How many supply chains struggle because of top management indifference and lack of knowledge?
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/
Thursday, April 3, 2014
LOGISTICS / SUPPLY CHAIN OUTSOURCING
Too often logistics / supply chain outsourcing is done for the wrong reasons. And the real impact is not properly measured.
Wednesday, April 2, 2014
SUPPLY CHAIN REALITY
Why not have a new TV reality show -- Supply Chain Nightmares? Have a Gordon Ramsey type personality make over the supply chain.
GLOBAL SUPPLY CHAIN EROSION
Read about global supply chain erosion caused by container lines -- http://www.ltdmgmt.com/impact-from-logistics-partner-actions.asp
Tuesday, April 1, 2014
Lufthansa pilots to strike Wednesday
From American Shipper--
Lufthansa pilots to strike Wednesday
Lufthansa is facing “one of the biggest walkouts” in history starting Wednesday, it said, forcing the carrier to cancel a reported 3,800 flights.
According to Vereingung Cockpit, the union that represents Lufthansa pilots, employees will hold a demonstration and rally Wednesday morning at Frankfurt Airport.
The strike, which will continue through Friday, will force Lufthansa to “reduce its schedule significantly,” the carrier said on its website. The work action impacts Lufthansa cargo and passenger flights, as well as Germanwings services at every German airport.
Over the weekend, Lufthansa officials sent the union a new wage settlement proposal that included a 5.2-percent pay increase between May 2012 and December 2015. The carrier also said it is raising the age for early retirement from 58 to 61, starting in 2016.
“The original plan of linking salary increases to the company’s performance has been dropped,” the carrier said in a news release at the time. “Lufthansa has therefore accepted key demands made by VC. This offer means that the pilots would make a contribution to ensuring the group’s future viability comparable with that of other groups of employees.”
According to a press release on the union’s website, pilots aren’t striking for higher salaries, but are more concerned about the new retirement age and the abolishment of pensions.
The New York Times reported the two parties have been negotiating over pay and early retirement benefits for months.
“The pilots’ union said last week that it had offered unspecified concessions aimed at limiting labor cost increases but that the airline had not taken them seriously,” the paper reported.
Lufthansa pilots to strike Wednesday
Tuesday, April 01, 2014
By Jon Ross
According to Vereingung Cockpit, the union that represents Lufthansa pilots, employees will hold a demonstration and rally Wednesday morning at Frankfurt Airport.
The strike, which will continue through Friday, will force Lufthansa to “reduce its schedule significantly,” the carrier said on its website. The work action impacts Lufthansa cargo and passenger flights, as well as Germanwings services at every German airport.
Over the weekend, Lufthansa officials sent the union a new wage settlement proposal that included a 5.2-percent pay increase between May 2012 and December 2015. The carrier also said it is raising the age for early retirement from 58 to 61, starting in 2016.
“The original plan of linking salary increases to the company’s performance has been dropped,” the carrier said in a news release at the time. “Lufthansa has therefore accepted key demands made by VC. This offer means that the pilots would make a contribution to ensuring the group’s future viability comparable with that of other groups of employees.”
According to a press release on the union’s website, pilots aren’t striking for higher salaries, but are more concerned about the new retirement age and the abolishment of pensions.
The New York Times reported the two parties have been negotiating over pay and early retirement benefits for months.
“The pilots’ union said last week that it had offered unspecified concessions aimed at limiting labor cost increases but that the airline had not taken them seriously,” the paper reported.
Monday, March 31, 2014
PORTS AND MEGA SHIPS
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.
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
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.
Media Post News Marketing Daily
Retailers Struggling To Close Digital Divide
by Sarah Mahoney, Mar 20, 2014, 11:39 AM
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.”
Subscribe to:
Posts (Atom)












