Ports that are not going to invest for mega ships need a strategy to define their position and the execution to attain it in this changing world of supply chains and trade.
Supply Chain Management and Logistics Blog. Posts are about end-to-end supply chain management and logistics in a time of challenging disruption. Tom provides leading supply chain management and logistics consulting and advisory assistance based on real-world experience. He brings authority and domain expertise to clients. Email Tom at: tomc@ltdmgmt.com Check Tom's profile at: https://www.linkedin.com/in/tomcraig1/
Monday, March 31, 2014
OMNICHANNEL / MULTICHANNEL SUPPLY CHAIN MANAGEMENT
Omnichannel supply chain needs include what, where, and how to position inventory, managing the different channels, and full technology - process integration.
SUPPLY CHAIN MANAGEMENT AND ERP
Does ERP really do anything significant for supply chain management, especially beyond the four walls of the warehouses and factories? Is ERP really much ado about nothing for supply chain management?
Sunday, March 30, 2014
INTERNATIONAL / GLOBAL LEAN LOGISTICS
International lean / global logistics has the greatest lean opportunity and has a big supply chain benefit. Yet it gets nominal attention. Why?
SUPPLY CHAIN MANAGEMENT / LOGISTICS CONSULTING
LTD Management provides supply chain management / logistics consulting to manufacturers, retailers, and wholesalers-- to clients anywhere in the world. Too many firms do not really manage their supply chains; their supply chains manage them. They are monolithic, one-size-fits-all supply chains, that are task / function oriented as to shipping orders. As a result, there are customer service and cost issues.
For companies that want to use supply chain management for competitive differentiation, LTD can assist. Whatever the need--strategic or tactical / operations, we can work with you. Supply chain segmentation. Cycle time compression. Lean and international lean logistics. Inventory velocity and inventory turns. Best practices. Metrics. Outsourcing, including 3PL versus 4PL. Supplier performance. Risk identification and mitigation. Transportation. Warehousing. International / global. Structure--process, technology, people. M&A. And more.
Our consulting is built on real-world experience. That enables us to better understand each client's needs and to work with them to develop and implement solutions.
SOLUTIONS THAT WORK
Please visit us at www.ltdmgmt.com or email at info@ltdmgmt.com
For companies that want to use supply chain management for competitive differentiation, LTD can assist. Whatever the need--strategic or tactical / operations, we can work with you. Supply chain segmentation. Cycle time compression. Lean and international lean logistics. Inventory velocity and inventory turns. Best practices. Metrics. Outsourcing, including 3PL versus 4PL. Supplier performance. Risk identification and mitigation. Transportation. Warehousing. International / global. Structure--process, technology, people. M&A. And more.
Our consulting is built on real-world experience. That enables us to better understand each client's needs and to work with them to develop and implement solutions.
SOLUTIONS THAT WORK
Please visit us at www.ltdmgmt.com or email at info@ltdmgmt.com
Friday, March 28, 2014
SUPPLY CHAINS AND ORGANIZATIONS
An underlying issue with supply chains -- organizations are built from the inside out to customers, not from customers back to the company. Organization trumps customers.
Thursday, March 27, 2014
TOO MUCH INVENTORY AND SUPPLY CHAIN MANAGEMENT
Many firms have poor inventory turns and too much inventory. Yet they also have stockouts and struggle to deliver complete orders on-time. Big problem!
Wednesday, March 26, 2014
LATIN AMERICA AND LOGISTICS
From World Economic Forum--
The three big issues facing Latin America
Next month, several hundred leaders from every different sector of society will arrive in Panama City for the ninth World Economic Forum on Latin America. It is an appropriate setting for a meeting focused on Latin America’s opportunity to leap forward in terms of growth, productivity and infrastructure development.
Panama City has a traditional Latin American flavour, with its historic and colourful colonial centre. It also embodies the dynamic economic growth of the region with a skyline to rival that of any major trading hub. Located at the heart of the Americas, it is well connected and will, this year, celebrate the centenary of the Panama Canal.
