Friday, February 01, 2013
Ongoing economic “volatility” and the growing global focus on sustainability are placing more pressure on logistics managers to establish a strategic, alternative distribution network. Here’s some food for thought before establishing yours.
The recovery in Asia’s rapid growth markets, especially those of China and India, is gradually leading the world out of recession. In many developing economies, output is already above pre-crisis trends and logistics investment is vigorous—suggesting that expansion is under way.
Port authorities at major cargo gateways on all three coasts are investing in infrastructure and strategic planning to become more sustainable corporate citizens—a positive trend that’s making U.S. seaports more efficient and resilient than ever.
The PMI, the index used by the ISM to measure manufacturing activity, was 53.1 in January, which tops December by 2.9 percent.
The concept of collaboration is nothing new. The idea of opening doors, dropping defenses, and improving how shippers and carriers work together has been kicked around for decades as a sure-fire cure to the annual rate and capacity negotiation dance.
Carload volume—at 265,839—was down 6.3 percent annually, and intermodal—at 238,789 trailers and containers—was up 1.6 percent.
Posted on 02/01 at 11:15 AM
In early January, the United States Postal Service (USPS) called on Congress for postal legislation in an effort to become solvent—a statement the comes on the heels of the USPS saying that it many not be able to wait for Congress to act.
FedEx said the new office, which is located in Bangkok, will provide shippers in Thailand and across the Asia Pacific region to leverage FedEx Trade Network’s freight forwarding services.
I recently had the honor of facilitating workshops for large shippers and their current and prospective carriers in the midst of major contract RFPs and renewals.
In our previous column we introduced the concept of “dynamic operations:” supply chain networks that respond quickly and smoothly to changing business conditions. We also identified dynamic operations’ four enabling capabilities and looked briefly at how they work together to help companies identify, accommodate, and even benefit from supply chain disruptions. The first of these capabilities is “insight to action.”