Crowley Petroleum Services uses ShipServ TradeNet to streamline its procurement process. This has led to a 23% reduction in time spent per vessel each week on ordering, from 9.2 hours to 7.09 hours. It is also on track to achieve its goal of a 2% reduction in spending. ShipServ provides visibility into vendor performance which helps Crowley negotiate better contract terms. Overall, ShipServ has helped Crowley improve productivity and reduce costs.
This document discusses how to implement Simplified Drum-Buffer-Rope (SDBR) production planning for rapid response (RR) projects while maintaining commitments to regular orders. It proposes reserving capacity on the capacity-constrained resource (CCR) for RR orders so they do not impact regular order due dates. A planned load concept is used to determine safe due dates for regular orders based on projected CCR workload rather than a detailed schedule. The document outlines calculating planned load, quoting safe due dates, reserving CCR capacity for RR orders, and execution rules for the implementation.
This document summarizes a freight cost reduction project. It states that the project achieved $646,758 in annual savings for the client by renegotiating carrier contracts and establishing standard operating procedures to ensure quality requirements were met. The project aimed to reduce the inbound freight ratio and average spend from $2.9 to $2.0 per kg as freight costs were increasing due to fuel, freight, and service charge hikes. A cross-functional team contributed to making the project a success.
Sustainable competitive advantage cs & notes toyota csiipmff2
Toyota has built a sustainable competitive advantage through its Toyota Production System which depends on efficient suppliers and a loyal, creative workforce. Building on core competencies and focusing resources in areas of strength while partnering for other needs allows companies to address technical gaps. Companies must own their competitive advantage to continuously improve and stay ahead of competitors who would need a decade to replicate a well-trained workforce. Barriers like brands, technology patents, locations, low costs and distribution systems can protect companies from new competition.
This document discusses formulas and functions in Excel. It defines a formula as an equation that performs operations on worksheet data using cell references. It explains the syntax of formulas and how they calculate values from left to right based on calculation order. It also discusses cell and range references in formulas. Functions are predefined formulas that perform calculations using arguments. Common logical, counting, and summing functions like AND, OR, IF, COUNTIF, and SUMIF are explained along with examples. Nested IF and using multiple conditions with COUNTIF and SUMIF are also covered.
This document summarizes a case study on service quality in the banking industry. It discusses key dimensions of service quality and presents results from a survey of customers at two large regional banks. The main findings are:
1) Reliability and responsiveness were found to be the two most critical dimensions of service quality for customers and directly related to overall quality.
2) Customers at one bank (Bank A) rated the quality higher across all dimensions compared to the other bank (Bank B).
3) Within banks, some branches received higher ratings than others for certain dimensions like responsiveness and empathy.
Maersk Line introduced its Daily Maersk initiative in 2011 to transform shipping by applying Lean principles. It established daily shipping schedules between ports in Asia and Europe to reduce waste and improve on-time delivery. This provided customers with greater flexibility and reliability compared to weekly schedules. It required close coordination across Maersk's entire value chain but achieved cost savings for customers and attracted new business. However, the service works best for high-volume cargo with stable demand and requires contingency planning to address potential ship breakdowns or delays.
1. The document discusses sales process design at Aker Yards, a shipbuilding company, focusing on managing relationships between salespeople and cruise ship buyers.
2. It contrasts flexible, managerial creativity-driven sales processes versus rigid, protocol-driven processes. Flexible processes rely more on the salesperson's judgment, while rigid processes follow a pre-designed protocol.
3. In 2007, Aker Yards was facing issues with late deliveries due to overbooking sales and an inability to coordinate suppliers. This highlighted a need to better regulate the sales process to prevent overselling.
Case study Royal Caribbean Cruise LineRichard Page
Royal Caribbean Cruises Ltd. embarked on a journey to transform its customer experience using SmartAction's conversational AI solution. Starting with a payments application, RCCL expanded to four applications including payments, bookings/invoices, rewards, and surveys within an average of 3.5 months. This helped cut customer effort in half and streamlined the handoff between automation and agents. IVA's conversational design engaged callers, leading to better containment and more efficient processes that saved about 20,000 agent minutes per month.
This document discusses how to implement Simplified Drum-Buffer-Rope (SDBR) production planning for rapid response (RR) projects while maintaining commitments to regular orders. It proposes reserving capacity on the capacity-constrained resource (CCR) for RR orders so they do not impact regular order due dates. A planned load concept is used to determine safe due dates for regular orders based on projected CCR workload rather than a detailed schedule. The document outlines calculating planned load, quoting safe due dates, reserving CCR capacity for RR orders, and execution rules for the implementation.
This document summarizes a freight cost reduction project. It states that the project achieved $646,758 in annual savings for the client by renegotiating carrier contracts and establishing standard operating procedures to ensure quality requirements were met. The project aimed to reduce the inbound freight ratio and average spend from $2.9 to $2.0 per kg as freight costs were increasing due to fuel, freight, and service charge hikes. A cross-functional team contributed to making the project a success.
