TDL & Exports Regional Intermediary Design III
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TDL & Exports Regional Intermediary Design III

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TDL & Exports Regional Intermediary Design III TDL & Exports Regional Intermediary Design III Presentation Transcript

  • TDL & Exports Regional Intermediary
    Public/Private Partnership Model RecommendationWorkshop Three - June 10, 2011
    Sponsored by
    New Economy Initiative
    Hosted by
    Detroit Regional Chamber
    and
    Michigan State University
  • Acknowledgements
    • MSU, DRC, WSU and all participants would like to personally thank NEI for the resources to continue with the implementation of project results
    • We are encouraged by the enthusiasm of all stakeholders to contribute to and continue with this important economic development and new jobs creation project
    • Thank you to NEI for your vision and support to help transform the region!
  • Regional Intermediary Recommendation
    Workshop Three Desired Outcomes:
    Discuss and synthesize survey results
    Finalize Regional Intermediary characteristics to share with Intermediary Sponsors
    Discuss next steps for implementation
  • Regional Intermediary Recommendation
    Workshop Guidelines:
    All participants will give the meeting our full attention, positive energy and commitment to the project
    All participants will be open, candid and honest and allow others to do the same
    Respect will be the foremost goal of all participants; we will center on issues, not personalities
    All participants will center first on gaining understanding, second on convincing others
    All input raised will be captured for future use and shared with all attendees
    Think FUTURE; Think strategic; Think CAN DO !
  • Introductions
    Name
    Role
    Representing
  • Workshop Three Agenda
    Welcome and Introductions
    Synthesize findings from survey
    Finalize Regional Intermediary characteristics
    Planning for implementation
  • Workshop Follow-Up Survey
    Background…
    Conducted online using surveymonkey.com
    139 workshop attendees & invitees were asked to complete the survey
    45 people completed the survey (32%)
  • Survey Results: Organization
  • Survey Results: Region
  • Model Capabilities: Best Practices Research
  • Model Capabilities: Best Practices Research
  • Highest Priority Capabilities: DTW Hub
  • Survey Results: Perception of Importance
    1 = not important
    5 = very important
  • Survey Results: Perception of Performance
    1 = lagging
    3 = average
    5 = above average
  • Survey Results: Hub Capabilities – Importance and Current Performance
    1 = not important
    5 = very important
    1 = lagging
    3 = average
    5 = above average
  • Survey Results: Hub Capabilities – Importance and Current Performance
    1 = not important
    5 = very important
    1 = lagging
    3 = average
    5 = above average
  • Survey Results: Performance vs. Importance
    1 = lagging
    3 = average
    5 = above average
    1 = not important
    5 = very important
  • Survey Results: Performance vs. Importance
  • Survey Results: Implementation Obstacles
    1 = minor challenge
    5 = major challenge
  • Survey Results: Hub Growth Perception
    Question wording: “Assuming we overcome these obstacles, how realistic do you think it is that this region, building on its current supply chain capabilities, will grow in success as a recognized supply chain hub?”
  • Survey Results: Hub Buy-In
  • Survey Results:Strengths to Emphasize
    Airport
    Supply chain skilled labor
    Interstate highways
    International trade corridor
    Border crossing facilities
    Railroad network
    Understand global landscape
    Identifying strategic corridors
    Hub operations cost
  • Survey Take Aways:Largest Gaps in Performance
    Highest priority capabilities with the largest gaps in performance include:
    Use of marketing
    Streamlined government
    Strategic transportation plan
    Leveraging business partnerships
    Community involvement
  • Survey Take Aways:Major Obstacles to Implementation
    Major obstacles to implementation include:
    Cultural mindset
    Infrastructure funding
    Regional collaboration
    Global perception of region
  • Survey Take Aways
    Local initiatives to close the gap in capability performance and overcome obstacles:
    Local marketing and community outreach
    Streamlined government and regional collaboration
    Pilot implementation focused on improving the leveraging of business partnerships
    Multi-state and multi-nation collaboration initiatives to close the gap in capability performance and overcome obstacles:
    Create multi-state and multi-nation collaboration board
    Create multi-state and multi-nation strategic supply chain asset, infrastructure, and transportation plan
    Create global branding, marketing and communication plan
  • Initiatives + Strengths = Success
    Gaps
    Obstacles
  • Initiatives + Strengths = Success
    Local Initiatives