The country as a whole has strived tremendously in the area of competitiveness. With extensive investment in infrastructure, it has created innovative business models to attract international companies. As a result, Panama has developed a thriving economy based mainly on services, with very high, sustained rates of growth for the past 10 years.
It is from this perspective that we will focus on Latin America’s efforts to drive economic dynamism, innovate for social inclusion and environmental sustainability, and modernize its economic and institutional infrastructure.
Latin America has vast natural resources and important human capital. It has shown its financial resilience with sustained economic growth for the past decade, and despite complex economic perspectives, it is now open for greater investment in a host of different industries.
In Brazil, for example, the Logistics Investment Programme, a US$ 121 billion government-led infrastructure investment portfolio, is based on strategic partnerships with the private sector, and in Mexico, a wide-ranging package of reforms to labour laws, education and strategic economic sectors, has opened up great opportunities in the energy, communications and manufacturing industries. This is an inspiring model that could be used in other countries, both in and outside the region.
But it is important to tackle remaining structural challenges. Latin American countries must diversify their drivers of growth. Commodities exports represented 60% of the region’s exports compared with 40%, ten years ago. More than the expansion of its volume, many have benefited from high commodities prices, but this is a volatile base for an economy, as demand has faltered, particularly from China, because of the global economic slowdown. It has also implied the substitution of locally manufactured goods by imports, affecting the region’s manufacturing capacity and competitiveness, in some cases. This opens a timely opportunity for the adoption of new regional industrial policies to promote enhanced specialization based on knowledge, increased value added and improved value chains that also incorporate SMEs. To this end, economic integration initiatives like the Pacific Alliance are positive examples of political will towards the achievement of more efficient flows of goods and services, simplified customs procedures and reduced red tape, in general.
From a competitiveness perspective, the region must modernise its infrastructure and logistics, and reduce the transportation costs, or risk impeding further productivity and development. This aspect is crucial and requires focused attention. Physical infrastructure is, of course, key and its modernization requires sufficient financial resources, that could, in some cases, require innovative public and private investment models or fresh resources and increased revenue from fiscal reform, together with strong institutions to monitor public spending.
But we are also referring to technological and institutional infrastructure, which enables businesses to commit to a region and gives investors the certainty they require for the long term. Latin America must bring in new technologies and develop enhanced public policy and innovative business models, if it is to transcend the status quo and develop a more advanced economy.
Another serious concern is the degree of inequality in the region. It is true there have been impressive positive outcomes from poverty alleviation programmes, which have allowed for the emergence of a larger middle class and has created models for worldwide practice. But much progress still needs to be made in terms of equal opportunities, gender parity and inclusive growth. The meeting next month will include sessions to address the need to invest in human capital and improve the quality of education and skills for the long-term development of the region, as well as the need to respond to the demands of its growing middle class, including efficient and better public services and more high-quality employments.
The issue of public insecurity and drug trafficking is another important defy. We will have a session looking at innovative and collaborative solutions, not just in terms of law enforcement but also in areas of crime prevention, rehabilitation and social reinsertion.
Among the more than 600 participants at the meeting, there will be eight heads of state, more than 60 government ministers and public officials from almost every country in Latin America, and some from outside the region. All the heads of the regional and hemispheric organisations will attend, as will business and thought leaders from Latin America and around the world.
At the same time, Panama City will host the first gathering of Global Shapers – young leaders – between the ages of 20 and 30 years old – from every country in Latin America and the Caribbean. It is particularly exciting to have young, energetic voices providing their views on how they would like to see the region develop.
Our aim is that these leaders will emerge from the meeting inspired and willing to use what they have learned from the multi-stakeholder dialogues in their realm of impact and influence. That is how we will open pathways for continued shared progress in Latin America.
The World Economic Forum on Latin America 2014, Panama City, Panama, runs from April 1st-3rd.
Panama City has a traditional Latin American flavour, with its historic and colourful colonial centre. It also embodies the dynamic economic growth of the region with a skyline to rival that of any major trading hub. Located at the heart of the Americas, it is well connected and will, this year, celebrate the centenary of the Panama Canal.
