Logistics Management Quotes

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.

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

Waste is one of the biggest threats to supply chain resilience. No system can be resilient and wasteful at the same time.

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.

Inventory is something you don't see in nature. Everything in nature has continuous present utility. Our factories and distribution centers need to be optimized such that everything in there has continuous present utility.

We created Him, yes. The Neon God is our mess. Our digital hive-mind. Our A.I.,’ said Aurora, watching the man absent-mindedly gape at the ceiling. ‘We built Him to manage our finances, our logistics, our armies, our wealth distribution…. and… and He went crazy. 'Because we filled Him with crappy commercials and stopped maintaining His morals. He’s only like this because of us, all of us. It’s His Algorithm – the one you wrote, the one you keep feeding to Him – we need to watch out for. That’s the Neon God’s soul. That’s His Justice.

In the United States, the more common way to initiate change has been to have consultants come in who “borrow your watch to tell you what time it is

Supply chain management is all about the efficient utilization of capital.

Every product in every product ecosystem needs to have multi modal utility. The system should be such that few products can serve many purposes and products and components are maxiximally interchangeable.

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.

I can't today," I said. "Maybe tomorrow?" "Can't tomorrow," said Quinn. "I have a family thing. I guess we're logistically star-crossed, Juliet." Sometimes Quinn calls me Juliet because of how we had to do that scene together, and whenever he does it's good for another bout of brain paralysis. So all I could manage back was "Oh." "But I'll talk to you later, okay?" he said. I didn't even try to say anything else but just nodded, wondering as I did what would happen next. The steps had largely emptied by then. But before I could do much wondering, Quinn's lips were on mine. And this time it definitely counted.

All these rich people with their private-jet escape routes to New Zealand—maybe it’s the operational manager in me, but all I can think about are apocalypse logistics: What zombie pilot is going to fly all those planes, and which zombie air-traffic controller is going to help land them? And who is going to do all the ongoing work of cooking and cleaning and shopping? Is the New Zealand infrastructure prepared for this? And why would people in New Zealand allow planes full of potential plague-germ carriers onto their island, no matter how much money they have? Would money have value in the new postapocalyptic economy—or would toilet paper be worth even more? Do the pilot and crew who flew you to New Zealand get saved, or do they get barred at the security gate of the bunker?

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

The two may appear close in age, but Cade is an inhuman, blood-drinking monster. Zach is an ambitious political creature. They are worlds apart, but have managed to forge a grudging respect since Zach’s first mission. Zach now uses his intellect and resources to do the things in the daylight world that Cade cannot. He relays the president’s orders and deals with all the logistics necessary to keep Cade hidden in a world that’s increasingly hostile to secrets. And Cade kills the monsters.

Hyperbaric oxygen therapy is controversial. In theory, at 2.5 atmospheres, it reduces the half-life of carboxyhaemoglobin to 20 minutes and increases the amount of dissolved oxygen by a factor of 10. The logistical difficulties of transporting sick patients to hyperbaric chambers and managing them therein should not be underestimated and recent systematic reviews have shown no improvement in clinical outcomes.

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.

Company To Experiment With Valuing Employees 148 words SAN DIEGO—Cautioning that the initiative was being instituted on a trial basis only, Forrest Logistics CEO Wayne Gartner announced Thursday that the company had recently begun experimenting with valuing its employees. “For the next three months, we’ll be treating our workers as skilled professionals we appreciate having on our staff instead of as disposable laborers whose morale could not matter less to us,” said Gartner, telling reporters that during this provisional period, management would be assessing the long-term viability of constructively addressing employee concerns and creating an overall positive work environment. “This is completely new to us, obviously, but that’s why we’re just testing it out. If need be, we can go back to essentially telling our workers that they’re lucky we hired them in the first place.” At press time, the initiative had been canceled after estimates revealed it would cost the company upwards of $2,500 annually.

Teams need both leadership and management. Popular author Stephen R. Covey explains: Leadership deals with direction—with making sure that the ladder is leaning against the right wall. Management deals with speed. To double one’s speed in the wrong direction, however, is the very definition of foolishness. Leadership deals with vision—with keeping the mission in sight—and with effectiveness and results. Management deals with establishing structure and systems to get those results. It focuses on efficiency, cost-benefit analyses, logistics, methods, procedures, and policies.[6]

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

Experience has shown that the mass-armies of “democratic” states fight with greater zeal when they are animated by hatred and supported by a hate-crazed populace that fancies it is fighting a holy war. Lies have therefore become military equipment, a kind of mental logistics; but it is the essence of such propaganda that its spuriousness is known only to the persons who manufacture it. The model of such operations is the famous lie-factory managed by Lord Bryce during the First World War, in which a corps of expert technicians forged photographs, while expert liars, including Arnold Toynbee, concocted stories of “atrocities” to inspire the emotionally overwrought British with a fanatic’s hatred of the incredibly bestial Germans and with a noble Christian ardour to kill them.