Sustainable competitive advantage cs & notes toyota csiipmff2
Toyota has built a sustainable competitive advantage through its Toyota Production System which depends on efficient suppliers and a loyal, creative workforce. Building on core competencies and focusing resources in areas of strength while partnering for other needs allows companies to address technical gaps. Companies must own their competitive advantage to continuously improve and stay ahead of competitors who would need a decade to replicate a well-trained workforce. Barriers like brands, technology patents, locations, low costs and distribution systems can protect companies from new competition.
This document discusses formulas and functions in Excel. It defines a formula as an equation that performs operations on worksheet data using cell references. It explains the syntax of formulas and how they calculate values from left to right based on calculation order. It also discusses cell and range references in formulas. Functions are predefined formulas that perform calculations using arguments. Common logical, counting, and summing functions like AND, OR, IF, COUNTIF, and SUMIF are explained along with examples. Nested IF and using multiple conditions with COUNTIF and SUMIF are also covered.
This document summarizes a case study on service quality in the banking industry. It discusses key dimensions of service quality and presents results from a survey of customers at two large regional banks. The main findings are:
1) Reliability and responsiveness were found to be the two most critical dimensions of service quality for customers and directly related to overall quality.
2) Customers at one bank (Bank A) rated the quality higher across all dimensions compared to the other bank (Bank B).
3) Within banks, some branches received higher ratings than others for certain dimensions like responsiveness and empathy.
Maersk Line introduced its Daily Maersk initiative in 2011 to transform shipping by applying Lean principles. It established daily shipping schedules between ports in Asia and Europe to reduce waste and improve on-time delivery. This provided customers with greater flexibility and reliability compared to weekly schedules. It required close coordination across Maersk's entire value chain but achieved cost savings for customers and attracted new business. However, the service works best for high-volume cargo with stable demand and requires contingency planning to address potential ship breakdowns or delays.
1. The document discusses sales process design at Aker Yards, a shipbuilding company, focusing on managing relationships between salespeople and cruise ship buyers.
2. It contrasts flexible, managerial creativity-driven sales processes versus rigid, protocol-driven processes. Flexible processes rely more on the salesperson's judgment, while rigid processes follow a pre-designed protocol.
3. In 2007, Aker Yards was facing issues with late deliveries due to overbooking sales and an inability to coordinate suppliers. This highlighted a need to better regulate the sales process to prevent overselling.
Case study Royal Caribbean Cruise LineRichard Page
Royal Caribbean Cruises Ltd. embarked on a journey to transform its customer experience using SmartAction's conversational AI solution. Starting with a payments application, RCCL expanded to four applications including payments, bookings/invoices, rewards, and surveys within an average of 3.5 months. This helped cut customer effort in half and streamlined the handoff between automation and agents. IVA's conversational design engaged callers, leading to better containment and more efficient processes that saved about 20,000 agent minutes per month.
The Kreller Group Data Expense Reductionbradfitness1
The Kreller Group assists clients in reducing costs associated with consumer credit information systems. They work on a contingency basis, charging a percentage of savings realized after implementing their recommendations. On average, clients see a 20-40% reduction in credit reporting expenses. The Kreller Group's process involves analyzing current expenditures, presenting savings opportunities, conducting interviews, tracking savings monthly, and invoicing based on the savings achieved. They have helped over 5,000 clients realize over $250 million in total savings.
The document discusses Daily Maersk, a new initiative by Maersk Line to provide more reliable and consistent shipping services. It highlights three key challenges in the shipping industry: on-time delivery, meeting environmental expectations, and ease of ordering. Daily Maersk aims to address these by promising on-time delivery with financial compensation for delays, reducing inventory costs and environmental impact through reliability and frequency. Customer interviews found that reliability, consistency, frequency and ease of business were top priorities. Daily Maersk seeks to make ordering as easy as airline tickets and reduce the need for customers to track shipments.
Case study solutions
supply chain engineering
MBA
Warehouse planning
Inventory Planning
Location Planning
Production capacity planning
Procurement and order fulfillment
Shippers can lose money due to billing errors made by carriers when moving containers. These errors, such as incorrect rates charged or delivery dates, can accumulate over thousands of shipments. Ocean Freight Refunds audits shippers' freight bills and matches them to contracts to find errors. This has resulted in significant refunds for shippers. The audits also help shippers identify problems in their own systems to avoid future errors. While carriers may not be intentionally hiding mistakes, no one finds the errors unless an audit is done.
Kings Transport proposes to take over Nylex's transport operations with a new fleet of vehicles and trained drivers. Key aspects of the proposal include:
- Kings will assign an account manager and on-site supervisor to oversee the transition and ongoing management.
- Drivers will be trained on safety, equipment operation, delivery procedures, and customer service.
- Performance will be tracked using KPIs such as unload time, load time, total time per vehicle, daily/weekly load value.
- Steve Moore of Nylex will oversee the fleet costs and activity reporting. Regular audits will ensure Kings meets its obligations.
