Sunday, September 7, 2014

COMPLEX SUPPLY CHAIN PROBLEMS

There are many complex supply chain problems and many simple answers to them.  H.L. Mencken would call these answers "wrong".



BAHRAIN & LOGISTICS

A few years ago, Bahrain was poised to be a strong competitor to the UAE as the logistics hub of the GCC.  Since the Logistics Zone was folded into the Ministry of Transport, Bahrain has stood still as the UAE as sped ahead and as Oman steps up its actions for a strong logistics role.  Bahrain has ignored and lost out that logistics is an economic cluster--as Singapore and The Netherlands have proven it is.

New causeway to link north Bahrain and Saudi Arabia

Saudi Arabia and Bahrain's first causeway launched in 1986.
New causeway to link north Bahrain and Saudi Arabia
King Abdullah. Photo credit: BERTRAND LANGLOIS/AFP/Getty Images
Published: 7 September 2014 - 7:33 a.m.
By: ASC Staff
Saudi Arabia's King Abdullah has approved the building of a second bridge between Bahrain and Saudi Arabia, reports Arab News.
The approval came during a recent meeting between King Abdullah and Bahraini King Hamad bin Isa Al-Khalifa in Jeddah.
King Abdullah said the bridge, which will be called the King Hamad Causeway, will link north Bahrain to Saudi Arabia in an effort to will further develop relations between GCC countries.
Saudi Arabia and Bahrain's sea link, King Fahd Causeway, opened in 1986 and connects Saudi to Bahrain's west. Made up of a series of bridges and roads that stretch a total of 25km, it has been instrumental in boosting trade, employment and ties between the two Gulf states.
 

It is now one of the most congested roads in the Gulf, with more than eight million vehicles travelling across it last year, according to the King Fahd Causeway Authority.

King Abdullah also launched the first phase of a comprehensive border security project during the meeting. Attendees were briefed on progress made on the initiative and, in a statement made upon his arrival, King Hamad said Bahrain supported Saudi efforts to combat terrorism.
Interior Minister Mohammed bin Naif also gave a presentation about the border security project, which aims to reduce smuggling and trafficking of drugs, cattle and arms.

NEW LOOK TO LTD WEBSITE

We made changes to the LTD Management website to give it a fresh look.  LTD is a cutting-edge, global logistics and supply chain management consulting firm with real-world experience.  That experiences enables us to deliver solutions that work. 

Please visit it at http://www.ltdmgmt.com

Saturday, September 6, 2014

SUPPLY CHAIN STRATEGY

How many companies--manufactuers, retailers, wholesalers--have a real supply chain strategy?  And how many just continue on from one year to the next?  Want to wager on how well overall the non-strategy firms perform SCM?


NEW SUPPLY CHAIN PARADIGM, PROCESS & PERFORMANCE

The new supply chains are defined by process and measured by performance and service.

 Read at---  http://www.ltdmgmt.com/omnicommerce.php




Friday, September 5, 2014

INVENTORY, DATA ANALYTICS, SUPPLY CHAIN SEGMENTATION

An excellent use of data analytics is with inventory.  Analyze it in many ways, such as by---
  • Supplier
  • Country
  • Product category / portfolio
  • Market
  • Customers
  • Margins
It becomes a form of supply chain segmentation.



3PLS, LOGISTICS PROVIDERS, NEW SUPPLY CHAIN PARADIGM

The new supply chain paradigm requires a new breed of 3PLs and logistics service providers.  Read about it at http://www.ltdmgmt.com/omnicommerce.php






MANUFACTURING, SUPPLY CHAINS, OMNICHANNEL

Manufacturers are not good at supply chain management.  They basically operate as they did 50 years ago, by function and monlithic.  So how will they ever handle omnichannel with its segmented supply chains?




 

Thursday, September 4, 2014

SUPPLY CHAIN, INVENTORY, AND OMNICHANNEL


The reality is inventory is not accurate for retailers.  In too many cases, it can be considered very inaccurate.  More needs to be done on correcting the problem throughout the supply chain.  Otherwise omnicommerce efforts will struggle unnecessarily.







Wednesday, September 3, 2014

THAILAND AS LOGISTICS HUB

This is excellent.  But more is needed.  Infrastructure alone will not make Thailand a logistics hub. Especially with Singapore's role in logistics.  LTD understands what is additional needs Thailand should address.