Predictive models are, increasingly, the tools we will be relying on to run our institutions, deploy our resources, and manage our lives. But as I’ve tried to show throughout this book, these models are constructed not just from data but from the choices we make about which data to pay attention to—and which to leave out. Those choices are not just about logistics, profits, and efficiency. They are fundamentally moral.

address system. The result had been one hundred and sixty continuous hours of Perry Como before a janitor had found the setup. The class of 1980 had bleached a fair caricature of President Jimmy Carter into the school’s front lawn. This hadn’t made itself known until the following Spring when the grass sprouted anew. The class of 2016 had outdone them all, in terms of both logistical mastery and sheer destruction; the Academy, which was spread out over seven buildings on a large, forty-acre campus, had a total of one hundred and three toilets. Somehow, the senior class managed to get into every bathroom after hours, and simultaneously

Buying a product or a service is not procurement, that is purchasing. “Procurement” is more multifaceted! “Procurement” will assess needs, define requirements, comb the market and onboard vendors against set criteria. “Procurement” solicits for proposals in formal fashion and allows for a fair competitive ethical environment. “Procurement” contracts based on value for money and maintains full accountability and transparency. To deliver goods and services in the right quality from the right source, at the right price to the right destination at the right time in the quantity and in the right way is not purchasing. All that requires a broad range of strategies, which in one word means “procurement”!

The cost was not, as I have been led to believe, that women had been prevented from working. Quite the opposite: we have been doing all of the work, around the clock, for centuries. Somebody, after all, must wash and feed and train the kids and get the food and clean the house and care for the sick and elderly. That work is physically depleting, logistically daunting, and relentless. It is not a job, but a constant gaping demand for labor. It's a ceaseless work that has gobbled up our energy and stamina, eroded our collective health, and starved our communal mind of oxygen for generations. We did the work, taught our daughters to do the work (assuming we survive their births), and then we died. That was it. Domestic toil had ground us, one after the next, to dust. We have not been educated because then, naturally, we might balk at the work. We might have the audacity to point out that we were doing all the work. We might ask the man to do some of the work, themselves. And they didn't want to do that work. Nobody wants to do the work, if they can escape it. Still we go around thinking about our primary problem, the essence of our position, is that men explain things to us or that we make less money for the same job. but, most basically, it's the work —the work that we still, somehow, have not managed to escape. It is the work we pretend doesn't exist.

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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

Morals and Ethics Values Express the manner in which the organization adopts universal values of morals, personal ethics and professional ethics. Social and Community Values Express the way the organization perceives its commitment to the society and the community in which it operates. Central Inner Values These values are those principles governing the inner culture of the organization, and they are expressed in the decision making processes and the manner of conduct. When people in the organization speak about inner values, those usually appear in sentences such as “it is customary for us to …” or “For us, the most important thing is …” or simply "THIS is how we do things here". These values express the manner in which the organization operates regardless of outer influences. It is expected that managers and workers should express and manifest the value in their daily behavior, and most often this is a basic condition for advancement within the organization. Functional Values Functional values are the leading principles of action by which the organization operates in each one of the main functions (manpower, research and development, Logistics etc.). These, too, are a type of inner values, but quite often their nature is more ‘operative’ than ‘cultural’. Central External Values External values express the value received by the client. Whether we speak of a n individual or an organization, we are all required to give something in return for the things we want and need. That ‘something’ that we give others is the external value. The things through which we get most of the results from outside, those are the central external values.

Retailers actually want a manufacturer to help them sell more, to more shoppers, more often. That's pretty simple isn't it? Yes they do want it to happen from an optimised stock base, efficient logistics operation, with higher cash margins and more favourable payment terms but more, to more people more often is the deal. More = larger shopping baskets and or higher ticket prices that typically carry better cash margins. More shoppers = new customers from the available opportunity pool capable of shopping at that location or in that chain More often = increasing not only the frequency of visit to store by shoppers but increasing in store conversion which drives higher frequency of purchase. Later

Supply chain management can also be described as integrating three of the functions inside an organization: purchasing, logistics, and operations.

The purchasing, logistics, and operations teams often have conflicting goals —often without realizing it.