The bankruptcy filing of Pacific Sunwear illustrates the difficulties facing apparel retailers as shifting market dynamics challenge legacy business models.
This document provides a guide to calculating total landed costs in Canada. It discusses the key factors to consider, including inbound transportation, occupancy, inventory, and outbound transportation costs. Specific variables are outlined for each cost category, such as transportation modes and rates, ownership vs leasing options, financing costs, and distribution points. The guide emphasizes regularly updating the total landed cost model with new data to improve supply chain planning and decision-making. Accurately accounting for all related expenses is important to boost business profitability.
This document discusses how mobile in-cab technology can help fuel companies close four key gaps: (1) between top and bottom performing drivers, (2) between orders placed and delivered, (3) between delivery and payment dates, and (4) between high and low margin business. It provides examples of how mobile technology can help analyze driver performance, locate delivery tankers on a map, ensure accurate invoicing and pricing, and ultimately improve profits. The company DreamTec Software claims their mobile software solutions can help fuel companies significantly close these gaps.
Clipper is a leading shipping company that manages approximately 175 ships globally. They were previously using an inflexible fleet management system and sought a new system to help streamline operations and reduce costs. After evaluating options, Clipper selected Sertica due to its flexibility and ability to be customized to their needs. Sertica has helped Clipper improve processes, ensure uniform safety reporting, and facilitate communication between offices and vessels. Clipper believes Sertica has a positive impact on their bottom line by increasing efficiency and reducing operating expenses.
SSI workstream - Financing sustainable shipping: save as you sailForum for the Future
The Save As You Sail (SAYS) financing package enables both ship owners and charterers to benefit from efficiency upgrades. Members from different organizations collaborated to develop SAYS to address barriers like split incentives and lack of flexible financing options for retrofitting in the short-term time charter market. SAYS provides owners with loans to cover 80% of retrofit costs, while charterers pay a portion of estimated fuel savings to owners as an "efficiency premium" through successive charters. This provides transparent savings understanding and risk reduction for both parties from retrofit performance guarantees. Widespread adoption of SAYS through this innovative financing solution could significantly reduce shipping emissions through large-scale retrofitting.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward. So that’s why we decided to publish this new report. Find out why RCM doesn't work, what needs to change and how to put RCM to work at your company so it doesn't become another Resource Consuming Monster.
We know RCM works however I wanted to share with you the 5 Biggest Mistakes people make using Reliability Centered Maintenance. Love to hear your comments or tell us what you have seen work and not work.
IMO 2020: Are you Ready?_TRANSPOREON Group_20190516Vivien Cheong
The Path Forward: Managing the Fuel Component of trans-Pacific 2019-2020 Contracting Cycle
Request a detailed explanation of how your carrier’s trade factors are calculated
Be able to validate the assumptions including ship size, speed and industrial utilization against industry benchmarks
Understand the timing for your carrier’s implementation of the new fuel formula. Will it go into effect in January 2020 or sooner?
Understand the impact for each carriers’ all-in-rate (ocean plus bunker) based on future changes in the fuel prices, both up and down.
Ensure contracts address failure to come to agreement on how future fuel surcharges will be dealt with as well as protection in place for space commitments and price from time of implementation until the end of contract.
Be prepared to offer your own fuel formula to carriers where there is a lack of clarify
Ensure your own formula is fair for both sides
Engage industry experts where needed to provide analytical support for validation and negotiations
Reward carriers that offer clarity and transparency with commitments for cargo
This document discusses factors to consider when designing a supply chain logistics network. It notes that the number and location of facilities is an important decision that balances costs versus customer access. Having fewer warehouses reduces inventory needs but offers slower delivery, while more warehouses increase costs but improve access. Other factors like interest rates and fuel costs also influence network design. The goal is to meet customers' needs in terms of lead time, fill rates, and avoiding stockouts, especially for important/fast-selling products, while minimizing overall costs.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward.
So that’s why we decided to publish this new report. Find out why RCM doesn’t work, what needs to change and how to put RCM to work at your company so it doesn’t become another Resource Consuming Monster.
Nowlan and Howard Heap published “Reliability Centered Maintenance”, the ground-breaking study that changed maintenance forever. Yet myth, mystery and confusion about RCM still abound.
So let’s begin with the basic truths. To paraphrase RCM practitioner, Doug Plucknette, of GPAllied, RCM is a structured process developed to ensure the designed safety and reliability capabilities of a process or piece of equipment. The beauty of understanding the RCM process is it can be applied to virtually any physical asset in any plant around the world.
RCM’s roots go back to the early 1960’s, when the commercial airline companies were considering buying the new jumbo jet, the Boeing 747. At the time, the airlines religiously practiced time-based preventive maintenance. Why? Because the conventional wisdom was that equipment wears out over time. So that meant taking planes out of service for maintenance every 1,000, 5,000 or 10,000 hours.
But the problem with the 747’s was the amount of maintenance specified by federal regulators was three times more than the maintenance required for Boeing 707’s. That meant more time in maintenance, more time out of service, and a huge disruption to operations.