From Supply Chain Asia--

Monday, 01 September 2014 02:06

Infrastructure development to turn Thailand into AEC logistics hub

Written by

Infrastructure development to turn Thailand into AEC logistics hub

The eight-year plan to develop the country's transportation infrastructure at a cost of Bt2.4tr will turn Thailand into a key logistics hub in the Asean Economic Community (AEC) by the time the projects are completed in 2022, said Roengsak Tongsom, director of the Rail Project Development Office.
The goal of the strategy to develop the logistics system and integrate all transportation platforms - rail, air, road and water - stretches beyond the Kingdom's borders, as some of the projects form part of a plan to link the country's transportation system with those of neighbouring countries, he said.
The first priority is to develop 10 rail routes in Bangkok and its suburbs, worth Bt700bn in total, by 2019.

MIDDLE EAST AIR CARGO GROWTH

MidEast carriers post July cargo growth despite Ramadan

by ASC Staff on Sep 3, 2014




Middle East carriers continued to post world-best growth for cargo volumes in July despite the impact of Ramadan, according to new figures released by the International Air Transport Association (IATA).
Freight markets in the region expanded by 9.4 per cent in July, IATA said in a statement.
"Airlines in the region are capturing growth opportunities by opening routes to fast-developing economies such as Mexico and Uganda," said IATA, adding that capacity rose by 7.8 percent.

Globally, IATA said freight tonne kilometres (FTKs) rose 5.8 per cent compared to July last year.
This was an acceleration in growth from June when cargo demand grew at less than half that rate (2.4 per cent).
Global air cargo volumes have now surpassed their previous July peak, in 2010, and look set to continue to increase, IATA added.
European air freight, however, grew just 1.8 percent reflecting the effects of the Russia-Ukraine crisis.
Tony Tyler, IATA’s director general and CEO, said: "Overall, July saw growth accelerate. That’s good news and it reflects the continued strengthening of business confidence at a global level. But the air cargo industry is moving at two speeds with a sharp divide in regional performance.
"European carriers reported anemic growth of just 1.8 per cent while all other regions reported solid gains of 5 per cent or more on the previous year."

SUPPLY CHAIN AND DATA ANALYTICS

This is from a blog by the Harvard Business Review.  It validates what we say that data analytics is not enough.  Companies need supply chain/logistics experts with real experience and supply chain/logistics domain expertise for the "hows" and "whys".

 

Learn from Your Analytics Failures

by Michael Schrage | 10:00 AM September 3, 2014


By far, the safest prediction about the business future of predictive analytics is that more thought and effort will go into prediction than analytics. That’s bad news and worse management. Grasping the analytic “hows” and “whys” matters more than the promise of prediction.

In the good old days, of course, predictions were called forecasts and stodgy statisticians would torture their time series and/or molest multivariate analyses to get them. Today, brave new data scientists discipline k-means clusters and random graphs to proffer their predictions. Did I mention they have petabytes more data to play with and process?

While the computational resources and techniques for prediction may be novel and astonishingly powerful, many of the human problems and organizational pathologies appear depressingly familiar. The prediction imperative frequently narrows focus rather than broadens perception. “Predicting the future” can—in the spirit of Dan Ariely’s Predictably Irrational—unfortunately bring out the worst cognitive impulses in otherwise smart people. The most enduring impact of predictive analytics, I’ve observed, comes less from quantitatively improving the quality of prediction than from dramatically changing how organizations think about problems and opportunities.

Ironically, the greatest value from predictive analytics typically comes more from their unexpected failures than their anticipated success. In other words, the real influence and insight come from learning exactly how and why your predictions failed. Why? Because it means the assumptions, the data, the model and/or the analyses were wrong in some meaningfully measurable way. The problem—and pathology—is that too many organizations don’t know how to learn from analytic failure. They desperately want to make the prediction better instead of better understanding the real business challenges their predictive analytics address. Prediction foolishly becomes the desired destination instead of the introspective journey.

In pre-Big Data days, for example, a hotel chain used some pretty sophisticated mathematics, data mining, and time series analysis to coordinate its yield management pricing and promotion efforts. This ultimately required greater centralization and limiting local operator flexibility and discretion. The forecasting models—which were marvels—mapped out revenues and margins by property and room type. The projections worked fine for about a third of the hotels but were wildly, destructively off for another third. The forensics took weeks; the data were fine. Were competing hotels running unusual promotions that screwed up the model? Nope. For the most part, local managers followed the yield management rules.

