Location appartements Sa Gavina, situé depuis des années dans la ville de l'Estartit, rejoindre le nouveau projet de Unio Esportiva Club de football de l'Estartit.
http://www.sagavinaestartit.es/
Location appartements Sa Gavina, situé depuis des années dans la ville de l'Estartit, rejoindre le nouveau projet de Unio Esportiva Club de football de l'Estartit.
http://www.sagavinaestartit.es/
2020 U.S. Truckload Market Forecast: Q1 Coyote Curve UpdateCoyote Logistics
To summarize our 2020 outlook: inflationary, with a chance of recession. Learn more about why Coyote Curve projects truckload market rates to rise and its potential impact on business: https://resources.coyote.com/coyote-curve/
IT Strategic Plan, Part 2Using the case provided, build on Part .docxlmelaine
IT Strategic Plan, Part 2
Using the case provided, build on Part 1 of your IT Strategic Plan, and develop Part 2. Develop IT strategies to align to the business strategies, complete a roadmap of the current IT projects, propose a new IT project to support the IT strategies, identify risks associated with the IT projects, and explain the steps required to develop a business continuity plan for the most important IT systems. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s sp.
IT Strategic Plan, Part 1Using the case provided, analyze the busi.docxlmelaine
IT Strategic Plan, Part 1
Using the case provided, analyze the business environment described to develop Part 1 of an IT Strategic Plan. Identify the business’ strategic objectives, develop an IT mission and vision for the organization, describe an appropriate governance process, and provide an inventory of the organization’s current IT projects. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a goal to turn freight around.
Jeremy Carter Land O\'Lakes Presentationjeremymcarter
Presentation focusing on: Fort Worth Plant, Customer Service Representatives,
Transportation Modes, Lane Types & Transportation Costs, Tansportation Planners, Lead Transportation Planners, OTM Area’s of Concern, Cross Dock, ILS - Inbound Logistic Specialist, DRP- Distribution Replenishment Planner, Load Factoring
672015 1 Case Study Rusty Rims (RR) Distribution Co.docxalinainglis
6/7/2015 1
Case Study: Rusty Rims (RR) Distribution Company
Overview
RR is a regional transportation and distribution company in operation for over 60 years. The company
serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and
have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia
PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating
freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel
vans.
The company operates in a highly competitive business environment. Growth has been stagnant
because of a slow economy. John, the president of the company, would like to see growth at 5% per
year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about
$39 million a year with profit running at 4%.
To familiarize yourself with commonly-used shipping terms in the freight industry, visit this site and refer
to it as you read the case study and assignments:
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipterms.html
Current Business Operations
RR operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit
prospective customers to outline company capability, services provided and costs. When a customer
decides to use RR they call the dispatch office with shipment information. Usually they FAX a copy of the
bill (s) of lading to a terminal with information such as origin, destination, product description, weight
and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this
they use the routing system to determine the sequence of pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since there may be several in a zip code area.
They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from one terminal to another while others
make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next day delivery.
When freight is sent out for delivery, the driver follows the delivery ticket order. Often they are held up
at a delivery destination by.
2020 U.S. Truckload Market Forecast: Q1 Coyote Curve UpdateCoyote Logistics
To summarize our 2020 outlook: inflationary, with a chance of recession. Learn more about why Coyote Curve projects truckload market rates to rise and its potential impact on business: https://resources.coyote.com/coyote-curve/
IT Strategic Plan, Part 2Using the case provided, build on Part .docxlmelaine
IT Strategic Plan, Part 2
Using the case provided, build on Part 1 of your IT Strategic Plan, and develop Part 2. Develop IT strategies to align to the business strategies, complete a roadmap of the current IT projects, propose a new IT project to support the IT strategies, identify risks associated with the IT projects, and explain the steps required to develop a business continuity plan for the most important IT systems. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s sp.
IT Strategic Plan, Part 1Using the case provided, analyze the busi.docxlmelaine
IT Strategic Plan, Part 1
Using the case provided, analyze the business environment described to develop Part 1 of an IT Strategic Plan. Identify the business’ strategic objectives, develop an IT mission and vision for the organization, describe an appropriate governance process, and provide an inventory of the organization’s current IT projects. Your analysis will be presented in a short paper that follows the outline provided, using Microsoft Word, or in a format that can be read using MS Word.
Case Study: Wobbly Wheels (WW) Distribution Company
Overview
WW is a regional transportation and distribution company in operation for over 60 years. The company serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel vans.
The company operates in a highly competitive business environment. Growth has been stagnant because of a slow economy. John, the president of the company, would like to see growth at 5% per year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about $39 million a year with profit running at 4%.
