168 research outputs found
Biographical memoir of John Rickman
No full text"Having at the request of the editor of the Gentleman's Magazine, drawn up an outline of my father's life, I am enabled to distribute among his friends a few copies of the proof sheets ... " author, [Preface]Mode of access: Internet
The impact of centralized warehouse to the logistic system of Rickman Trade LTD
No full textMaterjalivoog on hulgimüüja logistikasüsteemis peamine kuluallikas. Märkimisväärsemat kulu tekitavad hulgimüüja materjalivoos transport ja ladustamine. Säilitamaks konkurentsivõimet, peab ettevõte kõiki kulusid hoidma minimaalsena. Kulude minimeerimiseks tuleb kursis olla logistikasüsteemi keerukuste ning kogukulude leidmise meetodiga. Töös uurib autor logistikasüsteemi kahte peamist kulu – transport ja ladustamine. Tulenevalt lõputöö uurimisobjektiks oleva Rickman Trade OÜ asumisest hulgimüüjana Leedu turule alates 2017. aasta jaanuarist, on transpordi- ja laokorralduse optimeerimine ettevõttes aktuaalne küsimus. Eelnevast lähtudes on lõputöös käsitletavaks probleemiks, et Rickman Trade OÜ logistikasüsteem on ebaefektiivne, pidades kahte regionaalset ladu Eestis ja Leedus. Autor on leidnud, et Rickman Trade OÜ võiks kaaluda tsentraalse lao loomist, pakkumaks paremat klienditeeninduskvaliteeti väiksema ressursikuluga. Probleemi uurimiseks kasutas autor kvantitatiivset võrdlevat stsenaariumianalüüsi. Selleks lõi autor koostöös ettevõtte juhtkonnaga kolm erinevat potentsiaalset stsenaariumi ettevõtte logistikasüsteemi jaoks. Iga stsenaarium jagunes kaheks erinevaks variandiks, kus analüüsiti, kas erinevad tellimispoliitikad muudavad parima stsenaariumi tulemust. Esimene stsenaarium kajastas ettevõttes praegu kasutusel olevat logistikasüsteemi disaini. Praegu liiguvad kõik kaubad tollimise tõttu läbi Eesti terminali oma turgudele. Teine stsenaarium hõlmas tsentraalse laoga logistikasüsteemi. Kolmas stsenaarium oli ettevõttes praegu kasutatavaga põhimõtteliselt sama, erisusega, et Leedu, Läti ja Valgevene kaubad liiguvad esmalt Leedu terminali, mitte Eestisse nagu praegu. Iga stsenaariumit analüüsiti kahe erineva variandina, kus esimeses variandis kasutati praegust tellimispoliitikat ehk kaks korda kuus tellimuse tegemist ning teises variandis teostati analüüs, võttes aluseks kauba tellimise üks kord kuus. Analüüsi algandmetena kasutas autor ettevõtte 2017. aasta ostuprognoose tootjale, millest tulenevalt leidis autor euroaluste koguse, mida aastas transporditakse ning ladustatakse. Lisaks 2017. aasta prognoosidele arvutas autor ka 2018. aasta prognoosid, et veenduda analüüsitulemuste jätkusuutlikkuses, sest ettevõte plaanib kasvada järgmiseks aastaks 25%. Analüüsi tulemustest selgus, et tsentraalse laoga logistikasüsteem ehk teine stsenaarium, ei ole analüüsitud stsenaariumidest ettevõtte jaoks parim lahendus. See süsteem on küll parem kui praegu kasutusel olev lao- ja transpordikorraldus ehk esimene kolmest võrreldud stsenaariumist. Siiski on tsentraalse lao kasutamine kokkuvõttes ressursikulukam kui analüüsi käigus selgunud parima stsenaariumi parim variant ehk kolmanda stsenaariumi teine variant, mis tähendas kahe regionaalse lao pidamist ning kaupade turule liigutamist kõige lühema teekonnaga. Kolmanda stsenaariumi teine variant ei ole ühegi kulukomponendi poolest parim, sest ei lao- ega transpordikulu ei ole sellel lahendusel kuluefektiivseim. Kompromissanalüüsiga kogukulu analüüsides, jõudis autor eeltoodust hoolimata järeldusele, et ettevõtte logistikasüsteemi jaoks on kõige parem kolmanda stsenaariumi teine variant. Sääst praeguse lahenduse ehk esimese stsenaariumi esimese variandiga võrreldes oleks 2017. aastal 5 922 eurot, mis vastab 6% kulude kokkuhoiule. Autor teostas analüüsi ka 2018. aastale, millest selgus, et sääst oleks 8 229 eurot, mis vastab 7,2% kokkuhoiule. Sellest saab järeldada, et analüüsi tulemusel parimaks osutunud stsenaariumit kasutades kulude kokkuhoid suureneks, vähemalt kahe aasta perspektiivis. Kogukulu poolest ettevõtte jaoks kõige kasulikum stsenaarium tähendab transporditrajektoori muutmist ja tellimissageduse vähendamist. Seejuures jääks laopidamise korraldus samaks, mis tähendab kahe regionaalse lao pidamist. See stsenaarium on ka ettevõtte praegusele korraldusele sarnasem, võrreldes teise stsenaariumiga ehk tsentraalse lao loomisega. Sarnasus olemasoleva süsteemiga võimaldab ettevõttel vähese vaeva ja väiksemate kulude