Almost five months later, after the year’s financials were totally blown and HQ’s credibility shot, the most likely explanation materialized: The modeling group—the data scientists of the day—had priced against the hotel group’s peer competitors. They hadn’t weighted discount hotels into either pricing or room availability. For roughly a quarter of the properties, the result was both lower average occupancy and lower prices per room.

The modeling group had done everything correctly. Top management’s belief in its brand value and positioning excluded discounters from their competitive landscape. Think this example atypical or anachronistic? I had a meeting last year with another hotel chain that’s now furiously debating whether Airbnb’s impact should be incorporated into their yield management equations.

More recently, a major industrial products company made a huge predictive analytics commitment to preventive maintenance to identify and fix key components before they failed and more effectively allocate the firm’s limited technical services talent. Halfway through the extensive—and expensive—data collection and analytics review, a couple of the repair people observed that, increasingly, many of the subsystems could be instrumented and remotely monitored in real time. In other words, preventive maintenance could be analyzed and managed as part of a networked system. This completely changed the design direction and the business value potential of the initiative. The value emphasis shifted from preventive maintenance to efficiency management with key customers. Again, the predictive focus initially blurred the larger vision of where the real value could be.

When predictive analytics are done right, the analyses aren’t a means to a predictive end; rather, the desired predictions become a means to analytical insight and discovery. We do a better job of analyzing what we really need to analyze and predicting what we really want to predict. Smart organizations want predictive analytic cultures where the analyzed predictions create smarter questions as well as offer statistically meaningful answers. Those cultures quickly and cost-effectively turn predictive failures into analytic successes.
To paraphrase a famous saying in a data science context, the best way to predict the future is to learn from failed predictive analytics


 

BEST SUPPLY CHAIN MANAGEMENT

There are multiple two parts to supply chain management--strategic and tactical; routine and best practices; and conventional and cutting edge/outside the box.  The best SCM has to recognize and do all of them.

Tuesday, September 2, 2014

GLOBAL COMPETITIVENESS REPORT

By the World Economic Forum, for 2014-2015:
http://reports.weforum.org/global-competitiveness-report-2014-2015/?utm_content=bufferd4940&utm_medium=social&utm_source=twitter.com&utm_campaign=buffer

The Global Competitiveness Report 2014–2015


The Global Competitiveness Report 2014-2015 assesses the competitiveness landscape of 144 economies, providing insight into the drivers of their productivity and prosperity. The Report series remains the most comprehensive assessment of national competitiveness worldwide.

SUEZ CANAL VS PANAMA CANAL (MORE)

From Journal of Commerce--

SeaIntel: Panama must revamp tolls to stay competitive

If the Panama Canal hopes to retain container carrier services from South China and Southeast Asia to the U.S. East Coast and regain those it has lost to the Suez Canal over the last few years, it will have to develop a new pricing structure or lower its tolls after it opens its new locks to commercial traffic in 2016, according to a new report from SeaIntel Maritime Analysis.
SeaIntel based its conclusions on a comparative analysis of the costs of shipping a 20-foot-equivalent container from various ports in China and Southeast Asia to Houston and East Coast ports. The analysis shows that the Suez Canal is currently cheaper than for almost all routes and vessel sizes because carriers can use larger and more fuel-efficient ships. When Panama opens its new locks, which can handle vessels of up to 13,000 TEUs, it will be significantly cheaper to use the Panama routing from Shanghai in North China to East Coast ports than sail through the Suez Canal, even though the Suez Canal fees are lower.
However, the analysis shows the Suez Canal will retain its cost advantage for the route from Yantian near Hong Kong in South China to New York, and its cost advantage only becomes greater as the vessel size increases.
“If the Panama Canal wishes to remain competitive for South China to USEC cargo, they may need to be creative in their pricing structure,” SeaIntel said. It suggested that one possible
strategy would be for the Panama Canal to consider offering “targeted discounts” for services calling at South China ports.
The Panama Canal has said repeatedly that it intends to remain competitive in its pricing compared to other routes, including the Suez Canal and mini-landbridge intermodal services to the East Coast. “We have an all-water route that is less expensive than the landbridge, and, with the price of oil going up, we become even more favorable,” Panama Canal Administrator Jorge Quijano said in an interview with JOC.com earlier this summer.
“We will always have competitive prices, and we know that once we open the new locks, we will have economies of scale that will enhance our competitive advantage,” Quijano said. “We will draw back most, if not all, the cargo we have lost to Suez.”
The canal authority is preparing proposals for a new round of toll increases scheduled for 2015. “We are trying to have a toll structure that will favor the return of what we lost to Suez and also other segments that we are focusing on,” Quijano said in an interview with
reporters earlier this year. At the time, he said the authority hoped to reveal the proposals as early as February, but a dispute over cost overruns with the contracting consortium that is building the new locks has evidently delayed the release of the new toll structure.
Quijano said that even with future toll increases, the cost of shipping Asia cargo to the U.S. East Coast will continue to be cheaper than intermodal transportation through West Coast ports or the Suez Canal route.
When the Panama Canal Authority implemented its last round of toll increases in 2012, it raised tolls on almost all vessel segments except container ships, which had become a mainstay of the canal’s revenues over the last decade.
Even though the Suez route from South China and Southeast Asia to the East Coast currently provides significant cost advantages to carriers over the Panama route, Panama has
nevertheless retained 12 of the current 20 Asia-USEC services, while the remaining eight use the Suez Canal. SeaIntel termed this as “rather surprising” and attributed this to the fact that many shippers prefer the Panama route because it a shorter transit time. “They are willing to pay a premium for this, and therefore the routing through Panama is preferable.”
Another reason why Panama may have retained so many of its current services despite higher slot costs is that many carriers use the Asia-USEC services to deliver cargo to the Caribbean, Central America and South America’s west coast by making transshipment calls in Panama, Jamaica or Mexico. Six of the 12 services using the Panama route call at these locations on their way to the East Coast.

