Logistics ireland dp presentation 2006
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The document discusses the evolution of globalization and its impact on supply chains. It argues that globalization has progressed from a core-periphery model based on comparative advantages to one characterized by integrated and networked supply chains. Going forward, countries and companies will need to focus on developing competencies in innovation and value creation, rather than costs, to differentiate themselves and remain competitive in an increasingly global business environment. Ireland in particular is encouraged to develop skills in process integration and innovation like Singapore has, in order to help Irish companies and the economy remain internationally engaged.
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Professor Gary Gereffi’s presentation focuses on the origins of the Global Value Chain (GVC) framework. It clarifies key GVC concepts and methods, including value chain mapping, value chain governance and value chain upgrading. The presentation concludes by examining the medical devices GVC in Costa Rica to show the GVC of a small country in high tech. Professor Gereffi presented this overview at the World Bank Group, Trade & Competitiveness GVC workshop on technical tools and operations in Washington, DC.
PA Cost Out Maturity Benchmark - Full 10 Sector Report v 141016
The document discusses cost-out maturity across different sectors. It finds that the ability to reduce costs sustainably varies significantly between sectors. Automotive leads in cost-out maturity due to decades of competition and pressure to standardize supply chains. Life sciences ranks second due to factors like the "patent cliff" forcing a focus on reducing non-value adding costs. While all sectors can improve, automotive scores well in strategy, skills and approaches but still has gaps, such as integrating cost data. Leading organizations address cost reduction through six dimensions of maturity: strategy, organization, processes, tools, skills and approaches.
Dubrovnik luglio 2012
Dubrovnik luglio 2012MetaManagement srl Consulenza Direz. MPMI, Management Reti D'Impresa, Sistemi Premianti e Welfare
This document discusses clusters and cluster management. It begins by defining clusters as geographic concentrations of interconnected businesses and institutions in a particular field. It notes clusters are related through buyer-supplier relationships, common technologies, and distribution channels. Clusters provide a learning environment and have close geographic proximity. The document discusses critical dimensions of clusters, why their development is important for policymakers, how government can support cluster development through various policies and programs, and challenges facing clusters from globalization and other factors. It also examines networks within clusters and different models of internationalization for clusters.Chapter 9 Negotiaton.pptx
This document discusses managing global supply chains and the trend towards globalization. Some key points:
1) Managing global supply chains presents challenges around offering local variety while gaining efficiencies of scale. Companies aim to balance these through strategies like focused factories and postponement.
2) Centralizing inventories can reduce stock but may increase transport costs; managing inventory virtually near customers can provide benefits without physical consolidation.
3) Global pipelines have more variability in lead times. Gaining end-to-end visibility across complex global supply chains is important for managing uncertainty.
United Parcel Service
UPS is the world's largest package delivery company with over 400,000 employees worldwide. It delivers over 15 million packages per day and has a global brand and strong distribution network. UPS developed a strategic planning process to guide it through challenges and leverage its core competencies. This included drafting a new mission as an enabler of global commerce, creating a centennial plan and strategy roadmap. UPS' strategies focus on investing in its core business, building integration competencies, using technology for new services, and anticipating customer needs.
Designing a Global Manufacturing Network
Designing a Global Manufacturing Network
Adapting to a new world in manufacturing and logistics
© 2011, A.T. Kearney, Inc. All rights reserved.
Bernd Schmidt, partner, Düsseldorf
bernd.schmidt@atkearney.com
René Heller, partner, Amsterdam
rene.heller@atkearney.com
41040
The document summarizes the evolution of supply chain management and discusses green supply chain perspectives. It defines supply chain management and describes the emergence of standard, lean, agile, and hybrid supply chain models. The document focuses on green supply chain management, explaining it as the latest form of SCM that considers environmental impacts throughout the product lifecycle. It reviews literature on green SCM practices adopted by multinational companies and small-to-medium enterprises. The document concludes that green SCM is necessary in today's globalized market and provides avenues for future research on topics like green supplier selection and applying the resource-based view to sustainability.
