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Inbound Logistics' 3PL Excellence Survey page says:
“Each year, in its July issue, Inbound Logistics publishes the most definitive resource on third-party logistics and the outsourced logistics market. If you are already a subscriber, you know that we ask our readers which third-party logistics companies provide excellent service, and publish the results. If you are not yet a subscriber, you can get a list of this year's Excellence Survey winners, as well as the Top 100 third-party companies in the world, by checking the box below.
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If you need more info on Bonded Logistics, please visit our website or check out the following quick informational links on North Carolina contract packaging and our Charlotte warehousing.
Wednesday, February 3, 2010
Tuesday, January 5, 2010
ISM: 5th Straight Month of Growth for Manufacturing
The Institute for Supply Management (ISM) has reported December showed the fifth straight month of manufacturing sector growth, hitting a high not seen since before the recession.
Sean Murphy -- Supply Chain Management Review, 1/4/2010
The report, which tracked 18 manufacturing industries in December, shows the index ISM uses to monitor the sector, or PMI, at 55.9 percent. A level above 50 percent indicates growth. December's PMI is the highest the index has been since April of 2006, when it hit 56 percent, according to Norbert Ore, chair of ISM's manufacturing business survey committee.
"I think it was a good month," he said.
In addition to the PMI, other supporting indices, such as new orders, production, and prices, all registered above 60 percent in December, with new orders hitting 65.5 percent.
Since mid-2009, Ore and ISM have predicted manufacturing numbers would climb above 50 percent, and continue to show growth throughout 2010.
Still, the economy has a ways to go, Ore said. Employment, while technically in the "improvement" stage at 52 percent in December, always lags behind other indices, and thus hiring, while on the increase, won't pick up tangible speed anytime soon, Ore said.
Also, despite the overall growth in the sector, only half of the 18 surveyed industries officially reported growth in December.
"If you were one of the nine industries not experiencing growth, you wouldn't be so quick to celebrate," he said.
Ore said indices indicating growth will remain in growth territory above 50 percent, but some indices, like new orders, Ore said, will likely "back off a little bit.".
Ore said he also expects the PMI to slip backward a bit, though not far enough to fall below 50.
"We won't make it back to 55.9 very soon," he said.
ISM's exports and imports indices, Ore said, also remain in growth territory, at 54.5 and 55 percent, respectively. That's a good sign, Ore said, particularly for imports, because it probably means companies are importing more parts and raw materials for assembly here in the U.S., suggesting an uptick in manufacturing.
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To view article, please click here.
Thursday, December 3, 2009
Retailers & Logistics
In a challenging economic environment, leading retailers are turning to their supply chains to improve inventory management, control costs and maintain first-rate customer service, according to the Retail Industry Leaders Association (RILA) and Auburn University’s 2009 State of the Retail Supply Chain study.
The recently released report underscores the critical role of supply chain management in today’s challenging retail environment. Executive interviews and a national survey gathered information in three primary areas:
* The strategic role of SCM in retail companies
* Supply chain challenges that are of great concern to the retail industry
* Capabilities must retailers develop and leverage to achieve supply chain excellence
The study found that best-in-class retailers:
* Leverage strong distribution networks that are capable of supporting high volumes
* Create flexible capacity to adjust supply chain infrastructure and support unanticipated fluctuation in demand
* Align inside and outside the organization to break down silos and manage processes more holistically
* Continually develop the internal talent pool to enhance the quality of the workforce
For more news related to logistics, please visit our site!
The recently released report underscores the critical role of supply chain management in today’s challenging retail environment. Executive interviews and a national survey gathered information in three primary areas:
* The strategic role of SCM in retail companies
* Supply chain challenges that are of great concern to the retail industry
* Capabilities must retailers develop and leverage to achieve supply chain excellence
The study found that best-in-class retailers:
* Leverage strong distribution networks that are capable of supporting high volumes
* Create flexible capacity to adjust supply chain infrastructure and support unanticipated fluctuation in demand
* Align inside and outside the organization to break down silos and manage processes more holistically
* Continually develop the internal talent pool to enhance the quality of the workforce
For more news related to logistics, please visit our site!
Wednesday, November 4, 2009
Outsourcing and respect
The idea of outsourcing often comes about when the CEO, controller, or another member of senior management reads an article—or has been speaking with a 3PL—about saving a minimum of 10 percent or more of their logistics costs by turning to a third party. However, I've found that these “savings opportunities” are often purely theoretical and are only supported by management due to their lack of logistics knowledge or their lack of confidence in the ability of its logistics team to efficiently manage its processes.
Of course, there are other times when the outsourcing conversation is sparked by the urgent need to reduce headcount.
The transportation teams that feel especially threatened are those that lack the experience, leadership, talent, knowledge, process excellence, and contingency strategies to guide their companies through today's global market. They often fail to anticipate and prepare themselves for tomorrow's challenges. And it often takes just one unpleasant and costly surprise to jumpstart the outsourcing movement in teams like these.
When I hear transportation leaders tell me that their companies keep reminding them that they're just another cost center, I tell them that it's their fault that management doesn't see them as a value-add to the organization. This tends to lead into the question: How do I get some respect?
