Tuesday, March 25, 2014

TRANSPORTATION INFRASTRUCTURE INVESTMENTS

From American Shipper--
Washington Notebook: Corporate giants team up to urge transport investments
PREMIUM
Tuesday, March 25, 2014
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.

Sunday, March 23, 2014

SUPPLY CHAIN MANAGEMENT CONTROL

Do more companies control their supply chains or are more controlled by their supply chains?

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?




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

SUPPLY CHAIN TECHNOLOGY

How do Log-Net and GT Nexus compare for international supply chain execution technology?



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?





PORTS, ALLIANCES, CONTAINER LINES & SUPPLY CHAIN MANAGEMENT

How will the anticipated impact of megaships and alliances on ports impact supply chains?









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

3PL

Why is competitive differentiation so difficult for 3PLs?



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?