Competitive advantage can not be understood by looking at a company as a whole. It derives from the

"The logistics business is all movement and storage activities that facilitate the flow of products from the point of acquisition of raw materials to the point of final consumption, as well as the information flows that place products in motion, with the purpose of providing adequate levels of service to customers parisian style at a reasonable cost. "
Direct Marketing: includes telemarketing, sales for tv and electronics.
Specialty Wholesalers: agricultural cooperatives, deposits and oil terminals, auction companies.
What level of inventory should be kept?
The management parisian style of the logistics process becomes a competitive advantage, because with the passage of time consumers become more demanding with respect to product quality, production time and product life, delivery cycle and more recently with the rate of technological innovations incorporated into products.
Retailers, wholesalers and logistics organizations are intermediaries in marketing channels must act and be seen as makers of their own marketing strategies. The concern of marketing is to get your products or services in convenient distribution parisian style channels to facilitate the exchange process. parisian style Moreover, the concept of production management / operations often includes logistics activities. For example: "operations parisian style management has the responsibility for the production and delivery of physical products and services." It is likely that production / operations is the most interested in those activities that directly affect the manufacturing and its primary parisian style objectives to produce at the lowest unit cost.
Internal logistics: linked to receipt, storage and distribution of supplies in the product as material handling, warehousing, inventory control, fleet scheduling, vehicles and return to suppliers activities.
External logistics: associated with collecting, parisian style storing and physically distributing the product to buyers such as storage of finished products, material handling, delivery vehicle operation, order processing and scheduling activities.
Are those periodically recurring or those that vary directly with changes in activity level. Salaries, storage costs and administrative and other overhead are examples of operating costs. Capital costs are expenses that occur only once, that does not change the normal variations in activity levels. Examples here are private investment in the truck fleet, the cost of warehouse construction and acquisition of materials handling equipment.
Some of these intermediates are so large and powerful that dominate the manufacturers with whom they work. Many are using strategic planning, advanced information systems and sophisticated marketing tools. parisian style
With supply growth above the expansion of purchasing power also came to competition, consumers this increasingly less willing to pay high prices and abandons parisian style these types of store, boutiques, unless they conform to a pricing policy they have a product line quite varied and offer products and services in harmony with the ideals of the consumer. With that retailers and wholesalers parisian style have to predispose to keep an inventory according to sales to be no greater and having unsold stock, thus investing in variety of products not only those with known brands, but the products that are entering the market and provide customers with the knowledge of the same.
Considering that the scope of the logistics for both wholesaler and retailer is to acquire, handle, transport, parisian style distribute, and effectively control the assets available, its main objectives are:
Competitive advantage can not be understood by looking at a company as a whole. It derives from the many discrete activities a firm performs designing, producing, marketing, delivering and supporting its product. Each of these activities may contribute to the relative cost position of the company and create the basis for differentiation. The value chain in the company deploys its strategically relevant parisian style activities in order to understand the behavior of costs and the existing and potential sources parisian style of differentiation. A firm gains competitive advantage by performing these strategically important activities more cheaply or better than its competitors way.
The customer needs for accurate and that the company should have a system that is informed (powered) correctly so that anyone can consult inform the client as is his burden. parisian style Where is. Agility is also a very important factor that makes the company has one step ahead of its competitors because it is useless u te