The country as a whole has strived tremendously in the area of competitiveness. With extensive investment in infrastructure, it has created innovative business models to attract international companies. As a result, Panama has developed a thriving economy based mainly on services, with very high, sustained rates of growth for the past 10 years.
It is from this perspective that we will focus on Latin America’s efforts to drive economic dynamism, innovate for social inclusion and environmental sustainability, and modernize its economic and institutional infrastructure.
Latin America has vast natural resources and important human capital. It has shown its financial resilience with sustained economic growth for the past decade, and despite complex economic perspectives, it is now open for greater investment in a host of different industries.
In Brazil, for example, the Logistics Investment Programme, a US$ 121 billion government-led infrastructure investment portfolio, is based on strategic partnerships with the private sector, and in Mexico, a wide-ranging package of reforms to labour laws, education and strategic economic sectors, has opened up great opportunities in the energy, communications and manufacturing industries. This is an inspiring model that could be used in other countries, both in and outside the region.
But it is important to tackle remaining structural challenges. Latin American countries must diversify their drivers of growth. Commodities exports represented 60% of the region’s exports compared with 40%, ten years ago. More than the expansion of its volume, many have benefited from high commodities prices, but this is a volatile base for an economy, as demand has faltered, particularly from China, because of the global economic slowdown. It has also implied the substitution of locally manufactured goods by imports, affecting the region’s manufacturing capacity and competitiveness, in some cases. This opens a timely opportunity for the adoption of new regional industrial policies to promote enhanced specialization based on knowledge, increased value added and improved value chains that also incorporate SMEs. To this end, economic integration initiatives like the Pacific Alliance are positive examples of political will towards the achievement of more efficient flows of goods and services, simplified customs procedures and reduced red tape, in general.
From a competitiveness perspective, the region must modernise its infrastructure and logistics, and reduce the transportation costs, or risk impeding further productivity and development. This aspect is crucial and requires focused attention. Physical infrastructure is, of course, key and its modernization requires sufficient financial resources, that could, in some cases, require innovative public and private investment models or fresh resources and increased revenue from fiscal reform, together with strong institutions to monitor public spending.
But we are also referring to technological and institutional infrastructure, which enables businesses to commit to a region and gives investors the certainty they require for the long term. Latin America must bring in new technologies and develop enhanced public policy and innovative business models, if it is to transcend the status quo and develop a more advanced economy.
Another serious concern is the degree of inequality in the region. It is true there have been impressive positive outcomes from poverty alleviation programmes, which have allowed for the emergence of a larger middle class and has created models for worldwide practice. But much progress still needs to be made in terms of equal opportunities, gender parity and inclusive growth. The meeting next month will include sessions to address the need to invest in human capital and improve the quality of education and skills for the long-term development of the region, as well as the need to respond to the demands of its growing middle class, including efficient and better public services and more high-quality employments.
The issue of public insecurity and drug trafficking is another important defy. We will have a session looking at innovative and collaborative solutions, not just in terms of law enforcement but also in areas of crime prevention, rehabilitation and social reinsertion.
Among the more than 600 participants at the meeting, there will be eight heads of state, more than 60 government ministers and public officials from almost every country in Latin America, and some from outside the region. All the heads of the regional and hemispheric organisations will attend, as will business and thought leaders from Latin America and around the world.
At the same time, Panama City will host the first gathering of Global Shapers – young leaders – between the ages of 20 and 30 years old – from every country in Latin America and the Caribbean. It is particularly exciting to have young, energetic voices providing their views on how they would like to see the region develop.
Our aim is that these leaders will emerge from the meeting inspired and willing to use what they have learned from the multi-stakeholder dialogues in their realm of impact and influence. That is how we will open pathways for continued shared progress in Latin America.
The World Economic Forum on Latin America 2014, Panama City, Panama, runs from April 1st-3rd.
Tuesday, March 25, 2014
OMNICHANNEL AND SUPPLY CHAIN MANAGEMENT
Interesting. Especially with supply chain issues.
Media Post News Marketing Daily
Media Post News Marketing Daily
Retailers Struggling To Close Digital Divide
by Sarah Mahoney, Mar 20, 2014, 11:39 AM
While retailers everywhere know shoppers want to be able to buy whatever they want, whenever they want, on which ever device they please, most are still struggling to provide anything close to true omnichannel options.