    • Marketing and outreach
    • Regional collaboration
    • Implement pilots
    Multi-national and multi-state initiatives
    • Collaborative board
    • Strategic asset plan
    • Global marketing
    Gaps
    Obstacles
  • Initiatives + Strengths = Success
    Key Strengths
    • Airport
    • Supply chain skilled labor
    • Interstate highways
    • International trade corridor
    • Border crossing facilities
    • Railroad network
    • Understand global landscape
    • Identifying strategic corridors
    • Hub operations cost
    Local Initiatives
    • Marketing and outreach
    • Regional collaboration
    • Implement pilots
    Multi-national and multi-state initiatives
    • Collaborative board
    • Strategic asset plan
    • Global marketing
    Gaps
    Obstacles
  • Initiatives + Strengths = Success
    Key Strengths
    • Airport
    • Supply chain skilled labor
    • Interstate highways
    • International trade corridor
    • Border crossing facilities
    • Railroad network
    • Understand global landscape
    • Identifying strategic corridors
    • Hub operations cost
    Local Initiatives
    • Marketing and outreach
    • Regional collaboration
    • Implement pilots
    Multi-national and multi-state initiatives
    • Collaborative board
    • Strategic asset plan
    • Global marketing
    Gaps
    $ & JOBS
    Obstacles
  • Survey Synthesize
    How would you synthesize the results of the survey?
  • Workshop Three Agenda
    Welcome and Introductions
    Synthesize findings from survey
    Finalize Regional Intermediary characteristics
    Vision
    Capabilities and key strengths
    Targeted industries
    Performance metrics
    Structure of operating board
    Critical success factors
    Planning for implementation
  • Rationale for our Regional Intermediary Model Recommendation
    The Regional Intermediary recommendation is not an exact model, but rather identifies key characteristics offered by several models
    The Regional Intermediary recommendation relies on a hybrid model approach similar to the Public/Private Partnership Model
    The Regional Intermediary recommendation will not be implemented from scratch, but should leverage existing organizations as feasible
  • Organizational Model Recommendation: Public / Private Partnership Model
    Provide public sector advantages of good Infrastructure and support capabilities
    Provide public sector advantages of availability of very good human, land, supplier, and financial capital
    Provide private sector value propositions which offer economic competitiveness and lowest total cost to serve
    Provide private sector the advantage of serving global markets
  • Public / Private Partnership Model: Vision
    World class cross-border distribution hub
    Air freight to motor freight
    Rail freight to motor freight
    Value added services
    Lowest overall cost to serve for industry partners
    Superior customer service for industry partners and their respective customers
    State of the art supply chain technology
    Excellent management and labor talent
    Win-win-win relationships with industry partners, service providers, and supply chain hub
  • The Bottom Line !
    Opportunity Assessment has re-enforced the economic development potential for the Hub
    66,000 new jobs created
    Doing nothing may run the risk of additional jobs lost
    Maintaining momentum over the next few months will be critical to project success
    Each of us will play a key role to assure 66,000 new jobs are created…..starting today !
  • Public / Private Partnership Model: Capabilities
    Supply Chain Expertise
    Economic competitiveness and lowest supply chain cost to serve
    Supply chain sustainability
    Infrastructure / modal support
    Economic Development
    Competitive tax environment
    Ability to serve global markets
    Develop supply chain solutions
    Strategic Infrastructure / Intermediary Funding
    Infrastructure support and capabilities
    Collaboration
    Joint commission or authority
    Strategic alliances
  • Public/Private Partnership Model: Strengths and Unique Offerings
    Cross-border distribution hub and NAFTA thoroughfare away from congestion of Chicago-Toronto
    Trans-loading heavy imports from Canadian ports to U.S. using railroads
    Good airport, highway, and rail infrastructure with limited congestion and very good reliability
    Skilled Export, TDL management and supply chain labor talent is readily available
    Economical outbound motor carrier capacity
    Availability and affordable land
    Unique Offerings of Our Public/Private Model:
    Provide supply chain value propositions to attract companies
    Commitment from State of Michigan to make this happen
  • Summary of Key Strengths for Public/Private Partnership Model
    Multi-state and multi-country
    Public provide infrastructure; private run it
    Existing base of excellent service providers
    Implement the infrastructure, talent, and geographic potential that currently exists
