An Overview of the BASF Logistics Operation in Southeast Asia
Table of Contents
1. Overview of the BASF logistics operation in Southeast Asia
1.1 Company background
1.2 The supply chain and logistics operation of the company in Southeast Asia
2. Company's problem identification
2.1 Lack of qualified personnel in logistics
2.2 Lack of appropriate logistics strategy
2.3 Overlapped organizational structure
2.4 Weak information system within the whole region
3. Recommendations
3.1 Changes in terms of logistics personnel
3.2 Implementation of one single logistics strategy within the regional company
3.3 Restructuring the organizational structure
3.4 Establishing a coordinated information system
4. Cost and benefit of the recommendations
4.1 Cost of the recommendations
4.2 Benefit of the recommendations
5. Reference List
Report of BASF
1. Overview of the BASF logistics operation in Southeast Asia
1.1 Company background
BASF is one of the world's largest chemical companies. It was established in 1865 with the main product was coal tar based dyestuff. It has six main categories of products, which are oil and gas, chemicals, agricultural products, plastics and fibers, dyestuff and finishing products, and consumer products. The structure of the company is presented by three-dimensional matrix consisting of operating, regional and functional divisions. Since 1960, the company began to expand its operation at a global level through acquisition. In Southeast Asia, the company has over 30 companies in 16 countries through the region of which 12 have the production facility. Headquarter for the region is located in Singapore.
1.2 The supply chain and logistics operation of the company in Southeast Asia
In terms of the flow of goods in the region, each group company can directly order the material, produce the goods and sell them within the regional market. They build their own physical flow of goods, being relatively independent from the parent companys physical flow of goods. However, only one third of
1. Overview of the BASF logistics operation in Southeast Asia
1.1 Company background
1.2 The supply chain and logistics operation of the company in Southeast Asia
2. Company's problem identification
2.1 Lack of qualified personnel in logistics
2.2 Lack of appropriate logistics strategy
2.3 Overlapped organizational structure
2.4 Weak information system within the whole region
3. Recommendations
3.1 Changes in terms of logistics personnel
3.2 Implementation of one single logistics strategy within the regional company
3.3 Restructuring the organizational structure
3.4 Establishing a coordinated information system
4. Cost and benefit of the recommendations
4.1 Cost of the recommendations
4.2 Benefit of the recommendations
5. Reference List
Report of BASF
1. Overview of the BASF logistics operation in Southeast Asia
1.1 Company background
BASF is one of the world's largest chemical companies. It was established in 1865 with the main product was coal tar based dyestuff. It has six main categories of products, which are oil and gas, chemicals, agricultural products, plastics and fibers, dyestuff and finishing products, and consumer products. The structure of the company is presented by three-dimensional matrix consisting of operating, regional and functional divisions. Since 1960, the company began to expand its operation at a global level through acquisition. In Southeast Asia, the company has over 30 companies in 16 countries through the region of which 12 have the production facility. Headquarter for the region is located in Singapore.
1.2 The supply chain and logistics operation of the company in Southeast Asia
In terms of the flow of goods in the region, each group company can directly order the material, produce the goods and sell them within the regional market. They build their own physical flow of goods, being relatively independent from the parent companys physical flow of goods. However, only one third of