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

The 5C structure is generic—useful to product, marketing, and more—whereas the way we presented the sections in this chapter is very focused on product management. It’s good to know what the “C”s stand for because you’ll likely hear 5C mentioned. Plus if you need to do a situational analysis on your feet in a meeting or interview, it’s relatively easy to remember. Company: This refers to the company’s experience, technology, culture, goals, and more. It’s similar to the material we covered in the “Why Does the Company Exist?,” “How Do We Know If Our Product’s Good?,” and “What Else Has Been, Is Being, and Will Be Built?” sections. Customers: Who are the people buying this product? What are the market segments? How big are they? What are people’s goals with buying this product? How do they make buying decisions? Where do they buy this type or product? This is similar to what we covered in the “Customers and Personas” and “Use Cases” sections. Collaborators: Who are the external people who make the product possible, including distributors, suppliers, logistical operators, groundwork support personnel, and so on? Competitors: Who is competing for your customers’ money? This includes actual and potential competitors. You should look at how they position their product, the market size they address, their strengths and weaknesses, and more. Climate: These are the macro-environmental factors, like cultural, regulatory, or technological trends and innovations.

Now you have the demand for chemical manufacturing or mixing. How do you decide which company is the best choice? Improper selection may lead to long delivery time, poor quality or waste of time and money. If you choose well, you will be surprised to find how much value your partner has added to your production process. 5 criteria for selecting the best chemical manufacturer These are some of the qualities and items looking at your chemical manufacturer: 1. Function First, you must know whether the manufacturer can complete the work. Depending on your product development level, this may mean simple mixing or a full range of services from R & D to transportation. Assuming you need a turnkey solution, the following are your considerations: Research capability: if your formulation requires some work, the ability of your chemical manufacturer in the R & D, laboratory scale and expansion stages will be crucial. It should help you determine whether a new product can be safely and successfully mass produced through testing, pilot batch and other methods. Handling capacity: the company should be able to react and handle a wide range of different chemicals, including green products and harmful substances. More importantly, it should be able to combine these into any necessary combination to deliver a customized end product. Logistics capacity: packaging, repackaging, private labeling and printing, marketing support and transportation are all important considerations. A manufacturer that can easily deal with all these problems is an incredible value-added, especially in the transportation of chemicals, which often requires a lot of regulatory requirements. 2. Capacity Just as important as asking the manufacturer if it can produce your chemicals, can it produce your chemicals on the scale you want? Can it be completed in time before the deadline? This requires not only sufficient chemical mixing tanks, but also a series of special reaction, grinding, distillation and other equipment to deal with hazardous or flammable materials when necessary. This also means having enough storage capacity to store your products until you are ready to ship. In fact, if the manufacturer's capacity is much larger than what your project currently needs, you can expand at any time, if necessary. 3. Certification and registration Certification and registration can prove the quality management of chemical manufacturers, the ability and legal authority to deal with chemicals (especially hazardous substances), and their concern for the environment. Some of these qualities are just the added benefit of hiring the company, while others are the basic requirements you must meet before you delegate your business to them. Certification and registration are usually obtained through strict inspection by independent institutions or government departments. They must be updated regularly to remain valid, usually once a year or twice a year. 4. Quality assurance ISO 9001:2015 certification is a simple way to measure whether a manufacturer has a thorough quality management system, but if it fails to pass the certification, you need to ask what kind of system is in place. For example, keeping detailed batch production records can accurately identify at which stage of production a batch has a problem. 5. Company profile By analyzing these characteristics of the company, you can choose chemical manufacturers like other business partners.

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.

Humanitarian fleet professionals are the most crucial life savers charged with the responsibility of moving life saving people with life saving products to people whose lives need to be saved.

Everything that capitalism and fascism and the rest were designed to balance or manage—supply, demand, production, capital, labor, debt, scarcity, logistics—isn’t so much contorting as evolving into forms we have literally never experienced as a species. We are entering a period of extreme transformation, with our strategic, political, economic, technological, demographic, and cultural norms all in flux at the same time. Of course we will shift to a different management system. Second, the process will be the very definition of traumatic. The concept of more has been our guiding light as a species for centuries. From a certain point of view, the past seventy years of globalization have simply been “more” on steroids, a sharp uptake on our long-cherished economic understandings. Between the demographic inversion and the end of globalization, we are not simply ending our long experience with more, or even beginning a terrifying new world of less; we face economic free fall as everything that has underpinned humanity’s economic existence since the Renaissance unwinds all at once.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

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

Challenge yourself with questions covering supply chain management, transportation, warehousing, and more.