In fact, 94% of retailers polled recently by Accenture say they still face significant barriers to creating digitally seamless options. The study also surveyed consumers about their digital expectations of retailers, and found that the gap between what people want and what retailers offer is much wider than many might have expected. A key problem is that 71% of consumers expect to be able to view in-store inventory online. And it’s important to them, with 39% saying they are unlikely to shop at stores that can’t help them avoid such basic “what do you mean you don’t have it in my size?” inventory snags. But only 36% of stores have operationalized even these very basic functions.
The extent of these disconnects between stores and shoppers are somewhat surprising, says Brigid Fyr, managing director of eCommerce for Accenture Interactive. For example, while consumers expect sales associates to be armed with the same mobile technology they use themselves, stores are reluctant to allow employees have phones on the selling floor. “They are worried that customers might get the perception that the associates aren’t working if they’re standing around with phones,” she tells Marketing Daily.
For retailers, one major stumbling block is based on organization problems rather than tech issues. Although 46% of decision makers say they already have a dedicated omnichannel team, for example, conflicting priorities are a problem. And they have a rough time sharing customer data and analytics between channels, countries and locations.
One trend that Fyr says she expects to see continue “is the growing recognition that omnichannel shopping is not a linear process, and the best thing you can do is create that seamless experience, so that whether you are shopping on mobile, online, or through a social network, consumers are having the same experience.”
Another trend growing in importance is consumers’ changing expectations about delivery and speed, with 50% of shoppers expecting to be able to buy something online and pick it up in-store. Many retailers are experimenting with variations, including drive-through pick-ups.
“Basic questions are still important,” she says. “Shoppers complain about whether there is enough parking, or how long they have to wait in line, no matter what segment they are in. So issues like 'Do they have to get out of their car? Is it easy to find the pickup site inside the store, so they can get and out quickly? Or is it set up to browse, in a way they’ll enjoy?’ are all critical.”
The main goal, she says, is for retailers to find ways to “simply create a great experience, in every channel.”
Accenture conducted the research with Hybris software, a commerce platform provider, and Forrester Consulting. It’s based on responses from 1,500 multichannel shoppers, as well as 256 execs from retail and manufacturing organizations in the U.S., U.K., France and Germany.
CONTAINER LINES AND 2014
FROM AMERICAN SHIPPER--
NEWSFLASH: 2014 'bleak' for container carriers
NEWSFLASH: 2014 'bleak' for container carriers
Tuesday, March 25, 2014
By Chris Dupin
This year's outlook for the container shipping industry is "bleak" and publicly-listed global container shipping companies “face a greater risk of financial distress, including possible bankruptcy, than at any time since 2010," according to the global business-advisory firm AlixPartners, which Tuesday released a new study titled “Change on the Horizon: The 2014 Container Shipping Outlook.”
The firm said the container industry’s problems stem from both sluggish demand as well as the “drive to build, fill and route ‘mega-ships’ – a drive that over the past decade has steadily increased leverage across the industry.”
The industry has an average EBITDA interest-coverage rate of just 4.9, less than half the rate it was in 2011 (10.8) and less than a third of what it was in 2010 (15.0).
“Carriers face a prolonged fight for survival -- especially those facing heavy debt burdens,” the study said. “Although the container shipping industry has for decades been subject to a vicious cycle of mismatches in supply and demand, this time, the cycle has been different: there has been no sustained period of recovery -- no seller’s market -- in which the carriers could rebuild their finances,” it added.
For shippers, the study recommended these steps:
Financiers, it suggested, “should approach the industry with caution; carrier requirement for capital provides ready opportunity for investment, but such investment comes with high risk levels.”
Global fleet capacity has risen in the past decade, the firm noted, from 10.7 million TEUs to 16.9 million in September. (Another consultant, Alphaliner, said the world's fleet has continued to grow and that today, there are 5,958 ships active on liner trades, for 17,777,348 TEUs, including 4,971 fully cellular ships for 17,310,772 TEUs.)
