Logistics Best Quotes

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

The best supply chain is one that has no beginning and no end; and decentralized points of access and distribution.

Within the next couple of years, whatever your job, you will be able to consult an on-demand expert, ask it about your latest ad campaign or product design, quiz it on the specifics of a legal dilemma, isolate the most effective elements of a pitch, solve a thorny logistical question, get a second opinion on a diagnosis, keep probing and testing, getting ever more detailed answers grounded in the very cutting edge of knowledge, delivered with exceptional nuance. All of the world’s knowledge, best practices, precedent, and computational power will be available, tailored to you, to your specific needs and circumstances, instantaneously and effortlessly. It is a leap in cognitive potential at least as great as the introduction of the internet. And that is before you even get into the implications of something like ACI and the Modern Turing Test.

Part of what kept him standing in the restive group of men awaiting authorization to enter the airport was a kind of paralysis that resulted from Sylvanshine’s reflecting on the logistics of getting to the Peoria 047 REC—the issue of whether the REC sent a van for transfers or whether Sylvanshine would have to take a cab from the little airport had not been conclusively resolved—and then how to arrive and check in and where to store his three bags while he checked in and filled out his arrival and Post-code payroll and withholding forms and orientational materials then somehow get directions and proceed to the apartment that Systems had rented for him at government rates and get there in time to find someplace to eat that was either in walking distance or would require getting another cab—except the telephone in the alleged apartment wasn’t connected yet and he considered the prospects of being able to hail a cab from outside an apartment complex were at best iffy, and if he told the original cab he’d taken to the apartment to wait for him, there would be difficulties because how exactly would he reassure the cabbie that he really was coming right back out after dropping his bags and doing a quick spot check of the apartment’s condition and suitability instead of it being a ruse designed to defraud the driver of his fare, Sylvanshine ducking out the back of the Angler’s Cove apartment complex or even conceivably barricading himself in the apartment and not responding to the driver’s knock, or his ring if the apartment had a doorbell, which his and Reynolds’s current apartment in Martinsburg most assuredly did not, or the driver’s queries/threats through the apartment door, a scam that resided in Claude Sylvanshine’s awareness only because a number of independent Philadelphia commercial carriage operators had proposed heavy Schedule C losses under the proviso ‘Losses Through Theft of Service’ and detailed this type of scam as prevalent on the poorly typed or sometimes even handwritten attachments required to explain unusual or specific C-deductions like this, whereas were Sylvanshine to pay the fare and the tip and perhaps even a certain amount in advance on account so as to help assure the driver of his honorable intentions re the second leg of the sojourn there was no tangible guarantee that the average taxi driver—a cynical and ethically marginal species, hustlers, as even their smudged returns’ very low tip-income-vs.-number-of-fares-in-an-average-shift ratios in Philly had indicated—wouldn’t simply speed away with Sylvanshine’s money, creating enormous hassles in terms of filling out the internal forms for getting a percentage of his travel per diem reimbursed and also leaving Sylvanshine alone, famished (he was unable to eat before travel), phoneless, devoid of Reynolds’s counsel and logistical savvy in the sterile new unfurnished apartment, his stomach roiling in on itself in such a way that it would be all Sylvanshine could do to unpack in any kind of half-organized fashion and get to sleep on the nylon travel pallet on the unfinished floor in the possible presence of exotic Midwest bugs, to say nothing of putting in the hour of CPA exam review he’d promised himself this morning when he’d overslept slightly and then encountered last-minute packing problems that had canceled out the firmly scheduled hour of morning CPA review before one of the unmarked Systems vans arrived to take him and his bags out through Harpers Ferry and Ball’s Bluff to the airport, to say even less about any kind of systematic organization and mastery of the voluminous Post, Duty, Personnel, and Systems Protocols materials he should be receiving promptly after check-in and forms processing at the Post, which any reasonable Personnel Director would expect a new examiner to have thoroughly internalized before reporting for the first actual day interacting with REC examiners, and which there was no way in any real world that Sylvanshine could expect