Clearly, the airlines’ traditional approach to maintenance would not be economically feasible for the new jumbo jets.
So the airlines had two choices: Either buy a larger fleet of planes or develop a more economical approach to maintenance.
That’s why United Airlines led a task force to re-evaluate the concept of preventive maintenance and determine the most economic strategy, without compromising safety. The result was the process that we now know as RCM, which was successfully employed on the 747 and all subsequent jet aircraft.
The document discusses the challenging times currently facing ship owners due to high operating costs and low freight rates. It notes that while shipping markets are historically volatile and able to recover, the current downturn is unsettling for the industry. The key factors for ship owners to survive include sourcing finance, optimizing costs, managing risk, and employing commercial strategies. Significant details are provided on capital costs, voyage costs, operating costs such as crew, stores, and consumables, and strategies for optimizing costs like crew retention and training. While crew costs are a major operating expense, connectivity has been shown to positively impact safety and retention.
This document discusses Green Marine Solutions' approach to operations and maintenance for offshore wind farms. GMS aims to maximize efficiency and minimize downtime and costs through a holistic and flexible O&M strategy. Key aspects of their approach include developing 12 specialized work packages, offering lump-sum payment structures, training marine coordinators to reduce vessel downtime, and constantly adapting their maintenance scheduling in response to changing conditions. Their strategies have helped clients significantly reduce O&M costs, sometimes by over 30%.
This document discusses strategic lead-time management. It argues that reducing lead times provides both cost and customer service benefits. Long lead times require more inventory and less responsiveness. The document outlines various pressures that have increased the importance of time-based competition, such as shortening product life cycles and customers' drive for reduced inventories. It discusses concepts like order-to-delivery cycle, cash-to-cash cycle, and the benefits of logistics pipeline management and reducing non-value adding time to compress lead times.
The document appears to contain monthly stock market data over several years, including figures for high, low, opening and closing prices as well as totals for volume and value traded. Specific dates ranging from 2011 to early 2000s are listed in the first column. Corresponding price and trading data are provided in subsequent columns.
The document contains daily stock price data for 9 companies (ACC, BPCL, etc.) and the Nifty index over multiple dates. The prices range from over 1,000 to under 200 for individual stocks, while the Nifty index ranges from around 6,000 to under 1,000. The data is presented in tabular format with company stock symbols in the left column and daily closing prices listed horizontally for each date.
The Kreller Group Data Expense Reductionbradfitness1
The Kreller Group assists clients in reducing costs associated with consumer credit information systems. They work on a contingency basis, charging a percentage of savings realized after implementing their recommendations. On average, clients see a 20-40% reduction in credit reporting expenses. The Kreller Group's process involves analyzing current expenditures, presenting savings opportunities, conducting interviews, tracking savings monthly, and invoicing based on the savings achieved. They have helped over 5,000 clients realize over $250 million in total savings.
The document discusses Daily Maersk, a new initiative by Maersk Line to provide more reliable and consistent shipping services. It highlights three key challenges in the shipping industry: on-time delivery, meeting environmental expectations, and ease of ordering. Daily Maersk aims to address these by promising on-time delivery with financial compensation for delays, reducing inventory costs and environmental impact through reliability and frequency. Customer interviews found that reliability, consistency, frequency and ease of business were top priorities. Daily Maersk seeks to make ordering as easy as airline tickets and reduce the need for customers to track shipments.
Case study solutions
supply chain engineering
MBA
Warehouse planning
Inventory Planning
Location Planning
Production capacity planning
Procurement and order fulfillment
Shippers can lose money due to billing errors made by carriers when moving containers. These errors, such as incorrect rates charged or delivery dates, can accumulate over thousands of shipments. Ocean Freight Refunds audits shippers' freight bills and matches them to contracts to find errors. This has resulted in significant refunds for shippers. The audits also help shippers identify problems in their own systems to avoid future errors. While carriers may not be intentionally hiding mistakes, no one finds the errors unless an audit is done.
Kings Transport proposes to take over Nylex's transport operations with a new fleet of vehicles and trained drivers. Key aspects of the proposal include:
- Kings will assign an account manager and on-site supervisor to oversee the transition and ongoing management.
- Drivers will be trained on safety, equipment operation, delivery procedures, and customer service.
- Performance will be tracked using KPIs such as unload time, load time, total time per vehicle, daily/weekly load value.
- Steve Moore of Nylex will oversee the fleet costs and activity reporting. Regular audits will ensure Kings meets its obligations.
The bankruptcy filing of Pacific Sunwear illustrates the difficulties facing apparel retailers as shifting market dynamics challenge legacy business models.
This document provides a guide to calculating total landed costs in Canada. It discusses the key factors to consider, including inbound transportation, occupancy, inventory, and outbound transportation costs. Specific variables are outlined for each cost category, such as transportation modes and rates, ownership vs leasing options, financing costs, and distribution points. The guide emphasizes regularly updating the total landed cost model with new data to improve supply chain planning and decision-making. Accurately accounting for all related expenses is important to boost business profitability.
