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Fleet Route Optimisation in the Past, Present, and Future

Logistics Bureau

Indeed, the transition has taken place so swiftly that some companies may still need to fully grasp the present or future possibilities to exploit distribution performance as a competitive advantage. In reality, it would take several rounds of fine-tuning to get all the orders sorted into routes without leaving any vehicles underutilised.”

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Flexibility in the Face of Uncertainty

Freightos

Of course, the economic viability of these types of shipments is limited to specific commodities. While COVID did see some modal shifts of everything from wheat to Peloton exercise bikes, there are certainly products that are less likely candidates for shifts.

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The water in the well – how much readiness is enough?

Logistics in War

The risks accepted in not beginning are, of course, high and err towards a professional negligence that ultimately costs time, resources and people at the time of a future war. Firstly, it recommended conducting realistic wargames and exercises to reflect threats and the capability of the ‘logistics enterprise’ to respond.

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Sales and Operations Planning: The Interpersonal Element

Logistics Bureau

The need for any S&OP process to have an executive sponsor who actively participates in the process, albeit only by exercising final approval over plans and, of course, making any decisions that call for executive authority, cannot be overstated. S&OP is ostensibly a numbers game, of course. The Executive Sponsor.

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Industry View: Interview with EXCHAiNGE 2018 Speaker

Logistics Business Magazine

Sabine Ursel talks to Bettina Bohlmann (above) , Managing Partner of 3p Procurement Branding GmbH in an interview focused on themes to be explored at this year’s EXCHAiNGE event in Frankfurt. Building diverse teams requires an up-front investment of time, of course. That’s the only way to turn fragments into a cohesive picture.

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Why Benchmarking In Its Current State for Transportation is Dangerous

10xLogistics

What I find about benchmarking is it is often an internal exercise to justify what someone is doing to higher management. Sometimes I will hear of giant shippers presenting they are "better than market" based on their benchmarking through external agencies. Of course, you are better, you are huge! How could that be?

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Analyzing Product Costs: A Question of ‘What If’

Supply Chain Brain

For most of human history, the success of that exercise has rested on the appointed seer’s years of experience, coupled with some indefinable grasp of probability. Of course, it’s not really simple at all. The act of divining the future is nothing more than a consideration of possible scenarios, and their impact on a business.