Thursday, June 30, 2011
It is the same in any supply chain, when the supply chain leaders are strong, your company is strong. Supply chain leaders determine and communicate the strategy of their supply chains. When all of the leaders of the company understand the supply chain strategy of the company, the company will be stable and prosperous.
2. Drop activities that sap your time or energy.
3. Rethink your errands. Consider whether you can outsource any of your time-consuming household chores or errands.
4. Get moving. It's hard to make time for exercise when you have a jam-packed schedule, but experts say that it may ultimately help you get more done by boosting your energy level and ability to concentrate.
5. Remember that a little relaxation goes a long way. Don't get overwhelmed by assuming that you need to make big changes to bring more balance to your life.
Wednesday, June 29, 2011
1. Be confident. Start strong. Don't qualify your statements or ideas. Speak with conviction and assume that your ideas are good ones.
2. Be open-minded. Balance your poise with an open mind. Put your proposals out there and then solicit opinions and ideas. Give your colleagues a voice.
3. Ask for feedback regularly. Make sure people know you care about continuous improvement. They'll be more likely to give you useful feedback about your performance.
Source: Harvard Business Review Blog - Today's Management Tip was adapted from "Leading Older Employees" by Jodi Glickman
Source: "A Simple Communication Mistake to Avoid" by Peter Bregman
Whenever you are handling away or chartering your luxury and delicate yacht; think, analyze the pros and cons and make futuristic judgments. Remember “A profitable Luxury Yacht Management & Chartering company will always think the benefits and successes for the vessel owners”.
He noted that containerization – often referred to as the engine of globalization – revolutionized world trade. The potential it unlocked by connecting producers and consumers across the world enabled both shipping lines and their customers to develop their businesses in ways that previously had seemed impossible.
“However, container shipping, is also the story of an established business model that often disappoints customers: one in every two containers is late, shipping lines are complex to do business with, and the industry, even while being the most environmentally-friendly transportation mode, still lacks transparency and common goals.
With examples from the automotive, aviation, portable music players and mobile phone industries, Maersk Line CEO told the conference that just because an industry is established it may only be a “few years from being completely overtaken” by new technology. And, that market and customer behavior is forcing companies to “never lose sight of what customers really want” - including the needs that they are not even aware of.
“Why not see these as fantastic opportunities?” he asked. “What if we could guarantee that cargo would be on time, every time? What if placing a shipping order was as easy as buying an airline ticket? What if the shipping industry was known for beating environmental expectations – not struggling to meet them?”
Tip # 1: One size does not fit all
The high-performing network is usually one that responds to the specific needs of each customer. This may involve designing and engineering a unique path flow for a specific customer or customer segment.
Tip #2: Get down to the nitty-gritty SKU level
Managers need to determine, at the SKU level, which products should go direct to store and which should go through DCs. You can figure this out once you know which product should be stocked and at which DC, including how much and where, and which product should be cross-docked.
Tip # 3: Being green can bring more green
The whole movement towards environmentally-friendly or green networks has certainly helped companies enhance their level of social responsibility—but it’s also saving them money.
Tip #4: Get creative with transportation
The biggest cost drain on distribution networks has typically been transportation costs; thus, finding creative low-cost ways to reduce these costs can certainly go a long way. Much of it involves collaborating and negotiating with trading partners and other carriers to create more efficient loads, eliminating “empty miles,” and achieving lower transportation costs overall.Note: The original article provided 6 tips but I only included 4. I believe only those 4 are relevant to the local logistics industry.
1. Plan ahead: The hallmark of an efficient logistics manager lies in the planning process. When the plan is foolproof, there is minimal chance of failure or a breakdown in the chain, unless there are extenuating circumstances.
2. Don’t be overconfident: Even though the plan may be foolproof, logistics managers worth their salt know that they can never be overconfident that nothing can go wrong. They always keep in mind Murphy’s Law: if something can go wrong, it will. So, have contingency plans lined up.
3. Never panic: Keeping a cool head in the face of a disaster is essential if you want to improve your logistics management skills. If you panic or worse, show that you’re losing control, the situation could go haywire and your entire operation could end up in shambles. To become a better logistics manager, you must be able to think on the fly and come up with temporary solutions instead of going into a tizzy and losing your cool.
4. Cultivate strong relationships along the supply chain: Logistics managers know that their entire operation is only as strong as the weakest link in the supply chain. So they take great pains to forge strong and honest relationships with their suppliers and vendors so that the goodwill they earn keeps their operations moving flawlessly.
