Start Stop Logistics                       1
The Logistics Landscape is Changing Instability in Global Supply Chains which have  become more Demand Driven Capacity S...
Start Stop Logistics                                  Weekly Volatility - Beer Segment  140  120  100  80  60  40  20     ...
Start Stop Logistics                                  Weekly Volatility - Wine Segment  120  100  80  60  40  20          ...
Start Stop Logistics                                  Weekly Volatility - Food Segment  250  200  150  100  50            ...
Start Stop Logistics                            Weekly Volatility - Toilet Paper Segment  30  25  20  15  10  5           ...
Start Stop Logistics                                 Weekly Volatility - Chemical Segment  70  60  50  40  30  20  10     ...
Start Stop Logistics                             Weekly Volatility - Total across Segments  500  450  400  350  300  250  ...
Multimodal / Short Sea Short Sea                     RailBarge                    Road                                9
Making Procurement an Art Hiring Container Ships Leasing Containers Haulage Capacity Barge Capacity Rail Capacity St...
Contract Management                      11
Back2BackContract Management                      12
Opportunities to Balance Risks Clear Communication of Trading Conditions Service Level Agreements including Daily/Weekly...
Contract Management Reduced Profits Increasing Competition Less Resources Less Time Increasing Customer DemandsHave y...
DON’ T !HAVE THE GUTS TO SAY NO !                            15
Conclusion Manufactures and Retailers have become more Risk adverse vis a vis  Inventory Management Start Stop Logistics...
17
Start Stop Logistics                       18
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Peder Winther from Samskip; 'Thrive in an Era of Fluctuating Rates and Insecure Capacity'

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Peder Winther from Samskip; 'Thrive in an Era of Fluctuating Rates and Insecure Capacity'

  1. 1. Start Stop Logistics 1
  2. 2. The Logistics Landscape is Changing Instability in Global Supply Chains which have become more Demand Driven Capacity Shortage across the Supply Chain Slow Steaming on Major Deep Sea Routes Government Regulations and Punitive Measures for Road Transport leading to Increased Demand for Rail and Barge Transport 2
  3. 3. Start Stop Logistics Weekly Volatility - Beer Segment 140 120 100 80 60 40 20 Actual Forecast 0 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 1 3 5 7 9 3
  4. 4. Start Stop Logistics Weekly Volatility - Wine Segment 120 100 80 60 40 20 Actual Forecast 0 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 1 3 5 7 9 4
  5. 5. Start Stop Logistics Weekly Volatility - Food Segment 250 200 150 100 50 Actual Forecast 0 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 1 3 5 7 9 5
  6. 6. Start Stop Logistics Weekly Volatility - Toilet Paper Segment 30 25 20 15 10 5 Actual Forecast 0 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 1 3 5 7 9 6
  7. 7. Start Stop Logistics Weekly Volatility - Chemical Segment 70 60 50 40 30 20 10 Actual Forecast 0 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 1 3 5 7 9 7
  8. 8. Start Stop Logistics Weekly Volatility - Total across Segments 500 450 400 350 300 250 200 150 100 Actual 50 Forecast 0 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 1 3 5 7 9 8
  9. 9. Multimodal / Short Sea Short Sea RailBarge Road 9
  10. 10. Making Procurement an Art Hiring Container Ships Leasing Containers Haulage Capacity Barge Capacity Rail Capacity Stevedoring Arrangements Bunkers / Bunkers Hedging Currency HedgingBalancing Risk and Opportunity 10
  11. 11. Contract Management 11
  12. 12. Back2BackContract Management 12
  13. 13. Opportunities to Balance Risks Clear Communication of Trading Conditions Service Level Agreements including Daily/Weekly Fluctuations High Understanding of Customers Operational Requirements Escape Clauses Prioritise Legal Contracts Complex Supply Chains need operationally minded Commercial People Reciprocal Carrot and Stick Arrangements 13
  14. 14. Contract Management Reduced Profits Increasing Competition Less Resources Less Time Increasing Customer DemandsHave you ever thought about cutting a Corner ? 14
  15. 15. DON’ T !HAVE THE GUTS TO SAY NO ! 15
  16. 16. Conclusion Manufactures and Retailers have become more Risk adverse vis a vis Inventory Management Start Stop Logistics will increase weekly and daily Fluctuations Visibility and Agility will improve but at a Cost Both Customers and Service Providers will need to invest in additional Resources for the Forecasting Process The current Situation where Service Providers take most of the Risk is not Sustainable in the middle to long Term 3PL/4PL Providers can take advantage but need to improve Communication and Risk and Reward Sharing with the Asset Providers 16
  17. 17. 17
  18. 18. Start Stop Logistics 18
  19. 19. 19

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