The document discusses supply chain planning, consultancy, education, tools and techniques. It provides quotes about supply chain planning and management. The quotes emphasize the importance of continuous progress and improvement in supply chain processes, integrating planning across the supply chain, and addressing cash flow issues. Graphics advertise an upcoming forum on supply chain topics and the experience and global reach of Hughenden Consulting in providing supply chain services.
This two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. The agenda covered developing job training programs, creating strategic reintegration plans, addressing challenges faced by disabled veterans, and utilizing one-stop career centers. Speakers shared best practices for recruiting, training, retaining and supporting returning veterans in the workforce.
The two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. Topics included developing job training programs, creating strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. Speakers would discuss developing skills, addressing challenges, and aligning military experience with civilian jobs to promote a successful transition. The goal was to help organizations effectively recruit, train, and retain returning veterans.
The document summarizes a two-day conference on recruiting and retaining veterans in the workforce. The conference aimed to teach organizations how to develop job training programs and strategic plans for veteran reintegration. Speakers covered topics such as transitioning veterans to civilian life, assisting disabled veterans, and utilizing one-stop career centers. The schedule details the speakers, topics, and activities for each day.
The document discusses best practices for managing documentation projects. It covers planning the project, scoping the work, estimating effort, scheduling tasks, baselining the plan, communicating with stakeholders, following up on progress, managing reviews, and reporting on the project status. The key recommendations are to engage early, participate in project initiation, use data from all sources to scope the work, plan tasks at a granular level for effort estimation, recognize communication challenges, and regularly report on progress compared to the baseline plan.
The document discusses key elements of successful project management in higher education, including tools like the project charter, work breakdown structure, schedule, and budget that are used to define, plan, and monitor projects. It also covers the roles and challenges of a project manager in managing teams, navigating organizational politics, and ensuring projects are completed on time and on budget. The presenter has extensive experience leading major projects across multiple university systems.
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
Get a sneak preview of a couple of the sessions Lou will be teaching during Training 2013. This free webinar is an hour-long overview on Strategies to Combat Scope Creep and some of the Fatal Mistakes All Learning Developers Make. We'll share our approach by combining ADDIE with the DARE project management model to help you avoid those mistakes. Have constant scope creep? Trying to control the scope of a project is futile- it will change- and often! Learn how to adapt. This is a great opportunity to preview two sessions from Orlando- Sorry- the last one is TOP secret and you'll just have to join her to hear that one!
Rect sel human resource planning spr 2012Laiqa Ahmed
The document discusses human resource planning and management. It defines HRP as ensuring the right number and type of employees are available at the right times to help the organization achieve its goals. Effective HRP includes forecasting labor demand and supply to anticipate surpluses or deficits. It also aims to attract and retain qualified employees while developing a flexible workforce. Factors like organizational strategy, growth, and the external environment impact HRP. Forecasting methods and programs can help address expected labor shortages or surpluses.
This two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. The agenda covered developing job training programs, creating strategic reintegration plans, addressing challenges faced by disabled veterans, and utilizing one-stop career centers. Speakers shared best practices for recruiting, training, retaining and supporting returning veterans in the workforce.
The two-day conference aimed to provide tools and strategies for assisting veterans transitioning from military to civilian life. Topics included developing job training programs, creating strategic reintegration plans, assisting disabled veterans, and utilizing one-stop career centers. Speakers would discuss developing skills, addressing challenges, and aligning military experience with civilian jobs to promote a successful transition. The goal was to help organizations effectively recruit, train, and retain returning veterans.
The document summarizes a two-day conference on recruiting and retaining veterans in the workforce. The conference aimed to teach organizations how to develop job training programs and strategic plans for veteran reintegration. Speakers covered topics such as transitioning veterans to civilian life, assisting disabled veterans, and utilizing one-stop career centers. The schedule details the speakers, topics, and activities for each day.