This document discusses how mobile in-cab technology can help fuel companies close four key gaps: (1) between top and bottom performing drivers, (2) between orders placed and delivered, (3) between delivery and payment dates, and (4) between high and low margin business. It provides examples of how mobile technology can help analyze driver performance, locate delivery tankers on a map, ensure accurate invoicing and pricing, and ultimately improve profits. The company DreamTec Software claims their mobile software solutions can help fuel companies significantly close these gaps.
Clipper is a leading shipping company that manages approximately 175 ships globally. They were previously using an inflexible fleet management system and sought a new system to help streamline operations and reduce costs. After evaluating options, Clipper selected Sertica due to its flexibility and ability to be customized to their needs. Sertica has helped Clipper improve processes, ensure uniform safety reporting, and facilitate communication between offices and vessels. Clipper believes Sertica has a positive impact on their bottom line by increasing efficiency and reducing operating expenses.
SSI workstream - Financing sustainable shipping: save as you sailForum for the Future
The Save As You Sail (SAYS) financing package enables both ship owners and charterers to benefit from efficiency upgrades. Members from different organizations collaborated to develop SAYS to address barriers like split incentives and lack of flexible financing options for retrofitting in the short-term time charter market. SAYS provides owners with loans to cover 80% of retrofit costs, while charterers pay a portion of estimated fuel savings to owners as an "efficiency premium" through successive charters. This provides transparent savings understanding and risk reduction for both parties from retrofit performance guarantees. Widespread adoption of SAYS through this innovative financing solution could significantly reduce shipping emissions through large-scale retrofitting.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward. So that’s why we decided to publish this new report. Find out why RCM doesn't work, what needs to change and how to put RCM to work at your company so it doesn't become another Resource Consuming Monster.
We know RCM works however I wanted to share with you the 5 Biggest Mistakes people make using Reliability Centered Maintenance. Love to hear your comments or tell us what you have seen work and not work.
IMO 2020: Are you Ready?_TRANSPOREON Group_20190516Vivien Cheong
The Path Forward: Managing the Fuel Component of trans-Pacific 2019-2020 Contracting Cycle
Request a detailed explanation of how your carrier’s trade factors are calculated
Be able to validate the assumptions including ship size, speed and industrial utilization against industry benchmarks
Understand the timing for your carrier’s implementation of the new fuel formula. Will it go into effect in January 2020 or sooner?
Understand the impact for each carriers’ all-in-rate (ocean plus bunker) based on future changes in the fuel prices, both up and down.
Ensure contracts address failure to come to agreement on how future fuel surcharges will be dealt with as well as protection in place for space commitments and price from time of implementation until the end of contract.
Be prepared to offer your own fuel formula to carriers where there is a lack of clarify
Ensure your own formula is fair for both sides
Engage industry experts where needed to provide analytical support for validation and negotiations
Reward carriers that offer clarity and transparency with commitments for cargo
This document discusses factors to consider when designing a supply chain logistics network. It notes that the number and location of facilities is an important decision that balances costs versus customer access. Having fewer warehouses reduces inventory needs but offers slower delivery, while more warehouses increase costs but improve access. Other factors like interest rates and fuel costs also influence network design. The goal is to meet customers' needs in terms of lead time, fill rates, and avoiding stockouts, especially for important/fast-selling products, while minimizing overall costs.
Reliability Centered Maintenance (RCM) is a proven, logical, sensible approach that helps companies improve reliability. Yet most companies are not getting the return they expected. They see RCM as too much trouble for too little reward.
So that’s why we decided to publish this new report. Find out why RCM doesn’t work, what needs to change and how to put RCM to work at your company so it doesn’t become another Resource Consuming Monster.
Nowlan and Howard Heap published “Reliability Centered Maintenance”, the ground-breaking study that changed maintenance forever. Yet myth, mystery and confusion about RCM still abound.
So let’s begin with the basic truths. To paraphrase RCM practitioner, Doug Plucknette, of GPAllied, RCM is a structured process developed to ensure the designed safety and reliability capabilities of a process or piece of equipment. The beauty of understanding the RCM process is it can be applied to virtually any physical asset in any plant around the world.
RCM’s roots go back to the early 1960’s, when the commercial airline companies were considering buying the new jumbo jet, the Boeing 747. At the time, the airlines religiously practiced time-based preventive maintenance. Why? Because the conventional wisdom was that equipment wears out over time. So that meant taking planes out of service for maintenance every 1,000, 5,000 or 10,000 hours.
But the problem with the 747’s was the amount of maintenance specified by federal regulators was three times more than the maintenance required for Boeing 707’s. That meant more time in maintenance, more time out of service, and a huge disruption to operations.
Clearly, the airlines’ traditional approach to maintenance would not be economically feasible for the new jumbo jets.
So the airlines had two choices: Either buy a larger fleet of planes or develop a more economical approach to maintenance.
