Logistics > All Logistics | SupplyChainBrain

All Logistics: Page 837

Aligning Your Enterprise's Practices With Today's Cash Reality

Using a global inventory approach to "fire your inventory" may be much less disruptive than other cost-savings options your company may be considering.

01 09 cover 37

Tight Credit Markets? It's Time to Liberate Your Cash

Working capital optimization has always been the least expensive and most readily available form of cash. With tightening credit markets the option of liberating cash from a company's operational processes has moved to the forefront. Inventory optimization presents the second-largest opportunity among the working capital components after trade receivables and ahead of trade payables.

01 09 cover 36

Closed-Loop Strategies for Distributors and Manufacturers

Only 31 percent of organizations are looking at inventory management as a competitive differentiator versus the rest looking at it as a cost impactor. By adjusting the existing processes to configure a closed-loop inventory management process, organizations can gain significant improvement in customer service levels and reduced inventory carrying costs. The concept of closed-loop inventory management involves seven steps within the process: analyze demand, segment inventory, optimize inventory, replenish inventory, track inventory, manage events, and responsively execute.

01 09 cover 35

Inventory Optimization Is Just One Tool Among Many in Complex Supply Chains

To make multi-echelon inventory optimization more impactful, it must take a more holistic approach that accounts for the implications of inventory decisions on total supply chain costs, for organizational realities and weaknesses in supporting functional areas.

01 09 cover 34

Moving Towards Integrated & Optimized GTM in 2009

The way companies manage global trade and supply chain networks is changing. Aberdeen's research shows that leading performers are moving towards an integrated view of global trade management, focusing on simultaneously optimizing physical, financial and information flows and networks in order to achieve competitive advantage.

01 09 cover 28

You Should Cut International Logistics Costs, No Doubt. But How?

Companies and their logistics service providers need to reduce their international transport and logistics costs. Despite the uncertainties of the current business environment, they can apply both old and new techniques.

01 09 cover 27

Delivering Value While Managing Risk in the A&D Supply Chain

Aerospace and defense companies face an uncertain world in 2009 with a new presidential administration and a looming financial crisis. Supply chain professionals have a unique opportunity to deliver value to the business by bringing scale through an innovative and reliable partner network. Leaders will put the talent in place that can move beyond the traditional reactionary supply chain organization to one that helps achieve the goals of the business.

01 09 cover 04

3PL Revenues Are Up Despite Recession

Despite an ongoing freight recession in 2008, third-party logistics service provider revenues grew an estimated 5.5 percent to $128.7bn.

01 09 cover 03

Customers Increase Focus on Cost Reduction in Face of Soft Economy

In these tough economic times with revenues likely coming up short of expectations, logistics service providers will increasingly be pressured to help lower costs for customers, but not just by squeezing existing rates. Customers need help with lowering network inventories and reducing the total cost to serve by executing demand-driven strategies, enhancing trading partner collaboration, and revisiting the network flows for optimal configuration.

01 09 cover 02

Extending the Supply Chain Through the Right Providers

Today's Best-in-Class logistics executives are looking to third-party logistics providers as a value-add extension of their organization that can help deliver value to the customer at lower costs.

01 09 cover 01

How Well Can Providers Weather The Economic Storm?

There are a lot of parallels between the logistics software industry and the logistics service provider industry. For example, both have undergone a lot of mergers and acquisitions over the past five years, and companies in both industries are looking to further penetrate the small and mid-sized market. And it's also true that the business models of software vendors and LSPs are converging. But an important distinction still remains between these two industries: one primarily sells "products" and the other primarily sells "services." When times get tough, companies tend to outsource more and spend less, which is why LSPs have historically performed better than software vendors during economic slowdowns. Does this mean that LSPs can breathe easy in 2009? Not exactly.

01 09 cover

Maersk Logistics, MIT Jointly Study Carbon Footprint

Page 837 of 958

Featured Product

Photo: iStock/Anastasiia Yanishevska

How a Leading U.S. Floral Distribution Company Reduced Warehouse Labor Costs by 45% with RFID

Recycled Tagging Fasteners: Small Changes Make a Big Impact

Mobile geolocation service for track delivery, cargo shipment and freight transportation. Logistic Import Export business (Elements of this image furnished by NASA)

Enhancing High-Value Electronics Shipment Security with Tive's Real-Time Tracking

Franchise business e-commerce online e-marketplace or digital marketing branch expansion for growth or use technology to analyze product consumer data website management plan for sale service concept.

Moving Robots Site-to-Site