Logistics Business Quotes

At Mayflower-Plymouth, we are trying to mimic the intelligence of fungi and mycelium to add value in service to businesses.

In today's global economy, it's essential that businesses efficiently execute on or plug into logistics.

Efficient supply chain management is essential for individual businesses, specific markets, and for the economy as a whole - especially when we're talking about Permaculture Economics. A global economy where products and services are moved from source to destination with maximum efficiency.... That's a win for everyone.

If you wanna learn about logistics, go meditate in a forest.

If you'd like to gain a new understanding of logistics, get into gardening.

By eliminating over-production and long transport routes from the supply chain distribution system, it allows for more responsiveness.

Logistics is not an end unto itself, it's a means to an end. Logistics should be in service of something greater. In a permaculture system, logistics exists in service to people and families and businesses. Not the other way around.

In this modern era, Panama should be considering new ways to invest in and profit from global commerce, logistics and supply chains. It's not just about widening the canal, but widening the ways in which the nation can add value to and extract value from the movement of products and services globally.

If we want better global supply chains, there are lots of other things that have to be made better first. We need to be better with equitably including small businesses into global logistics. We need to be better with upcycling, and feedback loops. We need to be better with implementing Blockchain technology. We need to be better with material ecology and designing products for longevity. And so much more.

In this modern era, Panama should be considering new ways to invest in and profit from global commerce, logistics and supply chains. It's not just about widening the canal, but widening the ways in which the nation can add value to and extract value from the movement of products and services globally. I'm a citizen of Panama just like I am of The US and The Bahamas. So I'd like to see Panama's evolution with this.

Going forward, Panama should expand on the canal business in new ways. That means not only widening the physical canal, but investing more broadly in global logistics and supply chains. So Panamanian leadership should ask, how can we extract more value from the canal by adding more value to it. Or how can we create or plug into new platforms which facilitate global trade. As a citizen of Panama, I'd like to see this happen.

Logistics management and supply chain management are just different ways of saying capital allocation.

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

By combining supply chains, we maximize space utilized per vehicle, we streamline routes, we remove waste from the system, we do more in less time, and we provide superior value to the businesses in the network.

Everything we do at Mayflower-Plymouth is viewed through the lens of capital allocation. Whether it's Blockchain or Quantum Computing or DeFi or Additive Manufacturing or Logistics, we channel that toward helping businesses fulfill solutions and solve problems concerning the allocation of capital.

You can't approach business the same way you approach an algebra equation or something. When you're considering the viability of a business, you have to also consider the psychology of human beings, the logistics of peoples emotions, cultural factors, sociopolitical factors, peoples habits, and more. There's a lot to consider when you're thinking about what people are going to pay for and how much they'll pay and why they'll pay and what they really value.

A lot can be learned from the big companies of today. Companies like Amazon have revolutionized logistics, companies like Tesla have revolutionized sustainable systems, companies like Microsoft and Google have revolutionized data mining and data distribution, companies like Maersk have revolutionized Supply Chains, companies like Gardein and Beyond Meat have revolutionized food. Every company can serve as a case study of some kind with various lessons that can be learned.

The value we provide at Mayflower exists at the convergence of various new technologies and studies including Blockchain, cryptography, quantum computing, artificial intelligence, stigmergy, additive manufacturing, big data, advanced logistics and more.

When we apply additive manufacturing at scale and fully integrate it into society from a systems perspective, it can revolutionize the flow of products in the supply chains. Logistically, we can get products to their destination instantly and with greater efficiency.

In the second part of this century, individualization will be greater than mass production. And logistics will be more about data files and polymer packs than freight trucks and cargo ships.

In the distant past, in what might be described as the Golden Days of War, the business of wreaking havoc on your neighbours (these being the only people you could logistically expect to wreak havoc upon) was uncomplicated. You—the King—pointed at the next-door country and said, “I want me one of those!” Your vassals—stalwart fellows selected for heft and musculature rather than brain—said, “Yes, my liege,” or sometimes, “What’s in it for me?” but broadly speaking they rode off and burned, pillaged, slaughtered and hacked until either you were richer by a few hundred square miles of forest and farmland, or you were rudely arrested by heathens from the other side who wanted a word in your shell-like ear about cross-border aggression. It was a personal thing, and there was little doubt about who was responsible for kicking it off, because that person was to be found in the nicest room of a big stone house wearing a very expensive hat.

That seemed like the goal—another person to help manage the logistics of a full, busy life, someone whose face you liked, someone you could live with for fifty years without throwing each other out the window.

In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.