EUROPEAN PORTS

Big question may be why hasn't any port invested to be a mega hub?

From American Shipper--
Container carriers not consolidating European port calls
Tuesday, September 02, 2014
Ultra Large Container Vessels are continuing to call at multiple North European ports with each loop and are not concentrating on a mega-hub, reported Drewry in the latest issue of its Container Insight Weekly newsletter.
"Despite containerships doubling in size in the past 10 years on the Far East-North Europe route, there has not been a reduction in the number of North European ports called by each service," the London-based consultants said. It found the average number of North European port calls per loop has remained broadly unchanged, at four per service string.
"As in the past, container services follow a traditional multi-port itinerary and call at about four separate North European ports. These are typically a Benelux port (usually Rotterdam or Antwerp), a German port, a UK port and either Le Havre or one of the second-tier European ports," it said.
Drewry continued, "This confirms the old shipping adage that the mothership must go as close as possible to the final destination or origin of the cargo — where the market is a large one. This is also advantageous for shippers, because direct calls avoid the risk of missed feeder connections."
The firm also found that in the past five years, lines have started adding ports they didn't previously serve directly.
"Initially, this was partly driven by a desire to use up excess ship capacity by extending voyage times (in conjunction with slow steaming)," it said. "However, it has not proved to be a short-lived move and now appears to be well established."

CHINA MANUFACTURING SLOWDOWN

From the Hong Kong Standard.  I wonder if U.S. firms buying ahead--and now not needing products--in case of a West Coast port strike contributed to the slowdown.

Data suggest slowdown

Tuesday, September 02, 2014
China's manufacturing slowed more than estimated last month, joining weaker-than-anticipated credit, production and investment data in suggesting the economy is losing momentum.

The government's Purchasing Managers' Index was at 51.1 for August, missing the median 51.2 estimate in a Bloomberg survey. The final reading of a separate manufacturing gauge from HSBC Holdings and Markit Economics was 50.2. Both readings fell from 51.7 in July and remain above 50, indicating expansion. A pullback in manufacturing adds pressure on the government to step up efforts to meet its expansion target of 7.5 percent this year.
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"More stimulus measures will be announced in the next few weeks," said Lu Ting, Bank of America Corp's head of Greater China economics.
"Stimulus may include a greater relending quota from the central bank, and the government has ... confidence it will keep the economy stable." BLOOMBERG


Monday, September 1, 2014

ORGANIZATIONS & THE NEW SUPPLY CHAIN PARADIGM

In a recent blog, I said about supply chains touching every part of the business, internal and external--and how operating with a supply chain emphasis can improve profits.  Firms looking to change should collaborate with the right supply chain consulting firm. I am not talking about a firm of career consultants with no practical experiences or of generalists with no supply chain expertise. We are talking about making the supply chain, with its interface across the company and with customers and suppliers the strategic direction and the tactical practice. Organize and operate the firm from the customer back through the company and suppliers. After all, it is about the customer and servicing him. Set the right KPIs.  Working with the proper consulting firm can accomplish the sales, costs, and profits that still using the 200-year old traditional way has not done. It is time for the new supply chain paradigm.


