The document discusses applying Peter Senge's principles of systems thinking to business decision making during uncertain economic times. It provides background on Peter Senge and describes key concepts from his work, including seeing problems as parts of an overall system, understanding how things influence one another, and taking a holistic view. The document advocates using systems thinking to validate decisions and consider all potential outcomes, rather than acting hastily without proper consideration.
The document discusses how to measure social media return on investment (ROI) through metrics like return on impact, return on interest, and return on attention. It provides formulas and an example to calculate these metrics based on factors like website virality, seeding activity, and engagement. The document also addresses how to achieve financial ROI through maintaining cash flow over time, social customer relationship management, and increasing sales.
Resetting Values in the aftermath of the banking crisisPaul Sweeney
In the aftermath of successive banking scandals, investigations have rightly identified a failure to “walk the talk” - actions have not been aligned with values.
It may be tempting to believe that a renewed push on resetting and embedding values will change behaviours.
And indeed it is a good start, but all our experience tells us that other factors are at play.
A constraints led, interdisciplinary model for survival, growth and winning in the game.
Visit the bettersoccermorefun channel on YouTube for videos that expand on these ideas.
Organizations interested in holding a workshop on decision/action models can contact me at larry4v4-at-hotmail.com for details.
This document discusses stress and emotions in the workplace. It defines stress as the body's reaction to change, and outlines the stress cycle of alarm, resistance, and exhaustion. It then discusses common workplace stressors like role demands and information overload. The document also examines individual differences in stress responses, and provides organizational and individual approaches to managing stress, such as time management, exercise, and healthy diets. Finally, it discusses how emotions affect attitudes and behaviors at work through concepts like emotional contagion and affective events theory.
Introduction on stakeholder collaboration framework during the MeTA Multi Stakeholder Processes
Workshop for MeTA pilot Countries in Wageningen UR Centre for Development Innovation
VaLUENTiS Employee Engagement EE Summit pres 160413 final dist copynjhceo01
The document summarizes an employee engagement conference held in London in April 2013. It includes an agenda with topics on baselines of employee engagement, the connection between engagement and organizational performance, and actions needed to embed engagement in the first 100 days. The conference examined engagement from both academic and practical perspectives, with the goal of providing HR functions with tools and strategies to improve engagement.
Tom Weakland at Consumer Centric Health, Models for Change '11HealthInnoventions
The document discusses how behavioral economics can be applied to healthcare to better understand irrational consumer behavior and decision making. It provides examples of how cognitive biases and psychological factors influence health behaviors and choices, contributing to poor outcomes and high costs. Applying behavioral economics principles may help design interventions to positively influence behaviors and steer patients towards healthier options.
The document discusses how to measure social media return on investment (ROI) through metrics like return on impact, return on interest, and return on attention. It provides formulas and an example to calculate these metrics based on factors like website virality, seeding activity, and engagement. The document also addresses how to achieve financial ROI through maintaining cash flow over time, social customer relationship management, and increasing sales.
Resetting Values in the aftermath of the banking crisisPaul Sweeney
In the aftermath of successive banking scandals, investigations have rightly identified a failure to “walk the talk” - actions have not been aligned with values.
It may be tempting to believe that a renewed push on resetting and embedding values will change behaviours.
And indeed it is a good start, but all our experience tells us that other factors are at play.
A constraints led, interdisciplinary model for survival, growth and winning in the game.
Visit the bettersoccermorefun channel on YouTube for videos that expand on these ideas.
Organizations interested in holding a workshop on decision/action models can contact me at larry4v4-at-hotmail.com for details.
This document discusses stress and emotions in the workplace. It defines stress as the body's reaction to change, and outlines the stress cycle of alarm, resistance, and exhaustion. It then discusses common workplace stressors like role demands and information overload. The document also examines individual differences in stress responses, and provides organizational and individual approaches to managing stress, such as time management, exercise, and healthy diets. Finally, it discusses how emotions affect attitudes and behaviors at work through concepts like emotional contagion and affective events theory.
Introduction on stakeholder collaboration framework during the MeTA Multi Stakeholder Processes
Workshop for MeTA pilot Countries in Wageningen UR Centre for Development Innovation
VaLUENTiS Employee Engagement EE Summit pres 160413 final dist copynjhceo01
The document summarizes an employee engagement conference held in London in April 2013. It includes an agenda with topics on baselines of employee engagement, the connection between engagement and organizational performance, and actions needed to embed engagement in the first 100 days. The conference examined engagement from both academic and practical perspectives, with the goal of providing HR functions with tools and strategies to improve engagement.
Tom Weakland at Consumer Centric Health, Models for Change '11HealthInnoventions
The document discusses how behavioral economics can be applied to healthcare to better understand irrational consumer behavior and decision making. It provides examples of how cognitive biases and psychological factors influence health behaviors and choices, contributing to poor outcomes and high costs. Applying behavioral economics principles may help design interventions to positively influence behaviors and steer patients towards healthier options.
Bill Stankiewicz Copy Scope 2010 R Oi Company ModelBillStankiewicz
This document discusses integration as a better model for healthcare providers. It provides an overview of Resource Optimization & Innovation (ROi), an operating division of Sisters of Mercy Health System that aims to improve clinical, operational, and financial performance through a clinically integrated supply chain. ROi combines performance consulting, group purchasing, and supply chain management to drive more value than any individual component. The document outlines some of the key issues facing healthcare providers and how ROi's integrated model provides solutions through clinical alignment, lower costs, improved services, and information.
Bill Stankiewicz Copy Gcs Business Section Meeting 5 14 2010BillStankiewicz
The document provides an agenda for a Green Business Section meeting. The agenda includes welcome and introductions, presentations on Recycletronics and Verus Carbon Neutral, updates from section committees on membership, resources, events, and collaboration, and time for Q&A. The document also provides background on the Green Business Section and its structure, as well as more details on the membership and resources committees, including their membership, goals, and current initiatives.
Bill Stankiewicz Copy Scope 2010 Wilkinson Sword CompanyBillStankiewicz
Energizer Holdings is a global consumer goods company that manufactures and distributes shave and personal care products. It has operations in over 140 countries and is the second largest player in the wet shaving market. The document discusses Energizer's supply chain strategy and efforts to implement a global SAP system along with Manugistics to integrate its planning and operations across regions. It outlines the challenges faced and lessons learned from the multi-year global implementation project.