Adam Lashinsky explained how Amazon. com had gone on a “military hiring spree” because Jeff was impressed with veterans’ logistical know-how and bias for action.3 In fact, Amazon.com has a dedicated military recruiting website and a highly consistent hiring and retention record for ex-military personnel. This practice of hiring veterans isn’t about expressing gratitude for ex-soldiers’ service to our country. Veterans fit Jeff’s business model. As a result, Amazon.com has not bothered to launch a huge PR campaign about its military employment program. Jeff just realized it was good business.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

The prerequisites of the German economic miracle were not only the enormous sums invested in the country under the Marshall Plan, the outbreak of the Cold War, and the scrapping of outdated industrial complexes-an operation performed with brutal efficiency by the bomber squadrons-but also something less often acknowledged: the unquestioning work ethic learned in a totalitarian society, the logistical capacity for improvisation shown by an economy under constant threat, experience in the use of "foreign labor forces," and the lifting of the heavy burden of history that went up in flames between 1942 and 1945 along with the centuries-old buildings accommodating homes and businesses in Nuremberg and Cologne, in Frankfurt, Aachen, Brunswick, and Wurzberg, a historical burden ultimately regretted by only a few.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Under the direction of General Westmoreland, significantly himself a graduate of the Harvard Business School in which McNamara had at one time taught, the computers zestfully went to work. Fed on forms that had to be filled in by the troops, they digested data on everything from the amount of rice brought to local markets to the number of incidents that had taken place in a given region in a given period of time. They then spewed forth a mighty stream of tables and graphs which purported to measure “progress” week by week and day by day. So long as the tables looked neat, few people bothered to question the accuracy, let alone the relevance, of the data on which they were based. So long as they looked neat, too, the illusion of having a grip on the war helped prevent people from attempting to gain a real understanding of its nature. This is not to say that the Vietnam War was lost simply because the American defense establishment’s management of the conflict depended heavily on computers. Rather, it proves that there is, in war and presumably in peace as well, no field so esoteric or so intangible as to be completely beyond the reach of technology. The technology in use helps condition tactics, strategy, organization, logistics, intelligence, command, control, and communication. Now, however, we are faced with an additional reality. Not only the conduct of war, but the very framework our brains employ in order to think about it, are partly conditioned by the technical instruments at our disposal.

Tana Africa focuses its efforts on food, beverages and personal care, fast-moving consumer goods, retail and education, and will also consider select opportunities in healthcare, consumer financial services, media, logistics and agriculture. ‘We are Africans, and we would like to invest in Africa,’ says Nicky. ‘So we are busy looking for things to do.

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

I created XPO with a private investment in public equity (a “PIPE”) that gave me control of a logistics company with about $175 million in revenue. Its main focus was freight transportation: matching truckers with shippers, forwarding freight, and expediting urgent shipments. I felt confident we could create a business model with a major upside to earnings by applying scale and technological innovation, and we did that, building XPO into an integrated, global logistics leader.

Topics & Questions for Discussion In Chapter One, “Cyrus Jones and the Magic Funeral,” Asha describes Cyrus as “mostly human, a little bit cartoon, a tiny bit ghost.” Having read the book, what do you think of Cyrus as a character? Have you met anyone like him in real life? Think back to your high school crush(es). Do you recall that first feeling of attraction? How would you react if you happened upon that person now? What does Asha’s relationship with her older sister Mira bring to story? How does she add to your understanding of Asha as a person? Jules is a source of support, emotional and financial, for Cyrus and Asha. What other roles does he play in the novel? Recall the manifesto Cyrus writes in Chapter Three: “We don’t try to convince people to buy things We don’t spy on anyone We don’t sell our souls (we don’t sell anything) and We are equal partners and make all decisions together.” Did you predict any of these points might falter? Were you correct? Consider what kind of workplace Utopia is. Would you like to work there? What elements would you like to see in your current work situation? At the end of Chapter Five, Asha thinks about the cultural differences between her and Cyrus, contemplating his “whiteness.” To what extent do you think their differences affect their understanding of each other? Have you had to think about cultural differences in a similar way? Besides WAI, several other app ideas are mentioned in the novel: Consentify, LoneStar, Buttery, Flitter, and so on. Discuss your favorite, or if you have any other start up ideas. Asha, Cyrus, and Jules must delve into all the logistical aspects of starting and growing a business, from assembling the right team to sourcing funding. What seem to be the biggest challenges to starting a business? The novel deals with themes of gender dynamics and white male privilege throughout. At what points can you see these dynamics at play, and how do the characters respond? If you were Asha’s friend, or family member, how would you react to her relationship with Cyrus? Would you have warned her or supported her? What does or doesn’t seem to work about their marriage?