ning riskiga kujundada logistikasüsteem efektiivseks. Siinjuures tuleb arvestada kitsendust, mille autor analüüsi käigus leidis. Ettevõtte filiaal Leedus kasutab emaettevõtte käibemaksukohustuslase numbrit ning sellest tulenevalt ei saa Rickman Trade OÜ, kes praegu on kaupade ostja, tollida Leedus kaupu lahti ning neid filiaalile edasi müüa. Kitsendusest tulenevalt tuleks töös jõutud järelduste maksimaalseks realiseerimiseks edaspidi täiendavalt uurida, millised on võimalused, et tootja edasiseks lepingupartneriks nimetada osaliselt Rickman Trade OÜ filiaali. Autor soovitab ettevõttel võtta arvesse käesolevas töös teostatud analüüsi tulemusi. Analüüsi tulemustele tuginemine võimaldab ettevõttel vähendada logistika kogukulusid ning lühendada tarneaegu kaupadele Lätis, Leedus ja Valgevenes.Tsentraliseeritud lao mõju Rickman Trade OÜ logistikasüsteemile – The impact of centralized warehouse to the logistic system of Rickman Trade LTD Material flow is one of the main cost sources in the logistics system of a company. Since it has key influence to total logistics cost, it is a subject that the board of a company should consider. Rickman Trade LTD is a JURA brand wholesale company that is responsible for the markets of Baltics and Belarus. In January 2017, the company expanded to Lithuania. So far Rickman Trade LTD sold the products to the local importer. After expanding to Lithuania, the problem arised that it is not cost efficient to manage with two regional warehouses in Lithuania and Estonia. Therefore, the aim of the thesis is to find the best solution for the logistics system of Rickman Trade LTD. The author examines in the first chapter the logistics system and the opportunities to optimize the costs of it. When optimizing logistics system, it is important to know what are the complexities in the system. Also, there are costs expressed in the thesis that lie in the logistics system of a wholesale company. To continue with, the second chapter is based on Rickman Trade LTD and its logistics system. The author highlights the problematic aspects of the company’s logistics system. Quantitative comparative scenario analysis is used to analyse the best solution for the logistics system. Therefore, in the chapter three different scenarios are described. Since the author analyses also two ordering frequencies, there are two distinguished alternatives in every scenario. In the last chapter the author analyses three different scenarios with distinguished alternatives. The transport and warehouse costs are analysed, since they are major costs in Rickman Trade LTD logistics system. Since the company’s strategy is to grow by 25 per cent every year, the author also analyses the costs with 25% growth in product quantities to confirm the validity of analysis’ results for next year. The first scenario describes the logistic sysem that is used at the moment of writing the thesis. There are two regional warehouses in Estonia and in Lithuania. Inbound transport comes from Switzerland to Estonian terminal, where customs are made for all orders, including Estonia, Lithuania, Latvia and Belarus. After the customs the goods are transported to their markets. Centralized warehouse is analysed in the second scenario. Inbound transport comes straight from Switzerland to Lithuania. After the customs, all goods are placed to the warehouse. Latvian and Belarusian importers and local distributors of Estonia and Lithuania are serviced from that warehouse. Last scenario is similar to the first scenario with a difference that the goods are transported to their market with the shortest route. Warehouse system remains the same as before the implementation of the thesis’ results. In conclusion, it can be seen that the best solution for Rickman Trade LTD is third scenario with the second alternative, which means that the company should continue with the current warehousing system but at the same time, it has to change transporting route and ordering frequency. By doing that, the company can save up to 5 922 euros, equivalent to 6 per cent of total logistics cost. When analyzing next year, the company can save up to 8 229 euros, which is equivalent to 7,2 per cent of total logistics cost. Therefore the author strongly recommends to start changing the logistics system of Rickman Trade LTD, to grant the effectiveness its logistics system
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