That’s why United Airlines led a task force to re-evaluate the concept of preventive maintenance and determine the most economic strategy, without compromising safety. The result was the process that we now know as RCM, which was successfully employed on the 747 and all subsequent jet aircraft.
The document discusses the challenging times currently facing ship owners due to high operating costs and low freight rates. It notes that while shipping markets are historically volatile and able to recover, the current downturn is unsettling for the industry. The key factors for ship owners to survive include sourcing finance, optimizing costs, managing risk, and employing commercial strategies. Significant details are provided on capital costs, voyage costs, operating costs such as crew, stores, and consumables, and strategies for optimizing costs like crew retention and training. While crew costs are a major operating expense, connectivity has been shown to positively impact safety and retention.
This document discusses Green Marine Solutions' approach to operations and maintenance for offshore wind farms. GMS aims to maximize efficiency and minimize downtime and costs through a holistic and flexible O&M strategy. Key aspects of their approach include developing 12 specialized work packages, offering lump-sum payment structures, training marine coordinators to reduce vessel downtime, and constantly adapting their maintenance scheduling in response to changing conditions. Their strategies have helped clients significantly reduce O&M costs, sometimes by over 30%.
This document discusses strategic lead-time management. It argues that reducing lead times provides both cost and customer service benefits. Long lead times require more inventory and less responsiveness. The document outlines various pressures that have increased the importance of time-based competition, such as shortening product life cycles and customers' drive for reduced inventories. It discusses concepts like order-to-delivery cycle, cash-to-cash cycle, and the benefits of logistics pipeline management and reducing non-value adding time to compress lead times.
The document appears to contain monthly stock market data over several years, including figures for high, low, opening and closing prices as well as totals for volume and value traded. Specific dates ranging from 2011 to early 2000s are listed in the first column. Corresponding price and trading data are provided in subsequent columns.
The document contains daily stock price data for 9 companies (ACC, BPCL, etc.) and the Nifty index over multiple dates. The prices range from over 1,000 to under 200 for individual stocks, while the Nifty index ranges from around 6,000 to under 1,000. The data is presented in tabular format with company stock symbols in the left column and daily closing prices listed horizontally for each date.
The document contains statistical data and metrics for Infosys and Nifty stock prices over multiple months. It includes values such as count, mean, median, standard deviation, minimum, maximum and monthly returns. The data shows stock price fluctuations, growth metrics and correlations between the two stocks over time.
This document summarizes the results of a sensitivity analysis and optimization model run in Microsoft Excel. The adjustable cells, constraints, and target cell value are reported from the original model run. The limits report shows the adjustable cells meeting lower, target, and upper limits while achieving the target utility value. Variance and covariance values are also presented.
The document appears to contain statistical data across 8 rows for various metrics including ER, Beta, Sharp Ratio, cumulative returns, and risk-adjusted performance ratios. The data includes figures for each metric, along with cumulative columns summing related values across rows.
The document contains information about the expected returns and standard deviations of various securities and portfolios consisting of a risk-free asset and security X. It provides the expected returns and standard deviations for portfolios with different proportions of the risk-free asset and security X, ranging from 100% risk-free asset to 100% security X. A table also shows the expected returns, standard deviations, betas, and expected returns of various risky securities.
The document appears to contain stock price data for various companies listed column-wise with dates listed row-wise. There are daily closing price figures ranging from large positive to large negative numbers listed for companies like ACC, BPCL, Dr. Reddy, HUL, ICICI Bank, Reliance, Tata Motors and stock indices like Nifty.
The document contains information about the net asset value (NAV), units, and returns of a fund over 3 time periods. It also contains the corresponding information for a stock market index as well as calculations of various risk metrics for the fund and index returns. In summary:
1) The fund's NAV increased from Rs. 10 to Rs. 18.15 over 3 time periods while its units outstanding rose from 10 to 30.3.
2) Risk metrics like standard deviation, variance, and coefficient of variation were calculated for both the fund and index returns.
3) The correlation between the fund and index returns was found to be 0.9258, indicating a high positive correlation. The fund's
The document analyzes 5 stocks - Infosys, MRPL, Tata Steel, Tata Motors, and Karnataka Bank - over a 10 year period from April 1998 to March 2008. It uses two models - Harry Markowitz's model and the market model - to calculate the return, risk, and performance of an equally weighted portfolio of these stocks. For the market model, it calculates the beta, expected return, variance and random error of each stock to determine the systematic and unique risks of the portfolio.
The document provides a tutorial on how to conduct a valuation of a company using the McKinsey model. It outlines all the key steps of the model, including calculating free cash flow, forecasting future financial statements, and discounting the free cash flow. The tutorial uses a worked example of valuing a company called McKay as an illustration. It discusses forecasting assumptions regarding operations, capital expenditures, taxes, and discount rates. The tutorial also compares the McKinsey model to alternative valuation approaches.
This document contains historical and forecasted income statements and balance sheets for McKay Valuation. Table 1 shows the company's revenues, expenses, operating income, earnings before taxes and net income from years -6 to 12. Table 2 displays assets including cash, receivables, inventories, property and equipment from years -6 to 0. Tables 5 and 6 forecast these same line items for years 1 to 12. The document provides financial details to analyze McKay Valuation using free cash flow and abnormal earnings valuation models.