5. Learn from mistakes: And finally, the best logistics managers know and accept that they are bound to make mistakes. They don’t make excuses for them, rather, they use them as stepping stones to success, learn from their mistakes and chalk it up to experience.
Monday, June 27, 2011
ATLANTA, June 25 (UPI) -- The luxury cruise ship Queen Mary 2 failed an inspection by the Centers for Disease Control and Prevention's Vessel Sanitation Program, officials said.
The QM2 scored an 84 in an inspection conducted June 10, with officials finding extremely dirty water in a splash pool, a hair in an ice making machine and chemicals stored near napkins, paper cups and utensils, CNN reported Saturday.
The government has two score classifications. A score under 86 is "not satisfactory," while a score of 86 or higher is "satisfactory."
Conditions found on the QM2 are unacceptable, said Carolyn Spencer Brown, editor in chief of CruiseCritic.com. She said failing scores for large ships are very rare -- there have been no failing grades since Albatross, a private ship, scored 69 in February 2010.
"I've been chronicling the CDC scores for 14 years and this one is unusually bad," Brown said. "What really bothered me was the use of the word 'filthy' five times."
The cruise ship is operated by Cunard Line. It said the ocean liner's recent "uncharacteristically low score" is a quirk and it has taken steps to prevent it from happening again.
"The poor assessment on 10 June resulted largely from one small area of the ship's overall operation. All the issues raised in the report were immediately addressed and have now been corrected," said Cunard spokeswoman Jackie Chase in a statement.
Read more: http://www.upi.com/Health_News/2011/06/25/Queen-Mary-2-fails-health-inspection/UPI-81561309010503/#ixzz1QXijKtUP
A multimodal transport system integrates different geographical scales from the global to the local. With the development of new modal and intermodal infrastructure, urban regions have a growing accessibility to the international market; several parameters of regional transportation are transformed, or at least significantly modified. The above figure represents the regulation of movements of a corridor within a multimodal transportation system composed of a set of competing hub centers where converge regional and local transportation networks. Depending on the geographical scale being considered, the regulation of flows is coordinated at the local level by distribution centers, commonly composed of a single transport terminal, or at the global level by articulation points, composed of major transport terminals and related activities.
An articulation point can simultaneously have a modal and intermodal convergence of functions; particularly if it is the interface between several modes. Its modal function relates to its while its intermodal function indicates its level of service. The regional multimodal network converges at major articulation points allowing linkages with the international transportation system through a maritime / land interface. Port cities are the main agent of that function. Containerization has particularly developed the maritime / land interface. It insures flexibility of shipments and several ports have opted for this multimodal transportation technology to keep and consolidate their status of hub center.
Source: The Geography of Transport Systems
We all know we should make an investment when the benefits outweigh the costs, but few people understand what really goes into the analysis. Here are the six steps:
1. Understand the cost of status quo. You need this to measure the relative merit of an investment against the "do nothing" option.
2. Identify costs. Consider up-front costs as well as any in future years.
3. Identify benefits. Ascertain what additional revenue will come in from the investment.
4. Determine the cost savings. What can you stop doing if you make this investment?
5. Create a timeline for expected costs and revenue. Map out when the costs and benefits will occur and how much they will be.
6. Evaluate non-quantifiable benefits and costs. Assess whether there are intangible benefits such as strengthening your firm's position with distributors, or costs such as creating unnecessary complexity.
Source: "Guide to Finance Basics for Managers."
Sunday, June 26, 2011
MANILA, Philippines – Rory McIlroy is the current toast of the golf world, thanks to his dominant victory in the US Open.
But golf fans should not sleep on Jason Day, who came in second to McIlroy and has finished in the top 10 of five PGA events this year.
The 23-year-old Filipino-Australian is enjoying a brilliant 2011 season; He is ranked number 9 in the world and is currently Australia's top ranked golfer.Day was born to an Australian father and a Filipina mother, who were both employed as meat workers in Queensland.
Day was unable to provide a serious threat to McIlroy in the US Open, but the Fil-Australian is determined to bounce back this November in the Australian PGA Championship; It will be his first time to compete in the event.
"This year will be big. It's going to be a great field and I'm looking forward to playing well in front of my friends and family and all the young golf fans."
Day is determined to improve his ranking and reach the pinnacle of the golf world.
"I want to become No. 1 in the world. I was taught in my life, by my parents, that you don't get anywhere without working hard," he said.
With reports from abs-cbnNEWS.com and Agence France-Presse
IMO's action plan for 2011 has six (6) prime objectives
1. Increase pressure at a political level to secure the release of all hostages being held by pirates.
2. Review and improve IMO guidelines to administrations and seafarers, and promote compliance with industry best management practice, also the recommended preventive evassive and defensive measures which ships should follow.