The document discusses best practices for managing documentation projects. It covers planning the project, scoping the work, estimating effort, scheduling tasks, baselining the plan, communicating with stakeholders, following up on progress, managing reviews, and reporting on the project status. The key recommendations are to engage early, participate in project initiation, use data from all sources to scope the work, plan tasks at a granular level for effort estimation, recognize communication challenges, and regularly report on progress compared to the baseline plan.
The document discusses key elements of successful project management in higher education, including tools like the project charter, work breakdown structure, schedule, and budget that are used to define, plan, and monitor projects. It also covers the roles and challenges of a project manager in managing teams, navigating organizational politics, and ensuring projects are completed on time and on budget. The presenter has extensive experience leading major projects across multiple university systems.
Shows some considerations for HR Managers and Business Partners when it comes to decision making around the amount of work and people vs skills of people.
Get a sneak preview of a couple of the sessions Lou will be teaching during Training 2013. This free webinar is an hour-long overview on Strategies to Combat Scope Creep and some of the Fatal Mistakes All Learning Developers Make. We'll share our approach by combining ADDIE with the DARE project management model to help you avoid those mistakes. Have constant scope creep? Trying to control the scope of a project is futile- it will change- and often! Learn how to adapt. This is a great opportunity to preview two sessions from Orlando- Sorry- the last one is TOP secret and you'll just have to join her to hear that one!
Rect sel human resource planning spr 2012Laiqa Ahmed
The document discusses human resource planning and management. It defines HRP as ensuring the right number and type of employees are available at the right times to help the organization achieve its goals. Effective HRP includes forecasting labor demand and supply to anticipate surpluses or deficits. It also aims to attract and retain qualified employees while developing a flexible workforce. Factors like organizational strategy, growth, and the external environment impact HRP. Forecasting methods and programs can help address expected labor shortages or surpluses.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
The document discusses the challenges faced in the Mini-SAR project on India's Chandrayaan-1 mission to map the Moon's polar regions. It describes the origins of the proposal, the difficulties in obtaining funding and regulatory approvals from NASA and foreign governments, and the timeline of instrument development, testing, and integration into the Chandrayaan-1 spacecraft for launch. Some early results from Mini-SAR are also presented, showing maps of the lunar south pole and detections of unusual radar reflections that could indicate water ice on the Moon's surface.
Huron Consulting Services will work with Stanford University to develop strategies for creating HR Centers of Expertise to improve HR services. Huron will assess Stanford's current HR approach, identify critical issues, and develop recommendations to create three HR Centers of Expertise focused on transaction/records management, employee relations, and recruiting/staffing. Huron will interview stakeholders, map current processes, analyze data, and validate recommendations. The final report will provide implementation strategies for the Centers of Expertise.
This document discusses piloting innovative idea capture and management tools at NASA Langley Research Center. It outlines lessons learned from piloting these tools, including that participation is critical to success but was limited, and credibility of the process is also important. A specific pilot involved launching topics on the Langley Creativity and Innovation Fund and Center Innovation Fund to solicit ideas from October to November 2010 and then assessing results through January 2011. The goal was to learn from initial pilots to improve innovation processes and tools.