NFI is a global supply chain solutions provider with over 75 years of experience. In this document, the CEO outlines NFI's strategies for accelerating growth out of the recession, including a cost improvement program, focus on fuel efficiency, sustainability initiatives, strengthening their sales force through branding and digital efforts, and strategic acquisitions to expand their footprint and capabilities. The CEO also discusses priorities for managing talent and focusing on profitable business going forward to position NFI for continued success in the post-recession environment.
2 5 2011 Exel And Dhl Seek Greater FlexibilityBillStankiewicz
Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)
Regards,
Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
Bill Stankiewicz Copy Adrian Gonzalez, Arc V2BillStankiewicz
The document discusses maximizing the value of relationships between third-party logistics providers (3PLs) and their customers. It notes that most 3PL-customer relationships are transaction-based and not structured to be strategic. However, there is an opportunity to strengthen relationships that have potential for further improvement. Critical factors for developing strategic relationships include having CEOs champion the relationship, developing trust, creating shared goals focused on customers, contracts that incentivize innovation, and governance through insight rather than just oversight. Moving relationships up the value curve requires both 3PLs and customers to change their mindsets and embrace new approaches like vested outsourcing.
1. Proposal (RFI/ RFP/ RFQ) Management: A web based tool to make your proposal management highly efficient and audit governance friendly
2. Reverse Auctions/ Forward Auctions: an online negotiation platform to get the best quote from your suppliers in a quick and transparent manner
3. Supplier Registration Portal: a web based registration and self - profile management portal for supplier empanelment
4. Contract Document Management: a tool to centralize contract documents and facilitate stronger document governance and compliance
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
Random thoughts about a changing business worldMarc Buyens
This document contains random musings and "beliefs" about business without a clear system or ranking. It discusses that in a complex and changing world, simple rules and frameworks can help make sense of opportunities and challenges. However, none of the thoughts should be seen as absolute truths as there are always shades of grey. The document then lists several brief thoughts about topics like evolution not allowing free choice of paths, seeing employees as individuals rather than dots, and that perceived resistance to change is really a perception of lack of control.
Hello Sir
We are a premier academic writing agency with industry partners in UK, Australia and Middle East and over 15 years of experience. We are looking to establish long-term relationships with industry partners and would love to discuss this opportunity further with you.
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The beer game - a production distribution simulationTristan Wiggill
A presentation by Michael D. Ford CFPIM, CSCP, CQA, CRE, CQE, Principal, TQM Works Consulting, USA delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
The Beer Game was developed by Jay Forrester at MIT’s Sloan business school in the early 1960s. It is a simple yet realistic simulator of the supply chain and is used as a teaching tool for systems dynamics. It has been played all over the world by thousands of people ranging from high school students to chief executive officers and government officials. Each participant plays a role in the production and distribution of a product, in this case “beer”.
From this article Kahneman, D., Lovallo, D., & Sibony, O. (2011.docxbudbarber38650
From this article:
Kahneman, D., Lovallo, D., & Sibony, O. (2011a). Before you make that big decision. Harvard Business Review, 89(6).
This is the article in reference:
Dangerous biases can creep into every strategic choice. Here's how to find them--before they lead you astray
THANKS TO a slew of popular new books, many executives today realize how biases can distort reasoning in business. Confirmation bias, for instance, leads people to ignore evidence that contradicts their preconceived notions. Anchoring causes them to weigh one piece of information too heavily in making decisions; loss aversion makes them too cautious. In our experience, however, awareness of the effects of biases has done little to improve the quality of business decisions at either the individual or the organizational level.
Though there may now be far more talk of biases among managers, talk alone will not eliminate them. But it is possible to take steps to counteract them. A recent McKinsey study of more than 1,000 major business investments showed that when organizations worked at reducing the effect of bias in their decision-making processes, they achieved returns up to seven percentage points higher. (For more on this study, see "The Case for Behavioral Strategy," McKinsey Quarterly, March 2010.) Reducing bias makes a difference. In this article, we will describe a straightforward way to detect bias and minimize its effects in the most common kind of decision that executives make: reviewing a recommendation from someone else and determining whether to accept it, reject it, or pass it on to the next level.
For most executives, these reviews seem simple enough. First, they need to quickly grasp the relevant facts (getting them from people who know more about the details than they do). Second, they need to figure out if the people making the recommendation are intentionally clouding the facts in some way. And finally, they need to apply their own experience, knowledge, and reasoning to decide whether the recommendation is right.
However, this process is fraught at every stage with the potential for distortions in judgment that result from cognitive biases. Executives can't do much about their own biases, as we shall see. But given the proper tools, they can recognize and neutralize those of their teams. Over time, by using these tools, they will build decision processes that reduce the effect of biases in their organizations. And in doing so, they'll help upgrade the quality of decisions their organizations make.
The Challenge of Avoiding Bias
Let's delve first into the question of why people are incapable of recognizing their own biases.
According to cognitive scientists, there are two modes of thinking, intuitive and reflective. (In recent decades a lot of psychological research has focused on distinctions between them. Richard Thaler and Cass Sunstein popularized it in their book, Nudge.) In intuitive, or System One, thinking, impressions, associations, feeling.
The document provides an overview of an approach to developing a clear and inspiring vision for an organization. It discusses the importance of having a unified vision that all stakeholders can understand and get behind. An effective vision tells a story that inspires and explains the organization's direction in a way that resonates with people. It should be future-oriented and help guide strategic decision-making. Developing a vision is portrayed as an iterative process that involves imagining future scenarios and grounding ideas in reality. Communicating the vision widely and continually is emphasized so it can act as a guiding light and catalyst for change across the organization.
This document provides a manifesto and overview of Group Partners' approach to delivering strategic transformation and achieving lasting impact. It emphasizes the need for an inspired vision, decision quality, a shared roadmap, and optimal platforms delivered through collective effort and strong leadership. Lasting change requires commitment, expertise, and understanding what it takes for change to stick across all dimensions. Any transformation requires conscious will, a clear direction, focused commitment from the workforce, and the capabilities and resources to implement changes. The future belongs to leaders who challenge conventions and continually explore new contexts with curiosity to manage increasing complexity.
