carried out on the basis of a strong integration with the academic (both scientific and educational) and operational (companies – related) environment and focus on the strategic planning of stock-flows components at spatial level, from a micro (clusters of companies, urban setting, regional areas, etc.) to a macro perspective (globalization processes, internationalization, etc.). The main focus, although not exhaustive, is on cluster of companies (“distretti”), that is, on the systems characterizing the “italian model” of logistics and supply chain management, in which coordination issues among actors clearly have strong spatial and locational dimensions.
Main activity goals are:
Such overall goals and activities stem from the identification of main critical issues characterizing productive systems from a logistics point of view. Such issues can be summarized as follows:
1. generally speaking, the overall management of added value processes: currently it is strongly felt the need of process innovation on top of product one. There is the need of strategically re-organizing supply chains and logistics processes;
2. operational efficiency: in an environment characterized by strong international competition and/or economic stagnation, productive systems has the main goal of finding cost-saving activities within more critical and added value processes;
3. the control of end markets: as globalization develops, the control of distribution activities becomes more and more strategic as a competitiveness factor. There is then a downstream shift of added value processes.
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