Technology (Including ITS and Global Navigation Satellite Systems)
The development and implementation of selected integrated technologies is important to the successful management and operation of intermodal transportation.
Supply Chain Management (Focused on Transportation)
Seamless interconnectivity of different modes of transportation. Efficient management of the supply chain involved in regional freight and shipping movement is critical to seamless interconnectivity.
Sustainability (Including Energy and the Environment)
The identification of opportunities for the development and promotion of fuel efficient transport policies and practices is particularly important in the APEC region.
Human Capacity Development
Human capacity skills are important to the effective movement of intermodal transportation. The ability of the work force to develop, manage, and safely implement existing and emerging technologies is essential to the ongoing facilitation of trade in the APEC region.
Becker 1964, Mincer 1974 looked at the impact of education on earnings or estimated private rate of returns ().
A survey of growth accounting studies covering 29 developing countries found estimates of education’s contribution to economic growth ranging from less than 1 percent in Mexico to as high as 23 percent in Ghana (Psacharopoulos, 1984).
Education is also an important contributor to technological capability and technical change in industry. Statistical analysis of the clothing and engineering industries showed that the skill and education levels of workers and entrepreneurs were positively related to the rate of technical change of the firm (Deraniyagala, 1995).
Lucas (1998), found that the higher the level of education of the work force the higher the overall productivity of capital because the more educated are more likely to innovate, and thus affect everyone’s productivity.
Increased education of individuals raises not only their own productivity but also that of others with whom they interact, so that total productivity increases as the average level of education rises (Perotti, 1993).
The impact of education on the nature and growth of exports, which, in turn, affect the aggregate growth rate, is another way in which human development influences macro performance.
One of the emerging requirements for a successful economic development program is a workforce delivery system that works for local, emerging, and new businesses in the community.
Survey after survey notes businesses need a skilled workforce to be competitive. Traditionally economic developers have not had to deal with the workforce delivery system and that system tends to be complicated by regulations, vendor influence, and perceptions that it only deals with those least capable of holding a job.
In a study of more than 3,100 U.S. workplaces, the National Center on the Educational Quality of the Workforce (EQW) found that on average, a 10 percent increase in workforce education level led to an 8.6 percent gain in total productivity. But a 10 percent increase in the value of equipment increased productivity just 3.4 percent. Another study by ASTD showed that “leading-edge” companies trained 86 percent of employees while “average” companies trained only 74 percent. Leading edge companies also spent twice as much per employee. Companies that invest the most in workplace learning, the study showed, yielded higher net sales per employee, higher gross profits per employee, and a higher ratio in market-to-book values.
1 1 APPLE 2 2 GOOGLE 3 3 TOYOTA MOTOR 4 5 MICROSOFT 5 7 NINTENDO 6 12 IBM 7 15 HEWLETT-PACKARD 8 13 RESEARCH IN MOTION 9 10 NOKIA 10 23 WAL-MART STORES 11 11 AMAZON.COM 12 8 PROCTER & GAMBLE 13 6 TATA GROUP 14 9 SONY 15 19 RELIANCE INDUSTRIES 16 26 SAMSUNG ELECTRONICS 17 4 GENERAL ELECTRIC 18 NR VOLKSWAGEN 19 30 MCDONALDS 20 14 BMW 21 17 WALT DISNEY 22 16 HONDA MOTOR 23 27 AT&T 24 NR COCA-COLA 25 47 VODAFONE 26 NR INFOSYS 27 NR LG ELECTRONICS 28 NR TELEFÓNICA 29 31 DAIMLER 30 34 VERIZON COMMUNICATIONS 31 NR FORD MOTOR 32 35 CISCO SYSTEMS 33 48 INTEL 34 28 VIRGIN GROUP 35 NR ARCELORMITTAL 36 40 HSBC HOLDINGS 37 42 EXXONMOBIL 38 NR NESTLÉ 39 NR IBERDROLA 40 25 FACEBOOK 41 22 3M 42 NR BANCO SANTANDER 43 45 NIKE 44 NR JOHNSON & JOHNSON 45 49 SOUTHWEST AIRLINES 46 NR LENOVO 47 NR JPMORGAN CHASE 48 NR FIAT 49 24 TARGET 50 NR ROYAL DUTCH SHELL
Innovative Transportation Companies http://images.businessweek.com/ss/09/04/0409_most_innovative_cos/index.htm 2009 2008 1 1 APPLE 2 2 GOOGLE 3 3 TOYOTA MOTOR 4 5 MICROSOFT 5 7 NINTENDO 6 12 IBM 7 15 HEWLETT-PACKARD 8 13 RESEARCH IN MOTION 9 10 NOKIA 10 23 WAL-MART STORES 18 NR VOLKSWAGEN 20 14 BMW 22 16 HONDA MOTOR 29 31 DAIMLER 31 NR FORD MOTOR 34 28 VIRGIN GROUP 45 49 SOUTHWEST AIRLINES 48 NR FIAT
Gets 400,000 applications for entry-level management positions each year.
It will hire less than one half of 1% of them,
"We actually recruit for values," says Chief Operating Officer Robert McDonald.
"If you are not inspired to improve lives, this isn't the company you want to work for."
The careful vetting, training, and career development pay off. P&G boasts 23 brands with at least $1 billion in annual sales and is the market leader in everything from detergent to diapers to razors.
bringing in and promoting creative thinkers.
Interviewers look for what they call a candidate's "power," including leadership ability and empathy.
Innovation skills and values are measured in an online assessment. "Our managers are skilled at probing for the right fit," says William Reina, director for global talent. "The people they identify score well on the assessment."
every department has its own "university." The general manager's college, holds a week-long school term once a year when there are a handful of newly promoted managers
There are nearly 50 courses—helps managers with technical writing or financial analysis.
SUMMARY OF RESULTS Using Competency Model Competency Limited Solid Strong World Class Courage / Initiative X Drive for Results X Partnering (One company focus) X Building Organizational Capability X Strategic Leadership X Thinking Skills X
Create opportunities to discuss and promote INNOVATIVE thinking and development
Ensure that EXECUTIVES are thinking about how to develop their workforce
Encourage incentives to promote HUMAN CAPTIAL INVESTMENT
FACILITATE evaluation and growth of executive Capability & Bench Strength
Examine key areas for growth
Promote the thinking and investment needed to advance and develop the workforce
Work with Teams to create Strategic Vision
Workforce Development Activities Identification of Skills Needed Identification of Available Training Programs Identification of Gaps Development of Skills Courses Intermodal Skills Insufficient Training Available
Operates Terminals for the Major Class I railroads
2. Executive Management of Intermodal Transportation Operations
Common organizational structures
Leadership and motivation concepts
Best practices in major IM transportation
Teamwork and productivity theories
Coaching and development strategies
Improving collaboration, cooperation, and partnership
Developed by: Professor Patrick Sherry
University of Denver
Proposed Workforce Development Activities Strategy Identification of Skills Identification of Available Training Programs Identification of Gaps Between Skills Needed & Training Programs Development of Supplemental Training Programs Development of Train the Trainer Programs Scan of Workforce Skills Shortages External Funding of Training Programs Create a Roadmap for Workforce Development Intelligent Transportation Skills Needed? Transportation Security Skills Needed?