This document provides an introduction and background on the Doctus expert system. It discusses Simon's concepts of bounded rationality and programmed vs non-programmed decisions. It also describes the different types of decisions as reflex, routine, and original and how the Doctus system supports each type through deductive reasoning and knowledge bases. The document serves to set up an overview of the lessons learned from 18 years of using the Doctus system to support executives in their decision making.
1) The document outlines the aims and principles of the firm as described in Ove Arup's "Key Speech".
2) The two main principles are that the work should be interesting and rewarding, striving for quality, and that the organization should be humanitarian and treat all members as human beings.
3) Arup argues that only by integrating disciplines and collaborating as a team can the ideal of "Total Architecture" be achieved, providing quality, efficiency and stimulation for members of the firm.
1) The document discusses a technique called systemic thinking which combines analytical and synthetical thinking to help understand complex situations. It involves listing elements of a situation and finding common themes or patterns among them.
2) Systemic thinking differs from systematic thinking which is thinking methodically, and systems thinking which is thinking about how things interact. Systemic thinking provides a simple technique to gain a systemic perspective.
3) The document provides an example of how systemic thinking was used to address pricing issues facing a public utility after privatization by identifying the key pattern of treating different customer groups fairly and developing a solution that charged customers differently based on their usage.
Bill Stankiewicz Copy Scope 2010 R Oi Company ModelBillStankiewicz
This document discusses integration as a better model for healthcare providers. It provides an overview of Resource Optimization & Innovation (ROi), an operating division of Sisters of Mercy Health System that aims to improve clinical, operational, and financial performance through a clinically integrated supply chain. ROi combines performance consulting, group purchasing, and supply chain management to drive more value than any individual component. The document outlines some of the key issues facing healthcare providers and how ROi's integrated model provides solutions through clinical alignment, lower costs, improved services, and information.
Bill Stankiewicz Copy Gcs Business Section Meeting 5 14 2010BillStankiewicz
The document provides an agenda for a Green Business Section meeting. The agenda includes welcome and introductions, presentations on Recycletronics and Verus Carbon Neutral, updates from section committees on membership, resources, events, and collaboration, and time for Q&A. The document also provides background on the Green Business Section and its structure, as well as more details on the membership and resources committees, including their membership, goals, and current initiatives.
Bill Stankiewicz Copy Scope 2010 Wilkinson Sword CompanyBillStankiewicz
Energizer Holdings is a global consumer goods company that manufactures and distributes shave and personal care products. It has operations in over 140 countries and is the second largest player in the wet shaving market. The document discusses Energizer's supply chain strategy and efforts to implement a global SAP system along with Manugistics to integrate its planning and operations across regions. It outlines the challenges faced and lessons learned from the multi-year global implementation project.
NFI is a global supply chain solutions provider with over 75 years of experience. In this document, the CEO outlines NFI's strategies for accelerating growth out of the recession, including a cost improvement program, focus on fuel efficiency, sustainability initiatives, strengthening their sales force through branding and digital efforts, and strategic acquisitions to expand their footprint and capabilities. The CEO also discusses priorities for managing talent and focusing on profitable business going forward to position NFI for continued success in the post-recession environment.
2 5 2011 Exel And Dhl Seek Greater FlexibilityBillStankiewicz
Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)
Regards,
Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
Bill Stankiewicz Copy Adrian Gonzalez, Arc V2BillStankiewicz
The document discusses maximizing the value of relationships between third-party logistics providers (3PLs) and their customers. It notes that most 3PL-customer relationships are transaction-based and not structured to be strategic. However, there is an opportunity to strengthen relationships that have potential for further improvement. Critical factors for developing strategic relationships include having CEOs champion the relationship, developing trust, creating shared goals focused on customers, contracts that incentivize innovation, and governance through insight rather than just oversight. Moving relationships up the value curve requires both 3PLs and customers to change their mindsets and embrace new approaches like vested outsourcing.
1. Proposal (RFI/ RFP/ RFQ) Management: A web based tool to make your proposal management highly efficient and audit governance friendly
2. Reverse Auctions/ Forward Auctions: an online negotiation platform to get the best quote from your suppliers in a quick and transparent manner
3. Supplier Registration Portal: a web based registration and self - profile management portal for supplier empanelment
4. Contract Document Management: a tool to centralize contract documents and facilitate stronger document governance and compliance
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
Random thoughts about a changing business worldMarc Buyens
This document contains random musings and "beliefs" about business without a clear system or ranking. It discusses that in a complex and changing world, simple rules and frameworks can help make sense of opportunities and challenges. However, none of the thoughts should be seen as absolute truths as there are always shades of grey. The document then lists several brief thoughts about topics like evolution not allowing free choice of paths, seeing employees as individuals rather than dots, and that perceived resistance to change is really a perception of lack of control.
Hello Sir
We are a premier academic writing agency with industry partners in UK, Australia and Middle East and over 15 years of experience. We are looking to establish long-term relationships with industry partners and would love to discuss this opportunity further with you.
Thanks & Regards
visit our website.
www.onlineassignmenthelp.com.au
www.freeassignmenthelp.com
www.btechndassignment.cheapassignmenthelp.co.uk
www.cheapassignmenthelp.com
www.cheapassignmenthelp.co.uk/
The beer game - a production distribution simulationTristan Wiggill
A presentation by Michael D. Ford CFPIM, CSCP, CQA, CRE, CQE, Principal, TQM Works Consulting, USA delivered during the 38th annual SAPICS event for supply chain professionals in Sun City, South Africa.
The Beer Game was developed by Jay Forrester at MIT’s Sloan business school in the early 1960s. It is a simple yet realistic simulator of the supply chain and is used as a teaching tool for systems dynamics. It has been played all over the world by thousands of people ranging from high school students to chief executive officers and government officials. Each participant plays a role in the production and distribution of a product, in this case “beer”.
From this article Kahneman, D., Lovallo, D., & Sibony, O. (2011.docxbudbarber38650
From this article:
Kahneman, D., Lovallo, D., & Sibony, O. (2011a). Before you make that big decision. Harvard Business Review, 89(6).
This is the article in reference:
Dangerous biases can creep into every strategic choice. Here's how to find them--before they lead you astray
THANKS TO a slew of popular new books, many executives today realize how biases can distort reasoning in business. Confirmation bias, for instance, leads people to ignore evidence that contradicts their preconceived notions. Anchoring causes them to weigh one piece of information too heavily in making decisions; loss aversion makes them too cautious. In our experience, however, awareness of the effects of biases has done little to improve the quality of business decisions at either the individual or the organizational level.