IN HOUSE DRUCKER HIGH PERFORMANCE LEADERSHIP WORKSHOP Resha Shukla
PRISM is offering a 2-day Drucker High Performance Leadership workshop for middle managers and executives based on Peter Drucker's teachings. The workshop uses unique materials and processes for participants to digest and immediately apply Drucker's principles to their organizations and roles. Throughout the workshop, participants will move beyond theory to understand what the teachings mean for their work and organizations. The workshop covers topics like innovation, the timeless ideas of Drucker, his views on shareholder value versus societal good, and frameworks for effective executives. Participants will learn skills like managing time and enhancing productivity to become stronger leaders.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
This document discusses key concepts in food and beverage management. It defines management as the process of planning, organizing, coordinating, staffing, directing, controlling, and evaluating. The management process aims to achieve organizational objectives through allocating resources and solving problems. Several management tasks are also outlined, including defining goals and objectives, developing action plans, organizing work assignments, effective communication, delegation, scheduling, recruiting and hiring, measuring performance, and assessing training programs. Daily activities for managers are listed such as developing budgets, addressing problems, coordinating special events, revising job descriptions, supervising employees, controlling costs, and conducting performance reviews. Managers must work with both primary and secondary groups to provide hospitality to guests.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document outlines a turnaround strategy for Reigerpark Schools SRC 4 & 7. It discusses developing an annual plan focused on curriculum, improvement, and accountability. It provides details on conducting a needs assessment, prioritizing needs, analyzing causes, setting goals, and monitoring progress. Critical steps in planning are outlined, including an organogram and school calendar. The presentation emphasizes using data to identify needs and developing a curriculum alignment model to improve learner outcomes.
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
The document provides information about performance management training at AUPE, including learning objectives, the alternate career progress program, performance evaluation tools, benefits of performance management, and examples of employee performance factors. The key points are:
- Performance management aims to understand the process, tools, and website as well as familiarize employees with the alternate career progress program.
- The alternate career progress program provides salary increases between 0.5-1.5% based on performance evaluation scores between 2.00-3.25.
- Evaluation tools include an annual statement of achievements, discussion points, and rating of performance factors.
- Benefits for both employees and supervisors include clear expectations, career development, improved performance and productivity.
The document describes Tvarita Consulting and the learning and development services they provide to organizations. Tvarita offers a wide range of customized training interventions designed based on a client's specific needs through research and stakeholder inputs. Their training programs use experiential learning models with a mix of pedagogies and real-life scenarios to address different learning styles. Tvarita aims to build individual and organizational capabilities to maximize potential and deliver value for their clients.
S&OP - Beyond the Obvious; Jaro Caban, Vice President Supply Chain, Provimieyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
J&J’s European Distribution Network, Laurence Coudroy, EMEA Supply Chain Inte...eyefortransport
This document provides an overview of Johnson & Johnson's (J&J) distribution network in Europe, the Middle East, and Africa (EMEA). It discusses J&J's history and presence in EMEA, including key metrics like revenue and employees. It then outlines J&J's historical distribution configuration in EMEA, which involved 26 distribution sites across multiple countries using 11 different systems. The document proposes consolidating distribution into a new European Distribution Center to improve efficiencies and lower costs. It provides updates on the implementation status and planned network optimization. The conclusion emphasizes creating optimization capabilities, change management, opportunistic inventory approaches, education, and network rationalization.
Sustainable Supply Chain Strategies for the New Economy; Dr. Markus Zils, Dr....eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
Nippon Express - A Japanese way to look at Sales & Marketing; Louis Vitalis, ...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, including $16.8 billion in annual revenues and over 65,000 employees worldwide. It also outlines the company's corporate strategy and focuses on never giving up on customer accounts, even after losing business. The document describes a case study where Nippon Express was able to regain business from a printer manufacturer one year after losing their contract by maintaining contact and understanding the customer's requirements.
Globalise the Outsourced Supply Chain, Jeremy Davidson, Deputy MD, NYK Logisticseyefortransport
The document discusses opportunities for streamlining supply chains in Eastern Europe and the Black Sea region. It notes that consumer demand is growing as GDP per capita increases. Shipping directly to ports in the Black Sea from Asia can provide significant cost and emissions savings compared to shipping through Western European ports. Consolidating shipments and increasing efficiencies across the supply chain, such as through direct shipping from factories of origin, can reduce logistics costs by up to 30%. However, piracy remains a major threat to shipping in some areas.
