Globalization has a dramatic impact on strategic sourcing, logistics excellence, and supply chain management. Here’s how your company can become a preferred employer in today’s global age.
Here are three ways companies are optimizing their oil and gas supply chains and creating more predictable financial returns.
Companies are seeking data to help them understand their supply chain networks, and strategic enterprise partners are providing the needed information to them through logistics.
How a logistics data refinery can improve supply chain visibility and analytics.
Companies must formulate a strategic plan that includes core competencies and future business objectives to prepare to meet the challenges of the next decade.
Driverless trucks may be a solution to the truck driver shortage in the future, but here are some ideas for how to cope now.
Shippers, carriers, manufacturers – everyone in the business of shipping Dangerous Goods needs to stay up to date on what’s going on in the industry.
The logistics of shipping alcoholic beverages is complex and fraught with challenges. Strategic thinking and supply chain flexibility are keys to success.
Mexico presents an attractive option for U.S.-based companies moving all or a portion of their supply chains closer to home.
Enterprise logistics providers are developing solutions that fuse data elements for insights that enable decisionmaking.
Integrated Logistics Services providers address supply chain challenges facing shippers to improve logistics operations.
Freight audit and payment provide the control needed to meet the challenges of managing global freight spend.
Managing supply chain partnerships strategically improves their viability and reliability.
Innovative route planning tools create meaningful links between long-range planning and real-world agility.
By strategically leveraging supply chain data, companies can win in their industry and increase enterprise value.
Equip employees with the most efficient tools, such as computers, software, and Internet service, to boost productivity.
Clear transportation management strategy and technologies allow companies to deliver superior service at lower cost.
Best in class companies use a variety of global trade automation tools to lower inbound costs and improve processes.
Importers and exporters can achieve cost savings by using a foreign trade zone.
Scaling your supply chain can trigger significant adjustments in your partnerships.
Successful software projects require thoughtful planning, the right partners, and flexibility.
An enterprise logistics provider delivers holistic solutions that transform your business.
Production vendor managed inventory enables manufacturers to gain supply chain control.
Fluctuating fuel prices, Hours of Service rules, and other factors make optimized routing and scheduling vital.
Knowing your global trading partners can help maintain a smooth flow of goods, while ensuring safety and security.
Successful continuous improvement initiatives require focusing on achievable goals.
The Southeastern U.S. is a logistics hotspot thanks to increased trade with Latin America and auto manufacturing growth in the region.
Automating office functions, shipment tracking, and data exchange can help companies cut costs and improve customer service.
The Moving Ahead for Progress in the 21st Century Act steps up surety bond requirements for freight brokers.
The Extended LEAN roadmap reduces costs, saves time, and increases speed to competitive advantage.
A business-to-employee communications model improves employee productivity through mobile technology and applications.
Shippers can benefit by using a bank to facilitate carrier payment transactions.
Stephanie Miles of Amber Road offers advice on how shippers can manage the growing complexity of international supply chains and their associated increasing transportation costs.
Christopher P. Mazza
A well-oiled trading partner network allows one-to-many and many-to-many partners to collaborate and communicate using a single source of truth garnered from real-time information, writes Christopher P. Mazza of IAS.
The Lean Supply Chain is a system of interconnected and interdependent forces that operate in unison to accomplish overarching supply chain objectives, writes Robert Martichenko of LeanCor Supply Chain Group.
John Wagner Jr.
To preserve working capital and promote flexibility, many companies choose to leverage the capabilities of a third-party-logistics (3PL) provider for carrier spend, facility occupancy, and more, writes John Wagner Jr. of Wagner Logistics.
Shippers want 3PL partners that not only responsively evolve service networks and capabilities to flex with the market, but also can anticipate and be ready to meet future service requirements, writes Ray Greer of BNSF Logistics.
Supply chain visibility helps flag upcoming supply or demand problems, allowing a company either to take action to prevent disasters or to respond by activating backup plans, writes George W. Prest of Material Handling Industry of America.
J. Anthony Hardenburgh
Supply chain managers should work closely with compliance professionals and corporate tax specialists when making decisions about related-party transactions, writes J. Anthony Hardenburgh of Amber Road.
Superior access to markets, the availability of serviced land, massive warehousing and logistics parks, cost-effective business environments and a highly skilled labor force combine, unprecedented regional growth, and the ability and foresight to meet future market needs make Calgary a global transportation hub and Western Canada's undisputed distribution center and inland port.