Though there may now be far more talk of biases among managers, talk alone will not eliminate them. But it is possible to take steps to counteract them. A recent McKinsey study of more than 1,000 major business investments showed that when organizations worked at reducing the effect of bias in their decision-making processes, they achieved returns up to seven percentage points higher. (For more on this study, see "The Case for Behavioral Strategy," McKinsey Quarterly, March 2010.) Reducing bias makes a difference. In this article, we will describe a straightforward way to detect bias and minimize its effects in the most common kind of decision that executives make: reviewing a recommendation from someone else and determining whether to accept it, reject it, or pass it on to the next level.
For most executives, these reviews seem simple enough. First, they need to quickly grasp the relevant facts (getting them from people who know more about the details than they do). Second, they need to figure out if the people making the recommendation are intentionally clouding the facts in some way. And finally, they need to apply their own experience, knowledge, and reasoning to decide whether the recommendation is right.
However, this process is fraught at every stage with the potential for distortions in judgment that result from cognitive biases. Executives can't do much about their own biases, as we shall see. But given the proper tools, they can recognize and neutralize those of their teams. Over time, by using these tools, they will build decision processes that reduce the effect of biases in their organizations. And in doing so, they'll help upgrade the quality of decisions their organizations make.
The Challenge of Avoiding Bias
Let's delve first into the question of why people are incapable of recognizing their own biases.
According to cognitive scientists, there are two modes of thinking, intuitive and reflective. (In recent decades a lot of psychological research has focused on distinctions between them. Richard Thaler and Cass Sunstein popularized it in their book, Nudge.) In intuitive, or System One, thinking, impressions, associations, feeling.
The document provides an overview of an approach to developing a clear and inspiring vision for an organization. It discusses the importance of having a unified vision that all stakeholders can understand and get behind. An effective vision tells a story that inspires and explains the organization's direction in a way that resonates with people. It should be future-oriented and help guide strategic decision-making. Developing a vision is portrayed as an iterative process that involves imagining future scenarios and grounding ideas in reality. Communicating the vision widely and continually is emphasized so it can act as a guiding light and catalyst for change across the organization.
This document provides a manifesto and overview of Group Partners' approach to delivering strategic transformation and achieving lasting impact. It emphasizes the need for an inspired vision, decision quality, a shared roadmap, and optimal platforms delivered through collective effort and strong leadership. Lasting change requires commitment, expertise, and understanding what it takes for change to stick across all dimensions. Any transformation requires conscious will, a clear direction, focused commitment from the workforce, and the capabilities and resources to implement changes. The future belongs to leaders who challenge conventions and continually explore new contexts with curiosity to manage increasing complexity.
This document provides an introduction and background on the Doctus expert system. It discusses Simon's concepts of bounded rationality and programmed vs non-programmed decisions. It also describes the different types of decisions as reflex, routine, and original and how the Doctus system supports each type through deductive reasoning and knowledge bases. The document serves to set up an overview of the lessons learned from 18 years of using the Doctus system to support executives in their decision making.
1) The document outlines the aims and principles of the firm as described in Ove Arup's "Key Speech".
2) The two main principles are that the work should be interesting and rewarding, striving for quality, and that the organization should be humanitarian and treat all members as human beings.
3) Arup argues that only by integrating disciplines and collaborating as a team can the ideal of "Total Architecture" be achieved, providing quality, efficiency and stimulation for members of the firm.
1) The document discusses a technique called systemic thinking which combines analytical and synthetical thinking to help understand complex situations. It involves listing elements of a situation and finding common themes or patterns among them.
2) Systemic thinking differs from systematic thinking which is thinking methodically, and systems thinking which is thinking about how things interact. Systemic thinking provides a simple technique to gain a systemic perspective.
3) The document provides an example of how systemic thinking was used to address pricing issues facing a public utility after privatization by identifying the key pattern of treating different customer groups fairly and developing a solution that charged customers differently based on their usage.
This seminar report provides an overview of systems thinking and key concepts. It defines systems thinking as viewing problems as parts of an overall system rather than in isolation. A system is a collection of parts integrated to accomplish an overall goal, with inputs, processes, outputs and outcomes, and feedback. Systems can be biological, mechanical, social, or other types and range from simple to complex. Systems theory studies principles that can be applied to all types of systems. Some basic principles of systems thinking discussed are that change is slow but lasting, cause and effect are not always closely linked, and easy answers often do not address complexity. The report also lists examples of systems principles like how a system's behavior depends on its structure and how systems seek
Diagnosing and solving organizational problems means looking
not merely to structural reorganization for answers but to a
framework that includes structure and several related factors.
Senge lays out five disciplines that are essential for organizations to become learning organizations: personal mastery, mental models, shared vision, team learning, and systems thinking. These disciplines are interrelated and reinforce each other. Personal mastery involves continually learning and improving oneself. Mental models involve understanding one's own assumptions and views. Shared vision involves developing a common purpose that people can connect with and commit to. Team learning involves aligning the capabilities of a team through open communication and sharing of knowledge. Systems thinking underlies the other disciplines and involves seeing interrelationships and patterns of change rather than isolated events. Mastering these disciplines can help organizations continually learn and adapt.
ETHICS01 - Introduction to Computer EthicsMichael Heron
The document discusses the complex environment that software developers work in today compared to the past. It notes that developers must consider legal, ethical, and moral obligations of both themselves and their organizations. The module will examine case studies and how to advise on ethics policies. It will assess students through an individual paper and group project analyzing different perspectives on ethical decisions in computing.
This document provides a summary of 16 models from the MG Taylor modelling language. It begins by explaining that models can represent slices of reality or perspectives. It then provides brief 1-2 paragraph summaries of each of the following models: Scan Focus Act, Appropriate Response, Design Build Use, 5 E's of Education, Business of Enterprise, Creating the Problem, and 7 more models. Each summary highlights the key elements and applications of that particular model. The document emphasizes that models can provide different lenses for perceiving and designing systems and processes.
The document discusses the need for the advertising industry to evolve its business model and ways of working to adapt to changes in the media landscape. It proposes:
1) Traditional models of media scarcity and repetition are no longer applicable, as media has become abundant and audiences fragmented.
2) Successful new agencies have innovative organizational designs, but these have not been tested on a large scale over long periods of time.
