companies plays an active role in the premier division of the world consumer market. With an assertive global business policy encompassing its four main business units – Home Entertainment, Mobile Communications, Home Appliances, and Air Conditioning & Energy Solutions – this huge conglomerate is present in more than 120 locations worldwide employing more than 93,000 people. With that type of operation,
A
customers can be assured that an LG business division is always close at hand to answer queries. But in order to maintain its position in the consumer marketplace, the company must ensure that its worldwide supply chain functions accurately and cost-effectively on a global basis every day of the year to
s the second-largest producer of export goods in South Korea after Samsung, the LG group of
actually move the goods to the retailers – and at the same time operate a reverse logistics platform that ensures customer satisfaction remains the number one priority. With sourcing and manufacturing
now taking place across a variety of global locations as well as a large percentage of its finished goods being moved to Europe, the US, Africa, the Middle East and the CIS countries, it is essential that the LG supply chain functions smoothly. It was in 2008 that the way LG ran its
logistics operation changed globally. That was when radical steps were taken with the implementation of new IT systems and transportation functions through the adoption of electronic methods. As a fast-growing company, LG had begun to experience difficulty in concurrently tracking demand, supply, inventory, manufacturing, raw materials,
AIR LOGISTICS MANAGEMENT 7
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