Outsourcing Logistics: Findings from the 15th Annual Third Party Logistics Gl...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of ...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
5 Mega Trends and the Implication for the Logistics Industry, Beat Simon, CEO...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
“Develop a Culture of Innovation” Jens Fiege, MD, FIEGE Logistics & CEO Germa...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
The document discusses the challenges faced in the Mini-SAR project on India's Chandrayaan-1 mission to map the Moon's polar regions. It describes the origins of the proposal, the difficulties in obtaining funding and regulatory approvals from NASA and foreign governments, and the timeline of instrument development, testing, and integration into the Chandrayaan-1 spacecraft for launch. Some early results from Mini-SAR are also presented, showing maps of the lunar south pole and detections of unusual radar reflections that could indicate water ice on the Moon's surface.
Huron Consulting Services will work with Stanford University to develop strategies for creating HR Centers of Expertise to improve HR services. Huron will assess Stanford's current HR approach, identify critical issues, and develop recommendations to create three HR Centers of Expertise focused on transaction/records management, employee relations, and recruiting/staffing. Huron will interview stakeholders, map current processes, analyze data, and validate recommendations. The final report will provide implementation strategies for the Centers of Expertise.
This document discusses piloting innovative idea capture and management tools at NASA Langley Research Center. It outlines lessons learned from piloting these tools, including that participation is critical to success but was limited, and credibility of the process is also important. A specific pilot involved launching topics on the Langley Creativity and Innovation Fund and Center Innovation Fund to solicit ideas from October to November 2010 and then assessing results through January 2011. The goal was to learn from initial pilots to improve innovation processes and tools.
IN HOUSE DRUCKER HIGH PERFORMANCE LEADERSHIP WORKSHOP Resha Shukla
PRISM is offering a 2-day Drucker High Performance Leadership workshop for middle managers and executives based on Peter Drucker's teachings. The workshop uses unique materials and processes for participants to digest and immediately apply Drucker's principles to their organizations and roles. Throughout the workshop, participants will move beyond theory to understand what the teachings mean for their work and organizations. The workshop covers topics like innovation, the timeless ideas of Drucker, his views on shareholder value versus societal good, and frameworks for effective executives. Participants will learn skills like managing time and enhancing productivity to become stronger leaders.
The document discusses performance management systems and proposes a new strategic approach. It notes that traditional systems often lack alignment with business goals, have inadequate design, and weak linkage to rewards. A new focus on coaching culture and feedback is suggested to better align employee performance and development with organizational strategy and culture. A multi-step intervention is outlined including assessment, framework design, and structured rollout of workshops involving coaching skills development and in-camera practice sessions.
This document discusses key concepts in food and beverage management. It defines management as the process of planning, organizing, coordinating, staffing, directing, controlling, and evaluating. The management process aims to achieve organizational objectives through allocating resources and solving problems. Several management tasks are also outlined, including defining goals and objectives, developing action plans, organizing work assignments, effective communication, delegation, scheduling, recruiting and hiring, measuring performance, and assessing training programs. Daily activities for managers are listed such as developing budgets, addressing problems, coordinating special events, revising job descriptions, supervising employees, controlling costs, and conducting performance reviews. Managers must work with both primary and secondary groups to provide hospitality to guests.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document outlines a turnaround strategy for Reigerpark Schools SRC 4 & 7. It discusses developing an annual plan focused on curriculum, improvement, and accountability. It provides details on conducting a needs assessment, prioritizing needs, analyzing causes, setting goals, and monitoring progress. Critical steps in planning are outlined, including an organogram and school calendar. The presentation emphasizes using data to identify needs and developing a curriculum alignment model to improve learner outcomes.
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
The document provides information about performance management training at AUPE, including learning objectives, the alternate career progress program, performance evaluation tools, benefits of performance management, and examples of employee performance factors. The key points are:
- Performance management aims to understand the process, tools, and website as well as familiarize employees with the alternate career progress program.
- The alternate career progress program provides salary increases between 0.5-1.5% based on performance evaluation scores between 2.00-3.25.
- Evaluation tools include an annual statement of achievements, discussion points, and rating of performance factors.
- Benefits for both employees and supervisors include clear expectations, career development, improved performance and productivity.