Waste levels Logistics: Schedule accuracy On time delivery percentage Average time to deliver Inventory accuracy Human resources: Employee turnover Average time to fill a position Cost per hire Employee satisfaction/engagement index Absenteeism Salary competitiveness factor Training return on investment Corporate social responsibility: Carbon and water footprints Energy consumption Product recycling rate Waste recycling rate

Supply and demand is always the root problem in business. It’s been true since Phoenician traders raced to bring Rome the coveted purple dye that colored the clothing of royals and rich people; there was never enough purple to go around. It’s hard enough to invent and manufacture and market a product, but then the logistics, the mechanics, the hydraulics of getting it to the people who want it, when they want it—this is how companies die, how ulcers are born.

Eisenhower found the difficulties he faced “nerve-wracking. Ordinarily,” he later observed, “a commander is given, along with a general objective, a definite allocation of forces upon which to construct his strategical plan, supported by detailed tactical, organizational, and logistical programs. In this case the situation was vague, the amount of resources unknown, the final object indeterminate, and the only firm factor in the whole business our instructions to attack.

In fact, Tung himself was also a businessman. Born in Shanghai, Tung took over his family business after his father, shipping magnate Tung Chao Yung, died in 1981 and managed Orient Overseas, one of the world's leading shipping and logistics service providers. Sitting next to Tung at the meeting with President Xi was Li Ka- shing who made a statement on Oct. 15, calling on the Occupy protesters to go home and not to "let today's passion become tomorrow's regrets." The Asia's wealthiest man did not make it clear whether or not he agrees with the appeals of the protesters. Li built his family business empire from plastics manufacturing and accumulated wealth through real estate, supermarket chains and mobile phone network. Other Hong Kong tycoons, such as Lee Shau-kee, nicknamed "Hong Kong's Warrenn Buffett," Kuok Hock Nien known for his sugar refineries in Asia, and Woo Kwong-ching whose businesses range from Hong Kong's cable TV to the Star Ferry, have all remained mute.

Terry Guo of Foxconn has been aggressively installing hundreds of thousands of robots to replace an equivalent number of human workers. He says he plans to buy millions more robots in the coming years. The first wave is going into factories in China and Taiwan, but once an industry becomes largely automated, the case for locating a factory in a low-wage country becomes less compelling. There may still be logistical advantages if the local business ecosystem is strong, making it easier to get spare parts, supplies, and custom components. But over time inertia may be overcome by the advantages of reducing transit times for finished products and being closer to customers, engineers and designers, educated workers, or even regions where the rule of law is strong. This can bring manufacturing back to America, as entrepreneurs like Rod Brooks have been emphasizing. A

We know that enjoying the little things and having new experiences ARE the important things. We know it, but we still find ourselves missing out on what we really want in life because there just isn’t enough time to take care of life’s logistics AND do what makes us happy.

Don't treat your business website like logistics, treat it like an employee.

Logistics is in fact a key aspect of military planning, and Cook is responsible for Apple’s operational excellence. For example, when Apple knew it would move away from disk drives in its iPods and MacBook Air notebooks, it invested in billion-dollar forward purchases of flash memory. Cook’s supply-chain organization executed this masterstroke, which accomplished the trifecta of securing Apple’s supply, locking in the lowest price, and hobbling the competition’s access to components. Such back-of-the-shop excellence at a company known for its creative flair is a rare example of what researchers Charles O’Reilly of Stanford and Michael Tushman, a professor of organizational behavior at the Harvard Business School, refer to as “ambidexterity as a dynamic capability.” In other words, it reflects the ability of a top-performing company to be simultaneously efficient and innovative.

Shallow Work: Noncognitively demanding, logistical-style tasks, often performed while distracted. These efforts tend to not create much new value in the world and are easy to replicate. In an age of network tools, in other words, knowledge workers increasingly replace deep work with the shallow alternative—constantly sending and receiving e-mail messages like human network routers, with frequent breaks for quick hits of distraction. Larger efforts that would be well served by deep thinking, such as forming a new business strategy or writing an important grant application, get fragmented into distracted dashes that produce muted quality.

Discounters’ profits came and still come from buying competitively while handling financial operations, logistics and property business more astutely than other retailers can. The high-volume, low-operating-cost model allowed them to offer lower prices and more choice, while maintaining acceptable service levels; their goal was to move a lot of product and make small percentage profits on high volumes, which improves efficiency and gives them the power to negotiate with manufacturers.

