information logistics

The information economy is characterized by an excessive supply of data and information, which makes it difficult to establish an optimal information management. Therefore, this paper deals with the challenge of how an efficient information logistics can be established. An approach using the lean philosophy for identification and categorization of information is presented. The paper concludes with a practical use case example outlining the feasibilty of this approach.

The networking between companies in a supply chain becomes tighter. This applies for manufacturing plants and the supply with manufacturing equipment as well. Hence, the complexity of the flow of information, in particular for tool management, increases. Currently the exchange of information is mostly paper-based and tool data is not available continuously along the supply chain. By using a digital and cloud-based tool management system, breaks in the flow of information along the supply chain for machining tools can be overcome. Herewith tool data can be called and updated ongoing and location-independent. Furthermore, after clearly identifying a tool, required tool data can automatically be transferred into the control system of the machine.

Up to now there are few approaches to an evaluation of information in logistics. However, with the increasing establishment of logistics as a corporate leadership function and a visible increase of the focus on company spanning control of supplier-buyer relationships as part of Supply Chain Management, we also see an increase in the need for an evaluation of information. This article attempts to give first thoughts about an economic evaluation of information in logistics and also attempts to substantiate the need for continued research in this subject area. The presented approach is the Total Logistics Information Value which consist of the company specific contributions of information logistics to the Economic Value Added on the one hand, and the information logistically relevant value added by the suppliers on the other hand.

Today the service, which a producing company is offering his customers, has a more distinguishing potential than the product itself. In this case the quality and economy of the service is the deciding factor. This is even more valid when the service is not carried out by the producing company itself, but by a service contractor, which integrates itself into the value adding chain between the producer and the customer. The developments in the communications technology and in particular the Internet show possibilities for advanced services, which go clearly beyond the classical remote maintenance concepts of the past years.