At the height of the Thirty Years' War (1618-48), France found itself bankrupt, unable to rely on mercenaries and proxy forces, and in possession of a corrupt and moribund army. The government solved this problem through the creation of a modern civil service to administer the army, organize and regulate it, and better support it through regular management and logistics. The result, by the end of the seventeenth century, was the most powerful, professional, and advanced military in Europe.

Always bring your own logistical hardware such as a spare power cord, an extension strip, and a mini Ethernet hub.

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.

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Implementing collaborative relationships: Consider how you can get teams to work together toward a goal rather than compete for conflicting objectives. If your sales team is trying to improve customer service by making sure that plenty of inventory is available, and your logistics team is trying to reduce inventory to lower costs, both teams are probably going to waste a lot of energy. Supply chain management can help them align their objectives.

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.

The pirates could probably follow or at least locate us even while we were in white space, which nobody else could manage. So they had better ways to track us than by tryingto hack the interstellar mail tracelessly (that last word is key)-which even Singer wasn’t sure he could manage, as the minds that ran it were big and old and wise in the ways of logistics and treachery, as well as having abundant cycles to play with.

Everything that capitalism and fascism and the rest were designed to balance or manage—supply, demand, production, capital, labor, debt, scarcity, logistics—isn’t so much contorting as evolving into forms we have literally never experienced as a species.

The purpose of logistics management is to plan and coordinate all those activities necessary to achieve desired levels of delivered service and quality at lowest possible cost.

relationships are nonlinear (parabolic or otherwise heavily curved), it is not appropriate to use linear regression. Then, one or both variables must be transformed, as discussed in Chapter 12. Second, simple regression assumes that the linear relationship is constant over the range of observations. This assumption is violated when the relationship is “broken,” for example, by having an upward slope for the first half of independent variable values and a downward slope over the remaining values. Then, analysts should consider using two regression models each for these different, linear relationships. The linearity assumption is also violated when no relationship is present in part of the independent variable values. This is particularly problematic because regression analysis will calculate a regression slope based on all observations. In this case, analysts may be misled into believing that the linear pattern holds for all observations. Hence, regression results always should be verified through visual inspection. Third, simple regression assumes that the variables are continuous. In Chapter 15, we will see that regression can also be used for nominal and dichotomous independent variables. The dependent variable, however, must be continuous. When the dependent variable is dichotomous, logistic regression should be used (Chapter 16). Figure 14.2 Three Examples of r The following notations are commonly used in regression analysis. The predicted value of y (defined, based on the regression model, as y = a + bx) is typically different from the observed value of y. The predicted value of the dependent variable y is sometimes indicated as ŷ (pronounced “y-hat”). Only when R2 = 1 are the observed and predicted values identical for each observation. The difference between y and ŷ is called the regression error or error term

regression as dummy variables Explain the importance of the error term plot Identify assumptions of regression, and know how to test and correct assumption violations Multiple regression is one of the most widely used multivariate statistical techniques for analyzing three or more variables. This chapter uses multiple regression to examine such relationships, and thereby extends the discussion in Chapter 14. The popularity of multiple regression is due largely to the ease with which it takes control variables (or rival hypotheses) into account. In Chapter 10, we discussed briefly how contingency tables can be used for this purpose, but doing so is often a cumbersome and sometimes inconclusive effort. By contrast, multiple regression easily incorporates multiple independent variables. Another reason for its popularity is that it also takes into account nominal independent variables. However, multiple regression is no substitute for bivariate analysis. Indeed, managers or analysts with an interest in a specific bivariate relationship will conduct a bivariate analysis first, before examining whether the relationship is robust in the presence of numerous control variables. And before conducting bivariate analysis, analysts need to conduct univariate analysis to better understand their variables. Thus, multiple regression is usually one of the last steps of analysis. Indeed, multiple regression is often used to test the robustness of bivariate relationships when control variables are taken into account. The flexibility with which multiple regression takes control variables into account comes at a price, though. Regression, like the t-test, is based on numerous assumptions. Regression results cannot be assumed to be robust in the face of assumption violations. Testing of assumptions is always part of multiple regression analysis. Multiple regression is carried out in the following sequence: (1) model specification (that is, identification of dependent and independent variables), (2) testing of regression assumptions, (3) correction of assumption violations, if any, and (4) reporting of the results of the final regression model. This chapter examines these four steps and discusses essential concepts related to simple and multiple regression. Chapters 16 and 17 extend this discussion by examining the use of logistic regression and time series analysis. MODEL SPECIFICATION Multiple regression is an extension of simple regression, but an important difference exists between the two methods: multiple regression aims for full model specification. This means that analysts seek to account for all of the variables that affect the dependent variable; by contrast, simple regression examines the effect of only one independent variable. Philosophically, the phrase identifying the key difference—“all of the variables that affect the dependent variable”—is divided into two parts. The first part involves identifying the variables that are of most (theoretical and practical) relevance in explaining the dependent