3) For the industry to evolve, it needs a better understanding of the nature and role of ideas, and how to develop, deploy, and value them to drive strategic and behavioral transformation for brands.
Similar to Bill Stankiewicz Copy Voice Of Vics April 2010 V3 (20)
HWC Logistics is a single source provider of distribution, warehousing, transportation, import and export services. They offer a range of logistics services including distribution, warehousing, transportation, import and export. Customers can contact them at hwclogistics.com or info@hwclogistics.com for more information.
The only 7 star Hotel in the world is located in Dubai, United Arab Emirates and took 18 months to build with input from the 5 best architects in the world. It costs 60 Euros for entry and a tour of the hotel that opened its doors to tourists in June 2003 and had an estimated cost of 65 Million Euros to construct.
Bill Stankiewicz Copy American Shipper Report 20012 WebBillStankiewicz
business strategy,
carbon footprint,
cost savings, strategy,
energy solution,
environmental water, quality,
green, green implementation guide,
national energy policy,
pollution control,
social responsibility,
supply chain, solution,
sustainability, total cost of ownership,
water quality solution,
environmental policy, Atlanta Supply Chain, Bill Stankiewicz, AtlantaSupplyChain@yahoo.com,
The document provides an overview of a logistics company called CLG that operates facilities in Savannah, GA, Norfolk, VA, and Memphis, TN. It details CLG's culture of operational excellence, growth history, facility locations and features, services including manufacturing support, distribution, port services and packing/crating, employees and training programs, quality control processes, technology tools, and contact information.
Bill Stankiiewicz Copy 4 2011 Social Media ReportBillStankiewicz
Social Media report posted by Bill Stankiewicz, Atlanta Supply Chain Executive. Email: williamsBoardmember@yahoo.com
Carbon Offset, Green Procurement, Green Supply Chain, Green Sourcing, Sustainability, Lean, Cultural Change, Environmental Leaders, Strategic Planning, Business Leadership
This document summarizes events that occurred at Shippers Warehouse of Georgia in April 2011. It discusses Rufus Starkes receiving an award from state politicians for his community service work. It then details Shippers Warehouse winning awards from Frito-Lay for service and quality in 2010, including metrics like increased volume, high order compliance, and low complaint and foreign matter rates. The document also celebrates Roy Barbee's 40th anniversary at Shippers Warehouse, describing the celebration held in his honor.
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz
Have you seen our recent ad in the Inbound Logistics Magazine? Shippers is the premiere third-party logistics and distribution provider in the greater Southwest! We welcome your business!
Bill Stankiewicz Copy Jan. 2011 Uncertainty Is CertainBillStankiewicz
Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)
Regards,
Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)
Regards,
Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)
Regards,
Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
2 5 2011 Bill Stankiewicz Copy Sustainability Trends European RetailBillStankiewicz
Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)
Regards,
Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
2 5 2011 Bill Stankiewicz Copy Of TraceabilityBillStankiewicz
Shippers Warehouse, Inc. is a provider of supply chain services (3rd party logistics or 3PL). The Company operates over 4.5 million square feet in 8 facilities in the Dallas/Ft. Worth area and 500,000 square feet in Atlanta, Georgia.
The Georgia facility packaging operations ships out over 3 billion bags per year. Shippers Warehouse is one of the largest co-packers in the Southeast. Shippers operate 9 packaging lines with a ready room that is a showcase for reducing any type of foreign matter. The facility handles a variety of food products, is a leader in recycling, & distribution of products.
Shippers Warehouse, Inc. also has the distinction of having all of its locations ISO 9001:2008 certified. (ISO 9001:2008 certified by Management Certification of North America, an ANAB-accredited certification body.)
Regards,
Bill Stankiewicz
Vice President & General Manager
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
The document summarizes perspectives from different players in the supply chain on responding to changing operational requirements. It discusses a retailer's perspective on lowering costs as a receiver and carrier of goods. It then discusses a shipper's perspective on balancing internal and external variables like capacity, fuel costs, and regulations. Finally, it discusses a carrier's perspective on weathering economic storms and improving sustainability.
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
1. o
o
o
o
Think like Peter Senge:
o Tough economic conditions require tough
decisions. That may be so, but uncertain times
can also force us to act hastily, and make game-
changing decisions without the appropriate level
of consideration for all of the possible outcomes.
Thus, tough times can lead to bad decisions.
Applying Peter Senge’s principles of systems
thinking to the problems we face in the business
world is one way to validate the decision and all
of the potential outcomes that can result.
Peter Michael Senge (born 1947) is an American
scientist and director of the Center for
Organizational Learning at the MIT Sloan School
of Management. He is best known as the author
of the book, The Fifth Discipline: The art and
practice of the learning organization. He
describes systems thinking as the process of
understanding how things influence one another
within a whole. Systems thinking has been
defined as an approach to problem solving, by
viewing "problems" as parts of an overall system.
We owe the concept of the business ecosystem,
in large part, to Peter Senge and his systems
thinking principles.
We all know the metaphor of being able to "step
back" far enough from the details to "see the
forest for the trees." But, unfortunately, many
times we may step back and just see "lots of
trees." We pick our favorite one or two ―trees‖
and focus our attention and efforts for change on
those. This is even more likely in uncertain
times.
This concept is evidenced in the latest economic
downturn. Some companies immediately began
reducing the size of their organizations, stopped
investing in their business, pulled back on
advertising and basically hunkered down in every
way imaginable. On the other hand, there were
those companies that continued to drive ahead,
http://www.ups.com/bussol?loc=en_US&viewID=metaCategoryView&contentI having faith in their products and their marketing
D=ct1_solg_met_industry&WT.svl=PNRO_L1 and sales programs. While all had to experience
a deterioration in sales, when the turn around
began to take place, those with the ability to
apply systems thinking were good to go and
came out swinging.
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2. Joe’s Corner (Continued)
So those who applied a Systems Thinking approach It’s interesting to note that most companies
and had faith in their abilities to understand their don’t last much longer than 40 years. The
overall strengths, focused on them rather than primary reason being they become comfortable
getting caught up in the hysteria of the economic with their success and revel in their financials.
downturn. Unfortunately, they don’t understand that
today’s solutions may be tomorrows problems.
Senge on Change Management: An individual, a team, an organization can
* The easy way out usually leads back in. never stop learning and when that happens the
(Saving your way to prosperity) end is in sight.