UAE AS LOGISTICS HUB FOR GCC

UAE continues to build its position with logistics and to be the logistics hub for the GCC and perhaps for MENA too.  Oman, Bahrain, and Qatar and others need to be more aggressive.

Dubai delegation woos India Inc to invest in DWC Business park



NEW DELHI: A delegation from Dubai is here to attract Indian companies to invest in the Dubai World Central Business Park, set to be world's first truly integrated and self-sustained economic zone.

"At the moment we have 1,500 companies operating from Dubai World Central. Around 1,000 are SMEs and the rest are operating in logistics and aviation. Almost 50 per cent (out of these 1,500 companies) are either fully owned by Indian investors or they have some Indian shares in it".


"The Business Park offers swift business facilitation, where companies can set up offices within 10 days, which is a great advantage for businesses in India who want to quickly set up their businesses at the gateway of global business environment," Vice President of DWC Business Park Paolo Serra said.

To lure Indian businesses, roadshows will be conducted in three Indian cities including Delhi, Bengaluru and Mumbai.

"Today is the first day of the roadshow. This is the first roadshow. This is the first roadshow that we are doing outside Dubai. We will be having it in three cities - Delhi, Bangalore and Mumbai," Serra said.

The state-of-the-art DWC Business Park caters to new companies setting up business in the UAE, particularly those coming from the growing small and medium enterprises (SME) sector in India and around.

The buildings in the Business Park are under single ownership of the Dubai Aviation City Corporation. More than 20,000 square meters of office space has been leased in 2014 to date, with additional space being fitted out at present to cater to SME segment.

The first phase of the Business Park has been completed, and construction for the second phase will begin in 2016. Companies including NestleBSE 0.84 %, CEVA Logistics, Helukabel and Sinopec Petroleum, among others are already registered with the Business Park.
It is set to be world's first truly integrated and self-sustained economic zone and logistics platform supporting wide range of transport modes, logistics and value-added services, including manufacturing and assembly, in a single Free Economic Zone.

DWC is based around Al Maktoum International Airport in Jebel Ali, about 30 minutes from Dubai.


 Dubai World Central is a planned Residential, Commercial and Logistics Complex scheme.





FINANCING CROSS BORDER DOCUMENTATION

Know your documentation when financing cross border

- August 26, 2014 4:35 AM
Categories: | Tags:
U.S.-Customs-seizures-300x223
Much of the China-USA trade flow of goods is financed by U.S. or Chinese banks or trade finance and factoring companies. I have written about a few of them. (See – Capital Business Credit helps extend terms for Importers)
Some consumer and electronic imported goods may require the permission of a trademark owner to import them. Failure to have a licence may hold up goods in customs and impact financing arrangements.
Stephen Perl, CEO of 1st PMF Bancorp, provided anecdotal evidence that several factoring companies claim the Customs Border Patrol (CBP) is detaining and seizing a much higher percentage of the electronics trade because they have decided to raise their internal requirements for documentation. His example was Google authorizing tablet computers with Google software, which makes sense for use of their logos, etc.
“Invoice factoring and trade finance companies financing electronic goods coming out of China, especially with IP on the box or even embedded in the tablet or other electronic devices need to be on high alert to review their respective client(s)’ documentation to make sure that there are no issues upon importation. If your collateral is detained or seized by U.S. Customs, then what?” tweet
Whether this is the start of customs being more onerous or more one-offs, I am not sure. The key point is that if an importer has not cleared U.S. Customs, his “goods” are not “in the U.S.,” and are thus not subject to other courts jurisdiction as far as Customs’ clearance.
Alan Lebowitz, founding partners of Grunfeld, Desiderio, Lebowitz, Silver, has a good list that can help financiers who work with corporations finance their imports. Some of his questions include:
  • Has your company ever received a penalty or liquidated damages claim from CBP?
  • Has CBP detained or seized any of your shipments in the last five years? If so, what was the outcome?
  • Has CBP suspended liquidation of any of your entries in the last five years?
  • Do you ever receive invoices payable in a foreign currency?
Lending to importers who source overseas has another layer of complexity that needs to be managed. This has typically been the bankers’ domain, but as international trade has moved to open account (not using bank intermediated settlement mechanisms like Letters of Credit, Collections or Standbys) it is worth being educated on.
- See more at: http://spendmatters.com/tfmatters/know-your-documentation-when-financing-cross-border/#sthash.xPIb64mY.dpuf