Sunday, April 01, 2012
As is tradition, the cover of the April issue of Logistics Management
) is devoted to the findings of our Annual Salary Survey, a research project that not only fuels our best-read editorial feature of the year, but offers us the foundation for the most highly-anticipated webcast that our editorial team produces.
Recently our church choir director retired and a search was immediately undertaken for an interim as well as a full-time replacement. Within a few days, our outgoing director and pastor selected an interim director while a group comprised of choir members and parishioners were sent off to find the full-time replacement—all was well, or so it appeared.
After more than 35 years in the industry, I thought I had seen it all. However, I spent a few days last month with some University of Tennessee (UT) colleagues as well as industry and government leaders discussing the evolution of strategic sourcing and collaborative contracting.
In this first installment of a two-part series, I will look at a variety of risk-focused research efforts. In May, I will offer suggestions for managing supply chain risk—not just responding more effectively but preparing more completely.
With capacity already tightening and increasing federal regulations threatening to exacerbate the driver shortage, dedicated trucking is going to continue to grow at double-digit percentage rates—and help shippers get a good night’s sleep in the process.
Scores of shippers and their freight intermediaries agree that basic brokerage and forwarding services are keeping pace with demands from new and emerging markets.
Implementation complexities have stood in the way of LMS adoption rates; however, our analysts say that more logistics operations will focus attention on workforce management to balance efficiencies now that the business climate is on the upswing.
Proponents have changed the conversation and have started tagging at the item level in what the industry is now calling a “source-to-store” approach.
The nation’s top trucking companies share “high intensity” management teams, financial stability, and IT systems that afford “two-way communication” with shippers—and they’re just getting wiser.
Posted on 04/01 at 07:00 AM
Special Reports •
Saturday, March 31, 2012
CFOs continue to see solid signs of the economic recovery in U.S. manufacturing.