Senge points out that change cannot be
accomplished without the organization applying * Dividing an elephant in half does not
individual and organizational learning, which produce two small elephants.
comes about by an encouraging management Systems are alive, and their character depends
that takes a holistic view of the challenges of the upon the whole. To understand difficult problems
situation against the strength of the or plot strategy, you will have to see the whole
organization. system that creates the issues. For instance,
when a company decides to divest itself of what it
* The cure can be worse than the disease. believes to be ―non-strategic‖ operations, the
The familiar solution is sometimes not just problem may be seen as a financial one, while the
ineffective but also dangerous. The long-term, operations people may view the problem in terms
most insidious consequence of applying non- of the additional cuts that will have to be made if
systemic solutions is increased need for more the synergy of the ―non-strategic‖ product line is
and more of the solution. While I don’t want removed from the ―growth‖ businesses.
to interject my personal views, one would have
to question whether the problems with our As Nabisco attempted to reinvent itself during the
healthcare system, the financial and credit 80’s and 90’s, one of the many steps it took was
markets, and consumer product safety (to name to sell off a very profitable – but comparatively
a few) are likely to be resolved by increasing the small cereal business. Consequently, the entire
level of government intervention. product portfolio was impacted as many customers
were no longer able to buy in truckload quantities.
Senge on Business Growth: Nabisco’s logistics costs increased as the reduced
* Faster is slower. volume increased overall logistics costs. This
All natural systems, whether new products or ultimately raised unit costs and made us less
entire organizations, have an optimal rate of competitive on the shelf, as product is priced on
growth that may be far slower than the fast the shelf based on how it is purchased from the
pace managers desire. For instance, the supplier. This is just one example of the ―plug
current drive to ―perform for the quarter‖ can and play‖ acquisition and divestiture strategy that
disrupt or break long term trends. plagued the company at the time. Brands were
bought and sold, and relocated seemingly at a
One of our member companies, UPS, was founded moment’s notice and with little rationale. Had
96 years ago in a little office under a saloon in the management of the day taken a systems
Seattle. They survived two World Wars, a thinking approach and stepped back to look for the
depression, changing business models, and real underlying business problems, perhaps
countless economic cycles. Their time horizon for Nabisco would still exist today.
determining success is probably a little longer than
those companies that have bent to the pressure of All the very best, Joe
quarterly earnings reports.
U.S. Firms See Strong Profits
Sara Murray of the Wall Street Journal recently Pretax profits rose 8% to a seasonally adjusted $1.5
reported on the upswing in profits related to trillion annual rate in the fourth quarter from the third
increased consumer purchasing across the United quarter, the Commerce Department said Friday, as it
States. released a slight downward revision to its estimate of
fourth-quarter economic growth.
The government, in the broadest tally of corporate
earnings, said profits grew smartly in the fourth Gross domestic product, the value of all the goods
quarter as the economy rebounded from a deep and services produced by the U.S., grew at a 5.6%
recession. inflation-adjusted annual rate. The change reflected
weaker than previously estimated business and
TM
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3. residential investment, as construction spending In the fourth quarter, companies' profits from
declined. Economists are expecting more modest domestic operations climbed $124.7 billion, while
growth for the first quarter, with most estimates profits from the rest of the world dropped $16.1
around 2.8%. billion.
While conditions are clearly improving for companies, Rising profits are a boon for stock market investors,
consumers still aren't yet confident in the economic but not a guarantee companies will use improved
recovery. An index of consumer sentiment remained earnings for big capital spending projects and hiring.
flat at 73.6 in March from the prior month, the "Are we going to see hiring pick up and the money
University of Michigan and Reuters said Friday. start to flow through the economy?" said Joshua
Consumers' gauge of current conditions improved Shapiro, a MFR Inc. economist. "That's obviously the
slightly but their optimism about where the economy great hope." Still, he said, "I think they're going to
is headed declined. "It is unlikely that sentiment will be a bit cautious."
improve to truly optimistic levels until robust job
creation returns and home prices stabilize," said Government stimulus has been responsible for
Steven Wood, an Insight Economics LLC analyst. propping up much of recent demand. But recent data
suggest strength in business purchases of
The 8% quarterly increase in profits, which isn't equipment, computers and software.
adjusted for inflation, followed a 10.8% increase in
the third quarter. Profits were fueled by an increase After-tax profits increased 6.5% in the fourth quarter
in output, as companies replenished inventories, and and were up 22.8% from a year ago. Taxes on
little change in compensation costs, as companies corporate income rose 12.7% in the fourth quarter
got more productivity from workers. and were 62.1% higher than a year ago.
The combination pushed pretax profits 30.6% higher The increase in fourth-quarter profits was split nearly
than a year earlier—the biggest increase in 25 evenly between both domestic financial and
years—but from the low $1.1 trillion annual rate in nonfinancial companies. For all of 2009, however,
late 2008, when the financial crisis mushroomed. For profits at financial companies were up $45.2 billion,
the full-year 2009, profits were down 3.8% from compared with a $31.3 billion decline among
2008. nonfinancial businesses.
VICS Member News:
In this next series of articles, we’ve focused on recently published financial results and other newsworthy events related
to several VICS member companies. We intend to periodically provide these updates and welcome input from our
members.
Best Buy Offers Rosy Outlook for the Year
At the beginning of April, Best Buy reported The consumer-electronics company had a strong
increase in expected profits, Mary Ellen Lloy and holiday season, with same-store sales in December
Nathan Becker reported in the Wall Street rising above analysts' forecasts at the time, amid
Journal. particular strength in sales of home-office products
and consumer electronics.
On a conference call Thursday morning,
Chief Financial Officer Jim Muehlbauer said For the quarter ended Feb. 27, Best
the strength in Best Buy's computing Buy reported a profit of $779 million,
business was key to the fourth-quarter or $1.82 a share, up from $570
results and is important to the future. million, or $1.35 a share, a year
While the lower-margin nature of the earlier, which included 26 cents of
category pressures gross margin, the high restructuring charges. Revenue
velocity of sales and efficient use of jumped a stronger-than-expected
overhead means "at the operating margin line, it is 12.4% to $16.55 billion, and same-store sales rose
much closer to the domestic company average," he 7% after a 4.9% drop the prior-year period.
said.