Filming was done outside San Antonio, Texas. The scale of the production was vast and complex. Whole battlefields were scrupulously re-created on the plains of Texas. Wellman deployed as many as five thousand extras and sixty airplanes in some scenes—an enormous logistical exercise. The army sent its best aviators from Selfridge Field in Michigan—the very men with whom Lindbergh had just flown to Ottawa—and stunt fliers were used for the more dangerous scenes. Wellman asked a lot of his airmen. One pilot was killed, another broke his neck, and several more sustained other serious injuries. Wellman did some of the more dangerous stunt flying himself. All this gave the movie’s aerial scenes a realism and immediacy that many found almost literally breathtaking. Wellman captured features of flight that had never been caught on film before—the shadows of planes moving across the earth, the sensation of flying through drifting smoke, the stately fall of bombs, and the destructive puffs of impact that follow. Even the land-bound scenes were filmed with a thoughtfulness and originality that set Wings apart. To bring the viewer into a Parisian nightclub, Wellman used a boom shot in which the camera traveled through the room just above table height, skimming over drinks and between revelers, before arriving at the table of Arlen and Rogers. It is an entrancing shot even now, but it was rivetingly novel in 1927. “Wings,” wrote Penelope Gilliatt simply in The New Yorker in 1971, “is truly beautiful.” Wings was selected as best picture at the very first Academy Awards ceremony in 1929. Wellman, however, wasn’t even invited to the ceremony.

A few days after that dinner, I catch up with my new friend Paul over coffee. He is telling me about a time when he cycled from the Netherlands to Spain – a many-months-long endeavour that he completed solo. I try to imagine myself in this scenario. ‘Were you lonely?’ I ask. Paul pauses, taken aback by the question. And this is the problem with Deep Talk. Not only do you have to be a bit vulnerable and a bit ballsy to ask the questions in the first place, but you’re also asking whoever you’re speaking with to be the same: open up, take your hand and embrace the depths. Paul furrows his brow. After a beat, he nods. ‘Yeah, I was,’ he says. ‘What did you do to combat it?’ ‘I wrote in my journal a lot,’ he tells me. ‘I went for walks. But I was still really lonely.’ He tells me that he’s good at talking to people but that in most of the places where he stopped along the way people were pretty guarded. When I play back this conversation in my head, I wonder how differently pre-sauna Jess would have handled it. Given that I don’t know Paul well, I would have probably asked about logistics, or how many miles he covered per day, or what kind of bike he rode. Maybe, at best, I’d have launched into a story about a bike seat I’d used in Beijing that was such a literal arse ache that I could barely walk for two weeks, followed by a monologue about the realities of life with thigh chaffing. I am so impressed by how open Paul is with me. He could have lied and told me, nah, he doesn’t get lonely, that he relished the time alone on the road, he was a lone wolf, a cowboy striking out into the sunset with nothing but his trusty metallic steed. One of the most vital parts of Deep Talk is that it has to be a two-way process – both parties have to be willing to share, to disclose, to be vulnerable. If you initiate it with someone but don’t give back, you’re likely just harassing innocent people to share extremely personal information. I realise I probably shouldn’t go around asking men about their loneliness and not share my own experience of it. Since we’re all in this together, I’ll tell you, too.