“That capacity is a long way from being totally utilized, leading in part to more alliances in the industry. This, in turn, according to the study, is likely creating an environment of haves and have-nots where smaller carriers in particular may face some hard choices going forward,” AlixPartners said.
“The container shipping industry as a whole continues to face stiff challenges, and for many companies in the industry, those challenges could be existential if not addressed,” said Lisa Donahue, managing director and global head of Turnaround & Restructuring Services at AlixPartners. “These challenges also have, and will continue to have, a big effect on shippers and investors, as well.”
"Carriers, the study suggests, should divest non-core assets, exiting unprofitable trades, adopting a laser-like focus on cost control, reassessing all value propositions, and partnering where partnering makes sense.
“For all the challenges facing all the players in the container shipping industry today, there are also a lot of opportunities, including the promise of the much greater profitability that a streamlined, resilient industry might bring, as has been the case in many other industries,” Donahue said. “But, to make the most of those opportunities will take insightful analysis and then firm, decisive action. It’s been done in other industries, and it can be done in this one, as well.”
The firm said the container industry’s problems stem from both sluggish demand as well as the “drive to build, fill and route ‘mega-ships’ – a drive that over the past decade has steadily increased leverage across the industry.”
The industry has an average EBITDA interest-coverage rate of just 4.9, less than half the rate it was in 2011 (10.8) and less than a third of what it was in 2010 (15.0).
“Carriers face a prolonged fight for survival -- especially those facing heavy debt burdens,” the study said. “Although the container shipping industry has for decades been subject to a vicious cycle of mismatches in supply and demand, this time, the cycle has been different: there has been no sustained period of recovery -- no seller’s market -- in which the carriers could rebuild their finances,” it added.
For shippers, the study recommended these steps:
- Closely monitor the financial health of the carrier base.
- Keep a NVOCC in the mix to provide both a view to the market outside key carriers and a safety valve for excess capacity requirements should the market tighten unexpectedly.
- Avoid over-consolidating the carrier base. Key carrier programs have drawbacks as well as the well-publicized benefits.
- Benchmark rates and service levels via objective third-party resources.
- Consider index-linked or long-term contracting options if operating with high volumes on lanes with low volatility.
- Pay carriers for bunker fuel via a clearly defined -- and fair -- fuel surcharge program.
Financiers, it suggested, “should approach the industry with caution; carrier requirement for capital provides ready opportunity for investment, but such investment comes with high risk levels.”
Global fleet capacity has risen in the past decade, the firm noted, from 10.7 million TEUs to 16.9 million in September. (Another consultant, Alphaliner, said the world's fleet has continued to grow and that today, there are 5,958 ships active on liner trades, for 17,777,348 TEUs, including 4,971 fully cellular ships for 17,310,772 TEUs.)
“That capacity is a long way from being totally utilized, leading in part to more alliances in the industry. This, in turn, according to the study, is likely creating an environment of haves and have-nots where smaller carriers in particular may face some hard choices going forward,” AlixPartners said.
“The container shipping industry as a whole continues to face stiff challenges, and for many companies in the industry, those challenges could be existential if not addressed,” said Lisa Donahue, managing director and global head of Turnaround & Restructuring Services at AlixPartners. “These challenges also have, and will continue to have, a big effect on shippers and investors, as well.”
"Carriers, the study suggests, should divest non-core assets, exiting unprofitable trades, adopting a laser-like focus on cost control, reassessing all value propositions, and partnering where partnering makes sense.
“For all the challenges facing all the players in the container shipping industry today, there are also a lot of opportunities, including the promise of the much greater profitability that a streamlined, resilient industry might bring, as has been the case in many other industries,” Donahue said. “But, to make the most of those opportunities will take insightful analysis and then firm, decisive action. It’s been done in other industries, and it can be done in this one, as well.”
TRANSPORTATION INFRASTRUCTURE INVESTMENTS
From American Shipper--
Washington Notebook: Corporate giants team up to urge transport investments
Washington Notebook: Corporate giants team up to urge transport investments
Tuesday, March 25, 2014
By Eric Kulisch
Four Fortune 100 companies and Burlington Northern Santa Fe Railway have formed the Alliance for American Competitiveness to push Washington to make strategic investments in infrastructure that support economic growth and job creation by reducing logistics costs relative to other countries.