For large North American companies operating in multi-national markets, moving products around the globe is a complicated endeavor, writes Roy Coburn of Livingston International.
With proper care and nurturing, you can create a supply chain that performs beautifully – even in the midst of today’s ever-changing business environment, writes Wendy Buxton, LynnCo Supply Chain Solutions.
Capturing and analyzing transportation spend data is the key to outstanding supply chain management, writes Steven Shoemaker, RateLinx.
J. Anthony Hardenburgh
Incoterms are an internationally accepted set of standard commercial terms used between buyers and sellers. J. Anthony Hardenburgh of Amber Road helps shippers understand these rules.
With a Software-as-a-Service (SaaS) transportation management system (TMS), shippers are quickly taking control of their network of carriers, customers, and vendors, writes Eric Rempel, 3PLogic.
In strategic supply chain analysis, multiple groups of decision makers may have conflicting interests, since there can be an impact across departments and business units. Aaron Baker of Damco USA offers two global supply chain strategy examples that illustrate the decision makers and decision variables needed to ensure the chosen solution is optimal for the business.
Companies require a logistics technology platform and an integrated set of services that can adapt to the pressures of a changing market, writes Glenn Riggs of Odyssey Logistics & Technology.
On-demand content delivered via cloud-based tools such as CarrierConnect XL help shippers connect with less-than-truckload (LTL) carriers, writes Danny Slaton of SMC3.
Forward-thinking organizations are pursuing lean assessments to evaluate their supply chain, combined with innovative lean solutions to help them design the future state of their value stream, writes Eric Lail of Transportation Insight.
In the wake of a destructive tornado, the Joplin, Missouri, community banded together to provide healthcare services and begin rebuilding, writes Rob O'Brian, president of the Joplin Area Chamber of Commerce.
The upcoming Panama Canal expansion will have a substantial impact on the U.S. supply chain and its efficiencies, writes Gary Forger, Material Handling Industry of America.
Reverse logistics has become an area of high priority for companies looking to reduce costs, add efficiencies, and improve the customer experience, writes Steve Sensing, Ryder Supply Chain Solutions.
Capable third-party logistics (3PL) providers can help you manage rising logistics costs because they have highly developed processes and critical infrastructures in place, writes Brad Constantini, Comprehensive Logistics.
These elements of good supply chain management must come together to achieve exceptional execution, according to John Williford of Ryder Global Supply Chain Solutions.
C.H. Robinson Worldwide, Inc.
Choose a global air transportation services provider that both you and your customers can trust to deliver time-sensitive inventory on schedule.
Chris Baltz of Transportation Insight explains how the right 3PL partner can help you achieve competitive advantage and dominate your market.
Third-party logistics provider mergers can disrupt shippers' supply chain performance. Brad Constantini of Comprehensive Logistics Inc. suggests strategies for preventing these problems.
Duane Sizemore of Total Logistic Control discusses how companies can build better relationships with third-party logistics providers through measurement, monitoring, and rewards.
By integrating contract packaging into distribution operations, companies can cut costs by 30 percent.
Ferber Warehousing's 650 clients benefit from the firm's innovative total business distribution software solution, Conveyor.
A new wave of demand for value-added services requires more capabilities of retail vendors and their logistics providers.
Transportation managements systems (TMS) have evolved into intelligent execution tools that add context, writes Steven Shoemaker, RateLinx.
As truckload prices starting to rise, more shippers are choosing stability over short-term cost advantages, writes Jerry DeMeuse of Schneider Logistics.
Smart companies are using the recession to address supply chain inefficiencies so they will be ready for the economic rebound, writes Kurt Cavano of TradeCard.
To optimize transportation management into the supply chain, it's critical to integrate transportation management best practices, process management and people across the entire supply chain, writes Geoff Comrie of Transite Technology.
Steve W. Martin
Clifford F. Lynch
Lucas Kuehner, Tim Hotze
Michael D. Desmond
William (Bill) L. Conley, Jr.
Michael D. Desmond
Douglas E. Christensen
Graham R.F. Napier
Full Digital Issue
(132 pages • 0 MB PDF)
Full Digital Issue
(261 pages • 56.1 MB PDF)
(7 pages • 0 MB PDF)
(9 pages • 0 MB PDF)
(135 pages • 0 MB PDF)
(4 pages • 0 MB PDF)
(29 pages • 0 MB PDF)