Lean Adoption in Third Party Logistics Industry to Achieve Efficient Logistics Activities

Sumantri, Yeni

doi:10.15722/jds.17.12.201912.71

Cited by 5 publications

(3 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As a business process, maritime logistics can be divided into many sub-processes. A business process is a series of business activities consisting of interrelated inputs, intermediate activities and outputs (Sumantri, 2020).…”

Section: Maritime Logisticsmentioning

confidence: 99%

A holistic analysis of maritime logistics process in fuzzy environment in terms of business process management

Akan

2023

BPMJ

View full text Add to dashboard Cite

PurposeThe aim of this study is to provide a holistic analysis of all possible maritime business logistics processes related to import and export shipments in a fuzzy environment through a case study of a maritime logistics company based on the as-is and to-be models within business process management (BPM).Design/methodology/approachThe analyses considered the following perspectives: (i) in the stage of the process identification, the definition of the problem was carried out; (ii) in the stage of the process discovery, ocean department was divided into ocean export/import operation departments; ocean export/import operation were divided into freight collect/prepaid operation processes; ocean export/import logistics activity groups were broken down into sub-activities for freight collect/prepaid operation; the logistics activity groups and their sub-activities were defined; each sub-activity as either operation or documentation process group was classified; the durations of sub-activities were evaluated by decision-makers (DMs) as fuzzy sets (FSs); the monthly total jobs activities were estimated by DMs as FSs; the applied to monthly jobs activities of total shipments were estimated by DMs as FSs; the durations of each sub-activities were aggregated; the duration of the logistics activity groups and the sub-activities for per job were calculated; the cumulative workload of logistics activity groups and sub-activities were calculated; the duration of sub-activities for per job as operation or documentation departments were calculated, (iii) in the stage of the process analysis, cumulative ocean export/import workload as operation or documentation for freight collect/prepaid were calculated; duration of activity groups and sub-activities for per job as operation or documentation were calculated; cumulative workload activity groups and sub-activities as operation or documentation were calculated, (iv) in the stage of the process redesign, cumulative workload, process cycle time as operation and documentation group and required labor force were calculated; the process cycle time of the theoretical, the as-is model and the to-be model were calculated: (i) the theoretical minimum process cycle time without resource were calculated by the critical path method (CPM), (ii) the process cycle time of the as-is model perspective with the 1 person resource constraint and (iii) the process cycle time of the to-be model perspective with the 2-person resource constraint were calculated by the resource constrained project scheduling problem (RCPSP) method.FindingsThe methodology for analyzing the ocean department operation process was successfully implemented in a real-life case study. It is observed that the results of the to-be model can be applicable for the company. The BPM-proposed methodology is applicable for the maritime logistics industry in the present study; however, it can be applied to other companies in maritime logistics as well as other industries.Originality/valueThis study contributes to research using BPM methodology in maritime logistics. This is the first study the logistics process analyses were carried out in terms of including all operation processes for a company. All processes were analyzed by using BPM methodology in maritime logistics. This study demonstrated the application of the BPM as-is and to-be models to maritime logistics. The as-is and the to-be models of the BPM methodology were applied in maritime logistics.Research implicationsThis methodology applied in this study can enable organizations operating in the time-urgent maritime logistics sector to manage their logistics processes more efficiently, increase customer satisfaction, reduce the risks of customer loss due to poor operational performance and increase profits in the long term. Through the use of these methodologies utilizing FSs, the CPM and the RCPSP methods, this study is expected to make contributions to the BPM literature and provide original insights into the field. Furthermore, this study will undertake a comprehensive analysis of maritime logistics with respect to BPM to deliver noteworthy contributions to the maritime logistics literature and provide original perspectives into the field.

show abstract

Section: Maritime Logisticsmentioning

confidence: 99%

A holistic analysis of maritime logistics process in fuzzy environment in terms of business process management