Current Business Operations
WW operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit prospective customers to outline company capability, services provided and costs. When a customer decides to use WW they call the dispatch office with shipment information. Usually they FAX a copy of the bill (s) of lading to a terminal with information such as origin, destination, product description, weight and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this they use the routing system to determine the sequence of pickups by zip code. They use local maps within a zip code to map out the specific order of pickups since there may be several in a zip code area. They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not efficient. When they pick up an order they sign for receipt and either load the freight or guide the customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in the proper sequence for delivery. Some trucks take freight from one terminal to another while others make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a goal to turn freight around.
Jeremy Carter Land O\'Lakes Presentationjeremymcarter
Presentation focusing on: Fort Worth Plant, Customer Service Representatives,
Transportation Modes, Lane Types & Transportation Costs, Tansportation Planners, Lead Transportation Planners, OTM Area’s of Concern, Cross Dock, ILS - Inbound Logistic Specialist, DRP- Distribution Replenishment Planner, Load Factoring
672015 1 Case Study Rusty Rims (RR) Distribution Co.docxalinainglis
6/7/2015 1
Case Study: Rusty Rims (RR) Distribution Company
Overview
RR is a regional transportation and distribution company in operation for over 60 years. The company
serves major cities in the Mid-Atlantic region. They are headquartered in Wilmington, Delaware and
have a staff of 400 employees including truck drivers. There are 6 distribution terminals (Philadelphia
PA, Baltimore MD, New York City, Washington DC, Newark NJ and Wilmington DE) for consolidating
freight, and 100 delivery vehicles including 20 tractor/semi-trailer units, 40 box trucks and 40 panel
vans.
The company operates in a highly competitive business environment. Growth has been stagnant
because of a slow economy. John, the president of the company, would like to see growth at 5% per
year. He would also like to see expenses cut by 5% to help fund new initiatives. Current revenue is about
$39 million a year with profit running at 4%.
To familiarize yourself with commonly-used shipping terms in the freight industry, visit this site and refer
to it as you read the case study and assignments:
http://www.shipnorthamerica.com/htmfiles/glossary/gloss_shipterms.html
Current Business Operations
RR operates 24 hours a day, 7 days a week. Sales personnel (12 people, two per terminal) visit
prospective customers to outline company capability, services provided and costs. When a customer
decides to use RR they call the dispatch office with shipment information. Usually they FAX a copy of the
bill (s) of lading to a terminal with information such as origin, destination, product description, weight
and number of packages.
A dispatcher at a terminal makes a list of freight pickups and sends a truck to get the freight. To do this
they use the routing system to determine the sequence of pickups by zip code. They use local maps
within a zip code to map out the specific order of pickups since there may be several in a zip code area.
They have a performance goal of 98% of freight picked up within 24 hours of availability.
A driver follows the dispatch order for pickups. Many of the drivers complain that the pickup order is not
efficient. When they pick up an order they sign for receipt and either load the freight or guide the
customer’s forklift operators to arrange it properly in the truck.
After freight is picked up it is brought to the terminal where it is unloaded and sorted by destination. A
dispatcher then prepares a delivery ticket (again using the routing system) that is used to load a truck in
the proper sequence for delivery. Some trucks take freight from one terminal to another while others
make local deliveries. About half of a terminal’s space is used on any given night. Dispatchers have a
goal to turn freight around in the terminal overnight for next day delivery.
When freight is sent out for delivery, the driver follows the delivery ticket order. Often they are held up
at a delivery destination by.
B2B Sales Dynamics and Transporter Selection Dynamics for Maruti Suzuki India...Suyash Sharma
Contains the company overview with the business model canvas for MSIL. This deck can help you understand the business dynamics and processes behind the selection of logistics service providers for Maruti, it also encompasses the hierarchy level and the way MSIL approaches corporate sales as a whole.
Logistics and Supply Chain Management-OverviewThomas Tanel
This presentation is designed to take an overview of global supply chain logistics, both in terms of today's supply chain and in the demand flow management process, so you can know how to make the most of this powerful tool. You've probably heard something about these topics. You may even be vaguely familiar with them. But how much do you really know about their strategic importance and the specific benefits you can gain from having a solid understanding of them?
Here's the best way to investigate global supply chain logistics and the impact it can have on your organization. You will have the opportunity to explore a variety of logistics areas , extrapolate their meanings in ways that are appropriate for strategic planning, and apply the techniques needed to make it all work for your organization.