Never treat your launch team like a core group. It’s not. Your launch team is a time-limited, purpose-driven team. It ends with the debriefing session following your launch. At that meeting, release the launch team members to join a ministry team of their choice. Your launch team will not stay with you over the long haul. Many church planters make the mistake of thinking that the people from their launch team (whom they have grown to love) will be the same people who will grow the church with them in the long term. That is seldom, if ever, the case. While it’s sad to see people go, it’s part of God’s process in growing your church. So, expect it, be prepared for it, and be thankful that you have the opportunity to serve with so many different people at different points along the journey. Preparing a launch team to maximize your first service is first and foremost a spiritual enterprise. Pray and fast—a lot. Don’t be fooled into thinking that being a solid leader undermines the spirit of teamwork. You can lead a team, hold people accountable and ensure that things get done in a way that fosters teamwork and gives glory to God. So get ready. show people your heart before you ask for their hand. People want to know that you care, and they want to be part of something bigger than themselves. If you can articulate your vision in a way that excites people, they’ll want to be on your team. The launch team is not a democracy. Don’t vote. You are the leader. Lead. While it’s true that you want to share the gospel with as many people as possible, you will need to develop a clear picture of the specific demographic your new church is targeting in order to effectively reach the greatest number of people. Diffused light has little impact, but focused light has the ability to cut through steel. Take time to focus so that you are able to reach the specific people God has called you to. 1. Who Are the Key Population Groups Living in My Area? 2. What Population Group Is Not Being Reached Effectively? 3. What Population Group Do I Best Relate To? Healthy organisms grow, and that includes your church. If you feel stagnation setting in, your job is not to push growth any way you can but to identify the barriers that are hindering you and remove them. The only people who like full rooms are preachers and worship leaders. If you ignore this barrier, your church will stop growing. Early on, it’s best to remain flexible. The last thing you want to do is get in a position in which God can’t grow you because you aren’t logistically prepared. What if twice as many people showed up this Sunday? Would you be ready? When a lead pastor isn’t growing: The church stops growing, the sermons are stale, The staff and volunteers stop growing, The passion for ministry wanes. Keeping your church outwardly focused is just as important now as it was during your prelaunch stage. Make sure that you are continually working to expand God’s kingdom, not building your own. A healthy launch is the single greatest indicator of future church health.

Other notable books on whaling—despite their age and antiquated writing style—include Alpheus Hyatt Verrill's The Real Story of the Whaler: Whaling Past and Present (1916); Clifford Ashley's The Yankee Whaler (1939), written by a whaleman and offering perhaps the best overview of the physical characteristics and mechanics of a whaleship; Samuel Eliot Morison's The Maritime History of Massachusetts (1921); and Edouard Stackpole's The Sea-Hunters: The New England Whalemen during Two Centuries, 1635–1835 (1953). The best recent book on whaling is Eric Jay Dolan's Leviathan: The History of Whaling in America (2007), which views the whaling profession through a modern lens and thoroughly explores the socioeconomic aspects of whaling. Like Melville, Dolan doesn't ignore the biology of the mammal itself. In the literature of the Civil War navies, there has been a tendency to, unfortunately, glorify the same subjects, almost to the point of cliché. Hence bookshelves are stacked with discussions of ironclads, blockade-runners, and the most sensational of the sea battles. There's a reason there are so few books concerning Civil War naval logistics and the Union blockade: the work was, more often than not, mind-numbingly tedious. As one “bluejacket” humorously noted in a letter he wrote home, “We have not much to do at present and I don't know what I should do if we did not have our pig and kittens to play with.”1

That trip was epic. Every day was an adventure. Bindi sat down for her formal schooling at a little table under the big trees by the river, with the kookaburras singing and the occasional lizard or snake cruising through camp. She had the best scientists from the University of Queensland around to answer her questions. I could tell Steve didn’t want it to end. We had been in bush camp for five weeks. Bindi, Robert, and I were now scheduled for a trip to Tasmania. Along with us would be their teacher, Emma (the kids called her “Miss Emma”), and Kate, her sister, who also worked at the zoo. It was a trip I had planned for a long time. Emma would celebrate her thirtieth birthday, and Kate would see her first snow. Steve and I would go our separate ways. He would leave Lakefield on Croc One and go directly to rendezvous with Philippe Cousteau for the filming of Ocean’s Deadliest. We tried to figure out how we could all be together for the shoot, but there just wasn’t enough room on the boat. Still, Steve came to me one morning while I was dressing Robert. “Why don’t you stay for two more days?” he said. “We could change your flight out. It would be worth it.” When I first met Steve, I made a deal with myself. Whenever Steve suggested a trip, activity, or project, I would go for it. I found it all too easy to come up with an excuse not to do something. “Oh, gee, Steve, I don’t feel like climbing that mountain, or fording that river,” I could have said. “I’m a bit tired, and it’s a bit cold, or it’s a bit hot and I’m a bit warm.” There always could be some reason. Instead I decided to be game for whatever Steve proposed. Inevitably, I found myself on the best adventures of my life. For some reason, this time I didn’t say yes. I fell silent. I thought about how it would work and the logistics of it all. A thousand concerns flitted through my mind. While I was mulling it over, I realized Steve had already walked off. It was the first time I hadn’t said, “Yeah, great, let’s go for it.” And I didn’t really know why.

