TDL & Exports Regional Intermediary <br />   Public/Private Partnership     Model RecommendationWorkshop Three - June 10, ...
Acknowledgements<br /><ul><li>MSU, DRC, WSU and all participants would like to personally thank NEI for the resources to c...
We are encouraged by the enthusiasm of all stakeholders to contribute to and continue with this important economic develop...
Thank you to NEI for your vision and support to help transform the region!</li></li></ul><li>Regional Intermediary Recomme...
Regional Intermediary Recommendation<br />Workshop Guidelines:<br />All participants will give the meeting our full attent...
Introductions<br />Name<br />Role<br />Representing<br />
Workshop Three Agenda<br />Welcome and Introductions<br />Synthesize findings from survey<br />Finalize Regional Intermedi...
Workshop Follow-Up Survey<br />Background…<br />Conducted online using surveymonkey.com<br />139 workshop attendees & invi...
Survey Results: Organization<br />
Survey Results: Region <br />
Model Capabilities: Best Practices Research<br />
Model Capabilities: Best Practices Research<br />
Highest Priority Capabilities:  DTW Hub<br />
Survey Results: Perception of Importance<br />1 = not important<br />5 = very important<br />
Survey Results: Perception of Performance <br />1 = lagging<br />3 = average<br />5 = above average<br />
Survey Results:  Hub Capabilities – Importance and Current Performance<br />1 = not important<br />5 = very important<br /...
Survey Results:  Hub Capabilities – Importance and Current Performance<br />1 = not important<br />5 = very important<br /...
Survey Results: Performance vs. Importance<br />1 = lagging<br />3 = average<br />5 = above average<br />1 = not important...
Survey Results: Performance vs. Importance<br />
Survey Results: Implementation Obstacles<br />1 = minor challenge<br />5 = major challenge<br />
Survey Results: Hub Growth Perception<br />Question wording: “Assuming we overcome these obstacles, how realistic do you t...
Survey Results: Hub Buy-In<br />
Survey Results:Strengths to Emphasize<br />Airport<br />Supply chain skilled labor<br />Interstate highways<br />Internati...
Survey Take Aways:Largest Gaps in Performance<br />Highest priority capabilities with the largest gaps in performance incl...
Survey Take Aways:Major Obstacles to Implementation<br />Major obstacles to implementation include:<br />Cultural mindset<...
Survey Take Aways<br />Local initiatives to close the gap in capability performance and overcome obstacles:<br />Local mar...
Initiatives + Strengths = Success<br />Gaps<br />Obstacles<br />
Initiatives + Strengths = Success<br />Local Initiatives<br /><ul><li>Marketing and outreach
Regional collaboration
Implement pilots</li></ul>Multi-national and multi-state initiatives<br /><ul><li>Collaborative board
Strategic asset plan
Global marketing</li></ul>Gaps<br />Obstacles<br />
Initiatives + Strengths = Success<br />Key Strengths<br /><ul><li>Airport
Supply chain skilled labor
Interstate highways
International trade corridor
Border crossing facilities
Railroad network
Understand global landscape
Identifying strategic corridors
Hub operations cost</li></ul>Local Initiatives<br /><ul><li>Marketing and outreach
Regional collaboration
Implement pilots</li></ul>Multi-national and multi-state initiatives<br /><ul><li>Collaborative board
Strategic asset plan
Global marketing</li></ul>Gaps<br />Obstacles<br />
Initiatives + Strengths = Success<br />Key Strengths<br /><ul><li>Airport
Supply chain skilled labor
Interstate highways
International trade corridor
Border crossing facilities
Railroad network
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TDL & Exports Regional Intermediary Design III

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TDL & Exports Regional Intermediary Design III

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

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