The organization's start coincides with consideration in Congress this year of legislation to reauthorize surface transportation programs managed by the U.S. Department of Transportation. Also pending are a rail authorization bill and legislation to pay for modernization of inland waterways and harbors.
Government experts say that politicians need to hear firsthand how congestion and poor intermodal connections impact businesses in their districts and states. In the past, lobbying for transportation was generally left to the construction, trucking and transit industries that have a vested interest in increased spending. According to the new thinking, shippers who use the highways to move goods and services are more effective spokespersons for investment because they create permanent jobs and their employees vote. The U.S. Chamber of Commerce has tried in the past to mobilize shippers to make the case for a sustainable, multi-year transportation bill.
The current two-year, $105-billion funding bill expires Sept. 30. About $40 billion of the DOT's annual budget goes toward highway maintenance and upgrades, but the system faces a crisis because revenues from fuel taxes and other user fees have remained flat, while outlays to states for projects continue to rise. The drawdown of the Highway Trust Fund has required Congress to step in with cash infusions from the Treasury, weakening the user-pays principle that enabled the birth of the interstate network. The two-year MAP-21 law lacked new revenues to reverse the decline because lawmakers and the Obama administration were reluctant to raise fuel taxes, which have remained fixed since 1993.
The Highway Trust Fund balance is expected to reach zero in September, meaning the DOT will not be able to reimburse states for completed highway projects that were pre-approved when revenue projections were higher. Meanwhile, states are unlikely to start new projects for which payment seems uncertain.
President Obama last month proposed a four-year, $302 billion spending plan for rehabilitating highways, bridges and transit systems, with new money to come from vague ideas for corporate tax reform. A large portion from the tax windfall -- $63 billion -- would go to plug the hole in the Highway Trust Fund, and the rest be used to pay for infrastructure in most need of repair.
The AFAC is being led by Caterpillar Inc. Chairman and Chief Executive Officer Doug Oberhelman and former Mississippi Gov. Haley Barbour. Other founding members are Dow Chemical, Honeywell and United Parcel Service.
BNSF's parent company, Berkshire Hathaway, is the fifth U.S. company.
Leaders of all the companies have been vocal advocates for transportation infrastructure investment, including funding to support goods movement. The coalition is designed to amplify their voices for a more efficient transportation system.
"Caterpillar moves more than 12 billion pounds of machines, engines and parts around the world each year. Quick delivery to our customers is critical, and requires a modern road, rail, water and air transportation system,” Oberhelman said in a statement. “While other nations are investing hundreds of billions of dollars in infrastructure, the United States has been under-investing in infrastructure for decades. As a result, we are risking our competitive advantage."
Honeywell Chairman and CEO Dave Cote said the U.S. needs to build better roads, bridges, ports and an air traffic management system.
"While overall government spending needs to be cut drastically, there is such a thing as 'good' or 'investment spending' that helps grow the pie and infrastructure is one area that the U.S. needs to address now," he said.
The Alliance said it will use traditional methods of persuasion and public affairs, hold district events and participate in transportation-related forums to persuade lawmakers to vote for a strong transportation bill.
The organization's start coincides with consideration in Congress this year of legislation to reauthorize surface transportation programs managed by the U.S. Department of Transportation. Also pending are a rail authorization bill and legislation to pay for modernization of inland waterways and harbors.
Government experts say that politicians need to hear firsthand how congestion and poor intermodal connections impact businesses in their districts and states. In the past, lobbying for transportation was generally left to the construction, trucking and transit industries that have a vested interest in increased spending. According to the new thinking, shippers who use the highways to move goods and services are more effective spokespersons for investment because they create permanent jobs and their employees vote. The U.S. Chamber of Commerce has tried in the past to mobilize shippers to make the case for a sustainable, multi-year transportation bill.