The answer is simple. It's all about education and managing expectations—neither of which start in the middle of a crisis. Earning respect starts with your knowledge and command of the marketplace and your transportation governance, and it ends with programs that you have created to educate senior management and other organizations on a regular basis. As a quick reminder, I define transportation governance as “the direction and control associated with creation, administration, oversight, and enforcement of your company and supply chain's policies, regulations, and procedures related to the legal, safe, efficient, and service-effective movement of freight it controls either directly or indirectly.”
Read the rest of the logisticsmgmt.com article here.
Of course, there are other times when the outsourcing conversation is sparked by the urgent need to reduce headcount.
The transportation teams that feel especially threatened are those that lack the experience, leadership, talent, knowledge, process excellence, and contingency strategies to guide their companies through today's global market. They often fail to anticipate and prepare themselves for tomorrow's challenges. And it often takes just one unpleasant and costly surprise to jumpstart the outsourcing movement in teams like these.
When I hear transportation leaders tell me that their companies keep reminding them that they're just another cost center, I tell them that it's their fault that management doesn't see them as a value-add to the organization. This tends to lead into the question: How do I get some respect?
The answer is simple. It's all about education and managing expectations—neither of which start in the middle of a crisis. Earning respect starts with your knowledge and command of the marketplace and your transportation governance, and it ends with programs that you have created to educate senior management and other organizations on a regular basis. As a quick reminder, I define transportation governance as “the direction and control associated with creation, administration, oversight, and enforcement of your company and supply chain's policies, regulations, and procedures related to the legal, safe, efficient, and service-effective movement of freight it controls either directly or indirectly.”
Read the rest of the logisticsmgmt.com article here.
Wednesday, October 7, 2009
New Study Highlights Role of Third-Party Logistics Providers in Helping Shippers Adapt to Economic Challenges
The fourteenth Annual Third Party Logistics (3PL) Study examining the current global market for logistics outsourcing was recently released. The study surveyed shippers and logistics service providers in North America, Europe, Asia Pacific and Latin America. Key findings included:
* The economic downturn has created significant challenges for both shippers and third-party logistics providers (3PLs) – 82% of shippers are employing cost-cutting tactics and 60% are rethinking their supply chains and relationships with 3PLs
* 88% of shippers feel that IT-based logistics services are important, but only 42% are satisfied with the capabilities of their provider – as a result of this IT capability gap, shipper respondents reported a lack of the key performance indicators, alerts and visibility required for an adaptive supply chain and 3PLs reported similar difficulties in getting the data and commitment they need from shippers
* There are significant differences between how 3PLs evaluate their role in the supply chain and how they are viewed by shippers – 59% of shippers feel their use of 3PLs has a positive effect on customer service compared to 88% of 3PL respondents
* Shipper respondents devote an average of between 47% (in North America) and 66% (in Europe) of their total logistics expenditures to outsourcing and this is expected to increase in the next five years.
“Shipper-3PL relationships are being impacted significantly by the prevailing uncertainty and economic volatility in global markets,” said Dr. C. John Langley Jr., Professor of Supply Chain Management, Georgia Institute of Technology. “It is very important for 3PLs to mitigate or reduce any financial risk or service level impact that this may cause.”
Economic uncertainty and the use of 3PLs
Economic volatility has challenged shippers and 3PLs alike to contend with factors such as unpredictable demand, instability in fuel costs and currency valuation, and excess inventory. In response, not only are shippers attempting to cut costs, 77% are also seeking to improve forecasting and inventory management.
Cost reduction and improved reliability in services are the main factors likely to increase shipper respondents’ use of 3PLs. This includes converting fixed to variable costs (59%), expanding to new markets or offering new products (56%), and restructuring the supply chain network to improve financial performance (48%).
Read the rest of the mhia.org article here.
* The economic downturn has created significant challenges for both shippers and third-party logistics providers (3PLs) – 82% of shippers are employing cost-cutting tactics and 60% are rethinking their supply chains and relationships with 3PLs
* 88% of shippers feel that IT-based logistics services are important, but only 42% are satisfied with the capabilities of their provider – as a result of this IT capability gap, shipper respondents reported a lack of the key performance indicators, alerts and visibility required for an adaptive supply chain and 3PLs reported similar difficulties in getting the data and commitment they need from shippers
* There are significant differences between how 3PLs evaluate their role in the supply chain and how they are viewed by shippers – 59% of shippers feel their use of 3PLs has a positive effect on customer service compared to 88% of 3PL respondents
* Shipper respondents devote an average of between 47% (in North America) and 66% (in Europe) of their total logistics expenditures to outsourcing and this is expected to increase in the next five years.
“Shipper-3PL relationships are being impacted significantly by the prevailing uncertainty and economic volatility in global markets,” said Dr. C. John Langley Jr., Professor of Supply Chain Management, Georgia Institute of Technology. “It is very important for 3PLs to mitigate or reduce any financial risk or service level impact that this may cause.”
Economic uncertainty and the use of 3PLs
Economic volatility has challenged shippers and 3PLs alike to contend with factors such as unpredictable demand, instability in fuel costs and currency valuation, and excess inventory. In response, not only are shippers attempting to cut costs, 77% are also seeking to improve forecasting and inventory management.
Cost reduction and improved reliability in services are the main factors likely to increase shipper respondents’ use of 3PLs. This includes converting fixed to variable costs (59%), expanding to new markets or offering new products (56%), and restructuring the supply chain network to improve financial performance (48%).
Read the rest of the mhia.org article here.
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