  • Public/Private Partnership Model: Targeted Industries
    Heavy Manufacturing
    Automotive renewal
    Alternative energy
    Carbon fiber manufacturing
    Chemical processing
    Defense
    Electronics – industrial
    Light Manufacturing
    Food processing
    Medical technologies
    Water technologies
    Distribution
    Beverage and alcohol distribution
    Retail importing and value add
    Waste management
  • Summary of Enhanced Economic Activity by Industry Cluster
  • Public/Private Partnership Model:Proposed Metrics
    Number of new jobs created by industry (Both Direct & Indirect jobs)
    Economic activity benefits by industry (Dollars)
    The number of new businesses attracted
    Business retention rate (New and Existing)
    Investment amounts with ratio: Public vs. Private
    Inbound/Outbound shipments (Volume and Value)
  • Public/Private Partnership Model:Proposed Board Structure
    Board representation from Canada, OH and MI
    Leadership from both public and private sectors
    Need private sector champion to take ownership, overcome obstacles and drive change
    Small executive board supported by appropriate advisory boards and committees
    Create multigenerational commitment (regardless of current administration in office)
    Seek foundations and venture capital support
  • Public/Private Partnership Model:Critical Success Factors
    Public sector funding
    Integrated Regional and Statewide asset strategy
    Commitment from a major logistics provider or shipper as a catalyst to Economic Development
    Economic Development driven by aggressive lead management approach across all stakeholders to attract shippers and carriers
    Available physical capacity (Land, Facilities, People) to support growth
    Hub supply chain competitive advantages
  • Regional Intermediary: Discussion
    What suggested changes or extensions are needed to enhance our Public/Private Partnership Model characteristics?
    Vision
    Capabilities and Strengths
    Targeted Industries
    Performance Metrics
    Structure of Operating Board
    Critical Success Factors
  • Local Initiatives and Multi-National and Multi-State Initiatives are Keys to Success
    Key Strengths
    • Airport
    • Supply chain skilled labor
    • Interstate highways
    • International trade corridor
    • Border crossing facilities
    • Railroad network
    • Understand global landscape
    • Identifying strategic corridors
    • Hub operations cost
    Local Initiatives
    • Marketing and outreach
    • Regional collaboration
    • Implement pilots
    Multi-national and multi-state initiatives
    • Collaborative board
    • Strategic asset plan
    • Global marketing
    Gaps
    $ & JOBS
    Obstacles
  • Local Initiatives and Multi-National and Multi-State Initiatives are Keys to Success
    What suggestions or candidates do you recommend for the proposed Regional Intermediary (Local) organizational model?
    What suggestions or candidates do you recommend for the proposed Multi-Nation and Multi-State organizational model?
  • Workshop Three Agenda
    Welcome and Introductions
    Synthesize findings from survey
    Finalize Regional Intermediary characteristics
    Planning for implementation
  • Implementation Planning
    Regional Intermediary design recommendation
    Intermediary Design Workshop One: March 11
    Intermediary Workshop Two: April 29
    Implementation Workshop Three: June 10
    Piloting the implementation approach with partners
    April 1 Symposium
    Joint Workshop with MEDC: TBA
    Launch pilots with interested industry partners
    Education, sharing of findings, and communications
    Workshop Sessions with Ohio and Canada
    Community Outreach meetings/workshops
    Global Trade and Transportation: Next Steps
  • Implementation Planning
    Regional Intermediary focus to assure multi-state and multi-nation collaboration:
    Secure executive sponsorship from all jurisdictions
    Create a common board for regional collaboration
    Develop global branding, marketing and communication plan
    Creation of a regional strategic supply chain asset, infrastructure, and transportation plan
    Design SCM assets framework to complement supply chain strategy and future growth
    Assure SCM assets enable pilots and industry growth
    Design SCM assets framework to eliminate redundancy across assets while enabling future growth
  • Regional Intermediary Implementation
    Regional Intermediary Implementation:
    Proposal for Fourth Quarter, 2011 Symposium
    Sponsored by NEI, Michigan State University,
    Detroit Regional Chamber, and MEDC
    Symposium topics:
    • Commitment statements from executive sponsors representing Canada, OH, MI and MEDC
    • Roll-out global branding, marketing and communication plan
    • Testimonies regarding pilot company implementation progress
    • Forum to engage region in the TDL and Exports discussions
  • Regional Intermediary Implementation
    Workshop Participant Feedback:
    What can you do, either individually or collectively, to help our efforts succeed?