The current two-year, $105-billion funding bill expires Sept. 30. About $40 billion of the DOT's annual budget goes toward highway maintenance and upgrades, but the system faces a crisis because revenues from fuel taxes and other user fees have remained flat, while outlays to states for projects continue to rise. The drawdown of the Highway Trust Fund has required Congress to step in with cash infusions from the Treasury, weakening the user-pays principle that enabled the birth of the interstate network. The two-year MAP-21 law lacked new revenues to reverse the decline because lawmakers and the Obama administration were reluctant to raise fuel taxes, which have remained fixed since 1993.
The Highway Trust Fund balance is expected to reach zero in September, meaning the DOT will not be able to reimburse states for completed highway projects that were pre-approved when revenue projections were higher. Meanwhile, states are unlikely to start new projects for which payment seems uncertain.
President Obama last month proposed a four-year, $302 billion spending plan for rehabilitating highways, bridges and transit systems, with new money to come from vague ideas for corporate tax reform. A large portion from the tax windfall -- $63 billion -- would go to plug the hole in the Highway Trust Fund, and the rest be used to pay for infrastructure in most need of repair.
The AFAC is being led by Caterpillar Inc. Chairman and Chief Executive Officer Doug Oberhelman and former Mississippi Gov. Haley Barbour. Other founding members are Dow Chemical, Honeywell and United Parcel Service.
BNSF's parent company, Berkshire Hathaway, is the fifth U.S. company.
Leaders of all the companies have been vocal advocates for transportation infrastructure investment, including funding to support goods movement. The coalition is designed to amplify their voices for a more efficient transportation system.
"Caterpillar moves more than 12 billion pounds of machines, engines and parts around the world each year. Quick delivery to our customers is critical, and requires a modern road, rail, water and air transportation system,” Oberhelman said in a statement. “While other nations are investing hundreds of billions of dollars in infrastructure, the United States has been under-investing in infrastructure for decades. As a result, we are risking our competitive advantage."
Honeywell Chairman and CEO Dave Cote said the U.S. needs to build better roads, bridges, ports and an air traffic management system.
"While overall government spending needs to be cut drastically, there is such a thing as 'good' or 'investment spending' that helps grow the pie and infrastructure is one area that the U.S. needs to address now," he said.
The Alliance said it will use traditional methods of persuasion and public affairs, hold district events and participate in transportation-related forums to persuade lawmakers to vote for a strong transportation bill.
Sunday, March 23, 2014
SUPPLY CHAIN MANAGEMENT
Is there competitive advantage when it comes to supply chain management? Or is it really competitive differentiation?
Saturday, March 22, 2014
BUYING LOGISTICS SERVICES AND OUTSOURCING
Logistics, including much outsourcing, is viewed as a commodity service. Does that price-focus status reflect that logistics service providers sell price with little competitive differentiation? Or that too many buyers buy price / rate with no real understanding of what they are buying? And do those rate buyers create problems with their companies' supply chains because of their actions?
Friday, March 21, 2014
SUPPLY CHAIN SEGMENTATION, CYCLE TIME COMPRESION, OMNICHANNEL / MULTICHANNEL
Cycle time compression
Omnichannel / Multichannel
Supply chain segmentation
Risk mitigation
IMPORTERS / EXPORTERS / MEGA SHIPS / PORTS
I anticipate Tier 1 and Tier 2 carriers, Tier 1 and Tier 2 ports, financial shakeouts, supply chain issues, and woe to shippers who only buy rates and do not understand the service and supply chain impact of their procurement.
Thursday, March 20, 2014
INVENTORY TURNS / INVENTORY VELOCITY
Inventory turns indicate how often a company gets paid for its products -- like paychecks. Low turns reflect a problem and impact potential opportunties. Why do companies accept slow inventory velocity and poor turns?
Wednesday, March 19, 2014
3PL / VALUE PROPOSITION / COMPETITIVE DIFFERENTIATION
Given factors such as ease of new entrants, negotiating power of service buyers, competition among players, and a degree of threat of substitution services, how do logistics service providers grow? Why not make greater use of customer-centric, value propositions for competitive differentiation?