regression lines that describe the relationship of the independent variables for each group (called classification functions). The emphasis in discriminant analysis is the ability of the independent variables to correctly predict values of the nominal variable (for example, group membership). Discriminant analysis is one strategy for dealing with dependent variables that are nominal with three or more categories. Multinomial logistic regression and ordinal regression have been developed in recent years to address nominal and ordinal dependent variables in logic regression. Multinomial logistic regression calculates functions that compare the probability of a nominal value occurring relative to a base reference group. The calculation of such probabilities makes this technique an interesting alternative to discriminant analysis. When the nominal dependent variable has three values (say, 1, 2, and 3), one logistic regression predicts the likelihood of 2 versus 1 occurring, and the other logistic regression predicts the likelihood of 3 versus 1 occurring, assuming that “1” is the base reference group.7 When the dependent variable is ordinal, ordinal regression can be used. Like multinomial logistic regression, ordinal regression often is used to predict event probability or group membership. Ordinal regression assumes that the slope coefficients are identical for each value of the dependent variable; when this assumption is not met, multinomial logistic regression should be considered. Both multinomial logistic regression and ordinal regression are relatively recent developments and are not yet widely used. Statistics, like other fields of science, continues to push its frontiers forward and thereby develop new techniques for managers and analysts. Key Point Advanced statistical tools are available. Understanding the proper circumstances under which these tools apply is a prerequisite for using them.

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

before a janitor had found the setup. The class of 1980 had bleached a fair caricature of President Jimmy Carter into the school’s front lawn. This hadn’t made itself known until the following Spring when the grass sprouted anew. The class of 2016 had outdone them all, in terms of both logistical mastery and sheer destruction; the Academy, which was spread out over seven buildings on a large, forty-acre campus, had a total of one hundred and three toilets. Somehow, the senior class managed to get into every bathroom after hours, and

We are going to begin with the courier services offered by transportation logistic companies. Many of them are resellers of courier services, meaning that letter services can sometimes be smaller than those of the original courier service.

Dreams are frequently personal power management with the emotional and logistical situation nicely summed up in an often strange condensation designed to grab our attention.

Back in 1990, the futurist George Gilder demonstrated his prescience when he wrote in his book Microcosm, “The central event of the twentieth century is the overthrow of matter. In technology, economics, and the politics of nations, wealth in the form of physical resources is steadily declining in value and significance. The powers of mind are everywhere ascendant over the brute force of things.” Just over twenty years later, in 2011, the venture capitalist (and Netscape cofounder) Marc Andreessen validated Gilder’s thesis in his Wall Street Journal op-ed “Why Software Is Eating the World.” Andreessen pointed out that the world’s largest bookstore (Amazon), video provider (Netflix), recruiter (LinkedIn), and music companies (Apple/ Spotify/ Pandora) were software companies, and that even “old economy” stalwarts like Walmart and FedEx used software (rather than “things”) to drive their businesses. Despite—or perhaps because of—the growing dominance of bits, the power of software has also made it easier to scale up atom-based businesses as well. Amazon’s retail business is heavily based in atoms—just think of all those Amazon shipping boxes piled up in your recycling bin! Amazon originally outsourced its logistics to Ingram Book Company, but its heavy investment in inventory management systems and warehouses as it grew turned infrastructure

Cook was quoted as saying: “You want to manage it like you’re in the dairy business. If it gets past its freshness date, you have a problem.”17

You are a runner, a marathoner, the master of time management, meticulous planning, logistics, and travel. You are extremely versatile and adaptable. Somehow you make it all fit. Your WHY drives your WILL … it all comes back to your WHY.

Here we have discussed about the importance of supply chain management and its ways which will provide the increase the customer satisfactions and productivity.

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

Organizational Procurement is a tight balancing act between “cost and quality” on one side and “time and compliance” on the other side, yet a seasoned procurement specialist keeps it evenly balanced.

Inventory turnover ratio A low number here may indicate that either your stock is slow moving or that there may be problems, such as the presence of obsolete stock or low customer demand or order quantities are too high for the demand, resulting in little or no movement. Low numbers are typical in a spare parts operation where stock is held just in case.