The document contains data and analysis from a linear regression model comparing Variable 1 to an outcome variable Y. It includes a regression table showing Variable 1 is a significant predictor of Y. Graphs of the regression line, residuals, and normal probability plot are presented to assess the fit of the model.
Conditional formatting allows users to format cells differently depending on their values. Users can apply formatting like cell shading to highlight cells where sales exceed or fall short of forecasts. To set conditional formatting, users select the cells to format, specify the formatting conditions, and select formatting options for things like font, border, and fill. Advanced filtering allows users to filter lists to display only rows that meet criteria specified for one or multiple columns, including criteria based on formulas. Users can filter lists in-place or copy matching rows to another location.
This document discusses formulas and functions in Excel. It defines a formula as an equation that performs operations on worksheet data using cell references. It explains that formulas begin with an equal sign and are calculated from left to right based on order of operations. The document also defines functions as predefined formulas that perform calculations using specific arguments in a defined order or structure. It provides examples of logical functions like AND, OR, and IF and explains how to use cell references in formulas to refer to other cells or worksheets.
This document contains examples of financial calculations using Excel functions. It shows the syntax, data inputs, and outputs for the PV, FV, RATE, NPER, and PMT functions. The examples calculate things like the present value and future value of annuities, loan interest rates, number of payment periods, and monthly loan payments.
The document discusses financial functions in Excel such as PV, RATE, PMT, FV, NPER, PPMT, IPMT, and NPV. It provides the syntax and description of how each function works, including examples of formulas and how to interpret the results. Key inputs for the functions include interest rate, number of periods, payment amounts, present/future values. The functions allow calculating present/future values, interest/principal payments, and number of periods for loans and investments.
1. The document provides a weekly update on employee hours worked including their name, last name, shift (Day or Night), and number of hours.
2. It includes information on 16 employees with hours ranging from 1 to 26 hours worked.
3. The
This document discusses developing competitive advantages for small businesses. It begins by explaining the importance of identifying a sustainable competitive advantage, especially for new small businesses entering existing markets. The document then examines various strategies small businesses can use to develop competitive advantages, including leveraging different elements of the marketing mix like product, price, place, promotion, and people. It provides examples of how both large and small companies have effectively developed competitive advantages in these areas. The document concludes by discussing some key issues for small businesses to consider related to developing a competitive advantage, such as costs, management leadership, and organizational culture.
Michael Porter suggests three winning competitive strategies that companies can follow - overall cost leadership, differentiation, and focus. The document then discusses these strategies and provides examples of companies that employ each strategy. It also discusses the concepts of target market selection and identifying a company's competitors from both an industry and market point of view.
1. Crowley Petroleum Services, Inc.
Speeding up ordering, reducing administration
and saving money with ShipServ TradeNet
Case Study: Crowley Petroleum Services, Inc.
TradeNet Benefits
• On track to achieve a 2% reduction in spend
• Time spent per vessel reduced by 23%, from 9.2 hours to 7.09 hours per week
• More vessels managed with the same number of people
• Better on-time delivery of orders reduces the risk of delays in port and off-hire days
• Enhanced vendor performance data leads to additional contract discounts
The Company The Challenge Crowley Petroleum Services - a snapshot
Crowley Maritime Corporation began life in Crowley is well-known in the shipping • Locations: Jacksonville, Florida and Long
the 1890s on the west coast of the USA as industry as a progressive organization. A Beach, California
a ship vessel support company. Today the prime example of this is a top manage- • Fleet type/size: 100 petroleum barges and
company has six major lines of business ment directive for the company to be a tankers
with operations that span the United States, “paperless organization” by 2010. So it • No. Of Employees: 2500-3000 including
Central America, and the Caribbean Islands, was no surprise that Crowley began look- vessel crews
with support operations in key locations ing for ways to further streamline its pur- • Departmental responsibilities: The
in Canada, Europe, Asia and Africa. The chasing organization and create increased Jacksonville, Florida operation supports all east
company is privately owned by the Crowley visibility. Crowley had two major objectives: coast USA petroleum services, US government
family and the company’s employees. firstly, to be able to increase the number contract vessels, Crowley Logistics and Crow-
of vessels without the need to add more ley’s salvage and marine organization.
The focus of this case study is Crowley people in purchasing; and secondly, to • ShipServ customer since: August 2008
Petroleum Services, Inc., which operates reduce spend by 2%.