Monday, March 17, 2014
FREIGHT FORWARDERS AND SUPPLY CHAIN MANAGEMENT
Does using a freight forwarder / 3PL for a company's international shipping mean that the firm has abdicated control of its supply chain?
Sunday, March 16, 2014
MEGA SHIPS AND CONTAINER LINES
Mega ships will reportedly mean lower operating costs. Have we not heard this before with every ship growth spurt? Yet carriers struggle to be profitable. Will these ships change anything?
Saturday, March 15, 2014
SUPPLY CHAIN OUTSOURCING
If a company needs serious upgrade of its strategic and tactical supply chain, should they outsource to a 3PL, 4PL, or what? Why?
Friday, March 14, 2014
LOGISTICS PARKS / LOGISTICS CENTERS / LOGISTICS HUBS
Many logistics centers design based on infrastructure than on what it takes to get customers. That is why they are asset rich and cargo poor. While the link is about the GCC, it applies to many regions and parks. http://www.ltdmgmt.com/logistics-infastructure.asp
SUPPLIERS AND SUPPLY CHAINS
How many companies are good suppliers and mirror / complement their customers supply chains? Or how many just ship orders with one-size fits all supply chain?
Saturday, March 8, 2014
SUPPLY CHAIN SEGMENTATION APPROACHES
There are different approaches for supply chain
segmentation. The methodology can vary depending upon the purpose. These include—
·
Cost-based.
Some use cost-based. Costs (and
profits) cannot be ignored. However cost-based
analyses only do so much—and leave much unanswered. The cost approach has shortcomings in being
able to truly track costs directly to key parts of the business. Estimating, allocating and assigning costs
have flaws and do not adequately address critical topics. Costs also infer there is an underlying
conotation of dealing with problems, not opportunities.
·
Value-based.
This segments customers by economic value, such as total revenue which
eliminates the somewhat arbitrary assigning of costs to customers and segments
to determine profitability. Companies
can develop a hypothesis -- medium size companies are the best supply-chain customers.
The segments should be large enough to complement the strategic importance. It is not segmenting for the sake of
segmenting. You are looking for
characteristics in each segment. Where
do customers in each segment differ from the other segments with regards to
supply chain service; are there may be obvious characteristics or drivers to
analyze? Some of this can be intuitive, but not all of it.
·
Needs-based. This matches well with supply chain
management. Segmenting is done on differentiated
drivers that customers have for a specific supply chain service. Customers are grouped based on a common set
of needs. Internal resources, such as
sales, can help with defining or validating the need, including any that are
unmet, of each customer. The purpose is
to match sector needs with the correct supply chain service. If the service in the sector is delivered
better than the competition, then competitive advantage can be gained.
For some companies, segmenting should not be a one-cut,
standalone view. A multi-step segmentation
may be best to give deeper insights.
This is especially true when a high degree of shared needs, complexity
or uncertainty exists with the business, or when there is significant
interrelationship among the company’s segments.
Friday, March 7, 2014
YOUR SUPPLY CHAIN
Is this your supply chain -- doing the same things over and over and hoping things change? Einstein's insanity!
SUPPLY CHAIN MANAGEMENT STRATEGY
How many companies have a real supply chain strategy and how many plod along with a monolithic supply chain focused on functions and costs?
Tuesday, March 4, 2014
RADIO SHACK SUPPLY CHAIN
This is purely a hunch. But I wonder how much of Radio Shack's operational problems are supply chain related?
CONTAINERS LINES AND SUPPLY CHAIN CHAOS
Could the combined impact of mega ships and the P3 create logistics and supply chain chaos that helps drive reshoring?
Sunday, March 2, 2014
FINANCIAL SUPPLY CHAIN MANAGEMENT
Financial supply chain management is important for managing inventories. It includes, financing buys, and alternative uses of working capital. Reducing inventories -- and cash outflows -- is important.
SUPPLY CHAIN MANAGEMENT
Supply chain management is about efficient. If you have 100 customers each having a way they want their orders handled, how is that efficient for that firm?
Saturday, March 1, 2014
UNIQUE
Many companies say they and their businesses are unique. Are they really unique? Or are they just unwilling to change?
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