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This document discusses trends in logistics and the potential for automated truck and container loading. It identifies rising costs, escalating customer demand, and the need for closer collaboration as key trends driving changes in logistics. Labor scarcity is pushing for consolidation and automation to allocate workers to more value-added tasks. Automated truck and container loading has the potential to improve efficiency and reduce costs by examining the total cost structure and impact across the entire supply chain. The document evaluates the feasibility of automation investments based on necessity, ease of implementation, impact on costs and efficiency, and improved safety.
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The trade show supplier ecosystem comprises over 10 broad service categories that work cooperatively and competitively to support trade shows in the US. The US hosts the largest number of trade shows globally each year, totaling over 11,000, which generate over $263 billion in annual economic impact. As roles within the ecosystem become increasingly blurred and the industry faces challenges from trends like new technologies and generational shifts, the future may bring new models of specialization, consolidation, or integration within the trade show supplier ecosystem.
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- 1. LOGISTICS IRELAND 2006 KEYNOTE PRESENTATION SUPPLY CHAIN GLOBALISATION: THREAT OR OPPORTUNITY? Dr Daniel Park MASS Consulting Group Manchester, UK 5 October 2006
- 4. GLOBALISATION RECONSIDERED (1) First Thoughts “ By almost any economically relevant metric, distances have shrunk considerably in recent decades.” Dr Ben Bernanke, Chairman, US Federal Reserve, 2006 “ It’s no longer a competition between products or services, it’s a competition between business models.” Professor Gary Hamel. London Business School
- 6. GLOBALISATION DRIVERS Policy Drivers Competitive Drivers Cost Drivers Market Drivers GLOBAL INDUSTRY POTENTIAL * Integrative trade policies * Compatible technical standards * Common marketing regulations * Simultaneous collaboration and rivalry * Cross-border M&A * Flexible (incl. time-based) structures * Scale economics * Low transportation costs * High product development costs * Jointly managed facilities * Converging customer need * Increasing search for variety * High imports and exports * Transferable marketing
- 7. IMPACT ON PRODUCT LIFE-CYCLE Yesterday’s profit-makers Today’s profit-makers Tomorrow’s profit-makers Critical Phasing Critical Phasing Time Compression TIME REVENUE - PROFIT
- 9. HOW DID GLOBALISATION EVOLVE? Core - periphery Comparative advantage Intra-industry trade Networked supply chains Resource endowment Value creation Economies of scale/scope Reduced logistic costs
- 11. CORE AND PERIPHERY (Comparative Advantage) Natural Resources Agricultural Products Goods Capital Labour
- 13. MARKET FLUIDITY (2) % domestic % foreign ownership ownership Stock market - Ireland 1995 58 42 2005 40 60 Stock market – UK/LSE 1995 70 30 2005 45 55 Stock market – USA/NYSE 1995 75 25 2005 70 30 Sources: AIB, Davy, LSE, NYSE
- 14. FRAGMENTATION OF ACTIVITY (Intra-industry trade) Product Package Tiered Supply Simplified Distribution incl. 3PL and 4PL Final Demand
- 15. INTEGRATION OF PROCESSES Source: Edward Sweeney “Managing Information Flows” Logistics Solutions, Autumn 2006, page 19. Source Processors Retailers Suppliers Distributors Consumers PRODUCTS/SERVICES INFORMATION FUNDS
- 16. FORCES FOR CHANGE Asian Operations Multi-Process Alignment Value Migration
- 18. TOWARDS A NEW VIEW OF GLOBALISATION A market is not so much about geographical demand as about the value of the decision-making authority located there. Central objective is to identify where value is created and to align resources and supply chain structures to gain share of this value. Globalisation is about the capability of contesting any market irrespective of geography.
- 22. SINGAPORE INC Singapore Economic Development Board International financial institutions Investment in education Singapore as R&D centre Creation of globally-minded indigenous enterprise Attraction of internationally mobile operations.
- 24. WHERE NEXT FOR IRISH COMPANIES ? (2) From “Gattorna-type” alignment of physical supply chains (service companies, 4 th -party logistics, etc) to alignment of multiple supply chains - physical, information, financial necessitating alliances, JVs, shared assets, time-based structures.