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

Eric Spiegel, the head of Siemens’ US arm, laid out a vision not that far removed from Ms Huang’s when he spoke at a breakfast in Washington hosted by the McKinsey Global Institute, the consultancy’s think-tank. The German engineering company, he said, would soon begin delivering spare parts to customers via email and 3D printers, also avoiding physical borders and the usual logistical complexities of global trade. But the advances in business are also coming up against fundamental debates about privacy. The Edward Snowden revelations of US online snooping have sparked a worldwide debate about privacy and the internet. Receiving less attention is the way international trade negotiations are trying to deal with what limits, if any, ought to be set on the flow of data around the globe and how to prepare for a digital future that is already a reality in some sectors. The negotiation of a 12-country Transpacific trade partnership (TPP) has sparked debate in Australia and New Zealand over whether companies ought to be allowed to store personal banking and medical data in foreign countries, or if such sensitive information should even be allowed to cross borders freely.

Netflix’s algorithm has a deeper (even if still quite limited) understanding of your tastes than Amazon’s, but ironically that doesn’t mean Amazon would be better off using it. Netflix’s business model depends on driving demand into the long tail of obscure movies and TV shows, which cost it little, and away from the blockbusters, which your subscription isn’t enough to pay for. Amazon has no such problem; although it’s well placed to take advantage of the long tail, it’s equally happy to sell you more expensive popular items, which also simplify its logistics. And we, as customers, are more willing to take a chance on an odd item if we have a subscription than if we have to pay for it separately.

Shippers and logistics service providers impose multiple requirements on their transportation carriers regardless of the product shipped. These include low and predictable price; short and consistent travel times; high departure and arrival frequency; high equipment availability; accurate and damage-free delivery; and ease of doing business with the carriers. No

dispatch riders would race across the world with padlocked briefcases, personally distributing keys to everyone who would receive messages from the bank over the next week. As business networks grew in size, as more messages were sent, and as more keys had to be delivered, the banks found that this distribution process became a horrendous logistical nightmare, and the overhead costs became prohibitive.

There are four main predictive modeling techniques detailed in this book as important upstream O&G data-driven analytic methodologies: Decision trees Regression Linear regression Logistic regression Neural networks Artificial neural networks Self-organizing maps (SOMs) K-means clustering

Facilitator Brad Pitt’s character in Ocean’s Eleven, Rusty Ryan, is the logistics guy. He keeps the heist running. You need someone to be the Rusty

McKinsey has listed agri-business as one of the hottest areas for Chinese investment. The logic was pretty simple. There is rising demand from consumers and the entire supply chain needs to be improved: land, water, farming, fertilizer, technology, logistics, retail, etc. Almost everything.

I know the explanations, and there’s no doubt that during the busy years, hobbies and personal passions tend to fall by the wayside. People will sometimes make space for flexible fun like reading, crafting, or solo exercise, and that’s great. But committing to something out of the house, and involving other people, that meets at a particular time, seems like an entirely different matter. There are all the logistics to consider. Plus there are other people’s schedules, and the question of whether chaos

Dwight D. Eisenhower, thirty-fourth president of the United States, was the Supreme Allied Commander in World War II. He said this about logistics: “You will not find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics.

Supply and demand is always the root problem in business. It’s been true since Phoenician traders raced to bring Rome the coveted purple dye that colored the clothing of royals and rich people; there was never enough purple to go around. It’s hard enough to invent and manufacture and market a product, but then the logistics, the mechanics, the hydraulics of getting it to the people who want it, when they want it – this is how companies die, how ulcers are born.

While you might outsource your supply chain, your logistics, or your investments, you do not outsource your responsibility for them. It's getting harder every day to externalize environmental and social costs that your business imposes on society

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

Samson Uloho is an experienced business professional in the USA. He is the CEO of Enklick Group. Samson Uloho started his business in 2013, and it has grown and ventured into real estate investments, logistics, and financial markets. Samson Uloho owns real estate assets in Texas and Washington states and owns several other property investments in the USA.

infrastructure companies. Amazon is so good at infrastructure that its fastest-growing and most profitable business (AWS) is all about allowing other companies to leverage Amazon’s computing infrastructure. Amazon also makes money by offering Fulfillment by Amazon to other merchants who envy its mastery of logistics, which ought to strike fear into the hearts of frenemies like UPS and FedEx. In addition to its eighty-six gigantic fulfillment centers, Amazon also has at least fifty-eight Prime Now hubs in major markets, allowing it to beat UPS and FedEx on performance by offering same-day delivery of purchases in less than two hours. Amazon has also built out “sortation” centers that let it beat UPS and FedEx on price by shipping small packages via the United States Postal Service for about $ 1 rather than paying FedEx or UPS around $ 4.50.

Adding more to our lives complicates them. Complications lead to logistical wrangling that takes a lot of time and energy that then can’t be invested in the things that lead to the most joy and satisfaction.

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