The document describes Tvarita Consulting and the learning and development services they provide to organizations. Tvarita offers a wide range of customized training interventions designed based on a client's specific needs through research and stakeholder inputs. Their training programs use experiential learning models with a mix of pedagogies and real-life scenarios to address different learning styles. Tvarita aims to build individual and organizational capabilities to maximize potential and deliver value for their clients.
S&OP - Beyond the Obvious; Jaro Caban, Vice President Supply Chain, Provimieyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
J&J’s European Distribution Network, Laurence Coudroy, EMEA Supply Chain Inte...eyefortransport
This document provides an overview of Johnson & Johnson's (J&J) distribution network in Europe, the Middle East, and Africa (EMEA). It discusses J&J's history and presence in EMEA, including key metrics like revenue and employees. It then outlines J&J's historical distribution configuration in EMEA, which involved 26 distribution sites across multiple countries using 11 different systems. The document proposes consolidating distribution into a new European Distribution Center to improve efficiencies and lower costs. It provides updates on the implementation status and planned network optimization. The conclusion emphasizes creating optimization capabilities, change management, opportunistic inventory approaches, education, and network rationalization.
Sustainable Supply Chain Strategies for the New Economy; Dr. Markus Zils, Dr....eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
Nippon Express - A Japanese way to look at Sales & Marketing; Louis Vitalis, ...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, including $16.8 billion in annual revenues and over 65,000 employees worldwide. It also outlines the company's corporate strategy and focuses on never giving up on customer accounts, even after losing business. The document describes a case study where Nippon Express was able to regain business from a printer manufacturer one year after losing their contract by maintaining contact and understanding the customer's requirements.
Globalise the Outsourced Supply Chain, Jeremy Davidson, Deputy MD, NYK Logisticseyefortransport
The document discusses opportunities for streamlining supply chains in Eastern Europe and the Black Sea region. It notes that consumer demand is growing as GDP per capita increases. Shipping directly to ports in the Black Sea from Asia can provide significant cost and emissions savings compared to shipping through Western European ports. Consolidating shipments and increasing efficiencies across the supply chain, such as through direct shipping from factories of origin, can reduce logistics costs by up to 30%. However, piracy remains a major threat to shipping in some areas.
Outsourcing Logistics: Findings from the 15th Annual Third Party Logistics Gl...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
3PL Strategies for Moving to New Markets, Slawomir Blotny, Vice President of ...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
5 Mega Trends and the Implication for the Logistics Industry, Beat Simon, CEO...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
“Develop a Culture of Innovation” Jens Fiege, MD, FIEGE Logistics & CEO Germa...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
A Long term solution for Air Cargo Handling, Enno D. Osinga, SVP Cargo, Amste...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The document discusses changes in the logistics landscape including volatility in supply chains and demand. It shows weekly volatility graphs for different product segments like beer, wine, food, and toilet paper. It advocates balancing risk and opportunity through careful procurement, contract management, and clear communication with customers about trading conditions and fluctuations. While start-stop logistics will increase visibility and agility, it will also raise costs requiring investment in forecasting. Both customers and service providers will need to better share risks and rewards to sustain relationships in the current environment.
How to work with carriers and shippers to secure capacity and stabilise rates...eyefortransport
Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.
The Recession Lessons That Will Endure, Monika Ribar, CEO, Panalpinaeyefortransport
1) The global economy experienced an unprecedented downturn in 2009 but began recovering in 2010, though growth has slowed in the second half of the year.
2) Emerging trends for logistics providers include increased volatility, cost pressures, and unpredictability requiring greater flexibility and customer focus.
3) Growth opportunities exist in collaborating more closely with customers, offering integrated solutions, and expanding in emerging markets like the BRIC countries which are expected to double freight volumes in the next 15 years.