Same-store sales of TVs and other consumer-
Mr. Muehlbauer acknowledged Best Buy's services electronics products at Best Buy rose 4.2% in the
category, which includes installation, tech support quarter, while home-office sales jumped 22% and
and warranties, hasn't grown as fast over the past appliances rose 6.5%. Entertainment-software
several quarters as hardware categories. "The same-store sales dropped 4.9% and revenue from
opportunity is to find new ways to improve these services, including Best Buy's Geek Squad tech
value propositions and make them more relevant to support unit, fell 2.3%.
our customers," he said. Best Buy in fiscal 2011 will
test new services, content and connection Best Buy said it will open 50 to 55 Best Buy
offerings, he said. branded large-format stores, mostly in the U.S.,
and up to 15 Five Star stores in China. It also plans
TM
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4. up to 100 new smaller stores, primarily under the Best Buy Mobile brand in the U.S.
Polo profits up 5.5% in Q4
The New York Times reported Ralph Lauren’s Polo Retail sales were up 8 percent, to $592 million. Sales
brand has had a substantial increase in profits, in stores open at least a year, which includes
revealing the economic turn around and RalphLauren.com, were up 6 percent year-over-year.
improvement amongst luxury purchases. RalphLauren.com sales were up 13 percent.
For the first nine months of the fiscal year, earnings
Polo Ralph Lauren reported Wednesday that its fiscal were up 1 percent, to $365 million, compared with
fourth-quarter 2010 profits increased 5.5 percent the same period a year earlier. Sales declined about
and raised its full-year outlook. 4 percent, to $3.6 billion.
The New York-based company reported that The company reported better-than-expected
its earnings increased to $111 million, or sales so far this year, but anticipates sales to
$1.10 per diluted share, compared with decline at a low single-digit rate for the full fiscal
earnings of $105 million, or $1.05 per diluted year, an improvement over previous
share, for fiscal fourth quarter 2009. expectations of mid-single-digit declines.
Polo Ralph Lauren’s (NYSE: RL) sales were Polo operates a 330,000-square-foot
down slightly, about 1 percent, to $1.2 billion, RalphLauren.com distribution and fulfillment
which the company attributed to lower center in High Point, which has more than 200
wholesale sales, which dropped about 8 employees and handles orders for Ralph Lauren
percent year-over-year, domestically and in products via the Internet or by phone.
Japanese markets.
Jones Apparel profit rises more than expected
Jones Apparel Group Inc., maker of Nine West shoes
and Jones New York clothing, reported on its website "On a macroeconomic level, we are encouraged by
April 29, 2010 that its first-quarter profit surged to rising consumer confidence and positive retail
$37.5 million, or 45 cents a share, from trends," said Chief Executive Wesley
$300,000, or break even, a year earlier. Card. "While we believe these trends
should continue, the economic
Total revenue fell to $887.3 million from environment remains unclear and
$891.1 million. Excluding store closing and consumer spending is unpredictable.
other charges, the company said it would have We will continue to position our core brands for
earned 47 cents a share. Analysts, on average, growth and fill the white space in our portfolio with
estimated Jones to earn 34 cents a share on sales of selected acquisitions and growth initiatives.
$866.01 million.
JCPenney Receives 2010 ENERGY STAR® Award for Sustained Excellence
The U.S. Environmental Protection Agency (EPA) has objectives," said Gina McCarthy, EPA assistant
awarded J. C. Penney Company, Inc. (NYSE: JCP) administrator. "That is why EPA is proud to recognize
with a 2010 ENERGY STAR Sustained Excellence JCPenney with our highest ENERGY STAR distinction
Award in recognition of its continued leadership – the 2010 Sustained Excellence Award."
in protecting environmental resources through
energy efficiency. This is the Company's second JCPenney is credited with being the first
time to win the prestigious Sustained national retailer to achieve Sustained
Excellence Award since receiving the ENERGY Excellence for its comprehensive "hands-
STAR Partner of the Year awards in 2007 and on" approach to energy management.
2008. JCPenney's accomplishments will be Last year, the Company invested more
recognized at an awards ceremony in than $10 million to install advanced
Washington, D.C. on March 18. meter technology, lighting retrofits and
high-efficiency heating, ventilation and
"JCPenney is honored for its inclusive approach to air-conditioning (HVAC) systems in Stores across the
reducing energy usage throughout its entire country with nine locations utilizing solar power. In
operation by incorporating superior energy addition, JCPenney has adopted an enterprise-wide
management into its overall organizational
TM
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5. culture of energy stewardship that encourages every day how their individual actions and habits can have
Associate to seek innovative ways to save energy. a profound effect in achieving energy conservation."
Currently, 96 JCPenney stores and the JCPenney
"We believe everyone has a responsibility to Home Office in Plano, Texas have qualified for the
minimize their impact on the environment," said ENERGY STAR Building Label. The Company expects
Myron E. (Mike) Ullman, III, chairman and chief to expand the number of ENERGY STAR certifications
executive officer of JCPenney. "This award is a to 200 Stores by the end of 2010.
testament to our Associates who demonstrate each
Kimberly Clark’s Global Supply Chain Transformation
Ben Cook, Director of Global Transportation & B2B process and provide advantaged capabilities to
for Kimberly Clark (KCC), recently presented a case increase on time deliveries, reduce expedited freight
study at the University of Tennessee costs and increase productivity.
Supply Chain Forum. The presentation Ben defined the implementation
addressed Kimberly-Clark’s challenges faced along the way:
implementation of the Global Logistics Internal: Customer service buy-in
Management (GLM) guidelines defined to process change. Kimberly-Clark
by the VICS Logistics Committee. Information Technology resources to
support the Global Logistics Model setup and ongoing
Ben identified KCC’s business issues: maintenance.
Prior to the summer of 2008, Kimberly-Clark was External: Carrier commitment to consistently send
experiencing double digit growth in North American over EDI tracking status messages (EDI 315).
import and export demand. The company lacked Customer buy-in to freight forwarder changes.
international shipping automation (air and ocean),
was experiencing a very low on time service (51% In spite of the challenges, benefits realized following
on time delivery to customer) and a high occurrence the 18-month implementation period have been
of expedited shipments via air (>10% of total significant both in dollar savings and service level
import-export freight spend). Additionally, all ocean gains.
and air invoicing was paper based and sent via mail, Cost savings: $3.8 million (reduced expedited
resulting in increased delays of payment to freight cost, courier fees, increased low cost carrier
Kimberly-Clark’s carriers and service providers. utilization). Air freight cost reduced from 13% of
total freight spend to 8% (38% year over year
The solution: reduction). Primary carrier utilization increased from
Kimberly-Clark partnered with a 3PL (Expeditors 82% - 97%.