Steve and I would go our separate ways. He would leave Lakefield on Croc One and go directly to rendezvous with Philippe Cousteau for the filming of Ocean’s Deadliest. We tried to figure out how we could all be together for the shoot, but there just wasn’t enough room on the boat. Still, Steve came to me one morning while I was dressing Robert. “Why don’t you stay for two more days?” he said. “We could change your flight out. It would be worth it.” When I first met Steve, I made a deal with myself. Whenever Steve suggested a trip, activity, or project, I would go for it. I found it all too easy to come up with an excuse not to do something. “Oh, gee, Steve, I don’t feel like climbing that mountain, or fording that river,” I could have said. “I’m a bit tired, and it’s a bit cold, or it’s a bit hot and I’m a bit warm.” There always could be some reason. Instead I decided to be game for whatever Steve proposed. Inevitably, I found myself on the best adventures of my life. For some reason, this time I didn’t say yes. I fell silent. I thought about how it would work and the logistics of it all. A thousand concerns flitted through my mind. While I was mulling it over, I realized Steve had already walked off. It was the first time I hadn’t said, “Yeah, great, let’s go for it.” And I didn’t really know why. Steve drove us to the airstrip at the ranger station. One of the young rangers there immediately began to bend his ear about a wildlife issue. I took Robert off to pee on a bush before we had to get on the plane. It was just a tiny little prop plane and there would be no restroom until we got to Cairns. When we came back, all the general talk meant that there wasn’t much time left for us to say good-bye. Bindi pressed a note into Steve’s hand and said, “Don’t read this until we’re gone.” I gave Steve a big hug and a kiss. Then I kissed him again. I wanted to warn him to be careful about diving. It was my same old fear and discomfort with all his underwater adventures. A few days earlier, as Steve stepped off a dinghy, his boot had gotten tangled in a rope. “Watch out for that rope,” I said. He shot me a look that said, I’ve just caught forty-nine crocodiles in three weeks, and you’re thinking I’m going to fall over a rope? I laughed sheepishly. It seemed absurd to caution Steve about being careful. Steve was his usual enthusiastic self as we climbed into the plane. We knew we would see each other in less than two weeks. I would head back to the zoo, get some work done, and leave for Tasmania. Steve would do his filming trip. Then we would all be together again. We had arrived at a remarkable place in our relationship. Our trip to Lakefield had been one of the most special months of my entire life. The kids had a great time. We were all in the same place together, not only physically, but emotionally, mentally, and spiritually. We were all there.

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The company even drew unlikely customers. From rural Arkansas, operating just five comically cheap-looking stores—a rounding error compared with the largest retailers—Sam Walton made his way to an IBM conference for retailers. While he shied away from investing anything in any emotional aspect of retailing, delivering the lowest prices meant mastering logistics and information. To one speaker at the conference, Abe Marks, modern retailing meant knowing exactly “how much merchandise is in the store? What’s selling and what’s not? What is to be ordered, marked down or replaced? . . . The more you turn your inventory, the less capital is required.” Altering his first impression, Marks found that Walton’s simpleton comportment masked his genius as a retailer, eventually calling him the “best utilizer of information that there’s ever been.” A little over two decades later, Sam Walton would become the richest man in America; he would attribute his competitive advantage to his investment in computing systems in his early days. The small-town merchant who expected that knowing his customers’ names or sponsoring the local Little League team would give him some enduring advantage simply didn’t understand the sport. American consumers, technocrats at heart, rewarded efficiency as reflected by the prices on the shelves, not the quaint sentiments of a friendly proprietor. To gain this efficiency, information systems were seen as vital.

Nobody ever talks about the logistics of leaving, like getting out of an abusive relationship is simply working up the courage to go.