Your business needs and technology are in a constant state of rapid-fire change, but you can count on one thing remaining constant: the need to align logistics strategically with your market needs in order to gain a competitive advantage. This alignment requires building a supply and demand system that truly helps you respond to worldwide changes in sourcing and ever-shifting customer demand. What is the potential effect that global trade management will have on your supply chain? How do you convert digital value inputs into logistics value-added outputs? How can you harness the power of global supply chain logistics as a significant force in the execution of your corporate strategy? How can you gain the information you need to translate abstractions into concrete benefits through supply chain management and continuous flow distribution?
The global shipping environment is rapidly changing, which means that shippers have to stay a step ahead to keep pace. Given that new changes are occurring daily, whether it be an unforeseen obstacle, delay, or changes in the roster, it falls to the shippers to make sure they make their supply chain as agile and flexible as possible.
2. Presentations Purpose
Three Fold:
Macro view of current industry
and economic condition –
Capacity, Inflation,
Historical review of rate
adjustment activity since 1993
Six Sigma Project – Define
3. Capacity
2006 GDP Range from 2.7% to 3.9%,
3.3% likely.
Industrials projected to grow 7.6%.
Inventories being rebuilt from start of
the year lean levels.
More product chasing few trucks.
Current driver shortage - 20,000, by
2015 from 111,000 to 114,000 short.
4. Inflation Pressures
Impacted by 9/11, War, Cost of
Fuel,
Insurance deductibles escalation,
1999 = $443,000 per incident,
2004 = $2.7 million,
2005 = $3.2 million,
9. Truck Rates vs. Inflation
vs. GDP
Trucking Rates vs. Inflation vs. GDP
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
% Rate Chg. Inflation GDP % chg Prev. Year
10. Six Sigma - Define
Problem Statement:
23 People making buying or routing decision,
Potential impact to customers,
Potential impact to shareholder value.
Potential impact in inflating GE’s transportation spend,
Combined B/U LTL spend not leveraged,
11. Project Objective
To leverage the Companies total
LTL spend across all BU’s to drive:
Service Improvements – KPI’s,
Improved SHV – increased
Profitability,
Cost savings – XX% across all
customers and BU’s.
12. Dependencies
• Determine what the external and internal customers want,
• Verify the ability of the TSS to meet with, interview, or
request information from internal customers (sales, shipping,
critical stakeholders etc.,) and potentially external customers,
• Verify the internal requirements to get copies of contracts and
rate data back to 2001 or the most current,
• Establish what the mechanism is to review shipping data as
to:
• Origin locations,
• Terms (FOB point,)
• Destination locations,
• Carriers used on a prepaid basis,
• Carriers used on a collect basis,
• Payment terms with the carriers,
• Systems capabilities to route when a sales order is created,
• Sales order mapping from order to shipped / delivered,
• Are sales / shipping orders routed to a carrier’s automated
shipping system electronically,
• Which carriers have automated data entry systems on site,
• Analyze claims history,
• Document shipping hours of operation at the shipping
locations,
• Verify when GE considers a sales order complete for revenue
recognition,
• Ascertain how partial orders are handled,
• Review of shipping dock(s), number of doors, forklifts / pallet
jacks, how non-palletized material is handled (carts, hit the
floor, belt, etc.),
• If managed by a 3PL or contracted provider, review their
SOP document(s) as approved by GE,
• Determine by carrier if GE is a daily stop,
• Determine which carriers GE must call for a pick up,
• Determine how GE measures service provided by its carriers
(current KPI’s),
• Determine what “ready to ship” product characteristics exist
between shipping locations / business units, i.e., density,
average shipment size, average number of pieces, any
insured or declared valuation, etc.,
• Establish if the contracted rates are FAK or class rates, Verify
the expiration date for all existing contracts,
• Determine who, by location, is enabled to route shipments,
• Determine how proof of delivery is feed back to GE and if the
POD is matched with the sales order,
• Determine the frequency with which GE formally meets with
its carriers,
• Determine proximity of carrier to shipping locations,
• Visit carriers local terminals to ascertain probability for service
interruptions due to congestion at the local terminal,
• Review carriers routings to determine how often shipments
are likely to be routed through a break bulk terminal, and
when a shipment is routed through a break-bulk terminal
where the break bulk terminal is, then determine the
likelihood that it will be loaded direct to the destination
terminal or possibly transfer through another break bulk
terminal,
• Determine in contracted carriers provide dedicated customer
service for GE
– Is it local or via a 1-800 number?
– If so, how is this function handled during vacations
and illness?
– Is it 24/7?
• Determine if contracted carriers have provided escalation
charts with contact information beyond the local terminal,
• Determine internally, how customer shipping status inquiries
are handled,