International) and implemented the VICS Global Service improvement: On time delivery to customer
Logistics Model (EDI 850 & EDI 315) to automate increased from 51% (2008 average) to 86% (2009
purchase order transmission, carrier booking average). 67% increase in on time service.
process, ocean and air shipment tracking, shipment
document imaging, and automated invoicing. The Congratulations to Ben and his team and a special
VICS Global Logistics Model provided the framework thanks to KCC making the presentation available on
for the international transformation initiative to the VICS website. Please visit www.vics.org and
automate our end to end process. The VICS look for our ―VICS Committee Updates‖ section.
guidelines helped them to automate a very manual
TM
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6. The Focus on Sustainability at U Connect 2010
U Connect 2010 will provide insight into the state of these topics as well as answer questions from the
sustainability as it pertains to packaging, fuel audience.
consumption, carbon emissions, and other areas
where waste and inefficiency impact your business The End of Cheap Oil – Are You Awake?
and our world. U Connect will provide the With oil prices moderating, some question the
opportunity to hear from industry leaders who are at premise of a peak in conventional world oil
the forefront of the sustainability movement. production. The session explains why lower prices
are a short term gift and why the end of cheap oil is
VICS Empty Miles -A Retailer’s Commitment to one of those inevitable "surprises" that will change
the Environment and the Bottom Line the world as we know it.
This session will explore how Macy’s made a
significant leap towards achieving their sustainability The State of Sustainability – An Introduction to
objectives without the huge up-front investment the Sustainability Consortium
many ―green‖ initiatives require. Attendees will learn Leading consumer products companies and retailers
how the VICS Empty Miles portal works and how such as P&G, Cargill, Walmart, Disney, and Unilever
Macy’s and Schneider National used this simple, low- have partnered to work collaboratively on innovative
cost solution to significantly reduce environmental approaches to improve consumer product
impact and transportation expense. sustainability. The goal of the consortium is to
develop measurements of sustainability across the
Case Study: Driving Savings, Curbing entire life cycle of the product including
Emissions with VICS Empty Miles Service™ manufacture, distribution, consumer use, and post-
Find out how your company can save money and be use
good to the environment at the same time. Major
department stores are saving costs and reducing GDSN 2012: Upcoming Major GDSN
emissions by filling their return trucks by matching Functionality
loads using a new service from VICS. Companies In an ongoing effort to drive global change in
that typically ship truckloads with empty return miles packaging, leaders from many of the world’s largest
can learn more as we explore a case history during consumer goods companies and major retailers have
this session approved a suggested set of common definitions and
principles for packaging in the framework of
Packaging and Sustainability Attributes sustainability. This common language will support a
This session provides an opportunity to understand global discourse on packaging in the context of
what GS1 Standards are already in place or pending environmental, economic and social impacts.
to support the exchange of packaging information. Attendees will learn progress to date and what’s to
This background will be used to describe how come in the next phase of validating this work within
businesses may effectively exchange product and real business situations.
packaging characteristics across the supply chain.
The implications to data synchronization, the Global Supply Chain Visibility to Chemical Ingredients
Data Synchronization Network® (GDSN®) and - A Confidential Solution
Global Product Classification system will be If your company makes, uses, or sells products
considered. This detailed session is tailored to those which contain regulated chemical ingredients
who must understand and communicate product and requiring special handling, storage or disposal, this
packaging characteristics, together with those session is for you. J&J and Walmart will present on
responsible for product design decisions. how this information can be shared using the GDSN
within companies and between trading partners.
Sustainability Panel Attendees will learn the latest on development
The establishment of a green economy will have a efforts of GS1 Standards in this area and learn the
profound impact on the way we do business. positive impact on sustainability efforts,
Legislation such as the American Clean Energy supplementing supplier regulatory expertise, and
Security Act (ACES) is placing a substantial focus on minimizing recalls due to prohibited chemical
climate change. How can companies be proactive content.
while maintaining their bottom lines? What strategies
should companies enact today to remain competitive To register now and learn more about U Connect
in light of impending changes to the business 2010, visit www.uconnnectevent.org
landscape? This panel will be a forum to discuss Follow U Connect on Twitter
TM
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7. VICS Meetings & Events
Date 2010 Meetings/Events Location
PSU: Supply Chain Collaboration Program
May 10-13 State College, PA
Details & Registrations
Processes and Tools for Supply Chain Success
May 17-21 University Park, PA
Details
RFID: A Retailer’s Story today
May 19 Presented by CSCMP Webcast
Details & Registrations
Item-Level RFID Meeting
Jun 7 San Antonio, TX
Details & Registrations
U Connect 2010
Jun 7-10 San Antonio, TX
Annual Conference
Applying Lean Principles Across the Supply Chain
Jun 7-11 University Park, PA
Details
Jun 8 VICS Board of Directors' Meeting San Antonio, TX
VICS Annual Achievement Awards Ceremony & Dinner
Jun 8 San Antonio, TX
Sponsored by Hewlett-Packard
VICS Logistics Sub-Committee Meetings
July 12-13 Lombard, IL
Hosted by CSCMP
PSU: Supply Chain Collaboration Program
Aug 23-25 State College, PA
Details & Registrations
Sept 26-29 CSCMP Annual Global Conference 2010 San Diego, CA
VICS Board of Directors’ Meeting
Oct 20-21 Chicago, IL
Hosted by Accenture
VICS CPFR® Certification Program
Nov 9-11 Lawrenceville,NJ
Details
www.cpgmatters.com/vics.html
http://www.bernardsands.com/rpm.asp.
www.vics.org
VICS
Princeton Pike Corporate Tel: 609-620-4590 Websites Joe Andraski Jo Ann Fiordland
Center Fax : 609-620-1201 www.vics.org President & CEO, VICS jfiordland@vics.org
1009 Lenox Dr., Suite 202 Email: admin@lists.vics.org www.emptymil jandraski@vics.org
Lawrenceville, NJ 08648 es.org
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The Voice of VICS – 7 of 7 Don’t wait to be great… Collaborate!
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The VICS Monthly Newsletter