All Columns Entries
Tuesday, July 01, 2014
If you’re searching for a good summer read, look no further than the current issue of Logistics Management
)—especially if you like mysteries
According to a recent Accenture survey of manufacturers, 82 percent plan to increase U.S.-based production, 75 percent report a significant shortage of skilled resources, and 11 percent say that they estimate an average percentage drop in earnings due to increased production costs and revenue losses resulting from skills shortages.
Sunday, June 01, 2014
In casual conversation with friends, it surprises me how many myths still exist around moving freight by rail. “It must be slow, unmanageable, old fashioned.” Rail seems to conjure memories of pillows of steam hovering over charming brick stations, or lonely whistles heard from a distant train snaking through the countryside.
I joined my son at his church last week and happened to meet a senior executive from a brick manufacturing company. When this gentleman learned of my logistics background, he asked if I knew anyone who had flatbed trucks.
Many logistics and supply chain executives bemoan the fact that their people aren’t generating enough new ideas. However, often the fault lies with the companies themselves. Comfortably nestled inside the box, most organizations don’t work hard enough to nurture and support entrepreneurialism and innovation. According to an Accenture study, tons of ideas are floating around a typical company.
An analysis of natural gas storage volumes strongly suggests that natural gas prices will rise significantly towards the end of the year; and as they rise, so too will the price for CNG and LNG.
Thursday, May 01, 2014
The terms “convergence” and “collaboration” have been popping up recently in discussions about improving logistics and supply chain management processes and the collection and synchronization of the data that can foster those improvements.
Private fleet operations are faced with more challenges than ever as the three major external cost drivers—hours of service, equipment modernization, and fuel cost—are clamoring for attention.
A growing number of manufacturing companies are warming up to sustainability—taking aggressive steps to soften and shrink their environmental footprints. However, buy-in from those companies’ suppliers has been less encouraging.
Cost conscious shippers understand that fuel comprises between 40 percent and 60 percent of ocean carriers’ operating costs, and bunker surcharges are a similarly important line item on a shipper’s own income statement.