SUMMARY A vast array of additional statistical methods exists. In this concluding chapter, we summarized some of these methods (path analysis, survival analysis, and factor analysis) and briefly mentioned other related techniques. This chapter can help managers and analysts become familiar with these additional techniques and increase their access to research literature in which these techniques are used. Managers and analysts who would like more information about these techniques will likely consult other texts or on-line sources. In many instances, managers will need only simple approaches to calculate the means of their variables, produce a few good graphs that tell the story, make simple forecasts, and test for significant differences among a few groups. Why, then, bother with these more advanced techniques? They are part of the analytical world in which managers operate. Through research and consulting, managers cannot help but come in contact with them. It is hoped that this chapter whets the appetite and provides a useful reference for managers and students alike. KEY TERMS   Endogenous variables Exogenous variables Factor analysis Indirect effects Loading Path analysis Recursive models Survival analysis Notes 1. Two types of feedback loops are illustrated as follows: 2. When feedback loops are present, error terms for the different models will be correlated with exogenous variables, violating an error term assumption for such models. Then, alternative estimation methodologies are necessary, such as two-stage least squares and others discussed later in this chapter. 3. Some models may show double-headed arrows among error terms. These show the correlation between error terms, which is of no importance in estimating the beta coefficients. 4. In SPSS, survival analysis is available through the add-on module in SPSS Advanced Models. 5. The functions used to estimate probabilities are rather complex. They are so-called Weibull distributions, which are defined as h(t) = αλ(λt)a–1, where a and 1 are chosen to best fit the data. 6. Hence, the SSL is greater than the squared loadings reported. For example, because the loadings of variables in groups B and C are not shown for factor 1, the SSL of shown loadings is 3.27 rather than the reported 4.084. If one assumes the other loadings are each .25, then the SSL of the not reported loadings is [12*.252 =] .75, bringing the SSL of factor 1 to [3.27 + .75 =] 4.02, which is very close to the 4.084 value reported in the table. 7. Readers who are interested in multinomial logistic regression can consult on-line sources or the SPSS manual, Regression Models 10.0 or higher. The statistics of discriminant analysis are very dissimilar from those of logistic regression, and readers are advised to consult a separate text on that topic. Discriminant analysis is not often used in public

If you are looking for best professional CILT course so here we are providing CILT course. The Chartered Institute of Logistics and Transport (CILT) is the leading Professional Body associated with Supply Chain, Logistics and Transport Profession. The CILT incorporates subjects from assembling exchange, buy, and physical scattering into a brought together information.

Best4Automation is the industry marketplace, which combines all the advantages of a modern on-line shop with the fast logistics of large manufacturers. Our well-known manufacturers and partners in automation technology such as Schmersal, Murrplastik, wenglor sensoric, Murrelektronik, Stego, Siemens, Fibox and Captron cover a wide spectrum of electronic and electromechanical components for mechanical engineering, plant construction and maintenance.

Castine is a quiet town with a population of about 1,500 people in Western Hancock County, Maine, named after John Hancock, when Maine was a part of the Commonwealth of Massachusetts. He was the famous statesman, merchant and smuggler who signed the “Declaration of Independence” with a signature large enough so that the English monarch, King George, could read it without glasses. Every child in New England knows that John Hancock was a prominent activist and patriot during the colonial history of the United States and not just the name of a well-known Insurance Company. Just below the earthen remains of Fort George, on both sides of Pleasant Street, lays the campus of Maine Maritime Academy. Prior to World War II, this location was the home of the Eastern State Normal School, whose purpose was to train grade school teachers. Maine Maritime Academy has significantly grown over the years and is now a four-year college that graduates officers and engineers for the United States Merchant Marine, as well as educating students in marine-related industries such as yacht and small craft management. Bachelor Degrees are offered in Engineering, International Business and Logistics, Marine Transportation, and Ocean Studies. Graduate studies are offered in Global Logistics and Maritime Management, as well as in International Logistics Management. Presently there are approximately 1,030 students enrolled at the Academy. Maine Maritime Academy's ranking was 7th in the 2016 edition of Best Northern Regional Colleges by U.S. News and World Report. The school was named the Number One public college in the United States by Money Magazine. Photo Caption: Castine, Maine

The book Natalie had given her lay on the coffee table, and I skimmed some of the passages, agreeing with Amy’s assessment that it seemed improbable at best. But damn, if my eyes didn’t bulge out of my head when I stumbled upon one of the racier scenes. I spent half an hour trying to picture if the position described was even logistically possible. No wonder women flocked to these books with cutesy cartoon covers—this shit was hot, and they could read it in public, with men being none the wiser.