Johan Jemdahl from Cisco, Jan Roodenburg from Philips, Susanna Heikkinen fro...eyefortransport
The document provides advice for supply chain professionals seeking to advance their careers and leadership potential. It recommends focusing on key performance indicators, roles and responsibilities, personal development, relationships with other departments and the board. Developing the skills of employees, stock keeping unit management, driving change, and understanding business goals are also advised. Attaining a chief supply chain officer role is presented as a way to raise one's profile in the organization.
Jaro Caban from Provimi; ‘Gain Business Insight with S&OP Expert Case Studies’eyefortransport
The document discusses a presentation given at the CSCO Forum in Brussels from November 24-25, 2010 titled "S&OP - Beyond the Obvious" by Jaro Caban, Vice-President of Supply Chain. Some key suggestions from the presentation include reaching agreement on terminology within the organization, fitting the sales and operations planning (S&OP) design to the business goals of making money, adjusting management roles to involve different departments, and making S&OP a routine part of monthly, quarterly and yearly business planning.
Kris Van Ransbeek from Chiquita on ‘SCM as a Market Strategy Differentiator’eyefortransport
The document discusses the importance of innovation for companies and the challenges of balancing innovation investments. It notes that supply chain can help innovation by getting involved early in the development process, creating a dedicated team within supply chain to support innovation, and defining key performance indicators focused on speed to market and limiting upfront costs rather than traditional supply chain metrics like cost and quality. The document advocates for strategies like "failing cheap" and scaling innovations rapidly to help companies balance short-term returns with long-term investments in innovation.
Laurence Coudroy from Johnson & Johnson on ‘SCM as a Market Strategy Differen...eyefortransport
Johnson & Johnson has a complex distribution network in Europe for its Medical Devices & Diagnostics division. The network includes 26 distribution sites across multiple countries using 11 different systems. Annual shipments exceed 2.1 million orders. There are opportunities to improve operational synergies and reduce physical distribution costs above benchmarks. J&J's strategy is to consolidate distribution into a centralized European Distribution Center to standardize processes, systems and improve service levels across Europe. This multi-year optimization journey began in 2005 and will continue through 2011 with additional country and product transfers to the EDC.
Louis Vitalis from Nippon Express; ‘Take Your 3PL Sales and Marketing Strateg...eyefortransport
This document discusses Nippon Express, a Japanese logistics company. It provides an overview of the company's global profile, corporate strategy, and approach to sales and marketing. It then shares a case study where Nippon Express was able to win back the business of a printer manufacturer by maintaining the relationship after losing the initial contract and demonstrating they could meet the customer's requirements for their new distribution center project.
Jeremy Davidson from NYK Logistics; ‘Globalise the Outsourced Supply Chain: S...eyefortransport
This document discusses opportunities for investment and logistics in the Black Sea region of Eastern Europe. It notes that consumer demand is growing as incomes rise, presenting opportunities for retailers. The Black Sea ports could become important gateways for imports and exports within Europe and to Central Asia. Improving infrastructure makes the Black Sea region a viable alternative to shipping through Northern Europe, potentially reducing logistics costs for retailers.
Roy Lenders from Capgemini; Nick Wyss from Panalpina; Chris Saynor from eyef...eyefortransport
The document summarizes key findings from the 2010 15th annual 3PL study. It discusses topics such as: changes in shipper use of 3PL services after the 2009 economic downturn; measurable benefits shippers report from using 3PLs; the relationship between shippers and 3PLs; and focuses on specific industries like fast-moving consumer goods and life sciences.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
8. SUPPLY CHAIN PLANNING CONSULTANCY EDUCATION TOOLS AND TECHNIQUES
®
Get the high hanging fruit
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9. What we do Schedule Resources
Efficiently
Align
Supply
Plan Resources
Efficiently
Integrate all
Planning
Processes
Optimise
Inventory
Think
Supply Chain
Predict Culture
Demand
Accurately
“Others sell it as rocket science. You don’t. That’s why we are here!”
Jonathan Griffiths, EMEA Demand Planning Manager
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