Filed in June 2014
Sunday, June 01, 2014
Through record-high investments and a keen focus on service, rail and intermodal providers are still delivering on their service promise to shippers—and doing it with improved efficiency. Our panel of top analysts takes a deep dive into what railroads are doing to stay lean and powerful during these still uncertain times.
The rise of e-commerce, more frequent promotions, and competitive service-level agreements are creating more peak periods than ever in the DC. Here’s a look at five strategies companies are using to handle peak demand.
Our new reader survey reveals a cautious approach to supply chain software investment and some lingering uncertainty over the place cloud computing will hold in the greater supply chain solution hierarchy.
Trade volumes between the U.S., Canada, and Mexico are massive and growing due in no small part to the fact that manufacturers now treat the continent as one seamless market for production and distribution. Our panelists offer insight into the bright outlook for hemispheric trade.
The RFID market is showing signs of steady growth as companies work to achieve a meaningful return on investment in specific areas of given processes.
Finding the right third-party logistics provider (3PL) always involves considerable due diligence, contend industry experts. But it may also mean leaving an existing partner for a set of collaborators that can deliver on the promise of a seamless global network.
Our team of market leading consultants offers global shippers a strategic approach for optimizing air freight expenditures in a way that simultaneously improves service and capacity.
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.
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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.