Akan

2023

BPMJ

View full text Add to dashboard Cite

show abstract

“…LSS applications in logistics service industry have improved company operational performance through continuous improvement (Abdallah, 2020). Recently, many third-party logistics companies in East Java, Indonesia, are concerned about logistics service performance (Sumantri, 2019). Zhang et al (2016) showed that most logistics companies in Singapore did not implement LSS in their business processes.…”

Section: Literature Reviewmentioning

confidence: 99%

The application of Lean Six Sigma and supply chain resilience in maritime industry during the era of COVID-19

Praharsi

Jami'in²,

Suhardjito³

et al. 2021

IJLSS

View full text Add to dashboard Cite

Purpose This study aims to apply a Lean Six Sigma framework to support continuous improvement in the maritime industry (shipbuilding, logistics services and shipping companies) during COVID-19 pandemics. By applying the concepts of Lean Six Sigma and supply chain resilience, the most suitable continuous improvement method for the maritime industry is developed to maintain a resilient supply chain during COVID-19. Design/methodology/approach A specific shipbuilding, logistics services and shipping company in Indonesia is chosen as the research object. The Lean Six Sigma framework reveals the wastes through the supply chain resilience concept, and implements internal business processes to maintain optimal system performance. Findings The paper identifies important implementation aspects in applying Lean Six Sigma to shipbuilding, logistics services and shipping. The DMAIC (define, measure, analyze, improve and control) approach is applied to achieve supply chain resilience. Resilient measures are generated for the case companies to maximize performance during the pandemics. Practical implications This paper provides a new insight for integrating Lean Six Sigma and resilience strategies in the maritime industry during COVID-19 disruptions. The authors provide some insights to sustain the performance of the maritime industries under study. Originality/value This study is part of the first research in the maritime industry that focuses on continuous improvement during COVID-19 using Lean Six Sigma and supply chain resilience.

show abstract

“…In order for the heritage tourism sector provide value to visitors and investors, management must focus on the primacy of the offered service design functions. Understanding the dimensions of customer service is very important to increase customer visits and create value for visitors and investors (Sumantri, 2019(Sumantri, , 2020. The management of heritage tourism has evolved from a traditional perspective to a service marketing perspective (Johanson & Olsen, 2010).…”

Section: Business Sustainability From the Heritage Tourism Sectormentioning

confidence: 99%

Developing Strategy for Heritage Tourism Supply Chain Quality Management

Sumantri¹

2020

JAFEB

View full text Add to dashboard Cite

Increasing the tourism sector has a positive impact on a country. The Indonesian government has targeted to increase the number of tourists from year to year including the heritage tourism sector. However, the number of the heritage tourism sector increases slowly. To overcome this problem, this research is aimed to investigate the services performed by managements of that sector; the barrier and driver factors of heritage tourism supply chain quality management; and to identify strategies that can be implemented to improve the sector. This study used SERVQUAL method to analyze service performance of the sector. Furthermore, an in-depth interview was conducted to achieve completed objectives. The data obtained from questionnaires and interviews in several heritage tourism areas located in East Java Province of Indonesia. The results show that all SERVQUAL dimensions stay on the adequate value range. Visitors argue that the heritage tourism sector in East Java has interesting locations, collections and circumstances. However, the sector has several weaknesses compared to other tourism sectors. The strategy that can be done to improve the performance of this sector are to perform the area as an event venue, additional visiting hours, integration with other types of tourism sectors, making websites as a means of promotion.

show abstract

Lean Adoption in Third Party Logistics Industry to Achieve Efficient Logistics Activities

Cited by 5 publications

References 24 publications

A holistic analysis of maritime logistics process in fuzzy environment in terms of business process management

A holistic analysis of maritime logistics process in fuzzy environment in terms of business process management

The application of Lean Six Sigma and supply chain resilience in maritime industry during the era of COVID-19

Developing Strategy for Heritage Tourism Supply Chain Quality Management

Contact Info

Product

Resources

About