100 petroleum barges and tankers. Crowley
Petroleum’s Vice President of Procurement Having first seen ShipServ at a trade
is based in Jacksonville, Florida, with pur- show, Crowley’s VP of Procurement went
chasing teams in the same location on the on to see the system in use at two other
east coast, and another on the west coast shipping companies. Following a success-
in Long Beach, California. Richard O’Malley ful trial, Crowley signed up for ShipServ
is Purchasing Supervisor for the east coast TradeNet in August 2008.
division, supported by nine buyers and a
warehouse management team. Together the Starting with the commercial side of the
team manages purchasing for 55 vessels. business, the company then went on to
A ShipServ customer since August 2008, extend its use of ShipServ to the vessels
the company is using ShipServ TradeNet in it was managing under military contracts.
this location first, and is planning to extend “It took us a little longer to get things up “Our buyers can now point to a
its use out to the west coast operation at a
later date.
and running on the military side due to the vendor’s performance with regard
more complex nature of military contracts,
but overall the implementation went rela-
to response times and prices – this
tively seamlessly,” said O’Malley. definitely helps them negotiate
discounts in contracts.
It’s been a big boon.”
Richard O’Malley, Purchasing Supervisor,
Crowley Petroleum Services, Inc.
2. Case Study: Crowley Petroleum Services, Inc.
The ShipServ difference
Fast, measurable returns
The Solution is now more effective. “Not having to waste TradeNet system in order to reap the maxi-
time doing things like standing by the fax mum benefits. A willingness to use TradeNet
ShipServ TradeNet is integrated with machine allows us to do other parts of our is now part of Crowley’s vendor evaluation
Crowley’s NS 5 purchasing system (from jobs that were done a bit more haphazardly criteria. As a result, the company is well
ABS Nautical Systems LLC). Requisitions before,” said O’Malley. on the way to achieving its goal of trading
are sent by the ship managers for approval with 80% of its vendors through ShipServ
by the port engineers. Approved requisi- With 15% of orders not reaching vessels on by August 2009, making it easier for the
tions are sent on to the buyers who are time, expediting deliveries is a major part purchasing team to manage an increasing
then tasked to go out to market to find the of a buyer’s job. number of vessels with
best deals. By January 2009 – six months Thanks to ShipServ the same number of
into the implementation – Crowley had releasing time Increase in the timely arrival of people. As Crowley is
already achieved significant success trading spent previously on materials to ships still within its first year
electronically via TradeNet with 46.5% of manual purchas- using ShipServ only
its 3900 vendors. In the last quarter this ing activities, the buyers are now able to time will tell if the company’s second objec-
accounted for 1340 (46%) of the 1571 be more proactive in following up delayed tive will be achieved, but O’Malley believes
Request For Quotes (RFQs) sent out. orders and resolving invoice and purchase that they are already “on track” to achiev-
order mis-matches. This has had an obvious ing the desired 2% savings – an impressive
The Benefits impact on the vessels: in a recent internal achievement in a relatively short space of
survey the ship crews reported an increase time.
The benefits of doing business through in the timely arrival of materials. Although
TradeNet have been twofold. Firstly, it has Crowley has not yet quantified the decrease About ShipServ
meant the team is more productive. With in time the vessels are held up in port wait-
much visibility into the process, the buyers ing for materials, O’Malley is certain that ShipServ is the leading maritime e-market-
spend less time chasing up responses from by being more effective in expediting orders place, helping the buyers and sellers of ship
vendors. “Time is the biggest saving,” said that purchasing has been able to make a supplies to reduce the costs associated with
O’Malley. “We significant contribution doing business together. In 2008 ShipServ
have detailed Time spent per vessel reduced to avoiding costly off-hire helped its members save an estimated
data that tells us days. $100m and transformed the way they do
that the amount by 23% business.
of time we spend Buyers are also able to
per vessel each spend more time working Whether a Buyer needs to streamline its
week has dropped from 9.2 hours to 7.09 on contracts and negotiating more favoura- purchasing operations or a Supplier wants
hours.” Crowley is able to track this to an ble terms. Using ShipServ, Crowley now has to reduce the cost of attracting or retaining
even higher level of detail: the time it now more accurate vendor performance data. customers, ShipServ is unique in helping
takes to convert a requisition to a purchase “We use this data when we conduct vendor businesses of all sizes to find each other
order has reduced from 33 minutes to 24.1 evaluations,” said O’Malley. “Our buyers can easily, connect cost effectively and trade
minutes – creating valuable minutes that now point to a vendor’s performance with efficiently.
add up over time. regard to response times and prices – this
definitely helps them negotiate discounts in As of May 2009, the ShipServ community
Being more productive has not only meant contracts. It’s been a big boon.” numbers over 130 buying organisations,
that the team is able to take on more 4,500 vessels and 27,000 suppliers. For
vessels (currently being added at a rate of It’s important to Crowley that more vessels more information visit www.shipserv.com
three per year), but it means that the team and vendors are progressively added to the
ShipServ sales offices:
Europe, Middle East, Africa Asia & Pacific Americas
Copenhagen, Denmark. Hong Kong New Jersey, USA.
eurosales@shipserv.com asiasales@shipserv.com usasales@shipserv.com
Phone: +45 3332 3120 Phone: +852 2501 9222 Phone: +1 732 738 6500
Japan www.shipserv.com
Tokyo
info@marine-net.com
Phone: +81 3 5414 8474