Finance and Cost Management in the Process of Logistics 4.0

Basit Öğe Kaydı
dc.authorscopusid57343542300
dc.contributor.authorKantar, Lokman
dc.date.accessioned2024-09-11T19:58:37Z
dc.date.available2024-09-11T19:58:37Z
dc.date.issued2022
dc.departmentİstanbul Gelişim Üniversitesien_US
dc.description.abstractIndustry 4.0 is a revolution of creating added value, based on the use of machinery and robot power instead of arm strength of works that do not require any qualification and specialization on jobs that require qualification. Replacing the manpower of the machines, making them coordinable; thanks to new developments in computers and internet technology, and making the production processes self-manageable, led to the emergence of the Industry 4.0 concept. Logistics 4.0 explains the implications of Industry 4.0 on transport and cross-functional coordination tasks and how digitalization and automation in logistics should be shaped and supported. In the case of applying Logistics 4.0 in the supply chain, it provides significant and potential cost savings. The financing of the supply chain in the Logistics 4.0 process, which is the subject of this study, is extremely important for logistics companies to gain profits with low resource cost and working capital, and maximize cash flows and increase firm values. The supplier companies and the focal company in the supply chain utilize the credibility of the focal company to finance their investments at a low cost. Firms in the supply chain also need to reduce their working capital and increase asset turnover (sales/assets) by lowering their stock levels in order to increase their return on equity (ROE). In order to reduce the working capital of logistics companies, they need to decrease their stock levels, storage costs, transportation costs, and increase their service levels to customers. According to the case study findings related to SCF, if the suppliers in the supply chain use the SCF instrument, a serious decrease in credit costs is observed. In order for Focal Company to take advantage of these transactions, the supplier companies in the supply chain must make an additional “pro rato” payment or sale discount. © 2022, The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.en_US
dc.identifier.doi10.1007/978-981-16-5644-6_13
dc.identifier.endpage234en_US
dc.identifier.issn2509-7873en_US
dc.identifier.scopus2-s2.0-85119251491en_US
dc.identifier.scopusqualityN/Aen_US
dc.identifier.startpage215en_US
dc.identifier.urihttps://doi.org/10.1007/978-981-16-5644-6_13
dc.identifier.urihttps://hdl.handle.net/11363/8531
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherSpringer Natureen_US
dc.relation.ispartofAccounting, Finance, Sustainability, Governance and Frauden_US
dc.relation.publicationcategoryKitap Bölümü - Uluslararasıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.snmz20240903_Gen_US
dc.subjectCost management; Finance; Logisticsen_US
dc.titleFinance and Cost Management in the Process of Logistics 4.0en_US
dc.typeBook Chapteren_US

Dosyalar

Koleksiyon

Scopus İndeksli Yayınlar Koleksiyonu