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REMEMBER THIS Insatiability—the desire to constantly want more and better of everything—must be understood and questioned. Social conformity reinforces problematic beliefs and habits. Positive conformity can change this paradigm. We have too much complacency around low-value tasks and wasteful work, which are extremely expensive in terms of human energy and talent time. Adding mortar (behavioral changes) to the bricks (logistical changes) makes the house of efficiency we are building more stable.

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Detroit has turned the corner on its renaissance, but few people know how the city was, and still is, at the cutting edge of manufacturing, innovation, and culture. My new book is a tribute to the men and women who built a city out of the wilderness starting in 1701, and sustained its incredible growth to become the world's Industrial Versailles in 1900. And the best part is, Detroit is still leading the way. It remains the ultimate Maker City.

Don't check programmers personality. Check his code.

manipulation through the tactic of mass assignation. Silvia, a CIO for a logistics agency, described the tactic in the following manner. “Behind closed doors I assemble the team and we plan how to best maneuver the multitude of stakeholders we have to influence to get large-scale change done. We create a highly detailed power map that includes their priorities, relationships, likes, dislikes — even their hobbies and favorite foods. This power map file is encrypted and kept only on my personal laptop, which no one may access but me.” Then she explains, “We continuously analyze their communication styles and who they relate to both on and off the team to determine the best person, channel and information to sway them. If they need to meet with Paul on a project, but they dislike Paul but like Mary, for example, we have Mary set up the meeting and Paul just shows up with her. If they like golf, the information we provide them includes golf analogies. If they like seafood, I take them out for lunch at the local oyster bar. I learned to do this when I worked for a consumer products company. This is how we analyzed the relationships between multiple target customers at the same time to determine how to sell more, and it made sense to apply it internally here.” As noted, mass

Just remember that a mix is good. Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

Process Description Plan You need to estimate how many hamburgers you are going to make, decide where you are going to make them, and determine what your supply chain priorities are. You may need to choose whether to focus on quality and freshness, customer service and convenience, or low cost. These choices will influence the other decisions and trade-offs that you make throughout the supply chain. Source You need to decide where you will buy your ingredients and supplies. You need to negotiate with your suppliers to get the best prices, along with the best quality and service. It might be better to have suppliers that are close by, so that transporting products is fast and cheap. Or it might make sense to choose suppliers that are farther away but can provide the products at a lower cost or in larger quantities. Make You need to manage the process of making your hamburgers. It will help if you can define the stages of your manufacturing process and how long each stage will take. You may also need to decide whether you should make the hamburgers by hand or buy a machine that can make them better, faster, and cheaper than a person can. Deliver You need to manage the logistics of getting your hamburgers into your customers’ hands. That means you’ll need to decide whether you want customers to pick up their hamburgers at a counter or employ a server to carry the hamburgers to the table. Or perhaps you need to have a drive-through window, or deliver your hamburgers to your customers’ homes or offices. Return For many products, it’s important to think about what will happen to them after your customer is finished using them. In the case of hamburgers, you may need to think about washing the plates and recycling napkins. Enable Last but not least, you need to decide what else you need to make the supply chain work. You may need to hire people with specific skills, which means you need to think about how you will find them and how you will measure their performance. And there may be other processes that you need to have in place for your supply chain to achieve its goals, such as marketing programs or accounting policies.

Decider Who makes decisions for your team? Perhaps it’s the CEO, or maybe it’s just the “CEO” of this particular project. If she can’t join for the whole time, make sure she makes a couple of appearances and delegates a Decider (or two) who can be in the room at all times. Examples: CEO, founder, product manager, head of design Finance expert Who can explain where the money comes from (and where it goes)? Examples: CEO, CFO, business development manager Marketing expert Who crafts your company’s messages? Examples: CMO, marketer, PR, community manager Customer expert Who regularly talks to your customers one-on-one? Examples: researcher, sales, customer support Tech/logistics expert Who best understands what your company can build and deliver? Examples: CTO, engineer Design expert Who designs the products your company makes? Examples: designer, product manager

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