3. Promote greater levels of support from, and coordination with navies.
4. Promote anti-piracy coordination and cooperation procedures between and among states, regions, organizations and industry.
5. Assist states to build capacity in piracy infested regions of the world, and elsewhere, to deter, interdict and bring to justice those who commit acts of piracy and armed robbery against ships.
6. Provide care for those attacked or hijacked by pirates and for their families.
The total cost of piracy
Cost factor Cost (in US$)
Ransoms (excess cost) 148 million
Insurance premiums 460 million to 3.2 billion
Re-routing of ships 2.4 to 3 billion
Security equipment 363 million to 2.5 billion
Naval forces 2 billion
Prosecutions 31 billion
Anti-piracy organizations 19.5 million
Cost to regional economies 1.25 billion
TOTAL ESTIMATED COST 7 to 12 billion
Source: Tanker Shipping & Trade Feb/March 2011
US Secretary of State Hillary Clinton on Thursday vowed to support its old ally amid growing tension between China and its neighbors in disputed of the South China Sea.
Lieutenant Noel Cadigal of the Philippine Navy said two US guided missile destroyers and a salvage ship would join four Philippine gunboats for gunnery, patrol and interdiciton drills off the southern tip of Palawan island.
"We will also hold anti-piracy and anti-smuggling exercises and test the interoperability and readiness of the two navies in responding to various scenarios, such as security, disaster and humaritarian assistance," Cadigal said.
Friday, June 24, 2011
* maritme administration;
* monitoring of maritime education and training institutions (METIs);
* requirements of seafarers certification;
* management level course; and
* other findings relating to METIs
In a news release posted on the DOLE website, Acting Labor Secretary Danilo Cruz said the Philippines will mostly likely fulfill the requirements before the August deadline. "The Maritime Training Council, Professional Regulation Commission, Technical Education and Skills Development Authority, and the Commission on Higher Education are working closely and doubly hard to undetake the corrective actions on the deficiencies and shall be submitting the report by the end of the month," he said. He also expressed confidence that after receiving the report, EU will continue to recognize our country's education, training and certification of seafarers under the STCW Convention.
Cost Management: Good Cost / Bad Cost
The UK government’s search for spending cuts is in the headlines everyday.
Some actors were protesting the arts should be exempt from cuts because they were profitable and that the cuts would be damaging to their future success.
While not argued from the procurement perspective, these actor’s point is highly relevant to every organisation seeking to make spending cuts whether in the public or private sector, and one that every CPO should also be making.
The key point is there are “good costs” and “bad costs”. Good costs (or resources) are those that contribute to the company’s or country’s competitive advantage. Bad costs are those that have no major impact on performance. These actor’s argued withdrawing funding for the arts was actually damaging for the country as a whole, which is contrary to the desired outcome.
So what does this mean for CPOs and procurement? It means they must take control of cost to be seen as ‘cost managers’, not ‘cost cutters’. Cost cutting suggests a reactive, short-term, tactical activity. Cost management is a purposeful ongoing activity in search of cost optimisation. This is achieved when internal and external cost levels have reached a sustainable level to maintain a competitive advantage. This is constantly changing.
The question for the profession is how many CPOs are just responding to the pressure to cut and how many are at the table to engage in cost optimisation? The difference between the two represents a gigantic leap in performance for the CPO, the profession, your organisation and even your country.
Ocean Tankers Selects Triple Point to Manage Chartering and Vessel Operations for Wet Bulk Commodities
Ocean Tankers has licensed Triple Point’s chartering and vessel operations software to manage all pre- and post-fixture activities for its wet bulk shipping operations. Ocean Tankers specializes in the transportation of petroleum and related products and provides worldwide coverage.
Incorporated in the Republic of Singapore in 1978, Ocean Tankers has over 2.3 million DWT (Deadweight tonnage) of carrying capacity and services a wide network of customers, including oil majors, state-owned oil companies, and international trading houses. The company manages a fleet of 83 vessels, ranging from small coastal vessels to large ULCCs (Ultra Large Crude Carriers).
“Shipping is a key element of an efficient and effective commodity supply chain, and Triple Point provides the only commodity management solution with the functional depth and breadth to handle voyage estimating, post-fix operations, bunker procurement, and freight risk management in its shipping platform,” said Michael Lolk Larsen, managing director, chartering and vessel operations, Triple Point. “Triple Point is proud to include Ocean Tankers as a customer, and we look forward to supporting its growing operations.”