Filed in Global Trade
Thursday, February 09, 2012
As 2012-13 contract negotiations begin, container shipping lines in the transpacific are readying themselves for tougher bargaining.
Tuesday, February 07, 2012
Managing international freight shipping operations presents a set of challenges that potentially expose shippers to risky and costly misfortunes.
Manufacturers can spend 50% or more of revenue on purchasing parts. So, it is not surprising that sourcing from low cost countries to improve competitiveness has been such an important business strategy in the past ten years.
US corporations import nearly $2 trillion worth of products from more than 150 countries, a number that is expected to triple by 2015, according to US Customs and Border Protection (CBP).
The drive to capture the business benefits of low cost country sourcing has far out-paced the processes and systems needed to efficiently manage the global supply chain. A recent survey by Aberdeen identified that higher than expected transportation expenses was the primary factor in landed cost budget variances.
Saturday, February 04, 2012
China experts are also telling us that other manufacturers may be expecting “quality fade” unless they build in more transparency with second- and third-tier suppliers.
Wednesday, February 01, 2012
The implementation of the FMCSA’s Safety Measurement System (SMS) has the unintended effect of increasing shippers’ exposure to vicarious liability for highway accidents. Our transportation law expert explains how this came to be and calls on the industry to come together to support a legislative solution.
While Mexico and Canada remain our primary international opportunity, LM
’s analyst panel tell us that bolder players will be exploring more distant markets once the Panama Canal expansion is complete.
This past month I was in Central America working with a natural resources firm on the negotiation of terms and freight for global supply and distribution. I was reminded again of the diversity of cultures and approaches to negotiation, contracting, and price components.
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As supply chains continue to become more global and complex, the risk of disruption intensifies. Yet while most companies recognize the increased risk potential, many are ill prepared to handle a disruption. This article argues for a new set of risk management techniques in a world where heightened supply chain risk is now part of the game.